When I switched to points, I decided to it only if I could meet the two following points; 1) find and argument that justify the switch and that will convince the team 2) Find an easy method to use it.
Convincing
It took me a lot of reading on the subject but a finally found the argument that convinced me and my team: It’s nearly impossible to find two programmers that will agree on the time a task will take but the same two programmers will almost always agree on which task is the biggest when shown two different tasks.
This is the only skill you need to ‘estimate’ your backlog. Here I use the word ‘estimate’ but at this early stage it’s more like ordering the backlog from tough to easy.
Putting Points in the Backlog
This step is done with the participation of the entire scrum team.
Start dropping the stories one by one in a new spreadsheet while keeping the following order: the biggest story at the top and the smallest at the bottom. Do that until all the stories are in the list.
Now it’s time to put points on those stories. Personally I use the Poker Planning Scale (1/2,1,2,3,5,8,13,20,40,100) so this is what I will use for this example. At the bottom of that list you’ll probably have micro tasks (things that takes 4 hours or less to do). Give to every micro tasks the value of 1/2. Then continue up the list by giving the value 1 (next in the scale) to the stories until it is clear that a story is much bigger (2 instead of 1, so twice bigger). Now using the value '2', continue up the list until you find a story that should clearly have a 3 instead of a 2. Continue this process all the way to the top of the list.
NOTE: Try to keep the vast majority of the points between 1 and 13. The first time you might have a bunch of big stories (20, 40 and 100) and you’ll have to brake them down into chunks smaller or equal to 13.
That is it for the points and the original backlog. If you ever have a new story, compare it to that list to see where it fits (bigger/smaller process) and give it the value of its neighbors.
Velocity & Estimation
To estimate how long it will take you to go through that backlog, do the first sprint planning. Make the total of the points attached to the stories the teams picked and VOILA!, that’s your first velocity measure. You can then divide the total of points in the backlog by that velocity, to know how many sprints will be needed.
That velocity will change and settle in the first 2-3 sprints so it's always good to keep an eye on that value
If you want to change to using story points instead of duration, you just got to start estimating in story points. (I'm assuming here you have the authority to make that decision for your team.)
Pick a scale, could be small, medium, large could be fibonacci sequence, could be 1 to 5, whatever pick one and use it for several sprints this will give you your velocity. If you start changing the scale from one to the other then velocity between scales is not going to be comparable (ie dont do it). These estimates should involve all your Scrum team.
Having said that you still need an idea of how much this is going to cost you. There arent many accountants who will accept the answer "I'll tell you how much this is going to cost in 6 months". So you still need to estimate the project in duration as well, this will give you the cost. This estimate is probably going to be done by a senior person on the team
Then every month your velocity will tell you and the accountants how accurate that first cost estimate was and you can adapt accordingly.
Start by making one day equal one point (or some strict ratio). It is a good way to get started. After a couple of sprints you can start encouraging them to use more relative points (ie. how big is this compared to that thing).
The two have an almost random relationship. duration = f ( effort ). That function is based on the skill of the person actually doing the work.
A person knows how long they will take to do the work. That's duration. In days.
They don't know this abstract 'effort' thing. They don't know how long a hypothetical person of average skills will require to do it.
The best you can do is both -- story points (effort) and days (duration).
You can't replace one with the other. If you try to use only effort, then you'll eventually need to get to days for planning purposes. You'll have to apply a person to the story points and compute a duration from the effort.
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当我转点的时候，我只有满足以下两点才决定转点； 1) 找到并论证该切换的合理性，并说服团队 2) 找到一种简单的使用方法。
令人信服
我花了很多时间阅读这个主题，但最终找到了令我和我的团队信服的论点：几乎不可能找到两个程序员就任务完成的时间达成一致。但是，当显示两个不同的任务时，同样的两个程序员几乎总是会就哪个任务最大达成一致。
这是“估计”积压工作所需的唯一技能。在这里，我使用“估计”这个词，但在这个早期阶段，它更像是对待办事项进行从难到简单的排序。
将分数放入待办事项列表
这一步是在整个 Scrum 团队的参与下完成的。
开始将故事逐一放入新的电子表格中，同时保持以下顺序：最大的故事位于顶部，最小的故事位于底部。这样做，直到所有故事都在列表中。
现在是时候对这些故事进行阐述了。我个人使用扑克规划量表 (1/2,1,2,3,5,8,13,20,40,100)，所以这就是我在本示例中使用的量表。在该列表的底部，您可能会有微任务（需要 4 小时或更短时间完成的事情）。给每个微任务1/2的值。然后，通过为故事赋予值 1（等级中的下一个）继续列表，直到很明显故事要大得多（2 而不是 1，所以大两倍）。现在使用值“2”，继续沿列表向上查找，直到找到显然应该有 3 而不是 2 的故事。继续此过程，一直到列表顶部。
注意：尽量将绝大多数点保持在 1 到 13 之间。第一次，您可能会有一堆大故事（20、40 和 100），您必须将它们分解成更小的块或等于 13。
这就是点数和原始积压订单。如果您有一个新故事，请将其与该列表进行比较，看看它适合哪里（更大/更小的过程），并为其邻居赋予价值。
速度和速度估计
要估计完成待办事项列表需要多长时间，请进行第一个冲刺计划。计算团队挑选的故事的总分，瞧！这就是你的第一个速度测量。然后，您可以将待办事项中的总点数除以该速度，以了解需要多少次冲刺。
该速度会在前 2-3 个冲刺中发生变化并稳定下来，因此密切关注该值总是好的
When I switched to points, I decided to it only if I could meet the two following points; 1) find and argument that justify the switch and that will convince the team 2) Find an easy method to use it.
Convincing
It took me a lot of reading on the subject but a finally found the argument that convinced me and my team: It’s nearly impossible to find two programmers that will agree on the time a task will take but the same two programmers will almost always agree on which task is the biggest when shown two different tasks.
This is the only skill you need to ‘estimate’ your backlog. Here I use the word ‘estimate’ but at this early stage it’s more like ordering the backlog from tough to easy.
Putting Points in the Backlog
This step is done with the participation of the entire scrum team.
Start dropping the stories one by one in a new spreadsheet while keeping the following order: the biggest story at the top and the smallest at the bottom. Do that until all the stories are in the list.
Now it’s time to put points on those stories. Personally I use the Poker Planning Scale (1/2,1,2,3,5,8,13,20,40,100) so this is what I will use for this example. At the bottom of that list you’ll probably have micro tasks (things that takes 4 hours or less to do). Give to every micro tasks the value of 1/2. Then continue up the list by giving the value 1 (next in the scale) to the stories until it is clear that a story is much bigger (2 instead of 1, so twice bigger). Now using the value '2', continue up the list until you find a story that should clearly have a 3 instead of a 2. Continue this process all the way to the top of the list.
NOTE: Try to keep the vast majority of the points between 1 and 13. The first time you might have a bunch of big stories (20, 40 and 100) and you’ll have to brake them down into chunks smaller or equal to 13.
That is it for the points and the original backlog. If you ever have a new story, compare it to that list to see where it fits (bigger/smaller process) and give it the value of its neighbors.
Velocity & Estimation
To estimate how long it will take you to go through that backlog, do the first sprint planning. Make the total of the points attached to the stories the teams picked and VOILA!, that’s your first velocity measure. You can then divide the total of points in the backlog by that velocity, to know how many sprints will be needed.
That velocity will change and settle in the first 2-3 sprints so it's always good to keep an eye on that value
如果您想更改为使用故事点而不是持续时间，您只需开始以故事点进行估算即可。 （我假设你有权为你的团队做出这个决定。）
选择一个规模，可以是小、中、大，可以是斐波那契数列，可以是 1 到 5，无论选择一个并将其用于多个冲刺这会给你你的速度。如果您开始将比例从一种更改为另一种，那么比例之间的速度将不具有可比性（即不要这样做）。这些估算应该涉及所有 Scrum 团队。
话虽如此，您仍然需要了解这将花费您多少钱。没有多少会计师会接受“我会告诉你这将在 6 个月内花费多少钱”的答案。因此，您仍然需要估计项目的持续时间，这将为您提供成本。该估算可能由团队中的高级人员完成。
然后每个月您的速度都会告诉您和会计师第一次成本估算的准确性，您可以相应地进行调整。
If you want to change to using story points instead of duration, you just got to start estimating in story points. (I'm assuming here you have the authority to make that decision for your team.)
Pick a scale, could be small, medium, large could be fibonacci sequence, could be 1 to 5, whatever pick one and use it for several sprints this will give you your velocity. If you start changing the scale from one to the other then velocity between scales is not going to be comparable (ie dont do it). These estimates should involve all your Scrum team.
Having said that you still need an idea of how much this is going to cost you. There arent many accountants who will accept the answer "I'll tell you how much this is going to cost in 6 months". So you still need to estimate the project in duration as well, this will give you the cost. This estimate is probably going to be done by a senior person on the team
Then every month your velocity will tell you and the accountants how accurate that first cost estimate was and you can adapt accordingly.
首先让一天等于一分（或某个严格的比率）。这是一个很好的开始方式。经过几次冲刺后，你可以开始鼓励他们使用更多的相对点（即，这个与那个东西相比有多大）。
Start by making one day equal one point (or some strict ratio). It is a good way to get started. After a couple of sprints you can start encouraging them to use more relative points (ie. how big is this compared to that thing).
问题在于故事点定义了努力。
天数是持续时间。
两者的关系几乎是随机的。
持续时间= f（努力）。该功能基于实际从事该工作的人员的技能。一个人知道他们需要多长时间来完成这项工作。这就是持续时间。几天之内。
他们不知道这个抽象的“努力”这个东西。他们不知道一个假设的具有平均技能的人需要多长时间才能做到这一点。
你能做的最好的事情就是——故事点（努力）和天数（持续时间）。
你不能用其中一个来替换另一个。如果您尝试只付出努力，那么您最终将需要花几天时间进行计划。您必须将一个人应用于故事点并计算工作的持续时间。
The problem is that story points define effort.
Days are duration.
The two have an almost random relationship.
duration = f ( effort ). That function is based on the skill of the person actually doing the work.A person knows how long they will take to do the work. That's duration. In days.
They don't know this abstract 'effort' thing. They don't know how long a hypothetical person of average skills will require to do it.
The best you can do is both -- story points (effort) and days (duration).
You can't replace one with the other. If you try to use only effort, then you'll eventually need to get to days for planning purposes. You'll have to apply a person to the story points and compute a duration from the effort.