Everhour tracks time on Linear issues through embedded controls, while managers compare planned assignments with weekly capacity.
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Linear workload tracking is for deciding who can take the next piece of work across active projects. The practical view starts with each person's weekly capacity, assigned project work, scheduled absences, and open commitments. Linear stays the issue record for projects, assignees, status, labels, and cycles. The workload review turns that structure into a staffing view by person and week.
A clean workload plan separates capacity from activity. Capacity is the hours a person is available to work during the week. Assigned load is the planned work already committed to that person. Tracked time is the reality check after work starts. A lead can use those three numbers to spot overload, open capacity, and projects that need reassignment before deadlines slip.
Linear estimates are effort values, not clock hours. Teams can use Exponential, Fibonacci, Linear, or T-Shirt scales, and those values support issue-flow views such as scope, completed issues, and velocity predictions. Workload tracking needs a separate hour-based planning layer when the decision is about weekly availability, staffing limits, and person-by-person commitment.
A reliable workload review keeps the Linear issue context attached to the hours. Project, issue, assignee, status, and tags tell the lead where the load sits. Planned hours show the commitment. Actual tracked hours show the work already consumed. Mixing point totals with hour capacity creates a false staffing signal because five estimate points do not equal five hours unless the team has defined and maintained that conversion outside Linear.
Start with the week, then review each person's assigned load against available capacity. A developer with 32 available hours and 38 planned hours is over capacity before unplanned work arrives. Another person with 32 available hours and 18 planned hours has room, if the open work fits their project access, role, and context. Capacity review is a staffing decision, not a raw utilization contest.
Project balancing also needs time off and partial availability. A four-day week changes the capacity baseline before any issue is assigned. A person split across two projects can appear available in one project view and overloaded in the weekly total. The useful workload view shows both project commitments and the person's total assigned load, so managers move work with the full week in view.
A one-time workload snapshot works when the team needs a fast answer before assigning the next issue. It is enough for a small project review when the current week, assignees, and open commitments are clear. The snapshot breaks down when assignments change daily, time off affects capacity, or tracked work consistently differs from planned work.
Everhour supports the managed side of that review with weekly capacity, project assignments, tracked time, timesheet approval, roles, and team groups. Managers can compare planned capacity with actual tracked time, keep completed periods locked, and correct time entries when review finds a mistake. That gives workload planning a record behind the decision.
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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Track each person's weekly capacity, planned project assignments, and actual logged hours in the same review. Linear provides the issue and project context, including assignee, status, labels, and project. The workload layer should show assigned hours by person and project, then compare those commitments with available capacity for the selected week.
Workload is assigned commitment against available capacity. Utilization is a ratio, and its meaning depends on the numerator. Billable-to-available utilization measures client-billable work against capacity. Busy-to-available utilization measures all tracked work against capacity. A workload review should name the ratio before using it, because those two views answer different staffing questions.
Move work before the week fills up, reduce the assignment, shift lower-priority issues, or split the project load across another available person. The useful signal is planned hours above weekly capacity, especially after time off and part-time schedules are counted. Waiting for actual tracked hours to prove the overload turns a planning problem into a delivery problem.
Use effort points for issue sizing and flow review, then use hours for weekly workload decisions. Linear estimate values do not define native hour or cost conversion. A team that wants hour-based workload planning needs planned hours, tracked hours, and capacity by person. Points alone cannot show whether someone has 6 hours or 16 hours left this week.
Treating assigned issues as equal workload creates bad staffing decisions. One person can hold three small issues with low hour demand, while another owns one issue that consumes most of the week. Workload tracking needs planned hours, actual tracked hours, availability, and project context. Issue count alone only shows distribution of tickets.
Everhour Team Management lets teams set weekly capacity per member, manage roles and project assignments, use team groups, and apply approval or lock rules after review. Managers use that capacity baseline alongside tracked time to review load before payroll, billing, or reporting uses the hours.
Everhour embeds tracking controls in Linear through the browser extension and syncs Linear workspace, project, issue, status, and tag data into reports. Team members can log time from Linear issues, while managers review reported time by the same project and issue context used for assignment decisions.
Track planned load, capacity, and approved hours in one workflow. Everhour gives teams the management controls to balance project work before overload reaches delivery.
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