Story Points to Time Converter — Priced in Your Team's Velocity

Real-world use cases

• Answer "when will this epic land?" in a roadmap review

  An epic is estimated at 40 points. Your team of 5 finishes about 30 points per two-week sprint with ~6 focus hours a day. Enter 40 points, velocity 30, 10 working days, 5 people, 6 hours. The tool shows roughly 1.33 sprints — about 13 team working days — and 400 person-hours. You can tell the VP "lands late next sprint, early the one after" with a number trail instead of a shrug, and share the URL so the assumption set is visible to everyone.

• Size what fits inside a fixed time budget

  A client buys three weeks of a 4-person team. Switch to "hours → points", enter the budget as person-hours (4 × 15 days × 6 h = 360 h), with your velocity profile. The tool converts it to roughly how many story points of backlog that buys. Now scope negotiation happens against the backlog ("that's the top 28 points — these six stories") instead of vague promises.

• Sanity-check a sprint commitment in planning

  During sprint planning the team has tentatively pulled in 38 points but velocity has averaged 30. Enter 38 points against your profile: the tool shows it implies ~1.27 sprints of capacity — an immediate, neutral signal that the plan is 27% over before anyone has to argue feelings. Drop 8 points or consciously accept the spill.

• Explain estimation scale to a new stakeholder

  A new sales lead keeps asking "how many hours is a 5?". Open the tool, set your real team profile, and walk them down the Fibonacci table: a 5 is ~50 focus hours, a 13 is ~130 — and explain the numbers move when the team or sprint changes. Ten minutes with the table replaces the recurring hallway conversion argument.

Common pitfalls

• Treating the conversion as a per-ticket commitment. Hours-per-point is a team average; a single 5-point story can legitimately take half or double the converted time. Use it for aggregate planning and roadmap conversations, never to hold one ticket to a stopwatch.

• Computing capacity with 8 hours per day. Meetings, reviews and context switching eat 2–3 hours daily; teams that measure land at 5–6.5 focus hours. Using 8 inflates capacity ~30% and makes every converted estimate too optimistic — keep the default 6 unless you have measured data.

• Feeding in velocity that counts half-done work. Only points that reached "done" belong in velocity. Counting carryover inflates the divisor, shrinks hours-per-point, and quietly turns every forecast optimistic in the same direction.

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