Story Points: A Primer for Non-Technical Managers

As a non-technical manager, the world of software development can be daunting. The jargon, the acronyms, and the seemingly endless stream of new tools and technologies can be overwhelming. One area that can be particularly confusing is the concept of story points. What are they, and how can they help you manage your team and deliver value to your customers?

Story Points

Simply put, story points are a way to estimate the complexity and effort required to complete a particular task or feature. They are a relative measure rather than an absolute one, which means that they are based on a comparison to other tasks or features within the project.
For example, let’s say that you are working on an e-commerce website, and you need to add a new feature that allows customers to filter products by color and another one that allows the customers to create public lists of products for others to interact with. Your team might estimate that the first feature is equivalent to five story points and the other is thirteen story points based on their complexity and the amount of effort required to complete them.

The difference between story points and time estimates is that story points are not tied to a specific timeframe. They are intended to provide a high-level view of the work involved without getting bogged down in the details of exactly how long each task will take. This can be particularly helpful in an agile development environment, where the focus is on delivering value to the customer quickly and efficiently.

One of the key benefits of using story points is that they can provide a more accurate and reliable way to plan and prioritize work. By breaking down features into smaller, more manageable tasks and estimating the effort required for each one, teams can create a roadmap that is based on actual capacity and historical performance. This can help to avoid overloading the team with too much work and can ensure that the most important tasks are tackled first.

Of course, story points are not a perfect solution, and there are some limitations to their use. For example, they can be difficult to understand for non-technical team members, and they do not provide a precise timeline for delivery. However, when used in conjunction with other tools and techniques, such as sprint planning and continuous improvement, they can be a powerful tool for managing software development projects.

As a non-technical manager, it can be tempting to focus solely on the end result and the timeline for delivery. However, by taking the time to understand the concept of story points and their role in agile development, you can gain a deeper appreciation for the complexity of the work involved and can work more effectively with your team to deliver high-quality software to your customers.
Here is a great article on scrum.org that deals with Story points in depth: Why do we use Story Points for Estimating?

Velocity

Velocity is a metric used in Scrum to measure how much work a team can complete within a sprint. It represents the total number of story points or other units of work that the team can finish within a sprint. Velocity is calculated by summing up the story points completed by the team in each sprint and averaging the total over a period of time, such as the last 3-4 sprints. Velocity is used to help the team plan and forecast its work and to track its progress toward meeting its goals. It’s important to note that velocity is not a measure of how fast the team is working but rather a measure of how much work the team is completing within a given sprint.

Predictability

Scrum team predictability measures how accurately a Scrum team can forecast the work it will complete within a given time frame, typically a sprint. It reflects the team’s ability to estimate the complexity and effort required for each task and to deliver on those estimates with a high degree of consistency. A predictable team is one that can consistently meet or exceed its commitments and that can provide accurate and reliable forecasts for future work. This is important in Scrum because it allows stakeholders to plan and prioritize work more effectively, and it helps to build trust and confidence in the team’s ability to deliver value.

Quick tips on improving Scrum team predictability:

1. Use historical data to improve estimates: One of the most effective ways to improve Scrum team predictability is by using historical data to inform future estimates. By analyzing past sprints and identifying patterns and trends, you can gain a better understanding of the team’s capacity and adjust your estimates accordingly. For example, if a particular type of task consistently takes longer than expected, you can adjust your estimates for similar tasks in the future.
2. Encourage transparency and communication: Another key factor in improving Scrum team predictability is encouraging transparency and open communication. By creating an environment where team members feel comfortable sharing their progress, roadblocks, and concerns, you can identify potential issues early on and address them before they become major obstacles. Encourage your team to provide regular updates on their progress and hold regular meetings to discuss any challenges or concerns.
3. Focus on continuous improvement: Scrum teams always look for ways to improve their processes and become more efficient. As a manager, it’s important to foster a culture of continuous improvement, where team members are encouraged to experiment with new approaches and technologies. Hold regular retrospectives to discuss what went well and what could be improved, and work with your team to implement any changes that could help improve predictability.
4. Avoid micromanagement: Finally, it’s important to avoid micromanaging your Scrum team. While it’s tempting to closely monitor progress and delivery dates, this can actually harm team morale and productivity. Instead, focus on providing the team with the resources and support they need to be successful and trust them to manage their own workload and timelines.

In conclusion, remember that story points are relative and abstract, meaning that they do not represent a specific amount of time but rather a measure of the complexity and effort. Story points should not be used to hold individuals or teams accountable for meeting specific deadlines or targets, as they are estimates that are subject to change based on new information and changing circumstances. Finally, story points are just one tool in an agile team’s toolkit, and there is no one-size-fits-all approach. Experiment and pick what is best for you.

I would love to hear from you – what has been your experience with using story points? Have they been helpful in estimating and delivering work, or do you prefer other methods? Feel free to share your thoughts and ideas in the comments section below.

Remember, agile development is all about continuous learning and improvement, and the best way to achieve this is through sharing our experiences and ideas with others. I look forward to hearing from you!