Estimating Tasks and Management’s Role in Scrum

Team Estimation BoardHere’s an interesting question that just came in from a local scrum master. It’s about estimating tasks and management’s role in choosing the practices that a scrum team uses.



The team I am working with wants to do an experiment where they will stop estimating tasks in hours. Their sprint burn down will then be tasks vs. days instead of hours vs. days. The team believes that they will be successful with this and they are also thinking of creating an initial working agreement for this experiment e.g. any task that will be added will not be longer than a day of effort.

I am supporting this but somehow I have failed in explaining and convincing management. They want me to explain the benefits and the purpose of this experiment. They point to scrum books that say tasks should always be estimated in hours and a burn down chart can only be shown using hours. How do I convince management to allow the team to proceed with this experiment?


Your team is on the right track in moving away from task-hour estimates. We used to think that estimating tasks in hours was a useful practice, but over time, we have learned that it causes more harm than benefit.

When we start looking at estimated hours, we get a false sense of certainty and we start making bad decisions based on that. One common bad decision is to do “capacity planning” where we make sure there are “enough hours of work” for everyone on the team. This is a terrible idea! What happens when we discover the tasks we didn’t know about during planning? If we planned ourselves “full,” we are now seriously “behind” just because of our use of task hours and capacity planning.

My only suggestion for your team is to go for even smaller tasks. I generally recommend that tasks should be small enough that they feel like no more than 3 hours of work. I don’t want to know how many hours of work; I just want the binary answer to the question: Does this seem like 3 hours of work or less? If the answer is yes, we are good. If the answer is no, then break it down some more. The reason is that breaking it down helps us better design how we will do the work.

You may also want to explain to your managers that one meta benefit of the experiment is the team learns they are free to experiment and improve. That’s really key to scrum: the development team owns how the work gets done. With that ownership comes empowerment and also responsibility for the outcome. Management doesn’t need to be convinced to let the team try this experiment; management needs to be convinced it’s the team’s job to continually improve their practices and management’s job is to create an environment where that can happen.

I hope this helps!

What Would You Recommend?

What advice would you give this scrum master? I invite you to share your thoughts in comments below.



Share it!

Leave a Reply

Your email address will not be published. Required fields are marked *