Julia Wester

In business, the quest for predictability is universal. We all want to grab hold of the reality we face everyday and, somehow, bend it to our will.

Many scrum teams use a metric called velocity as their primary metric. Velocity is commonly defined as the number of story points you finish over time, usually measured by sprints. Measured from sprint to sprint, it becomes a sort of gauge of success. If it stays the same or goes up, that’s great. If it goes down repeatedly, there’s a problem that needs to be investigated.

One of the things leaders often say they want most is predictability. Predictability is defined as the consistent repetition of a state, course of action, behavior, or the like, making it possible to know in advance what to expect.

The most important question to stakeholders is often “When can it be done?” There is a lot that goes into answering that seemingly simple question. What is involved in the work?