Compare work, not hours
A team may know that adding a payment method is more demanding than fixing a small checkout bug, even if it cannot predict the hours for either. Relative estimation captures that comparison.
Teams may give work items point values such as 1, 2, 3, 5, or 8. Larger gaps avoid false precision for bigger, less certain work. In planning poker, people reveal estimates at the same time, then discuss why they differ.
Points belong to the team
Five points can mean different things to different teams. Points help with planning, not judging individual productivity. Turning them into targets can encourage inflated estimates. An estimate is not a promise, and some teams plan without points.