Project budgets need issue-level visibility. Everhour connects Linear work to tracked time, rates, budgets, and reports.
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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
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Tracked hours flow straight into a polished invoice — no copy-paste, no manual math.
Use this page to review Linear project work through its individual issues instead of waiting for a single project total. Each issue gives context: title, status, assignee, priority, labels, project, cycle, and estimates on Linear issues. The time review adds reported hours, rate impact, and the relationship between issue work and the broader project budget.
This workflow is useful when a project budget is too broad for day-to-day control. A manager can see which issues are taking the most tracked time, which work belongs to a cycle, and which entries need review before the project total becomes a month-end surprise. The budget cap remains at the supported project or client level.
Start with the work structure. Linear issues belong to a team and can carry project, cycle, assignee, labels, priority, status, and estimate data. Use those fields to group time review by the same context the team already uses. Then review the time fields that affect budget control: reported hours, approved hours, cost, billable value, and remaining project budget.
Rates turn issue time into a cost view. A project manager needs the correct cost rate for internal spend and the correct billable rate when client value matters. Keep those rates separate from estimates on Linear issues. The review should show which issues consumed time, which rates applied, and which approved entries are ready for budget or margin reporting.
Estimates on Linear issues are effort or size values, with scales such as Exponential, Fibonacci, Linear, or T-Shirt. They support scope planning and flow analysis. They do not define a native conversion from estimate points to hours or cost. Budget review needs logged work hours and the rates used to calculate cost or billable value.
The common mistake is applying one fixed hours-per-point rule across every issue. That shortcut treats a small bug, a design review, and a senior engineering task as interchangeable. Use estimates on Linear issues as a scope signal, then rely on tracked hours and rates for budget reporting.
A one-off issue review is enough for explaining why one item consumed more time than expected or for preparing a project status update. It gives you a fast look at reported time by issue. It stops being enough when several people log time across Linear projects, changing rates, and recurring budget periods.
Everhour supports the managed workflow around that review. Its Linear integration adds embedded tracking controls, syncs Linear project and issue data into reports, and connects tracked time to hour-based or money-based project budgets. Teams can use recurring budget periods, configurable threshold emails, and budget protection after a project cap is reached.
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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Group tracked time by Linear issue, then compare the issue rows with the project budget total. Use the issue title, project, cycle, assignee, labels, priority, and estimates on Linear issues as context. The useful review shows which issues consumed the most hours and which approved time entries affect project cost.
No. Estimates on Linear issues are effort or size values, not clock hours. They can guide scope discussion, but budget review uses tracked time and rates. Treat the estimate as context, then calculate cost or billable value from reported hours tied to the issue.
Count time actually spent on issue work that belongs to the project budget. Include implementation, review, fixes, and other required work when those activities are part of finishing the issue. Keep unrelated support, admin work, or work for another project out of the issue row, because those entries distort project cost.
The main mistake is waiting until the period closes to review only the project total. Issue-level visibility should happen while work is active, using reported hours, approved time, rate impact, and project budget remaining. Late review shows the overrun after the team has fewer options to reduce scope or adjust staffing.
Use hours when the constraint is team capacity. Use money when labor cost, billable value, or client approval drives the decision. Many reviews need both: hours show where delivery effort went, and rates show the cost impact. Keep issue estimates separate from cost calculations.
Everhour separates cost rates from billable rates, so Linear issue time can feed internal labor cost and client-facing value without mixing the two. Admins can use per-person default rates, override rates on specific projects, preserve dated rate history, and price billable work by project, member, or task.
Use Everhour to connect Linear issue time with cost and billable rates, per-project overrides, and dated rate history, so reviewed hours support budget and margin visibility.
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