Story point --- Velocity----> Business Value
The purpose of velocity is to calibrate the current local value for a story point in order to facilitate planning for the near future.
This allows us to continuously deliver value and steer a project without having to put a lot of time and effort into estimation.
Estimation does not deliver any value, so the less time and effort we can get away devoting to it, the more time and effort is available for actually delivering value.
Just estimating story points and moving on without worrying much about precision is the fastest way to get on with doing the work.
The alternatives that would seem to create more order and precision to estimates never actually produce a sufficiently better outcome to justify the otherwise unnecessary time and effort required to do so.
There is, however, an alternative that even makes the little bit of time and effort required for story pointing and velocity calculation unnecessary. Just always split all stories into the approximately the same small size vertically slices. Treating each such slice as a 1 point story turns estimation into story slicing (which has lots of other benefits) and velocity into counting how many slices the team has been doing in a sprint on average.
The business value of a story has nothing to do with how much can be delivered in a sprint on average. Business value should only influence how the PO prioritizes stories.
This allows us to continuously deliver value and steer a project without having to put a lot of time and effort into estimation.
Estimation does not deliver any value, so the less time and effort we can get away devoting to it, the more time and effort is available for actually delivering value.
Just estimating story points and moving on without worrying much about precision is the fastest way to get on with doing the work.
The alternatives that would seem to create more order and precision to estimates never actually produce a sufficiently better outcome to justify the otherwise unnecessary time and effort required to do so.
There is, however, an alternative that even makes the little bit of time and effort required for story pointing and velocity calculation unnecessary. Just always split all stories into the approximately the same small size vertically slices. Treating each such slice as a 1 point story turns estimation into story slicing (which has lots of other benefits) and velocity into counting how many slices the team has been doing in a sprint on average.
The business value of a story has nothing to do with how much can be delivered in a sprint on average. Business value should only influence how the PO prioritizes stories.
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