Story points and velocity metrics are widely used tools in Agile project management, but their misuse often results in misaligned priorities, undervalued contributions, and an incomplete understanding of what drives engineering success. While these metrics are helpful for estimating complexity and facilitating discussions, simply adding story points to a sprint backlog does not equate to team productivity. True growth and success come from aligning tasks with strategic goals and focusing on delivering meaningful outcomes.
Story points were never meant to measure productivity. They estimate complexity, offering teams a way to discuss and plan around risks. Yet, it’s common to see them misused as a productivity metric, reducing an engineer’s contributions to the number of “points” completed in a sprint. This approach ignores the intangibles: creative problem-solving, collaboration, and innovation.
Flip the Script: Use story points as conversation starters, not scorecards. Success isn’t about how many points are burned but about the value delivered. Celebrate outcomes—solutions implemented, risks avoided, and long-term goals achieved—not just tasks completed.
Filling a sprint backlog with tasks and assigning story points can create the illusion of productivity. But velocity doesn’t guarantee that teams are solving the right problems. Low-impact tasks can eat up time and energy while critical objectives are sidelined.
Flip the Script: Start with purpose. Every task should ladder up to a clear strategic goal. If the company’s focus is on “improving customer retention,” ensure sprint priorities contribute to that vision. Share the “why” behind tasks so that engineers feel connected to the mission, not just the metrics.
Engineering isn’t assembly-line work. It’s dynamic, creative, and often messy. Problem-solving, addressing unforeseen blockers, or designing scalable solutions defy rigid measurement. By trying to quantify everything, we risk undervaluing contributions that aren’t tied to sprint charts.
Flip the Script: Embrace the intangible. Recognize contributions like mentorship, technical leadership, and clearing blockers for the team. Encourage flexibility, and allow room for innovation without the looming pressure of hitting velocity targets.
When the CEO dreams of “revolutionizing customer onboarding” while engineers spend their days optimizing backend systems, a disconnect forms. Misalignment between leadership’s vision and engineering’s execution can sap motivation and focus.
Flip the Script: Build bridges between strategy and daily work. Leaders should clearly articulate how big-picture goals translate into specific tasks. Regularly highlight how individual contributions drive the broader mission. When teams understand the purpose behind their work, they bring more energy and focus to the table.
Story points and velocity tell us how much work is being done, but not whether that work matters. They don’t measure the innovative solutions, risk reductions, or user experience improvements that define engineering success.
Flip the Script: Reframe success. Use story points to guide discussions, not as a final measure. Instead, highlight outcomes that create tangible impact, like increased scalability, improved customer satisfaction, or streamlined processes. Shift the conversation from “how fast” to “how meaningful.”
The Bottom Line
Story points are a useful tool for facilitating discussions about complexity and risk but are ill-suited for measuring productivity or contribution. Productivity isn’t about how many points are added to the backlog or burned down in a sprint; it’s about ensuring every task aligns with organizational goals and contributes to meaningful outcomes. By aligning goals transparently across the organization and focusing on outcomes rather than numbers, teams can foster a healthier, more impactful engineering culture.
True success isn’t about accumulating points—it’s about delivering results that move the organization forward. Let’s focus on what matters: alignment, collaboration, and innovation.