Sprints set a floor. When we do three-week sprints, we force ourselves to stop at least every three weeks to evaluate what we’re doing — whether it’s valuable, what our next chunk of work should be, etc.
A lot of the time, we let sprints set a ceiling, too. We only stop and evaluate what we’re doing on the seams of those three-week intervals.
That’s maybe okay for an organization’s initial transition into agility. But once you get it, you’ll probably want to tighten the loop. You might want shorter sprints. Or you might want to throw sprints out the window.
