I have several development teams that moved from hours to Story points 6 months ago. Since then, we have experienced several issues with using Story Points, and I hope you can help me and us:
When using hours estimations, we could have looked back on each issue and tell whether we put too much effort on it, and what is the current situation of this issue within the sprint. Moving to Story Points doesn't allow us such granulation, and we can't trace back the effort we put on an issue with X Story Points. Is this the nominal state? How do we compensate on this lack of data?
As mentioned, when trying to make sprints close successfully, we would look in every Daily Stand-Up on our issues, time reported VS time remaining, and could determine how much time to put, whether we need to stay late or whatever... Now, we feel that within the sprint we have no knowledge on every issue, and the team leader that wants to push his team doesn't know how to do it.
Obviously, not all issues are done in a certain sprint. But now in the next sprint, as we don't change the Story Points estimations - how do we know how much of an issue is remaining? It seems that we need to know it in order to add the appropriate amount of other issues to the sprint to fit the team's capacity.
Is there a certain practice to combine the use of Story Points for effort estimation and hours for the sprint management?