Everhour shows capacity, planned work, time off, and tracked hours across Linear projects for practical scheduling review.
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You came here to decide who can take the next Linear issue or project assignment without overloading the week. The useful view compares each person's weekly capacity with assigned project work, time off, and current commitments. A schedule works when the next assignment has a named owner, a date window, and enough available hours to absorb the work.
Linear stays the place where issues, projects, assignees, status, labels, and priority organize the work. Everhour adds the scheduling layer around that work: capacity by person, planned hours, time off, and actual tracked time. The result is a clearer answer to a practical question, who has room, who is already full, and which project needs a timing change.
Start with weekly capacity per person, then subtract time off and fixed commitments before assigning project work. A full-time teammate with 40 available hours and 8 hours of vacation has 32 hours left for planned assignments that week. Part-time and custom schedules need their own capacity values, because a shared default makes overload easy to miss.
Everhour assignments can be created for a project or task, a client, or time off, with a defined period and total or per-day hours. Linear issue estimates are effort points, not clock time, so the staffing plan needs planned hours before you compare work against capacity. Tracked hours later show whether the assignment size matched reality.
A good scheduling review looks across people, not just across projects. One project can look reasonable while the same engineer carries several assignments from different Linear projects in the same week. The scheduling decision should compare each person's planned load against capacity, then move work before a red overload signal becomes missed delivery.
Utilization needs a precise definition before anyone acts on it. Busy-to-available measures total planned or tracked work against capacity. Billable-to-available measures client-chargeable work against capacity. Those ratios answer different questions. For team scheduling across Linear projects, start with availability versus commitment, then use billable or non-billable views only when the staffing decision also affects billing.
A one-off scheduling snapshot is enough when you need a quick answer before assigning the next issue. It works for a small team, a short week, or a single project handoff. The snapshot should still include time off, custom weekly capacity, and assigned project work, because those inputs decide whether a person has room.
A managed workflow becomes necessary when schedules change every week and tracked reality needs to correct the plan. Everhour Resource Planning compares planned capacity with actual tracked time, shows availability gaps on a visual timeline, and supports member and project views. That gives managers a project-by-project check on whether planned load matched the hours people actually worked.
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.
Set each person's weekly capacity first, then place planned assignments against Linear projects or issues for the week. The schedule should show total planned hours, time off, and remaining availability by person. Issue count alone does not show load, because one assigned issue can represent a small fix or a full week of focused work.
A team member is over capacity when planned work and scheduled absences exceed that person's available hours for the week. Custom weekly capacity matters here. A 24-hour part-time schedule becomes overloaded sooner than a 40-hour schedule, even when both people have the same number of assigned Linear issues.
Scheduling should use planned hours when the decision is about weekly availability. Effort points help size work, but they do not state clock time by themselves. Convert the staffing discussion into expected hours before assigning work across people, then compare those expected hours with each person's capacity and time off.
Tracked time should correct the next plan when actual work consistently exceeds or falls below planned hours. A project that was scheduled for 20 hours and repeatedly consumes 30 hours needs larger future assignments, fewer parallel commitments, or a longer date range. The review is most useful when it stays tied to specific projects and issues.
Overload hides when each project owner reviews assignments only inside that project. A person can look available in one project view while carrying planned work from several other Linear projects. The safer review groups workload by person first, then checks which projects contribute to the total planned load.
Everhour Resource Planning uses a visual timeline with member and project views, weekly capacity, availability gaps, scheduled time off, and planned-versus-actual time comparisons. Teams can plan work around Linear projects while using Everhour to see who is overallocated and who has room for the next assignment.
Everhour embeds tracking controls in Linear through the browser extension and syncs Linear workspace, project, issue, status, and tag data into reports. That lets teams log time from the issue context and review scheduled work against tracked hours without rebuilding the project structure elsewhere.
Use Everhour Resource Planning to assign Linear project work against weekly capacity, time off, and tracked hours, then keep future schedules grounded in actual workload.
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