Strict WIP limits do not address the fundamental problem sprints attack: that of strategic execution flexibility. This need for flexibility is driven from highe

Strict WIP limits do not address the fundamental problem sprints attack: that of strategic execution flexibility. This need for flexibility is driven from higher above the developer, at the strategic (business model) level. Done poorly, sprinting usually devolves into micro-water fall. I think this is simply because that is what project and product management knows. Done well, sprinting does aid at the developer level. They are focused on a task and completion gives them a sense of accomplishment. Sprints are a huge disruption to the established order of project and product execution. They are an artificial time block competing against real world priorities. Companies that do agile sprint execution well have created an environment where planning above the developers is in sync with "time boxed development". Achieving that varies widely. This, in my opinion, is an area ripe for innovative thinking.