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10	10	* **Increasing Estimate Precision**: Initial estimates are highly inaccurate. As the project progresses, new insights and feedback loops allow the accuracy to be increased.
11	11	* **Uncertainty & Honesty**: Be honest about the level of certainty you give for each of your estimates. Sometimes the most honest answer is "I don't know. Uncertain estimates can still be valuable and can be modeled by probabilities, such as an 80% chance of completing a particular task by Friday, or ranges of estimates, such as 1 to 3 days to complete a particular task. A common example of an estimation approach with uncertainties is the three-point estimation technique mentioned at the beginning of this article.
12	12	* **Absolute vs Relative Estimates**: Absolute estimates are best ("Task A is worth 3 points"), but relative estimates can still be valuable ("Task A will require twice as much effort as Task B").
13		-* **Estimation Stories**: If a story is very complex and too uncertain to be reasonably estimated, it may make sense to create a separate "estimation story" whose sole purpose is to make the effort of the original story estimable. This could be done by researching, experimenting, prototyping, or breaking the story into smaller, more easily estimable stories. Of course, the "estimation story" must be solved before the original story can be implemented.
	13	+* **Estimation Stories**: If a story is very complex and too uncertain to be reasonably estimated, it may make sense to create a separate "estimation story" whose sole purpose is to make the effort of the original story estimable. This could be done by researching, experimenting, prototyping, or breaking the story into smaller, more easily estimable tasks. Of course, the "estimation story" must be solved before the original story can be implemented.