Linear projects need budget targets tied to real hours, and Everhour adds the tracking, rates, and review layer.
Try with my Linear
$10k of $15k
Hourly
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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.
This page is for a manager, finance lead, or agency owner who runs project work in Linear and needs a budget view tied to work in progress. The practical outcome is a budget target, actual time against that target, labor cost from rates, and remaining room before the project overruns. Keep Linear as the source for issues, projects, assignees, and status.
The budget layer should answer three questions during the week, while month-end surprises are still avoidable. It should show planned work, actual tracked time, and remaining budget while the team still has choices. A useful setup also separates internal cost from client-facing billable rates, because a project can stay under a client fee while labor cost erodes margin.
Start with the budget type. An hour budget treats team capacity as the cap for a cycle, release, or support queue. A money budget treats spend as the cap for a fixed-fee, retainer, or internal cost center. Choose one primary target, then decide whether expenses count against the same cap or stay outside the labor budget.
Next, set the rate logic before the first entry lands. Cost rates turn tracked time into internal labor cost. Billable rates turn the same approved work into client-facing revenue when the project is chargeable. A clean budget view stores the project, member, or task rate that applies, plus the date a rate change begins so older work keeps the rate used at the time.
Actual budget control starts when time is logged against the right Linear issue and project. Issue status and assignee show where the work sits, while tracked hours show what the team has consumed. Treat estimates on Linear issues as scope signals. Hour budgets compare tracked hours with the hour cap. Money budgets calculate spend from tracked time and the applicable cost or billable rates.
Budget alerts should fire before the cap is gone. Admins should set thresholds that match the team's risk tolerance, client promises, and review cadence, then send alerts to the people who can change scope, staffing, or priority. A late alert only documents the overrun. An early alert gives the project lead time to pause work, narrow scope, or approve more budget.
A one-off budget check is enough when you need a quick answer for one project snapshot. Pull the current issue list, collect the approved hours available so far, apply the correct rates, and compare actual cost with the target. That process works for a proposal review, a handoff meeting, or a single client update where no one needs recurring alerts.
A managed workflow is the better fit when budget review repeats every week or every cycle. Everhour can connect Linear work to tracked time, rates, recurring budgets, threshold alerts, and reviewed timesheets through embedded controls, so the numbers update from the same work records your team already uses. Use that system when approved time must feed billing review, cost reporting, or a recurring client budget.
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 project scope in Linear, then choose a budget target in hours or money. Assign rates before time is logged, because cost reporting depends on the rate attached to each person, project, or task. Keep the budget tied to the Linear project rather than a loose spreadsheet category, so actuals stay aligned with issues and assignees.
Use hours when the budget represents team capacity, delivery effort, or a fixed amount of work for a cycle. Use money when the budget represents spend, client fee exposure, or internal cost control. Many teams review both, but the budget needs one primary cap so alerts and remaining-budget reports have a clear limit.
Treat estimates on Linear issues as scope and effort signals. A project cost view needs actual time entries and rates. Multiplying size values by a rate creates a policy choice, so document that conversion before using it in a budget review. For billing or payroll support, use worked time that a manager has reviewed.
Include labor cost from approved project hours first, because it is the recurring cost most likely to move with scope. Add billable expenses only when the budget policy says expenses count against the fee or spending cap. Keep internal cost rates separate from billable rates, since cost reporting and client revenue answer different questions.
Set threshold percentages below the point where the team loses options. A low threshold fits risky work with uncertain scope; a higher threshold fits stable work with predictable hours. Admin-configured alerts should go to the person who can approve scope changes, pause work, or add budget.
Everhour Timesheets collects weekly project and working hours by person, then lets users submit time for manager review. Admins can approve, reject, partially approve, and lock entries before budget reports or billing review use those hours, which keeps cost numbers tied to reviewed work.
Everhour Project Budgeting supports budgets in hours or money, recurring budget periods, and email alerts at percentages an admin sets. Budget protection can stop timers or prevent additional logging after a cap is exceeded, so overruns surface while the project record remains connected to Linear work.
Use Everhour Timesheets to collect weekly Linear project hours, approve or reject submissions, lock reviewed entries, and keep budget reports tied to approved work before billing review.
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