Everhour connects tracked hours, rates, and capacity planning to Linear work so teams can assign the next issue with evidence.
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This page is for the manager, lead, or operations owner deciding who can take the next Linear issue without overloading the week. The starting point is practical: list the active issues, their projects, assignees, status, priority, and labels, then compare that assigned load with each person's available working hours. The result should show open capacity, over-capacity weeks, and the work that needs reassignment before it blocks delivery.
A useful workload view answers four operating questions: who owns the issue, which project it belongs to, how much time is planned, and which week carries the commitment. Capacity means available working time for that person in that week. Over-capacity means planned assignments exceed that availability; it does not prove overtime, missed deadlines, or poor performance without the tracked-hour context that follows.
Build the view from two sets of data. Linear provides the issue structure: team, project, assignee, status, priority, labels, cycle, and estimate value where your team uses one. The capacity side needs weekly availability, scheduled absences, planned hours by assignment, and remaining hours by person. Keep a consistent date range, because a person can look available in a month view while already carrying too much work next week.
For planned work, use hours tied to a defined assignment period, then spread the total across assigned days when the schedule needs daily visibility. Daily planned time equals total estimated hours divided by assigned days. Compare that daily or weekly plan with each person's capacity before assigning another issue. A clean view also separates active work, paused work, and completed work, because completed issues should stop consuming future capacity.
Estimate values on Linear issues are effort or size markers, with team-level scales such as Exponential, Fibonacci, Linear, and T-Shirt. Treat them as scope signals. They are separate from clock time, cost, and weekly availability. Workload planning needs a separate hour plan for capacity, especially when one high-point issue spans several days or a small issue waits on review, QA, or release timing.
Use the estimate value to notice scope risk, then use planned and tracked hours to adjust assignments. A teammate with low assigned hours can still be a poor choice if every assigned issue is blocked in review or depends on the same release. A teammate with a heavy point total can still have room if the work has a long assignment period and modest daily hours.
A one-time workload check is enough for a staffing conversation, a small cleanup, or a single project handoff. Use it when the answer you need is immediate: who has capacity this week, who is over the line, and which assignments should move. The snapshot loses value once assignments change daily, time off changes availability, or multiple Linear projects compete for the same people.
A managed workflow fits when planned load needs checking against tracked hours, project by project. Everhour embeds time controls in Linear through its browser extension, syncs workspace, project, issue, status, and tag data into reports, and compares planned capacity with actual tracked time. The team can move from a status impression to an overcommitment signal before the next assignment starts.
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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A workload review needs the issue title, project, assignee, current status, priority, labels, and the estimate value used by the team. Add weekly capacity, planned hours, scheduled time off, and remaining availability by person. The issue fields explain the work; the hour fields show whether the assigned person can carry it in the selected week.
Estimate values on Linear issues measure effort or size. Linear's base scales include Exponential, Fibonacci, Linear, and T-Shirt, with optional extended values. Treat the estimate value as a scope signal, then plan capacity in hours. A direct point-to-hour assumption distorts workload when review time, waiting time, or release coordination drives the schedule.
Start with the week where planned hours exceed available hours, then sort the affected assignments by priority, current status, and dependency risk. Reassign work that has no unique owner constraint, split large assignments across more days, or defer lower-priority issues. Over-capacity work needs a concrete change; leaving it visible without a decision only preserves the scheduling conflict.
Scheduled vacations, sick days, and holidays reduce the available hours for the week before new assignments are added. A person with reduced availability for a week should carry less planned work in that same week. Treat time off as a capacity input, because ignoring it makes the plan look balanced while the calendar already says otherwise.
The common mistake is reviewing assigned issue counts instead of planned hours by person and week. Several small issues can consume less capacity than one complex implementation assignment, while a single blocked issue can hold a specialist's attention across several days. Use issue count for coordination, then use planned hours and availability for workload balance.
Everhour separates internal cost rates from client-facing billable rates, so planned and tracked work can be reviewed with cost and billing context. Teams can use per-person default rates, per-project overrides, dated rate changes, and project, member, or custom task pricing for billable work tied to Linear projects.
Everhour Resource Planning uses member and project views, weekly capacity, scheduled time off, and visual overload flags to show who has bandwidth. For Linear work, synced project and issue data keeps the workload review tied to the assignments the team already manages.
Connect Linear projects to Everhour, set cost and billable rates by person or project, and keep dated rate changes with tracked time so workload decisions show their budget impact.
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