Summary
The article discusses the challenges and misconceptions associated with using story points in Agile project management. It highlights that while story points are intended to measure the effort required to complete a task, they often become a source of confusion and misalignment within teams. The author argues that story points can lead to a focus on output rather than outcomes, causing teams to prioritize completing tasks over delivering value. To address these issues, the article suggests re-evaluating the use of story points and considering alternative approaches that emphasize collaboration, communication, and a shared understanding of project goals. By shifting the focus from quantifying effort to fostering team alignment and delivering customer value, teams can improve their effectiveness and achieve better results.
Thoughts
In my experience, story points often feel arbitrary and lose their practical value over time. While I have yet to find a definitive alternative, I find the use of time-based estimates appealing for project planning. Combining this approach with metrics like DORA’s Lead Time for Changes, total lines of code, and JIRA status tracking allows for a more data-driven understanding of how long tasks actually take. This can also help identify areas for improvement by retroactively analyzing tickets that deviate significantly from expected timelines.
The main issue with time-based estimates is that they often make people nervous. This comes from historical baggage—my own career included—where such estimates were used to pressure or blame individuals when deadlines weren’t met. Story points address this by serving as a proxy for time, focusing instead on difficulty and effort, which helps decouple planning from the anxiety of strict time expectations.
That said, story points aren’t perfect. They’re only effective if the team understands their purpose: fostering alignment and planning, not tracking individual productivity or enforcing rigid velocity targets. The real issue lies in team cohesion. Some people rely too much on process as a crutch or blame it for their lack of productivity. No estimation method can fix poor collaboration or misaligned goals. What matters most is creating a supportive team environment where processes are tools, not burdens.