Remember that it is common practice within many teams for the Scrum Master or project manager to lead the story estimation process. While that may be true for your organization, it is best to describe your ability to lead this style of meeting while participating and collaborating with other leaders to resolve conflicts at the same time.

During story estimation meetings, I walk my teams through the details of the user stories we need to estimate. I explain how the business intends to use the requested functionality, the value they expect to receive from it, and the priority of the stories. The development team asks questions and weighs in on the scope. We break stories down, add spikes, and adjust assumptions or acceptance criteria as needed.

After that, we give estimates for the stories. I have worked with story points and t-shirt sizing methods. Either way works, as long as everyone understands we are using a relative sizing technique and they have enough experience to relate the story to something similar from the past.

Each person gives an estimate, and we discuss why we voted the way we did if disagreements arise. In the event we still disagree, we typically yield to the person who has the most stake in the game for the selected story. I sometimes ask our Scrum Master for advice when a team is facing a new challenge or there is a serious disagreement that could benefit from an additional perspective.