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http://www.agileadvice.com/2013/07/29/referenceinformation/the-rules-of-scrum-i-do-not-track-my-hours-or-my-actual-time-on-tasks/
The Rules of Scrum: I do not track my hours or my “actual” time on tasks. Scrum considers tracking the time individuals spend on individual tasks to be wasteful effort. Scrum is only concerned about time when it comes to the time boxes of the Sprint and Sprint meetings.
https://mkuphal.wordpress.com/2011/05/25/agile-planning-remaining-work-hours-completed-work-hours/
Tracking actual completed work hours does not directly help with that goal what so ever. When the team switches to reporting just Remaining work hours, they also need to switch their mentality to one that has them reevaluating how much work is left on the task at least once a day and updating the task to reflect this info.
https://stackoverflow.com/questions/2234851/time-tracking-and-agile-methodology
We should probably do it on a weekly basis. One trade-off that I plan to suggest is to track only actual hours 5-6 major groups like coding, architecture, testing, org activities int he system mandated by the organization and we can plan, estimate user stories in a another tool that we are using (Rally) –
https://www.timecockpit.com/blog/2013/06/25/Six-Reasons-for-Time-Tracking-in-Agile-Projects
Time Tracking is the Basis for Billing in Time and Material Projects. Big design upfront …
https://www.leadingagile.com/2011/05/determining-how-many-task-hours-an-agile-team-can-accomplish/
My experience is that an agile team that has an average overall utilization of 65% is generally working pretty productively. That means that in an 8 hour day, a team member who is at 65% utilization is accomplishing somewhere between 5 and 6 hours of focused effort every day. But you may have team members who are more productive than that.
https://www.teamrg.com/blog/how-to-effectively-track-progress-on-agile-projects
While there are many misconceptions about Agile, a significant concern for organizations unfamiliar with the methodology is how to track the progress of teams on Agile projects.. One temptation is to cope with this uncertainty by shoehorning the familiar Waterfall-based project management measures of cost assigned to arbitrarily defined milestones within an Agile …
https://leoalexandru.com/agile-tracking-velocity-and-10-other-ways-to-track-your-project/
Introduction to Agile Tracking. In today’s article, I want to talk to you about the visual ways of agile tracking the progress of the team. In Agile, these are called “Information Radiators”. These are graphs or whiteboards that “radiate” the information transparently to the team and to other interested stakeholders.Usually, these are “low-tech, high-touch” meaning a piece of ...
http://www.agilebuddha.com/agile/how-to-do-effective-capacity-planning-on-the-scrum-team/
In this example, applying focus factor say 0.6, then this team real capacity will be 400*0.6 = 240 hours. Now this 240 hours of work is what the team can take up in the current sprint. Teams take top priority stories from the backlog as per ordering done by PO. Divide those stories into tasks as shown below and estimate each task for hours.
https://www.scrum.org/forum/scrum-forum/32926/actuals-vs-estimates-one-recommended-metrics-scrum
Ben - your understanding is correct. I meant Actual Hours spent vs the Estimated Hours. They wanted a way to track if the development team is exceeding the estimated hours, and if yes, then why. In this way the stakeholders can be informed with the reason why we have exceeded the estimated hours.
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