I’ve found that the best value I’ve ever gotten from Sprints, was to manage upwards. We had a CEO that would request features daily, change priorities hourly, a

I’ve found that the best value I’ve ever gotten from Sprints, was to manage upwards. We had a CEO that would request features daily, change priorities hourly, and get angry when nothing was delivered. So by having each Sprint accounted for and signed off, whenever he barged in and demanded something new, the first question was asked - what would he like removed from the current Sprint. By him signing off that things were removed, he could no longer ask why it wasn’t completed as originally agreed to