Opinion: My work experience in running on Sprint and Kanban in organisations


My past experience runs mostly on Waterfall methodology, where it is a linear process from project brief to launching a platform in the production stage. In my recent roles, I was able to experience Kanban and Sprint methodology. It is pretty interesting how processes are used in an organisation.


I experienced Kanban, where the team leads and product owners are responsible for managing our projects. They prioritise the list of tasks quarterly basis using the Kanban board. My job is to deliver the work output based on the project requirements written on the Asana tasks.

Pros using Kanban

  • It allows flexibility to manoeuvre between tasks and rearranged the priorities depending on the business and team goals.
  • We have a team-wide project roadmap per quarter, but I do not have a strict timeline for the project deliverables, which gives me time to review and go through my works before sign off.

Cons using Kanban

Sometimes, I can’t focus as I need to reprioritise my tasks which can be a challenge, especially when I am “in the zone”.


My first few months running on Sprints are pretty challenging as I need to remember the step processes and do Sprint planning, standup, Sprint review and Sprint retrospective weekly.

Pros using Sprint

  • It gives me an overarching view of the tasks that I need to work on weekly.
  • The project brief is well written in the Asana ticket.
  • The cross-functional team agrees on the list of tasks to deliver weekly.
  • It allows team member to voice out their challenges and make improvements to the next Sprint.

Cons using Sprint

  • There are too many meetings.
  • If I overestimate my Sprint, it leads to burnout.
  • If I underestimate my Sprint, I must wait for the next Sprint to do the major tasks.
  • When I am in the middle of the Sprint, a new urgent task comes in that is not part of the Sprint; it disrupts my work schedule, leading to delay or low-quality output.
  • When a project scoping is not finalised during the sprint planning, I either delay my sprint planning or continue with guesstimate points that lead to risk uncertainty.
  • On sprint planning day, my team spends time doing a brainstorming session. If a project is cancelled or reprioritise, the time we spent on brainstorming sessions just gets wasted.


I am glad that I had a chance to experience the Waterfall, Kanban and Sprint methodologies. It is interesting to see how the process works in an organisation, and I think we should willingness to adapt and explore alternative strategies if it does not fit the teams.



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