It's very similar to Scrum, with some nuanced differences. He mentions "do not work on incremental changes" and "do not focus on user stories", and instead "do construct small goals that achieve more general yet still concrete outcomes", and "do prioritize those goals".

I think his advice suffers from the same problem Scrum does, which is that it's simultaneously too generic and too constricting for anyone to perform it correctly and get good value out of it unless they just happen to be really excellent at their jobs or have a great team leader.

"Sprint" is a label. Someone needs to put a lot o effort into describing what a sprint actually is, or people will use the label on things that are not sprints.

Hi, I'm the author. I'm not intending to describe working in sprints. You can implement the ideas behind this article with sprints, kanban, or something else entirely. Using sprints doesn't do what using milestones does.

So what I'm hearing is that that wasn't clear. Since a few people said that here, I'll make some edits to clarify. If you have any suggestions as to where the confusion is, I'd love to hear it. Thank you!

This is a good point. Scrum's sprint length inflexibility frequently means over or under-allocating time on projects, which messes up metrics (e.g., ticket completion per sprint) ... but is otherwise irrelevant to the work itself. This leads to organizations making sub-optimal choices that help with scrum, but don't help with work.

Yes from experience over the past year working in PM, the sprint and milestones are very different things. Sprints are predictable and pre-scheduled. Milestones have an estimate but may easily slip from one sprint to another.