Everhour connects Linear issues with tracked hours, rates, budgets, and reports so capacity plans can be checked against actual work.
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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 a sprint-style Linear cycle into a capacity plan that names the work, the owner, the estimate, and the review window. Linear issues carry the planning structure: project, cycle, assignee, status, labels, priority, and estimate. Everhour adds the time layer when tracked hours need to sit beside that issue structure.
A useful baseline separates three things before work starts: estimated effort on each issue, available team capacity for the cycle window, and any budget or billing rule that affects the work. Points help size the scope. Logged hours show elapsed work. Rates turn those hours into cost or billable value when the review needs money, not only effort.
Linear estimate scales measure issue size with values such as Fibonacci, Linear, Exponential, or T-Shirt sizing. Those estimates are planning units. They are not clock time, and treating them as hours makes the review look precise while hiding the actual assumption behind the plan.
For capacity planning, write the estimate in the planning system and compare it later with tracked time from Everhour. A 5-point issue with 14 logged hours is not automatically wrong. The useful question is whether similar 5-point issues usually land near that range, or whether the team used the same label for work with different shapes.
Start with one cycle window, then list the issues planned for that period. For each issue, keep the estimate, assignee, project, status, and logged hours visible. The first review pass should sort by variance, then by business importance. A small overrun on a minor issue rarely matters more than a large variance on work that blocks release planning.
Read the variance before changing the next plan. An overrun can mean under-scoped work, added requirements, unclear ownership, or missing time entries that arrived late. An underrun can mean the estimate was padded, the issue was split well, or the work moved elsewhere. The decision is practical: adjust the next estimate, split future issues smaller, or clean up time entry rules.
A one-cycle capacity check is enough when you only need a quick planning reset. Keep the issue list short, compare planned effort with tracked hours, and carry one clear lesson into the next cycle. That works for a small team reviewing delivery pace without client billing or formal budget control.
A managed workflow becomes necessary when Linear issues feed client billing, internal cost reports, or project budgets. Everhour separates cost and billable rates, supports per-person defaults and per-project overrides, keeps dated rate history, and prices billable work by project, member, or task. That turns estimate variance into a reusable record for future budgets.
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.
Plan capacity by cycle window, not by a loose backlog total. Assign each issue to the relevant Linear cycle, confirm the owner, keep the estimate visible, and compare the total planned work with the team's available time for that period. Track actual hours against the same issues so the review uses the same project and task context.
Points and hours should stay separate. Estimate points describe relative effort or size, while hours measure time actually spent. A team can build a historical guide, such as typical logged hours for past 3-point issues, but that guide is a planning reference, not a fixed conversion rate.
Review the variance that changes the next plan. Start with high-priority issues, blocked delivery work, and items with logged hours far above the estimate. Small gaps on low-risk issues can wait. A large variance on one critical issue gives better planning data than a tidy review of every minor task.
Counting unstarted or unassigned issues as available capacity makes the plan look larger than the team can execute. Capacity planning needs named owners, a cycle window, and tracked actuals. Otherwise the plan measures intended scope rather than the work people had time to complete.
A deadline is a calendar commitment. An estimate is a size or effort signal. A small issue can miss a deadline if it waits on review, and a large issue can finish on time if capacity is reserved early. Keep dates, estimates, and logged hours separate so the review shows which constraint failed.
Everhour separates internal cost rates from client-facing billable rates, with per-person defaults and per-project overrides. Teams can track time on Linear issues, then price work by project, member, or task while preserving dated rate changes for older reports.
Everhour syncs Linear projects and issues into reports, then compares tracked time with task estimates, remaining time, and over-estimate hours. That gives managers a reviewable record of planned effort against actual hours by issue and project.
Track Linear issue work in Everhour, apply the right cost and billable rates, and use estimate variance to plan future budgets with cleaner evidence.
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