Same way that throughput and latency is different. You can use it to predict what the team can deliver in a quarter for example. But difficult to give ETAs to individual stakeholders.
In my opinion it could even be seen as the biggest red flag of a team when they start using story points. It fundamentally means that this team started to measure their work in terms of raw issue throughput instead of real value. It may work for a while. Maybe your managers are just so awesome that all the issues they create are perfect and great for the business and you never have to think for yourself at all. But inevitably there will come a point where the company would be better off if everyone was using their full potential but by that point you are stuck with a bunch of cogs that you have molded into cogs over years.
Businesses decisions should be based on things like feature requests from customers, not the amount of “points“ a team can get done.
So should Engineering give a best effort to estimate that, or just throw up their hands and say “it’s done when it’s done”?
I feel like a lot of engineers overlook that there’s more to a viable business than just producing high-quality software. People don’t ask for estimates just to annoy developers.
No, I know, there's just a systemic difficulty with scheduling dev items that are difficult to estimate.
My team is currently working on performance improvements for a certain service in order to get it to a level that our biggest client is happy with. Based on some profiling and some intuition, I built some Jira cards with rough ideas of what changes might make some improvements and added some rough estimates of how long it would take to trial each idea. Of course, what's actually happening is that we try one idea, it counter-intuitively makes performance worse, we dig into why that's the case and refine the idea, then try a different version of it. It's fundamentally impossible to give an estimate for when we will have run through all the ideas (plus new ones we think up along the way) and how much of an improvement it will make.
I just came out of a slightly painful standup where the dev manager repeatedly asked "Is this doable by mid-August?", and I repeatedly answered that it's not possible to give such an accurate estimate, that we would do what we can in that time and hope to give a better idea of what's possible by the end of this month. Of course it's not great for the dev manager to hear, because they have a client who needs to know how quickly they can scale up their use of the service. There's a conflict between what we can possibly know and what the client "needs" to know. I wish that I knew how to resolve it. It feels wrong to agree to deliver something with such a level of uncertainty, since it just leads to a ridiculous amount of pressure like this.