Everhour Reporting organizes Linear issue hours by person, project, and date range so capacity reviews use tracked data.
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Use this page when the next assignment depends on real capacity, and the issue board alone leaves too much room for guesswork. Start with each person, their weekly availability, the Linear projects that already carry assigned issues, and the date window you plan against. The practical output is a clean view of committed hours by person, so you can move an issue, split it, or postpone it before the week is overloaded.
Linear issues give you the work structure: team, project, cycle, labels, assignee, priority, status, and estimate values. Treat those fields as routing context, then add planned hours and tracked hours in the time layer. Capacity planning becomes a question of availability versus commitment, by person and by project, for the week you are staffing.
Set a weekly capacity for each engineer first. Use their working schedule, part-time percentage, custom weekly capacity, and known time off as the available-hours baseline. Then attach planned hours to project or task assignments for the same week. A 32-hour capacity with 26 planned hours leaves 6 hours free; a 32-hour capacity with 38 planned hours needs reassignment before work starts.
Daily planned time should come from the assignment window. A single lump estimate hides the day-by-day load. If a task has 20 planned hours across 5 assigned days, the daily load is 4 hours, then the weekly summary can compare that load with the person's capacity. Group the view by member for staffing decisions and by project when you need to see which roadmap item is consuming the week.
Effort points on issues measure size for planning and completion statistics. They do not define clock hours, hourly cost, or a person's weekly availability by themselves. Keep effort points as delivery context and enter planned hours separately for capacity. The mistake to avoid is filling a weekly capacity plan from point totals without checking assigned hours and time off.
Cycle timing still matters, because a cycle gives the review window for current assignments. Use the cycle dates as a date range, then review load by person inside that window. A project manager should look for people above capacity, people with clear availability, and tasks where tracked hours already exceed the planned portion of the work.
A one-time capacity check is enough when one lead needs to rebalance this week's issue assignments. Enter the people, weekly availability, planned assignments, and obvious absences, then make the staffing call. That snapshot breaks down once assignments shift daily, teams share engineers across several Linear projects, or the plan needs proof from tracked time instead of optimistic estimates.
Everhour turns that snapshot into a managed workflow by placing timers and manual logging controls inside Linear through the browser extension, syncing workspace, project, issue, status, and tag data into reports. Planned load can then be checked against actual tracked time project by project, with reports filtered, grouped, exported, or scheduled for recurring delivery.
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 available hours per person for the week, after known absences and part-time schedules. Add the planned hours assigned to that person across projects and tasks during the same date range. Availability minus planned load gives open capacity. Planned load above availability marks an over-capacity week that needs reassignment, scope reduction, or a later start date.
Effort points are size context. They are not hours. Linear supports team-level estimate scales such as Fibonacci, Exponential, Linear, and T-Shirt, and those values feed effort and completion statistics. Capacity needs clock time: planned hours, tracked hours, and availability. A team can compare points and hours after delivery; the staffing decision should use hours.
Use the exact window you are staffing. For cycle planning, align the review to the cycle start and end dates, then treat that cycle as a date range. For rolling assignment decisions, use the next workweek or the next two weeks. Mixing a cycle view with a calendar-month workload view hides short overloads and open gaps.
An over-capacity signal means planned load exceeds the person's available hours inside the review window. Move low-priority issues to someone with availability, split a large task across dates, reduce scope, or push the start date. Keep priority and project context visible so urgent work moves first and lower-value work absorbs the schedule change.
Workload balancing fails when the plan mixes unlike inputs. Effort points, planned hours, tracked hours, and time off answer different questions. Another common mistake is reviewing only one project while the same engineer carries work on other projects. Capacity review needs all active assignments for the person inside the same weekly window.
Everhour Reporting can build a capacity review from synced Linear project, issue, status, and tag data, then filter by date range and group by member or project. Custom reports include 45+ columns and can be exported or scheduled for recurring email delivery, so leads review workload without rebuilding the same view.
Everhour Resource Planning sets full-time, part-time, or custom weekly capacity for each person and shows assignments on a visual timeline. The planner can show vacations, sick days, holidays, availability gaps, and weekly overallocation in red, so planned work gets checked before the issue handoff.
Track issue work inside Linear, then review capacity in Everhour Reporting with filtered, grouped, exportable reports by person, project, and date range so staffing decisions stay grounded in tracked work.
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