Engineering load changes weekly across Linear projects, and Everhour keeps capacity, assignments, and tracked hours ready for review.
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Decide who can take the next piece of engineering work across Linear projects. Each person has a weekly capacity, each issue or project assignment consumes part of it, and the manager needs to see whether planned work fits before committing more work.
Keep the decision close to the work record. Linear holds the issue, project, assignee, status, priority, labels, estimate value, and cycle context. Capacity planning adds a time view on top: assigned hours, remaining availability, scheduled time off, and actual tracked hours after the work starts.
Linear estimate values describe effort or size, using team-level scales such as Exponential, Fibonacci, Linear, or T-Shirt. Treat those values as planning signals for scope and sequencing. They do not become hours by default, and a fixed point-to-hour conversion creates false precision when issue complexity changes.
Use hour estimates only when you need a workload decision. A 5-point issue can still need 6 planned hours for one engineer and 14 hours for another if the work includes unfamiliar code, review, testing, or coordination. Capacity planning works best when planned hours are written as the expected time commitment for the assigned person.
A useful workload view starts with each person's available hours for the week, then subtracts assigned work by project or issue. The same person can look available in one project view and overloaded across all projects, so assignment review needs a person-level total before the team adds more work.
Check the shape of the load, not just the total. Ten planned hours on one urgent issue differs from ten hours spread across small interruptions. Include known absences, project commitments, and review work before treating remaining capacity as open time. Utilization needs a clear definition, such as planned project hours divided by available hours, before anyone acts on the ratio.
A one-off capacity snapshot is enough when you need a quick assignment check for the week. It works for a small team, a short project, or a single planning meeting where the only decision is whether one person can absorb one more issue.
A managed workflow matters when assignments, tracked hours, and corrections need to stay accurate project by project. Everhour Team Management supports weekly capacity per member, project assignments, personal tracking limits, time approval, lock rules, and admin time correction, so planned load can be checked against actual tracked work instead of a stale spreadsheet.
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 for each person, then subtract planned work assigned across Linear projects and issues. The useful signal is remaining availability after all active commitments, not a single project's staffing view. Scheduled time off and part-time capacity belong in the same review because they change the hours a person can actually commit.
Use estimate values as effort signals, then plan workload in hours when assignment capacity is the decision. Linear estimate scales describe size or effort, not a native clock-time amount. A team can keep points for scope discussions and still assign planned hours for staffing, scheduling, and overload review.
Project-by-project review hides overload when the same person has assignments in several places. A manager needs a person-level weekly total across projects before adding work. The common mistake is checking whether one issue fits while ignoring review duties, carryover work, and already assigned time elsewhere.
Tracked hours give the next capacity plan a reality check. If one category of issue regularly uses more time than planned, raise future hour estimates or reduce parallel assignments for that person. If tracked time consistently comes in lower, the team can tighten estimates without changing the issue-flow data used for scope review.
Define utilization before using the number. Billable-to-available time measures revenue coverage, while planned-project-hours-to-available-hours measures assigned workload. A busy engineer can have high assigned workload and low billable utilization if the work is internal, support-heavy, or non-billable.
Everhour Team Management lets admins set weekly capacity per team member, assign people to projects, apply personal tracking limits, and approve or reject time before reports use it. That keeps Linear project work tied to a controlled time record for workload review.
Everhour Resource Planning uses member and project timeline views, weekly capacity, time off, and planned-versus-actual comparisons. Managers can see upcoming availability, capacity gaps, and overallocated people, then compare the plan with tracked time as work moves through Linear projects.
Track capacity, assignments, and approved hours in one workflow connected to Linear projects. Everhour Team Management keeps workload decisions tied to controlled time records and weekly capacity.
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