By "dishonest" I'm saying they become measurements of time, which is what we were trying to avoid.
Stepping back - my experience is that points are solving a problem good organizations don't have.
The practice I see work well is that a senior person comes up with a high level plan fror a project with confidence intervals on timeline and quality and has it sanity checked by peers. Stakeholders understand the timeline and scope to be an evolving conversation that we iterate on week-by-week. Our rough estimates are enough to see when the project is truly off-track and we can have a discussion about timelines and resourcing.
I just don't see what points do for me other than attempt to "measure velocity". In principle there's a metric that's useful for upper management, but the moment they treat it as a target engineers juice their numbers.
Stepping back - my experience is that points are solving a problem good organizations don't have.
The practice I see work well is that a senior person comes up with a high level plan fror a project with confidence intervals on timeline and quality and has it sanity checked by peers. Stakeholders understand the timeline and scope to be an evolving conversation that we iterate on week-by-week. Our rough estimates are enough to see when the project is truly off-track and we can have a discussion about timelines and resourcing.
I just don't see what points do for me other than attempt to "measure velocity". In principle there's a metric that's useful for upper management, but the moment they treat it as a target engineers juice their numbers.