I wish it was like this. But instead were getting tickets with barely a title. Or there's a report that the application misbehaves ones or twice per month with no reproduction steps, fix it. Or the delivery schedule is set, but there are no feature roadmap or milestones to track what is yet to be done and if we are on track. Or the project manager has got their position because they sucked at coding and the company couldn't figure out what else to do with them and you have to keep explaining basic technical decisions over and over to them. And everything will come back haunting you as long as you are in the company. One ticket keeps being resurrected for you because client keeps changing their mind on how it should work or keeps finding more esoteric edge cases. Or you're roped in to some legacy project over and over again, because you managed to do a minor fix for it two years ago and you're the only one left who has ever touched it.

[–] qevlarr@lemmy.world 3 points 12 hours ago* (last edited 12 hours ago)

I'm a manager with an engineering background, and this is exactly what good managers should solve for you. I love Jira but I know it sucks to configure correctly. Your problems are not because of Jira, but managers fucking up the process. But more than Jira (love it or hate it), this is about organization: People don't know how to do their jobs correctly, decisions not being made by the right people or the right time (or not at all), too much planning and not enough execution or vice versa, people not empowered to say no, all that stuff. Everybody always hates on management but it's a thankless and tough job to keep the whole operation running smoothly. It's like that old IT joke "everything is working already, what do I pay you for? vs nothing is working, what do I pay you for?"

[–] okwhateverdude@lemmy.world 2 points 12 hours ago

The curse of competence