Everhour adds timesheets, rates, budgets, and alerts to Linear project work so teams see cost before an overrun.
Try with my Linear
$10k of $15k
Hourly
0:00:00
Alejandro Luna0:00:00Kai Nani0:00:00Kai Nani0:00:00Click!
Dave Jung0:00:00Alejandro Luna0:00:00Dave JungThe calculator gives you the number — Everhour takes it from there.
One click and you're timing. Start a timer, add an entry, edit the details. This is exactly how it feels in Everhour.
Set a budget, assign rates, and get alerted before you're over.
Measurement
Track your budget through time or costs
Every report you need — configured your way, always up to date.
Tracked hours flow straight into a polished invoice — no copy-paste, no manual math.
Your Linear project needs a budget view tied to actual work, not a loose spreadsheet checked after delivery. The practical outcome is a project budget with a scope boundary, a target in hours or money, rates that translate logged time into cost, and alerts that reach an owner before the project passes the limit.
For Linear-based teams, the clean setup keeps issues, projects, assignees, status, and cycles as the work context. Everhour supplies the time entries, cost rates, billable rates, and weekly time records used for budget and reporting review. That structure gives engineering, finance, and client-facing managers the same numbers without asking people to rebuild the project story in another file.
A budget record needs a scope line first: one project, one cycle, or another agreed slice of issue work. The target can be hours, money, or a recurring amount for ongoing work. A time budget measures capacity consumed; a money budget multiplies tracked time by cost or billable rates and can include expenses only when the budget policy says they belong in the fee total.
Rates need the same discipline as the budget target. Cost rates show internal labor cost, while billable rates show client revenue. Per-person defaults work for standard staffing, and project-specific overrides handle contracts priced differently from the normal rate card. A dated rate change protects older reports because time before the effective date keeps the rate that applied at the time.
Budget management fails late when the first review happens at invoice time. Set alert thresholds around the point where action remains possible, such as a mid-project check, a near-limit warning, and a final stop before extra work continues. The exact percentages belong to the admin's policy, contract margin, and delivery risk; fixed preset thresholds do not fit every project.
A useful budget view separates planned hours, logged hours, remaining budget, labor cost, billable amount, and non-billable work. Treat issue-size values as planning context, then use reviewed time entries for actual consumption. The common mistake is counting planned effort as spend before anyone checks the weekly time. That turns a forecast into the cost record and hides the exact week where the budget started drifting.
A one-off budget check is enough when you need a single status read: current hours, cost to date, and remaining room against one project target. It also works for a small internal project with a short deadline and one owner who can correct missing time immediately. The result should still state the scope, date range, rates used, included expenses, and alert threshold.
A managed workflow starts paying off when the same Linear projects need recurring budgets, threshold email alerts, budget protection, and reviewed weekly time before finance or billing uses the numbers. Everhour connects embedded time entries to budgets, rates, approvals, and reports, so managers can review time and budget status without a month-end reconstruction.
This content is for general information only, may not be fully up to date, and is provided without any warranty or liability.
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Start with the work boundary, then choose the control unit. A project budget needs a target in hours or money, a date range, an owner, and a clear rule for expenses. Hour budgets fit capacity control. Money budgets fit labor-cost, fixed-fee, and client-spend control because rates convert approved time into cost.
Use hours when the budget represents capacity, such as a release bounded by approved engineering hours. Use money when the budget represents spend, margin, or client commitment. A money budget needs cost rates for internal burn, billable rates for revenue, and a stated rule for whether expenses count against the same limit.
Rates turn time entries into cost and revenue columns. Cost rates show the internal labor spend behind the work. Billable rates show the client-facing amount when the project is billed by project rate, member rate, or a custom task rate. Per-project overrides matter when one contract prices the same person differently from that person's default rate.
Set thresholds at decision points, not after the budget is effectively spent. A first alert should leave time to reduce scope, move people, or get approval for extra work. A later alert can support a stop-or-continue decision. The admin should own the percentages because contract margin, delivery risk, and stakeholder tolerance differ by project.
Counting planned effort as actual consumption hides variance. Issue-size values and hour estimates help plan scope; budget actuals need time entries reviewed for the week they were worked. A second mistake is mixing billable totals with internal labor cost. Budget review should label each column so a margin issue does not look like a delivery issue.
Everhour Timesheets collect weekly project hours and working hours by person, then let users submit time for approval before reports use it. Admins can approve, reject, partially approve, and lock submitted time, giving managers a protected weekly time record for review.
Everhour Project Budgeting tracks budgets in hours or money as people log time on Linear work. Admins set email alert thresholds at any percentage, and budget protection can stop running timers or prevent extra logging after the cap is exceeded.
Use Everhour Timesheets to collect weekly Linear project hours, approve or reject submissions, lock checked time, and give managers reviewed records for payroll, billing, and budget discussions.
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