Nonprofit teams often feel overwhelmed by endless to-do lists and limited hours. When groups adopt Agile frameworks to manage collaborations, grant applications, or the implementation of programs and services, they frequently look for structure, especially if implementing the Scrum framework as a way to make Agile values a part of their daily way of working. However, strict frameworks can sometimes feel like a rigid lecture rather than a helpful tool.
I think that is why I so often get questions from teams wondering whether they must adopt practices like strict user stories and story point estimates to be considered Agile or to follow the Scrum framework.
The short answer is no. These practices of user stories and story point estimations are helpful playbook options, but they are not mandatory Scrum “rules” per the Scrum Guide.
Decoupling User Stories from Nonprofit Backlogs
Many trainings teach the traditional user story template (“As a… I want to… So that…”) as an absolute rule. In reality, this structure is simply a helpful template.
When to Use Templates
If your team feels stuck while planning a large fundraising gala or a major grant proposal, a user story can break through the fog. It forces you to identify who benefits from the work and why the task matters.
When to Pivot
If the traditional structure feels clunky for your specific project, you can easily pivot to a “product story” or a standard task list. The goal is clarity, not perfect adherence to a template. If a format helps your team move forward, use it. If it creates unnecessary administrative friction, set it aside.
Want to learn how to map out big ideas quickly without getting bogged down? Watch our free recorded session, Using Design Sprints to Achieve Your Nonprofit Goals, to see how to streamline your team’s planning phase.
The Truth About Story Points and Estimation
The elusive nature of story points causes significant confusion for teams during sprint planning and backlog refinement.
The Scrum framework has the artifacts of a Product Backlog and a Sprint Backlog, but it does not have explicit rules about the activity of backlog refinement and estimating the backlog items. However, many teams find it helpful for their backlog to follow the INVEST criteria. The “E” in INVEST stands for estimable, which means a team must understand a task well enough that they could estimate the effort required. It does not mean the team must assign a formal number to it.
Nonprofit teams generally find their rhythm using one of three approaches:
- Relative T-Shirt Sizing: Ranking tasks as Small, Medium, or Large. This approach offers a quick, low-bureaucracy way to gauge workloads without getting bogged down in math.
- Data-Driven Story Points: Utilizing digital whiteboards or software tools to calculate point values. Teams dealing with severe burnout and massive workloads often prefer this method because it provides concrete data to show leadership exactly why the team is over capacity.
- No Estimation: Breaking tasks down into roughly equal, bite-sized pieces and tracking the volume of completed items instead of points.
Every team functions differently. Choose the minimum level of administrative effort that keeps your team organized without weighing down your operations.
Confused about how to size your workload? Check out our webinar, A Nonprofit’s Guide to Estimating a Backlog, to learn how to map your tasks without the administrative headache.
Key Takeaways
- Playbook Tools, Not Rules: User stories and story points do not appear in the official Scrum Guide. They are optional tools to help your team, not rigid requirements.
- Focus on “Estimable” Content: Your backlog items must be clear enough that the team could estimate them, even if you choose not to assign formal points.
- Simplicity Prevents Burnout: Minimize administrative bureaucracy so your team can focus on its core mission.
Frequently Asked Questions
Can we run proper Scrum without using story points?
Yes. You can run an effective Scrum team without ever using story points. Your backlog items must be refined enough to be estimable, but assigning specific points or hours is entirely optional.
What should we do if user stories feel unnatural for our process?
Drop the template and focus on the core objective. Use alternative structures like product stories, or simply list the concrete requirements needed for the task/project. The template should serve your workflow, not the other way around.
How do we prevent sprint planning from feeling like a bureaucratic burden?
Keep your estimation system as simple as possible. If assigning numbers causes arguments or confusion, switch to simple T-shirt sizing (Small, Medium, Large) or focus exclusively on breaking tasks down into consistent, manageable pieces.
Take the Next Step with Agile in Nonprofits
Adopting Agile shouldn’t mean drowning in new terms and rigid rules. Focus on what helps your team deliver value to your community, and discard the administrative overhead that slows you down.
- Learn the Fundamentals: Browse our upcoming schedules and find the right session for your team by visiting our Agile Trainings Resources.
- Get Direct Support: Connect with our team via the Agile in Nonprofits Homepage to access free guides, templates, and insights designed exclusively for mission-driven organizations.