Everhour keeps Linear project hours, rates, and workload data ready for staffing decisions.
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Alejandro Luna0:00:00Kai Nani0:00:00Kai Nani0:00:00Click!
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One click and you're timing. Start a timer, add an entry, edit the details. This is exactly how it feels in Everhour.
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Workload balancing across Linear projects starts with one practical question: who has enough weekly availability to take the next piece of work? Use Linear for the issue context: project, assignee, status, priority, labels, and the work period your team is reviewing. Then compare each person's assigned load against their available hours for that same week.
A useful review separates planned commitment from tracked reality. Planned load shows what you expect from assignments and effort-point estimates on Linear issues; staffing capacity needs a separate hour-based plan. Tracked time shows what the work actually consumed. The difference matters because a person who looks available by issue count can still be over capacity when several assigned issues require concentrated engineering time.
Use hours as the comparison unit when the decision is about people. Estimates on Linear issues can use Exponential, Fibonacci, Linear, or T-Shirt scales, so they work as effort or size values for planning. They do not create a universal clock-time conversion across teams. Treat planned hours as the staffing layer, separate from the issue's effort estimate.
A clean weekly view lists each person, available hours, planned project hours, tracked project hours, and remaining capacity. For example, a developer with 32 available hours and 38 planned hours is over capacity before new work starts. A developer with 32 available hours, 20 planned hours, and 28 tracked hours needs review because actual work is already running ahead of the plan.
Good workload balancing does more than spread issue counts evenly. One person with five small fixes can have a lighter week than another person with two large implementation issues. Start with assigned work by person, then check which projects consume the planned hours. This prevents a high-priority project from quietly absorbing all available senior capacity.
Cycles can guide the review window, but use the cycle dates as a date range. Review planned and tracked time inside that period, then decide whether to move work, split an issue, change the assignee, or defer lower-priority scope. A useful workload review produces one clear action per overload signal, not a vague note that someone looks busy.
A one-off workload snapshot is enough when you need a quick answer before assigning one issue. It works for a small team if availability is stable, planned hours are current, and no one is switching across several projects. The snapshot breaks down when time off, shifting priorities, and actual tracked hours change the plan during the week.
Everhour turns the review into a managed workflow by comparing planned capacity with tracked time and showing workload on a visual timeline by member or project. Teams can set weekly capacity per person, see vacations, sick days, and holidays on the schedule, and review project-by-project assignments before planned load exceeds available hours.
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.
Define workload as planned hours assigned to a person for a specific date range, then compare that number with weekly availability. Use Linear issue details for assignment context, effort-point estimates for relative scope, and hours for the capacity comparison that determines whether a person can take more work.
Even issue distribution ignores effort-point size, priority, delivery timing, and interruptions. A person assigned three large implementation issues can carry more load than someone assigned eight small maintenance issues. Use assigned hours, tracked hours, and remaining availability to identify the real overload before moving more work onto a person.
Tracked time corrects the plan by showing where actual effort differs from expected effort. If an issue planned for 6 hours has already taken 9 hours and remains unfinished, the remaining weekly capacity needs adjustment. That correction should affect the current assignment plan and the next review of similar work.
Use the decision window that controls assignments. For weekly staffing, review the current workweek. For cycle planning, use the cycle start and end dates as the review range. Keep the range consistent across people so availability, planned load, and tracked time describe the same period.
The common mistake is treating points, issue count, and hours as interchangeable. Points describe relative effort inside a team's estimation system, while hours describe capacity and staffing load. Use each measure for its proper job: issue estimates for scope judgment, tracked and planned hours for workload decisions.
Everhour separates internal cost rates from client-facing billable rates, with per-person defaults and per-project overrides. Admins can use role-gated financial columns to review Linear project workload with labor cost, revenue, and profit context while dated rate changes stay tied to the correct reporting period.
Everhour Resource Planning shows capacity and workload on a visual timeline, with weekly capacity set per person. The weekly summary flags people scheduled beyond their capacity, while planned assignments and tracked time help managers decide whether to reassign work, move dates, or reduce scope.
Connect Linear projects to Everhour, apply admin-only rate-aware reporting, and compare planned work with tracked time so staffing decisions reflect capacity, project cost, and billable impact.
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