Everhour tracks time inside Linear workflows, so project hours can support clearer capacity and workload reviews.
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Dave Jung0:00:00Alejandro Luna0:00:00Dave JungThe calculator gives you the number — Everhour takes it from there.
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Use this page to decide who can take the next issue, project slice, or support request without overloading the week. The useful view starts with each person's weekly availability, then compares assigned work against that limit across active Linear projects. A capacity report should show the manager where planned work fits, where it exceeds available hours, and which assignments need to move before the week is already blocked.
Linear stays the place where issues, projects, assignees, status, and labels describe the work. Everhour adds the hours layer by connecting tracked time to those same projects and issues. That split keeps the report practical: the team plans against project work already in Linear, then reviews whether assigned load matches the real hours people record during the week.
A clean capacity report starts with weekly availability per person, not issue count. One engineer with 30 available hours and another with 40 available hours should not receive the same planned load just because their issue lists look similar. Scheduled time off, part-time capacity, and non-project commitments change the usable number before any project work gets assigned.
Assign planned hours to the project or issue level, then compare the weekly total against each person's capacity. A person scheduled for 42 planned hours against a 40-hour capacity is over capacity even if the issue list looks small. The report becomes useful when it separates three things: available hours, planned assignment hours, and actual tracked hours.
A capacity report loses value when it treats estimates on Linear issues as clock time without review. Effort values, labels, priority, and status help describe scope, but the capacity decision needs hours assigned to people for a specific week. Keep estimate discussions separate from availability math unless the team has translated the work into planned hours.
Actual tracked time shows where the plan was too optimistic, too padded, or assigned to the wrong person. Review project by project, then adjust the next week's capacity with evidence. A 10-hour issue that repeatedly takes 16 tracked hours should change future assignment planning, even if the issue type looks familiar.
A one-off report is enough when you need a quick read on this week's load before assigning the next issue. It should answer three questions fast: who has remaining capacity, who is over capacity, and which project is absorbing the most planned time. That snapshot works for a small team or a single planning meeting.
A managed workflow becomes necessary when capacity planning must survive handoffs. Everhour Time Tracking lets people use timers or manual entries on tasks and projects, then feeds those hours into timesheets, reports, budgets, invoices, and payroll review. For Linear work, embedded controls and synced project and issue data keep the planned load checked against tracked hours, project by project.
This content is for general information only, may not be fully up to date, and is provided without any warranty or liability.
High Performer
G2
Summer 2026
Best Ease Of Use
Capterra
Summer 2026
Rated in the top time trackers across G2, Capterra, and TrustRadius — with consistent praise for ease of use, integrations, and support.
A practical report includes each person's weekly capacity, planned assignment hours, actual tracked hours, project, issue, assignee, status, and date range. Use the project and issue structure from Linear, then review capacity with hours from Everhour. The result should show remaining availability and over-capacity people before new work is assigned.
Measure assigned load in planned hours for the review period, then total those hours by person across projects. Issue count gives a distorted view because one issue can take 30 minutes or several days. Capacity reporting needs the same unit for every person, which means hours against weekly availability.
Use the cycle window as the date range when that matches the team's planning rhythm. Treat it as a time frame for review, not a separate reporting structure. Compare planned work and tracked hours inside that window, then carry the learning into the next assignment round.
A person planned above weekly capacity needs an assignment change before the week starts. A person tracking more hours than planned needs a scope or estimate review after work begins. A project that consumes more tracked time than expected needs a staffing or priority decision before new issues are added.
Capacity reports become misleading when they mix effort values, issue counts, and hours as if they were the same unit. They also break down when time off and part-time schedules stay outside the report. Use weekly capacity as the baseline, planned hours as the commitment, and tracked hours as the correction.
Everhour Time Tracking lets team members start timers or add manual entries on tasks and projects, including work managed in Linear through embedded controls. Those hours feed timesheets and reports, so managers can review planned load against actual tracked time before approving time or changing assignments.
Everhour Resource Planning shows team capacity and workload on a visual timeline with member and project views. Weekly capacity can be set per person, and the planner highlights people who are overallocated or still have bandwidth, including scheduled time off on the timeline.
Track approved time against Linear projects with Everhour Time Tracking, then compare planned load with actual hours before the next assignment decision improves capacity planning.
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