> The unit you plan in is the truth you will or will not face.
This 100x. "Story points" are evil, simply because they can't be measured. The qualitative nature of story points means that planning assumptions are NEVER checked against reality. It's a strong incentive for management to avoid any responsibility; stay "agile", use "story points", and never ever assess your actual performance or velocity.
The worst managers I've seen straight up forbid talking about the story points. Anyone asking for more information or discussion gets shot down; story points are "just an estimate" after all. Then when that lack of information becomes a problem, employees are forbidden from referring back to previous estimates. Even calibrating story points in a relative sense is expressly forbidden. There is no feedback mechansim to correct poor planning. And that's by design; the system protects and shields mediocre managers from accountability, period.
> The unit you plan in is the truth you will or will not face.
This 100x. "Story points" are evil, simply because they can't be measured. The qualitative nature of story points means that planning assumptions are NEVER checked against reality. It's a strong incentive for management to avoid any responsibility; stay "agile", use "story points", and never ever assess your actual performance or velocity.
The worst managers I've seen straight up forbid talking about the story points. Anyone asking for more information or discussion gets shot down; story points are "just an estimate" after all. Then when that lack of information becomes a problem, employees are forbidden from referring back to previous estimates. Even calibrating story points in a relative sense is expressly forbidden. There is no feedback mechansim to correct poor planning. And that's by design; the system protects and shields mediocre managers from accountability, period.