The point of all of this is to communicate to management how long a task is going to take.
I would suggest that a good manager doesn't need this communication.
A good manager will have already done the task, or something similar, to already know how quick it can be done.
If they haven't, they're probably inexperienced in the task. They were appointed because they were a "people person" but this fact has actually introduced more friction to the team (needing the story points yada yada) rather than just assigning a simple deadline from the get-go.
Once a deadline is introduced, Parkinson's Law kicks in and you get more or less efficient work depending on how aggressive the deadline is.
I'm advocating for experienced managers, not deadlines per se, since that is just 1 tool in the toolbox.
I'm also advocating against the countless asinine ways to communicate to lousy managers. Throw the points in the trash and start hiring cracked programmers as your engineering team's standard bearer.
I would suggest that a good manager doesn't need this communication.
A good manager will have already done the task, or something similar, to already know how quick it can be done.
If they haven't, they're probably inexperienced in the task. They were appointed because they were a "people person" but this fact has actually introduced more friction to the team (needing the story points yada yada) rather than just assigning a simple deadline from the get-go.
Once a deadline is introduced, Parkinson's Law kicks in and you get more or less efficient work depending on how aggressive the deadline is.
I'm advocating for experienced managers, not deadlines per se, since that is just 1 tool in the toolbox.
I'm also advocating against the countless asinine ways to communicate to lousy managers. Throw the points in the trash and start hiring cracked programmers as your engineering team's standard bearer.
See the company grow and have happier employees.