Story points?

Story points?

Recently I did a webinar on User stories for my day job. During my preparation for the webinar I asked everyone that was registered to provide the questions they wanted to be addressed. I received a number of fantastic questions. I felt that it was important to share the answers with a broader audience. 

One of the questions from Grigory Kolesnikov I was asked was indicative of a second group of questions: 

“Which is better to use as a metric for project planning:

  1. User stories,
  2. Local self-made proxies,
  3. Functional points, or
  4.  Any other options?”

Given the topic of the webinar the answer focused on whether story points were the best metric for project planning.

Size is one of the predictors of how much work will be required to deliver a project. Assuming all project attributes, with the exception of size, stay the same, a larger project will require more effort to complete than a smaller project. Therefore knowing size is an important factor in answering questions like “how long will this take” or “how much will this project cost”.  While these are questions fraught with dangers, they are always asked. If you have to compete for work they are generally difficult not to answer. While not a perfect analogy, I do not know a person that builds or is involved in building a home that can’t answer that question (on either side of the transaction). Which metric you should use to plan the project depends on the type of project or program and whether you are an internal or external provider (i.e. whether you have to compete for work).  Said a different way, as all good consultants know the answer is – it depends.

User stories are very useful, both for release planning and iteration planning in projects that are being done with one or small number of stable teams. The stability of the teams is important for the team to be able to develop a common frame of reference for applying story points. When teams are unable to develop a common frame of reference (or need to redevelop the frame of reference due to changes in the team) their application of story points will vary widely.  A feature that in sprint 1 might have been 5 story points might be 11 in sprint 3.  While this might not seem to be a big shift, the variability of the how the team perceives size will also be exhibited in the team’s velocity.  Velocity is used in release planning and iteration planning.  The higher degree of variability in the team’s performance from sprint to sprint, the less predictive. If performance measured in story points (velocity) is highly variable it will be  less useful for project planning.  Simply put, if you struggle to remember who is on your team on a day-to-day basis, story points are not going to be very valuable. 

External providers generally have strong contractual incentives to deliver based on set of requirements in a statement of work, RFP or some other binding document.  While contracts can (and should be) tailored to address how Agile manages the flow of work through a dynamic backlog, most are not, and until accounting, purchasing and legal are brought into the world of Agile contracts will be difficult.  For example, outsourcing contracts many times include performance expectations.  These expectations need to be observable, understandable and independently measureable in order to be binding and to build trust.  Relative measures like story points fail on this point.  Story points, as noted in other posts, are also not useful for benchmarking.  

Story points not the equivalent to duct tape. You can do most anything with duct tape. Story points are a team-based mechanism for planning sprints and releases. Teams with a rotating door for membership or projects that have specific contractual performance stipulations need to use more formal sizing tools for planning.

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