3 ms·
> Everything has to have story points assigned to it just so we can say we did an arbitrary number of points per sprint If you have a manager that's treating N
by huehehue 3y ago
> Everything has to have story points assigned to it just so we can say we did an arbitrary number of points per sprint
If you have a manager that's treating N points as a target, then you just have a bad manager. Sprint points are just a signal for how over/under your estimates are on average, to help inform future planning. If someone goes on vacation, how do I know how much work the remaining team can handle? It's also a good signal for measuring the impact of team/process changes (to be clear, the idea here is post hoc analysis and not +N points as a target).
That said, how would you prefer to handle capacity planning? Points aren't perfect, but trends should stabilize over time (you can have predictability/consistency without precision). You can even map point values to ranges of time (e.g. 1 point = [2, 8] hours) if it helps.
- epolanski 3y agoI've never ever seen this estimation game lead to any better planning, ever.
- huehehue 3y agoI can't think of any healthy team dynamic that doesn't require some form of deliverability estimates (this is not limited to engineering), and am very curious how you approach this.
- epolanski 3y agoIdeally a good tech lead with a pulse of his team and stack should be able to do it alone. When estimations are crucial they can be further analyzed with more people. It's the beaurocratic gamification aspect I despise.
- random_kris 3y agoIdeally a good tech lead should share stuff like that with the team to take into account opinions of team members. Having 2 meetings. 1 for task presentation and 1 for task estimation next day is really great