The case in question:
The sprint is almost over and one of my Scrum teams did not finish some tasks. (The reason for this is not essential for this question and will be addressed accordingly.) One of them is a classic "90% done" case with a rather large number of story points and will be part of the next sprint - like in the question here.
We did backlog grooming and some preliminary estimation for the next sprint and discussed how to handle this unfinished task. While we all agree that it won't count towards this sprint's velocity, I argued that the we should not re-estimate the almost complete case with 1 instead of five story points, because I want the true complexity and the total work done to be still visible. And looking back the estimation was correct. - We are just transitioning to (scaled) agile and some management levels need to "see" that we are still productive in more ways than delivered products.
Obviously the velocity in this sprint will go down, but the transferred "already done" parts should rise it again next sprint.
So far we all agree.
But as our teams are rather small, four points is a big lump. I suggested that for this task only and with proper documentation we could consciously plan an overload of four points.
Is that a feasible approach or will I
- run into problems I don't anticipate yet
- set a bad example with a team that has been transferred to agile just a few months ago?