I read an article recently (can't find it at the moment) around how story points can be improperly used as a measure of time which turns into a way of non-technical leadership imposing unrealistic timelines upon engineers.
It's a story as old as the industry itself: non-technical management not fully understanding the nature of the work at hand, which leads to distrust, overly-optimistic estimates, and burn out.
How should story points and velocity be used? How do you deal with this aspect of agile development with your leadership? Book recommendations?
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