Everhour tracks time and costs against Linear work, keeping capacity reviews tied to issues, estimates, and project spending.
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Use this page to turn Linear issue planning into a capacity review you can act on. The practical job is to size the work with Linear effort or size estimates, track the actual hours separately, and compare the signals after the issue moves. That comparison tells you whether the plan held, where engineering time went, and which future commitments need a smaller scope or more capacity.
Linear issues carry the planning context: team, project, cycle, assignee, priority, labels, status, and estimate. Keep those fields clean before you review capacity. A vague estimate on a vague issue produces a weak signal. A scoped issue with a named owner, current status, and project context gives the team a usable planning record.
Linear estimate scales are effort or size values, such as Exponential, Fibonacci, Linear, or T-Shirt. Treat those values as planning units, not clock time. A 5-point issue does not equal 5 hours unless your team creates and maintains that conversion outside the estimate itself. Mixing points and hours hides whether a gap came from scope, speed, interruptions, or missing time entries.
For capacity planning, use points to size relative work and hours to measure actual effort. A cycle can look balanced by points while one assignee still spends too many tracked hours on high-friction issues. Review the two signals side by side: estimate value for planned scope, logged time for capacity consumed, and variance for the follow-up discussion.
A large gap between estimate value and actual hours deserves a diagnosis before the next plan changes. Overrun can mean the issue was under-scoped, dependencies were missed, or the assignee had to solve hidden work. Underrun can mean the issue was simpler than expected, the estimate was padded, or the recorded time is incomplete.
Use a simple review habit: compare each completed issue's estimate value, actual tracked time, assignee, status movement, and label context. One issue can be noise. Repeated gaps in the same project, priority level, or work type point to a planning pattern. Capacity improves when the team updates future estimates from those patterns instead of treating every variance as a one-off exception.
A one-project estimate review is enough when you need a quick check before a planning meeting. It answers whether the current batch of issues fits the people available. It is also enough for a small team that only needs a lightweight issue-by-issue discussion and does not need retained reporting, approval history, budget controls, or cost review.
A managed workflow becomes necessary when estimates drive staffing, project budgets, or client commitments. Everhour adds embedded time controls in Linear through the browser extension, syncs Linear workspace, project, issue, status, and tag data into reports, and can compare tracked time against task estimates. That history turns capacity planning from a fresh guess into a record of estimate accuracy and project cost.
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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Use estimates to size planned work and logged hours to measure effort actually spent. Keep each issue tied to a project, assignee, status, and cycle window so the review has context. The capacity decision comes from the comparison: planned effort, actual hours, remaining work, and repeated variance patterns across similar issues.
Convert points into hours only if your team maintains a clear internal rule and reviews it regularly. Linear estimate values are effort or size units, with scales such as Fibonacci, Exponential, Linear, and T-Shirt. Hours are measured time. Treating the two as identical creates false precision and weakens capacity forecasts.
Start with completed issues where the planned estimate value and actual tracked hours clearly moved in opposite directions, then check whether the same label, project, assignee, or work type appears repeatedly. A pattern across similar issues matters more to capacity than a single unusual task.
Use the cycle window as the review period, then look at issue estimates and actual tracked hours inside that date range. Cycles give the team a rhythm for discussing committed work. Hours show how much capacity the work consumed during that period.
The most damaging mistake is changing future plans without separating under-scoped work from incomplete time records. An overrun means little until the team knows whether the issue required more work than expected or the recorded hours arrived late, manually, or inconsistently.
Everhour Expenses tracks project costs alongside billable hours, including receipt images or PDFs and expense categories with unit pricing. Teams can review expenses by project, client, member, category, date range, and billable status so capacity planning includes non-labor project costs when profitability matters.
Everhour can sync Linear project and issue data, add embedded timers and manual logging controls through the browser extension, and report tracked time against task estimates. That gives managers remaining or over-estimate hours in reports tied back to the same Linear work structure.
Track Linear issue hours, estimates, and project expenses in Everhour so future staffing and budget decisions use recorded effort and actual project costs.
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