What works well will probably vary wildly between companies, due to the way that internal-tier support has to interface with the more customer-facing tiers. Th

What works well will probably vary wildly between companies, due to the way that internal-tier support has to interface with the more customer-facing tiers. That said, you have to be brutal during triage. Have a bucket of time set aside to handle support. That time is used for operational issues that are important but not more important than any product work you are doing. On a healthy system, most of the issues can usually wait to be fixed, due to either low severity or low number of customer impacted (or both). For very high urgency issues, you drop everything. The sprint doesn't matter anymore, you are keeping the lights on. If your team is constantly dropping everything and blowing out sprints (or whatever duration measure you use), you need to look into why. Most likely, there is a quality problem somewhere that should be your top priority for sprint work. If you can't prioritize fixing that sort of thing, you need find someone who will listen, explain how much money is being lost spinning plates due to something that could be fixed at the root. If you still can't get it prioritized, find another company. You'll burn out and quit at some point anyway ;)