I've spent most of my career in Infrastructure and I've found that sprints are a great way to keep a software team focused. A big temptation in infra is to tak

I've spent most of my career in Infrastructure and I've found that sprints are a great way to keep a software team focused. A big temptation in infra is to take on a lot of things at once but move at a snail's pace on all of them. Even (and sometimes especially) very talented senior developers fall into this trap b/c in infra at a medium-large company customers are always screaming and everything is always "urgent." Sprints force defining tasks clearly enough to scope them and limit work in progress. Kanban can be effective at this also but any time I've been on a team that uses pure Kanban people always end up with 5+ tasks in progress for weeks. The most important part of making it work is to have the team manage the process instead of some external scrum master, and to have frequent retros and adjust the process as needed.