Cycle plans show intended work, and Everhour Time Tracking logs task and project hours for reports after work begins.
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Use this page to decide who can take the next issue, which assignment needs to move, and where a cycle already asks more than a person can deliver. The useful view starts with each person's weekly availability, then compares it with assigned work across Linear projects and issues. A manager should see the gap before the cycle starts, not after the work spills into the next week.
A good cycle capacity pass answers three questions: who is available, who is already committed, and which work should shift first. Treat Linear issues as the planning objects, with projects, assignees, status, labels, and estimates on Linear issues giving the review its shape. Keep cycles as the review window. The decision is still person-by-person, because overload happens on calendars before it shows up in project progress.
Estimates on Linear issues describe effort or size values, not clock time. Capacity planning still needs hourly availability, so keep a separate hour-based view for each person's weekly capacity, part-time schedule, holidays, vacations, sick days, and planned non-project work. Assigned load comes from the issues placed on that person during the cycle window, then from documented capacity hours used for scheduling.
Keep effort-style sizing separate from hour planning. Linear estimate values help compare relative scope, while capacity hours show whether a person has room for the work. A person with 32 available hours needs an hour-based commitment view, not only effort points. Converting every size value into a fixed hour amount creates false precision unless the team has its own documented mapping.
The clearest overload signal is planned hourly commitment above weekly availability for a named person. A 40-hour weekly capacity with 46 planned capacity hours is a staffing problem even when the assigned issues look balanced by count. A second useful signal is uneven distribution across projects, such as one engineer carrying urgent work from three projects while another has only one low-priority assignment.
Fix the plan by moving, splitting, or delaying work before the cycle starts. Start with issues that have flexible timing, unclear scope, or no direct dependency on the overloaded person. Issue count alone misleads because one small follow-up and one large implementation both count as one issue. Capacity review needs Linear effort points or size values for scope, plus separate hourly estimates or tracked hours for workload.
A one-off capacity snapshot is enough when you need a fast staffing check for the next cycle. List each person, available hours, assigned Linear issues, effort-point estimates or size values, time off, and the hourly overload gap from separate capacity data. That gives a clean decision record for moving work before commitments harden.
A managed workflow becomes necessary when planned load needs to be checked against tracked hours project by project. Everhour Time Tracking lets people use timers or manual entries on tasks and projects, then sends those hours into timesheets, reporting, budgeting, invoicing, and payroll review. Admin controls such as approvals, locked periods, reminders, and timer rules keep the capacity record usable after the cycle ends.
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.
Start with weekly availability per person, then subtract planned absences and non-project commitments. Add assigned Linear issues and their effort-point estimates or size values, then compare separate hourly capacity data against availability. This order prevents a common planning mistake: treating the issue list as the plan before checking whether the assigned person has enough working time.
Use assignee, project, status, priority, labels, cycle, and estimates on Linear issues. Those fields show who owns the work, which project it supports, whether it is ready to schedule, and whether it belongs in the current review window. Comments and descriptions matter when they explain scope, dependencies, or why an estimate changed.
Planned hours show the intended workload before the work starts. Tracked hours show what the assignment actually consumed. Review both after the cycle closes, then adjust the next plan where estimates were consistently low, work shifted across projects, or one person absorbed unplanned support. The correction belongs in future planning, not only in a retrospective note.
Issue count hides size, risk, and skill concentration. Five small follow-ups can take less time than one complex integration issue, and both patterns look different from a simple count. Capacity planning should compare hourly commitments against availability, then use issue count only as a secondary signal for coordination load and review overhead.
Time off reduces available capacity before assignments are compared with workload. A person with 40 weekly hours and one vacation day does not have the same planning capacity as a full week. Put the absence into the schedule first, then decide which issues still fit and which ones need a different owner or date.
Everhour Time Tracking captures task and project hours with live timers or manual entries, including work tracked inside supported project tools such as Linear. Those entries can feed timesheets, reports, budgets, invoices, and payroll review, so cycle planning can use actual hours after work starts.
Everhour lets admins lock completed periods and use approval workflows before time moves into reports, payroll review, or billing. Submitted and approved time stays protected from regular member edits, which keeps cycle capacity reviews tied to a stable record after corrections are handled.
Track approved hours on Linear work, compare planned load with actual effort, and use Everhour Time Tracking to keep future cycle assignments grounded in real workload.
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