Everhour connects tracked time to Linear work so estimate reviews compare planned effort with actual hours.
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One click and you're timing. Start a timer, add an entry, edit the details. This is exactly how it feels in Everhour.
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Use this page when you need to check whether a Linear issue took the effort you expected. The practical output is a reviewable record: issue name, project, assignee, status, estimate value, actual logged hours, and the reason for any gap. That record helps a team lead close the issue with context instead of relying on memory after the cycle ends.
Keep the review at issue level before rolling it into project or cycle judgment. A single issue can be under-scoped, overestimated, split late, or finished with hours missing from the log. Project totals hide those causes. Issue-level review shows whether the plan failed because the estimate was wrong, the scope changed, or the actual time record needs correction.
An estimate on a Linear issue is an effort or size value, not clock time. Teams choose from Exponential, Fibonacci, Linear, or T-Shirt scales, and those scales describe relative effort. Logged hours measure time actually spent. Put both values side by side, but label them separately so an estimate point never turns into an hourly budget without an explicit team rule.
Use the issue fields that explain the work, and leave unrelated properties out of the review. Project, assignee, status, labels, priority, and cycle give enough context for most reviews. Add the estimate value, actual hours, and a short note for scope changes. A clean row includes the issue title, effort scale value, logged time, primary label, and variance cause.
A high actual hour total needs cause checking before judgment. Check whether the issue description changed, a blocker forced rework, or the assignee recorded support time against the same issue. Also check the opposite pattern. Actual hours far below the estimate deserve a check for a padded estimate, a partial delivery, a split issue, or work that never got logged.
Treat variance as a planning input for the team. The same gap means different things on discovery work, production fixes, migrations, and review tasks. Preserve the explanation in the issue or the review sheet. The next estimate improves when the team sees the cause behind the number over or under the original estimate.
A one-off review is enough when you are checking a small batch of issues, cleaning up a retrospective, or validating a single project before a client update. A managed workflow becomes necessary when estimate variance affects staffing, billing, project budgets, or repeat planning. At that point, the review needs approved hours, rate context, alerts, and a history that survives the current cycle.
Everhour Project Budgeting turns that history into operating data for Linear projects. Teams can run hour-based or money-based budgets, set recurring budget periods, and send email alerts at chosen thresholds as logged time accumulates. Budget protection can stop timers or prevent more logging at the cap, which keeps estimate misses visible before they become billing or staffing surprises.
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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G2
Summer 2026
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Capterra
Summer 2026
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Use one row per issue with the project, assignee, status, estimate value, actual logged hours, and a variance note. Labels and priority help explain risk or work type. Cycle dates belong in the review as date range context; avoid treating the cycle window as a promise that every issue's hours will match the cycle window.
Treat effort points as the planning scale and actual hours as measured work time. The team-selected scale can be Exponential, Fibonacci, Linear, or T-Shirt. The review should show both fields with different labels, then explain the gap in plain language instead of converting points into hours by habit.
Review the largest gaps that affect delivery, budget, or future planning first. A miss of 2 hours on a tiny issue deserves attention if it repeats across many issues. A miss of 20 hours on one unusual incident needs a cause note before anyone changes the team's estimate scale.
Ask the assignee to correct the log before judging the estimate. Missing time makes actuals look better than reality and turns the variance review into a false win. Late manual entries should include the work date and the issue they belong to, so the review shows time actually spent on the right work.
Review them together only after keeping the fields separate. A deadline miss is a calendar problem; an effort miss is a work-size problem. One issue can finish late with few hours because it waited in review, and another can finish on time after consuming more hours than planned.
Everhour Project Budgeting lets teams set hour-based or money-based budgets for Linear projects and track them as people log time. Admins can set custom email alert thresholds, so an estimate miss shows up while there is still time to adjust scope, staffing, or billing expectations.
Everhour adds tracking controls inside Linear through the browser extension, then syncs workspace, project, issue, status, and tag data into reports. Team members can use issue timers or manual entries, which keeps actual hours tied to the same issue structure used for review.
Use Everhour Project Budgeting to pair issue estimates with logged work on Linear projects, set hour or money budgets, and trigger threshold alerts before the next plan repeats the same miss.
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