Everhour adds tracked hours, rates, and workload views to Linear project work so capacity reviews use real availability.
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Decide who takes the next Linear issue by reviewing the person first: available hours, assigned work, scheduled time off, tracked time, and remaining room. Linear issue fields such as project, assignee, status, labels, priority, and estimate give the assignment context. The capacity decision comes from matching that work to actual working time.
Start with the person, not the issue count. Ten small issues can fit inside one week, while two large issues can fill it. The review should show who is already committed, which project owns the load, and where planned work exceeds capacity. A clean view lets you move work before the week starts instead of discovering overload after the tracked hours are already spent.
Estimates on Linear issues are effort or size values, not clock time. Linear supports team-level estimate scales such as Exponential, Fibonacci, Linear, and T-Shirt sizing, and those values help compare scope inside a team's planning process. They do not become labor cost or available hours by themselves, so a capacity review needs a separate working-time layer.
The common mistake is treating a point total as a schedule. A developer assigned 13 points across two projects is only over capacity after you compare that planned load with the person's weekly availability and other commitments. Use estimates to judge relative effort, then use hours to plan the week, review actual tracked time, and correct future assignments.
A practical workload review needs the same fields every week: team member, project, issue, assignee, status, estimate value, planned hours, tracked hours, time off, and weekly capacity. The project view answers which projects are consuming the team. The member view answers who has room, who is fully assigned, and who is already over the line.
Use the cycle window as a calendar review period, not as the source of capacity. Compare assignments that fall inside that date range with each person's available hours for the same period. If Ava has 32 available hours after a day off and already carries 34 planned hours across two Linear projects, the adjustment is assignment scope, timing, or owner.
A one-time review is enough when you only need to reshuffle the next few assignments. It works for a small team checking this week's issue list, confirming who is available, and spotting obvious overload before work starts. The snapshot loses value when tracked time, project cost, billable status, and future availability need to stay connected.
Everhour turns that snapshot into a managed workflow by combining planned capacity with actual tracked time project by project. Admin reports can separate billable time, non-billable time, billable amount, and cost, while project billing status, task-level non-billable controls, custom task rates, and member-rate exceptions keep the financial view tied to the work.
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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Estimates on Linear issues should inform capacity, not replace it. Treat the estimate value as relative effort inside the team's sizing scale, then compare assigned work with each person's available hours. Capacity breaks when a team uses points as a direct hour total without checking time off, meetings, support load, or tracked time from similar work.
Actual capacity starts with available working hours for the person and period under review. Subtract scheduled time off and known non-project commitments before assigning project work. Tracked hours then correct the plan: if a person repeatedly logs more time than planned on the same type of issue, future assignments need smaller planned loads or more time.
Assign the person's weekly availability across projects before assigning individual issues. A useful review shows each project competing for the same pool of hours, then flags the total load by person. This prevents one project from looking reasonable in isolation while the same person is overcommitted across three project plans.
The clearest overload signal is planned hours exceeding available weekly capacity for a named person. Issue count, priority, and estimate values provide context, but the decision point is whether the person has enough available hours to do the work. Review the largest overages first because they require scope changes, reassignment, or a date change.
Tracked hours show the time actually spent on completed work, which gives managers a reality check against planned load. Review completed issues by project, assignee, estimate value, and tracked time. Patterns matter more than a single outlier: repeated gaps show where the team's planning scale, staffing mix, or assignment size needs adjustment.
Everhour reports billable time, non-billable time, billable amount, and cost from tracked work tied to Linear projects and issues. Admins can set project billing status, mark specific tasks non-billable, apply custom task rates, or use member-rate exceptions when one person's work should be priced differently.
Everhour Resource Planning shows workload on a visual timeline by member or project, with weekly capacity set per person. Managers can see overallocated people, open availability, scheduled time off, and planned capacity compared with actual tracked time, so future Linear assignments reflect what the team can handle.
Connect Linear project work to Everhour reports, billing controls, and workload planning so estimates, actual hours, and capacity decisions stay in one Everhour workflow.
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