Estimation isn’t for everyone
I worked at a company with story point estimations, two (or for some, more) daily standups, twice a week planning and ticket estimation, retros, and who knows what else (e.g occasional scrum of scrums for a feature nobody understands, across teams and domains, with around a 100 people, with breakout rooms and presentations of all the teams&#x27; &quot;commitments&quot;).<p>Every time I fought the double daily standups, the pointless plannings (where we plan when we know nothing, and by the time we get to work on the tasks, everybody forgets what they agreed on), I failed.<p>Once I wrote a script to fetch all the relevant data from Jira to figure out whether or story points give better estimates than simply counting up the stories (because of course Jira makes this as hard as possible for you to find out). I went through the channels, discussed it with different people, at every turn I added more info to the report demonstrating the pointlessness of story points, at each turn the data supported my argument stronger and stronger, across all our teams, for sprints going back years. After weeks of discussing it, we kept the story points, because &quot;upper management wants numbers&quot;.<p>Now, I work at a company where we keep things close to the agile manifesto, we adapt as we go, and we aren&#x27;t forced to play stupid planning poker, and we have twice a week a short sync call (15 minutes).<p>For as long as I have the choice, I&#x27;ll not work for a company with Scrum and story point estimations.