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.
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.