Derive what a point is actually worth in hours from your own team data, rather than borrowing a number from another team.
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Sprint capacity = people x days x focused hours a day. Hours per point = capacity / average velocity. This derives the conversion from what your team actually did, which is the only version that means anything: there is no universal hours-per-point.
Yes, and that tension is real. Points measure relative size and absorb uncertainty; hours do not. This conversion is for planning conversations with people outside the team who think in dates, not for estimating the work itself.
Because nobody delivers eight focused hours. Meetings, support, review and context switching are real, and five is a common honest figure. Using eight inflates capacity by sixty percent and makes every forecast optimistic.
It is telling you something. A very high number usually means capacity is being spent on unplanned work; a very low one usually means point inflation. Either way the fix is upstream of the arithmetic.
The same numbers, live off the rows your team already edits, in a spreadsheet that rolls them up for you. Start your 7-day free trial, no credit card required.