the problem with comparisons, benchmarking, or any other attempts to compare velocity is that my story points ≠ your story points, because different projects use different standard stories.

finally, another reason to use story points is that what was originally an ideal-time estimate may be misinterpreted as an elapsed-time estimate.

使用描述点的最后一个原因是理想时间评估最初可能会被错误地解释为过期时间评估。

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once you have worked out how many stories fit into an iteration, then the total of the story points for each story will be the estimated velocity.

一旦得出在一次迭代中能完成多少故事，则每个故事的故事点之和就是估算出的速度。

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during the sprint planning for the next sprint the story points for an unfinished story should be adjusted according to the amount of work left.

在下一个sprint的计划会议上，未完成的故事的故事点应该根据剩余的工作加以调整。

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however, other teams using this technique have recorded both the effort estimate ( in story points or hours) and the complexity estimate.

然而，其他运用这项技术的团队记录了评估（故事点或工时）和复杂性评估。

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in the product backlog and release backlogs, the development team estimates and assigns story points to each user story.

在产品计划安排和发行版计划安排中，开发团队将评估每个用户描述并为其分配描述点。

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on the other hand, velocity is the aggregation of story points that a team can deliver during an iteration.

而另一方面，速度是团队在一个迭代中完成的故事点数的累加。

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how does the project wag compare to story points or" t-shirting"?

项目WAG与故事点或“T恤”相比有什么不同？

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he writes "the amount of work is usually measured in story points ( a relative measure of size)."

他写道“工作量通常以故事点数（一个相对大小的数量）计算。”

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another reason to use story points versus units of time is that the ideal time from one person to another can vary.

使用描述点而不是时间单位的另一个原因是，对于不同的人来说，所需的时间是不同的。

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it is measured in the same units as in the release backlog, meaning story points.

它使用与发行版计划安排相同的衡量单位，即描述点。

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the high-level stories in the product backlog need to be estimated by the team using story points.

团队需要使用描述点（story points）对产品计划安排中的高级描述进行评估。

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when using story points, what you are actually doing is comparing the relative complexity of one feature to another.

在使用描述点时，您实际所做的工作就是比较每个特性的相对复杂性。

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the estimates are coarse-grained and often expressed in story points or ideal days.

这些估算值都是粗粒度的，而且通常是以故事点或者理想日为单位。

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so why not jump straight to story points for large sections of the project.

那么为什么不能对项目中大的部分直接转入故事点呢。

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the development team then estimates these new stories and assigns them story points.

开发团队随后对这些新的描述进行评估，并为它们指定描述点。

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why use story points instead of units of time such as hours?

为什么要使用描述点，而不是小时之类的时间单位？

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can we complete all our story points within our remaining budget?

我们能在剩余预算之内完成所有的故事点吗？

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a "story kanban" is at the middle level, the most widely and carefully seen in each iteration by the team, and it may be supported by an iteration burndown chart.

“故事看板”处在中间层次，向团队提供每次迭代的最广泛周密的信息，搭配迭代的燃尽图会更有效。

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a "task kanban" is at the lowest level, showing the current changing status daily, which may be supported by a daily burndown chart.

“任务看板”的层次最低，它显示出每日变动的当前状态，搭配每日的燃尽图会更有帮助。

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the burndown chart shows the amount of work remaining in the project in a graphical manner.

完成表以图形的样式显示项目中剩余的工作量。

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