Everhour shows planned workload and tracked hours for Linear projects, so staffing decisions use capacity and reality.
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Capacity planning for Linear projects starts with a practical question: who has room for the next issue, and who is already committed. Linear holds the issue context, including team, project, assignee, priority, status, labels, cycle, and estimate. The capacity view needs a second layer: each person's weekly availability, assigned project load, scheduled absence, and tracked work.
A useful plan separates available time from assigned time. A person with 40 available hours and 46 planned hours is over capacity before the week starts. A person with 30 available hours because of time off should not be compared against a full-time teammate. The planning target is simple: assign work to the person who has enough remaining capacity for the project, priority, and timing.
A capacity plan needs one weekly availability figure per person, then planned work assigned against that limit. Full-time, part-time, and custom weekly capacity belong in the same review because the relevant number is personal availability, not team average. Time off also changes the week, so vacations, sick days, and holidays need to reduce the usable capacity before new issue work is assigned.
Assigned load should stay project-specific. A developer at 85% capacity on one project and 30% on another has a different problem than a developer at 115% across both. The first case may need project focus; the second needs reassignment, scope movement, or a date change. Utilization also needs a definition before use: billable-to-available time measures revenue use, while assigned-to-available time measures workload pressure.
Linear estimates are effort or size values, not clock time. Teams can use Exponential, Fibonacci, Linear, or T-Shirt scales, and those values support scope and flow review. Capacity planning needs hour estimates beside the issue context because weekly availability is measured in hours. Do not convert points into hours as a hidden rule unless the team has a documented planning convention.
Tracked hours correct the plan after work starts. An issue estimated at 6 hours and tracked at 10 hours changes future scheduling more than a point label alone. Compare planned hours, tracked hours, remaining work, assignee, and project before moving new work into the week. The useful signal is not that an estimate was imperfect; it is whether the remaining schedule still fits the person's available capacity.
A one-off capacity check works for a short planning conversation. It is enough when you need to see who looks overloaded this week, compare planned work against availability, and make one reassignment. The check breaks down when multiple Linear projects compete for the same people, tracked time changes the forecast, or managers need to explain why a date moved.
Everhour Resource Planning turns the snapshot into a managed workflow by showing workload on a visual timeline with member and project views, custom weekly capacity, time off, and planned-versus-actual time. Linear issues remain the work context, while Everhour tracks the hours and highlights overallocated people or available bandwidth. That gives managers a project-by-project view of planned load checked against tracked reality.
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 each person's available hours for the week, reduced for time off and part-time schedules. Add planned hours for assigned Linear project work, then compare the total assigned load against that person's capacity. A plan is overloaded when planned work exceeds available hours, even if the issue list looks reasonable by count.
Capacity should be based on estimated hours because availability is measured in hours. Issue count hides size differences, and Linear estimate points are effort values rather than clock time. Use issue count for flow review, then use hour estimates and tracked hours to decide whether one person can absorb more work.
Over-capacity work needs a specific action: move the issue to another person with available time, reduce scope, change the date, or defer lower-priority work. Leaving the overload visible without changing assignments makes the plan unreliable. Review the overload by person and project so one urgent project does not quietly consume capacity reserved for another.
Workload balancing fails when planned work ignores absences, part-time schedules, or active work from other projects. A person can look available inside one project view while already carrying work elsewhere. Use a single capacity review across projects, then check tracked hours during the week to catch assignments that are taking longer than planned.
Tracked time turns past plans into calibration data. If similar Linear issues repeatedly take more hours than planned, raise future hour estimates or reduce weekly commitment. If tracked time stays below plan, the team can assign more work without increasing overload risk. The comparison should use the same project and issue context each time.
Everhour Overtimes supports daily and weekly overtime limits, 1.5x and 2x tiers, and Team Hours visibility, so managers can review overtime alongside tracked work. Payroll calculations use employee hourly cost and tracked time, which helps separate planned overload from actual extra hours worked.
Everhour Resource Planning shows member and project timelines with weekly capacity, availability gaps, time off, and planned-versus-actual time. Managers can see who is overallocated or has bandwidth, then adjust assignments while Linear remains the issue and project context.
Track planned capacity, actual hours, and overtime signals across Linear projects. Everhour gives managers a clearer way to assign work before overload turns into payroll pressure.
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