How to Choose the Right Sprint Length in Scrum?

If there’s any question that has been debated more than anything else other than “What’s the ideal sprint length? '' then it is “Should it be long or short?” 

There's a consensus that short sprints work better since agile teams all over the world prefer them. 

For every question, there are a million follow-up questions, and that can put you in a confused state of mind. 

Today, we’ve written this blog post to answer your questions and clear the doubts you're bursting with. 

What is Sprint length?

The duration of a sprint is called Sprint length. While there is no fixed rule, the thumb rule is to keep the sprint long enough to produce a releasable increment and short enough to ensure there are more learning cycles and to limit the risk associated with cost and effort in case of scope creep. 

The official Scrum Guide offers a helpful, if broad, guideline: keep sprints short, but not too short. It sets a maximum of one month, leaving the sweet spot to individual teams. This reflects the core principle of empiricism: learn, adapt, and improve through frequent feedback loops.

What is Sprint length?

The duration of a sprint is called Sprint length. While there is no fixed rule, the thumb rule is to keep the sprint long enough to produce a releasable increment and short enough to ensure there are more learning cycles and to limit the risk associated with cost and effort in case of scope creep. 

Who determines the Sprint length?

Decisions related to scrum team dynamics are taken by the scrum team so are the decisions regarding the sprint length as well. People doing the work should decide how they should manage structure or manage the work. 

The primary factor in choosing the right sprint length is mostly driven by the fact of what an appropriate stimulus-to-response cycle looks like.

Outcomes of having a short sprint and long sprint

Here is a table outlining the difference between the consequences of a short sprint and a long sprint-

Are Short Sprints Better?

Short Sprints are favorable because they make teams work towards achieving the sprint goal. Long sprints might seem comfortable but they make the team complacent and laid back.

The incidence of scope creep, rising costs, and slower pace of sprint are higher in long sprints. Though short sprints seem taxing, the outcomes are often successful. 

Many teams gravitate towards two-week sprints. This duration offers a balance between:

• Focus and momentum: Long enough to get things done, but short enough to stay laser-focused.

• Feedback and learning: Frequent opportunities to receive feedback and adapt plans in the next sprint.

• Predictability: Easier planning and resource allocation with a consistent time frame.

However, the two-week magic isn't universal. Consider these factors when choosing the right sprint length:

• Project complexity: Simpler projects might thrive on shorter sprints (think 1 week), while complex ones may benefit from longer ones (up to 4 weeks).

• Team dynamics: Some teams gel better with shorter, faster cycles, while others prefer a more measured pace.

• Experimentation and learning: If rapid experimentation is key, shorter sprints allow for quicker feedback and course correction.

• Stakeholder expectations: Ensure sprint length aligns with stakeholder expectations for delivery and feedback.

10 Reasons Why Short Sprints Are More Effective

• Short sprints ensure stability: Regular and continuous time-boxed delivery is the heart of the Scrum framework. This is why flexible sprints are forbidden. The main downside to having flexible sprints is the uncertainty of the schedule for team members. Short sprints enable team members to work at a sustainable pace. It allows shorter retrospectives and realistic tasks that can be completed on time.

• Early Feedback: Short sprints reduce the entire feedback loop. The user stories or tasks are available for review in the concluding stages of the sprint. It helps to have more learning cycles (inspect and adapt events) and decreases the risk of cost and development effort to a smaller time frame.

• Client Participation: Short sprints keep the client in the loop about the product development cycle. They are closely involved in product backlog prioritization, requirement gathering, and reviews.

• Monitoring velocity is easier: Velocity is an important agile metric. It refers to the amount of work completed towards the end of the sprint. Shorter sprints enable a better definition of done and keep the velocity balanced. When the sprint length is long, complexity related to work may arise which may in turn raise the risk and affect your velocity.

• Sprint planning is easy: Shorter sprints mean fewer user stories to complete compared to longer sprints and teams can exchange feedback with customers quickly. Long sprints can be daunting because they require frequent follow-up meetings, prioritization, defining acceptance criteria, and brainstorming. This leads to too many user stories and umpteen meetings.

• Balances Scope creep: Short sprints eliminate the practice of adding new user requirements when the sprint is in progress. The customer might change their mind by looking at competitors or the market. Shorter sprints mean more sprint reviews. This provides the Product Owner with knowledge of the sprint progress.

There's no one-size-fits-all answer to the sprint length question. The ideal duration is the one that works best for your specific team and project. Experiment with different lengths, gather feedback, and continuously adapt. Remember, the goal is to maximize value delivery and team agility, not blindly follow a prescribed formula.

Bonus Tip: Don't be afraid to break the mold! If a one-week sprint feels right, try it. If a Kanban-like flow works better, embrace it. The key is to be flexible, data-driven, and focused on continuous improvement.