Beyond Numbers: Unveiling the Power of Story Pointing in Agile

How many of you would agree if I say story pointing is not merely an estimation technique but a catalyst for effective communication and continuous improvement?

Ok, I will try and defend my belief as we progress reading the article. Before that let us take a look at story point estimation. Some get it some don't.. The varying levels of understanding regarding story points within a team are not uncommon in Agile environments. Different team members may have diverse experiences, perspectives, and preferences, contributing to the variance in comprehension. No need to panic. As we progress we will create some references to better our understanding.

The use of the Fibonacci series in story pointing is a common practice in Agile methodologies. Here on the numbers that we will use for scoring a user story will be 1,2,3,5,8,13,21... You may be wondering, we have the user story at hand and the number scale but what factors do we use to score the user story(s)? This is where things become interesting. If not all, some of us have worked on time based estimates during our career. Time-based estimates aim for precision, providing a clear indication of the expected duration for a task. There is always a pressure to adhere to the strict time estimate, potentially compromising quality. Time-based estimates are a proven estimation technique with its own pros and cons and I am not suggesting against it. The key is to choose an approach that aligns with Agile principles and supports effective planning and delivery.

Let's look at some facts

• Completing a user story involves putting in effort.
• The complexity of each user story differs.
• While actively involved in a user story, unexpected scenarios may emerge, necessitating assistance beyond the initial expectations.

Story points are a relative measure of the effort, complexity, and uncertainty/unknowns associated with implementing a user story. Story points are referred to as a relative measure because they are used to express the size, effort, complexity, and uncertainty/unknowns of a user story in relation to other user stories within the same project or backlog. I know this may be getting a bit confusing! Let's draw some references here

The two tables above are general guideline, and teams may adapt and customize their story point scales based on their specific context and experiences. The goal is to establish a shared understanding within the team during estimation sessions.

The nature of story pointing in Agile development acknowledges the uniqueness of individuals and their perspectives. Every team member brings their own experiences, insights, and understanding of tasks, which can result in varying story point estimates. This diversity is not only accepted but often encouraged within Agile teams, as it fosters rich discussions and a more comprehensive evaluation of the complexity, effort, and uncertainty associated with user stories. The collaborative nature of story pointing allows the team to leverage these differences to arrive at a collective and informed estimation that reflects the shared understanding of the entire team.

Story point estimation is an iterative process, and improvement over time is a key objective. Using various metrics like Velocity, Sprint Burndown charts, Estimation accuracy, Estimation consistency, Lead time and Cycle time, one can get to a better story point estimation in the long run.

In every coaching and consulting session of mine, a recurring question arises: What is the acceptable size limit for a user story when assessed in terms of story points? Practical considerations point to an estimation of 8 story points to be ideal. Larger story points, such as 13, 21, etc., can often introduce more ambiguity and difficulty in estimation due to the inherent variability in larger tasks. Smaller increments allow for more accurate and consistent estimations. Please remember the acceptable size limit for a user story in terms of story points is a contextual decision that depends on various factors. No, there isn't a universally fixed or "golden" number like 8 story points that universally determines when a user story should be broken down. The decision to break down a user story depends on various factors, including the team's capacity, the complexity of the task, and the granularity needed for effective planning and execution. I believe this is a good segue to my initial question....

How many of you would agree if I say story pointing is not merely an estimation technique but a catalyst for effective communication and continuous improvement?