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About this tool
Convert story points to hours from your team's own velocity, with a confidence range and sprint forecast.
This calculator converts story points into an hour estimate by dividing your team's sprint person-hours by its velocity — the empirical hours-per-point method described in Mike Cohn's Agile Estimating and Planning, since points have no universal time value. It is built for scrum masters, tech leads and engineers who need to answer 'how long will this take?' for stakeholders, and it returns a midpoint plus an optimistic–pessimistic range driven by a confidence percentage.
Open Story Point Estimation Calculator on AltFTool — it loads instantly in your browser.
Enter the values you already know.
Fine-tune the options to match your scenario.
Read the result and use it in your planning or reporting.
Hours-per-point comes from your velocity and sprint hours, not a made-up universal constant.
An 80% confidence setting widens the answer to a ±20% range instead of one false-precision number.
Shows fractional and whole sprints needed straight from velocity, independent of the hour conversion.
There is no fixed number — a point is a relative size unit, so the only meaningful conversion is your team's own rate: sprint person-hours divided by velocity. A team with 240 person-hours per sprint completing 30 points runs at 8 hours per point; another team's rate could be 3 or 20 hours for the same backlog.
Divide the person-hours your team has in a sprint by the points it typically completes, then multiply by the story's points. Example: 240 person-hours ÷ 30 points = 8 hours per point, so a 13-point story is about 104 hours. Always quote it as a range, because velocity varies sprint to sprint.
Velocity is the number of story points a team completes per sprint, averaged over recent sprints — commonly the last three to five. It is a planning tool local to one team; comparing velocities across teams is meaningless because each team's point scale is different.
The modified Fibonacci scale (1, 2, 3, 5, 8, 13, 21) forces bigger gaps between larger values, reflecting that uncertainty grows with size — nobody can meaningfully distinguish 20 from 21 units of work. Stories landing at 13 or above are usually a signal to split the work before committing to it.
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