Everhour turns logged issue time into capacity budgets, helping engineering teams see planned, used, and remaining hours.
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$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.
Use this page to turn an engineering plan into a capacity budget for Linear project work. Start with the scope: one project, one cycle, one team, or a specific set of issues. The budget is the amount of time the team can spend before the plan needs a staffing, scope, or timing decision.
For capacity planning, hours are the cleanest target because they represent the team's available work time. Money enters when you attach cost rates or billable rates to those hours. A lead can then read the budget in two ways: time left for the team and cost already consumed by the work during the period.
A useful budget needs a scope, a period, an hour target, and a time source. The scope comes from Linear projects, cycles, teams, issues, assignees, statuses, and tags. The period should match the decision window, such as a weekly cycle review, a monthly retainer, or a project phase. The hour target should reflect staffed capacity after known absences and priority work are removed.
Cost reporting adds rates to the same structure. Use internal cost rates for labor spend, client billable rates for revenue, and dated rate changes when the rate changes mid-project. Keep planned, actual, and remaining values side by side. The budget review needs one line of sight from issue work to hours, then from hours to cost.
Estimates on Linear issues are effort or size values, using scales such as Fibonacci or T-Shirt. Treat those values as planning signals for scope and sequencing. A capacity budget needs separate hour estimates or tracked hours because managers need to know the amount of team time consumed against the period's limit.
The mistake is converting points to money without a documented rate and hour rule. A five-point issue and a five-hour task answer different questions. Use points to discuss relative effort, use hours to manage capacity, and apply rates only after the hours are tied to the right person, project, and date.
A one-off capacity check is enough when you are scoping one short cycle, pricing one small project, or answering whether the team has room for extra issue work. Use the same scope, rate date, and logged-hour source each time. Save the result with the planning notes so the next review can see the assumptions behind the number.
Recurring engineering work needs a managed budget when leaders need recurring limits, threshold alerts, and approval controls before the month closes. Everhour Project Budgeting supports hour-based and money-based budgets, recurring periods, configurable email thresholds, and budget protection. Tracked Linear issue time can flow into Everhour reporting, so review meetings use current hours, cost, and remaining capacity.
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 the decision scope: one project, cycle, team, or selected issue set. Set the budget as hours the team can spend during that period. Then track actual hours against the same scope and compare planned, used, and remaining time. A clean scope prevents unrelated issue work from consuming the budget.
Use effort points for relative size, sequencing, and completion discussions. Use hours for capacity because hours measure staffed time available and time actually spent. Linear issue estimate scales, such as 1-2-3-5-8 or XS-S-M-L-XL, do not establish a cost conversion rule by themselves.
Count time recorded against the scoped project, cycle, or issue set during the review period. Keep bug fixes, support work, meetings, and unplanned tasks included only when the budget owner expects them to draw from engineering capacity. Time off belongs in availability planning rather than actual issue work.
Threshold alerts turn a capacity budget into an operating control. An admin sets the percentage that should trigger an email at a point where scope, staffing, or dates can still change. The alert should reach the person who can reduce scope, add capacity, or approve the overrun.
Variance becomes unreliable when planned hours and actual hours use different scopes. Common causes include untracked work on issues, manual entries added after review, stale cost rates, and meetings recorded outside the project. Lock the review period after approval so later edits do not rewrite the budget history.
Everhour Project Budgeting lets admins set hour-based or money-based budgets, recurring periods, configurable email thresholds, and budget protection. For Linear project work, tracked issue time can be compared with budget limits, so managers can see used capacity against the remaining plan before the period closes.
Everhour's browser extension adds timers, manual logging buttons, and timesheet access inside Linear, then syncs workspace, project, issue, status, and tag data into reports. Teams track time from the issue context while managers review the same work structure in reporting.
Everhour Project Budgeting connects tracked Linear issue time to recurring hour or money budgets, configurable threshold emails, and budget protection, giving engineering teams a current view of remaining capacity.
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