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scott's avatar

great article. I agree with everything you said up until "I don’t have any problems with Story Points." I've come to despise them. Once somebody in your organization, typically a poor SM, starts advertising story points and velocity, then connects them to value I've found it's very hard to get that cat back into the bag. So then, as you stated, you try to define story points to executives and their eyes go blank. I'm convinced simple throughput is much easier to understand...if only teams could stick to creating stories that actually deliver value so a throughput metric actually meant something.

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Dean Peters's avatar

Dean’s Silly Story Point Defenses (2025 Edition)

- Sprint-Based Astrology

- Burndown Chart Dependency Disorder

- Inflated Point Imposter Syndrome

- JIRA Ritual Sacrifice Demands

- Legacy Dashboard Fragility

- Guesstimation Gamification

- Velocity Burndown Theater

- Agile Stockholm Syndrome

- Hyperscrumdamentalism

In the end, story points are just like an episode of *Whose Line Is It Anyway?*

The stories are made up, and the points don’t count.

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