Everhour turns tracked Linear issue hours into workload reports, so managers can review capacity before assigning the next project task.
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Decide who should take the next Linear issue using weekly capacity, assigned load, and tracked hours across projects. The practical question is simple: each person has weekly availability, each assignment consumes part of it, and project work competes for the same calendar. A useful view shows assigned load across projects before the next issue lands on someone already full.
For planning, keep the unit consistent. Weekly capacity belongs to the person, assigned work belongs to the issue or project, and actual tracked hours correct the plan after work starts. A person with 30 available hours and 28 planned hours has 2 hours open before time off, meetings, support, or review work changes the picture.
Start with the Linear issue context that matters for assignment: project, assignee, status, priority, labels, and the current issue estimate value. Use that context to keep planned work tied to the same project and issue names the team already reviews. Effort values on Linear issues are planning signals, while workload needs hours against a person's weekly capacity.
A clear workload review separates planned hours, tracked hours, and remaining work. For example, an issue assigned to Maya can carry 10 planned hours for the week, 6 tracked hours by Wednesday, and 4 expected hours remaining. That line helps the manager see both commitment and progress without treating a status change as proof that the person has room.
Workload visibility fails when assignments are reviewed one project at a time. A developer can look available inside one project while already committed to another project, internal support, and planned time off. The overload signal should appear at the person level first, then point back to the project and issue that created the conflict.
Use weekly availability as the baseline and compare every planned assignment against it. Over-capacity work needs a decision: move the issue, reduce scope, split the work, or shift the date range. Busy is not the same as useful utilization. Define utilization before reviewing it, such as billable hours divided by available hours, or tracked project hours divided by weekly capacity.
A one-off workload check is enough when you need a quick assignment decision for a small team or a single active project. It should show current availability, assigned work, and obvious overload. It is weaker once projects overlap, work shifts midweek, and planned effort needs comparison against time actually spent.
A managed workflow keeps the Linear issue as the work item while Everhour holds tracked time, weekly capacity, and reporting. Managers can compare planned capacity with actual tracked time, review workload by member or project, and use reports with columns, grouping, filters, and date ranges to keep the plan current.
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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Compare assigned work at the person level first, then inspect the projects and issues creating the load. Use weekly availability as the baseline, planned hours as the commitment, and tracked hours as the correction signal. Project-only review hides conflicts when the same person works across several active projects.
A useful workload view includes person, project, issue, status, priority, planned hours, tracked hours, remaining work, weekly capacity, and time off. Labels help separate support, maintenance, feature work, and client work when the same person handles different types of assignments during the same week.
Tracked hours show whether the plan matched the work. A person planned for 20 hours and tracking 18 hours by midweek needs a different review than someone planned for 20 hours with 5 hours tracked. The first case points to overload risk; the second points to blocked work, delayed starts, or inflated planning.
Reviewing only open issues hides over-capacity work because assigned load also includes in-progress work, carryover from earlier periods, time off, and tasks outside the project being reviewed. Capacity planning needs one view per person across projects, otherwise the next assignment lands on the person who looks free in only one slice of work.
Use issue points for relative size discussions and hours for capacity planning. Weekly availability is measured in hours, so planned load also needs hours when assigning work to people. Mixing points and hours in the same capacity total makes overload look precise while hiding the assumption that created the number.
Everhour Reporting can turn tracked Linear issue time into custom reports with 45+ columns, filters, grouping, and date ranges. A manager can review workload by member, project, task, status, or tags, then export the report when the capacity review needs a spreadsheet or archive.
Everhour Resource Planning shows team capacity and workload on a visual timeline with member and project views. Managers can set full-time, part-time, or custom weekly capacity, place assignments against a project or task, and compare planned capacity with actual tracked time.
Track Linear issue time in Everhour, then review workload with custom reports, grouping, filters, exports, and date ranges that keep capacity decisions tied to actual work.
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