Scrum team false estimation
In my scrum team I often observe that the developers give false estimates of tasks. First they mutually agree on a larger story point for a story and then they allocate longer hours to the tasks.
There is constant pressure from the managers that the team has more capacity to deliver than the commitments that they are making. Management blames me for my team being lazy.
How do I deal with this problem and make my team make sensible sprint estimates?
@Shafaq Haroon, It looks like there is an absence of trust in your team. Have you tried to find out why and perhaps the cause?
How do the managers know if the Development Team has more capacity? Are they doing the work too? Is the Development Team empowered to voice out their concerns or are they being commanded to do something without any consideration as to whether is sustainable?
There may not be a silver bullet solution to your situation. You may want to start by restoring transparency and also the trust.
There is constant pressure from the managers that the team has more capacity to deliver than the commitments that they are making
Do you think this interaction with the team is helpful or unhelpful?
There is constant pressure from the managers that the team has more capacity to deliver than the commitments that they are making. Management blames me for my team being lazy.
What evidence is indicating that team can deliver more than they plan to deliver?
First they mutually agree on a larger story point for a story and then they allocate longer hours to the tasks.
Is the team just over cautious about the Goal they plan ? Are there good enough reasons for their agreement on the size of the stories? What is the relevance of comparing the size of the story with the hours spent on their tasks?
What's the current level of self-organization?
You mention "false estimate", "larger story points", and "longer hours".
This implies you know there is an alternative number that "true" and "smaller".
What makes you think their estimates are false or too large?
An estimate is a guess based on information known at the time. We don't compare "estimates v actuals" and we don't track time spent on work as they are unhelpful activities. So, if the development team says this is their estimate, we (mostly) should not question them on it.
Management blames me for my team being lazy. How do I deal with this problem and make my team make sensible sprint estimates?
What evidence do you have to indicate that your management's expectations are 'sensible'?
How does your management's behavior support any of the 5 Scrum values of Focus, Openness, Respect, Courage, or Commitment? If it doesn't, what types of behavior would support Scrum values?