Everhour adds timers and manual entries to Linear issue work, giving product managers reviewable hours for planning and reporting.
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$10k of $15k
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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 organize hours against Linear issues when product work spans discovery, planning, engineering follow-up, QA review, release coordination, and stakeholder requests. The practical goal is a clean time record tied to the issue, project, date, duration, person, billable flag, and short note, so weekly review does not depend on memory or status updates.
A product manager does not need every meeting turned into a separate accounting exercise. The useful line is the one that answers a real question later: which issue consumed the time, which project it belonged to, and whether the entry represents client-billable work, internal product work, or administrative follow-up.
A good Linear time entry carries enough context to survive review. Record the issue, project, date, duration, billable status, and note. A note such as `scope review with engineering, clarified acceptance criteria` gives more value than `meeting`, because it explains why the time belongs on that issue.
Timers fit active work on a single issue, especially writing requirements, reviewing implementation details, or testing acceptance criteria. Manual entries fit end-of-day cleanup, meetings, and product conversations that involve more than one issue. Split time when one block covers separate issues with different owners, budgets, or client treatment.
Product managers use issue hours to compare planned effort with actual work patterns. Estimate values can describe relative effort or complexity, while logged hours show time actually spent. Keep those meanings separate when you review cycle health, roadmap pressure, or delivery cost, because replacing one with the other makes product reporting harder to interpret.
The common mistake is logging time only at the project level after the week ends. That hides the issues that created the work. A better record shows that 45 minutes went to triage on one issue, 1.5 hours went to acceptance criteria on another, and 30 minutes went to release notes tied to the shipped item.
A free, one-off tracking habit is enough when one product manager needs a short personal record for a few issues. It breaks down when multiple people log time, a client expects billable detail, finance needs a reliable handoff, or managers need the period closed before reports are used.
Everhour turns issue-level entries into a managed workflow inside Linear. Teams can use timers or manual entries, submit timesheets for approval, lock completed periods, send reminders, and pass reviewed hours into reporting, budgeting, invoicing, or payroll review without rebuilding the record from scattered notes.
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.
Record time against the issue that caused the work, not just the broader project. Include the date, duration, person, billable flag, and a short note that explains the activity. Product work often includes refinement, acceptance criteria, testing review, release coordination, and stakeholder follow-up, so the note should name the action behind the hours.
Log roadmap planning to a Linear issue when the work clearly belongs to that issue, such as scope clarification, priority review, or release decision work. Use a separate project-level or administrative entry for broader roadmap sessions that do not produce issue-specific work. Mixing both into one entry makes later review less useful.
Estimate values and tracked hours answer different questions. Estimate values describe relative effort or complexity inside Linear planning. Tracked hours show time actually spent. Product managers should compare them when reviewing delivery patterns, but should not treat an estimate value as a timesheet hour or a labor-cost record.
Manual entry is reliable when the person records it the same day and ties it to the correct issue. It works well for meetings, review sessions, and cross-functional product work. A timer gives a cleaner record for focused work on one issue, especially when the task has a clear start and stop.
The most damaging mistake is using one large weekly entry for mixed issue work. That record hides which issues consumed time, which work was billable, and which project decisions caused follow-up. Product managers should split entries when the work changes issue, project, client treatment, or reporting purpose.
Everhour Time Tracking lets users start a timer or add manual time on Linear issue work, then carries those entries into timesheets, reports, budgets, invoices, and payroll review. Admin controls support approvals, locked periods, reminders, and automatic timer stop rules for reviewed records.
Everhour Reporting can group logged time by Linear workspace, project, issue, status, and tag data. Product managers can review issue hours by date range, person, project, or billable status, then export reports when finance, leadership, or a client needs a record outside the daily workflow.
Track approved hours from Linear issues into Everhour timesheets, reports, budgets, invoices, and payroll review, so product work stays attached to the issue that created it.
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