Comment by sbrother
13 hours ago
I've heard this, and I've even seen it in plenty of poorly performing businesses, but I've never actually seen it in a highly performing, profitable tech company. Other than at the new grad level but it's treated as net-negative training while they learn how to build consensus and scope out work.
Not coincidentally, the places I've seen this approach to work are the same places that have hired me as a consultant to bring an effective team to build something high priority or fix a dumpster fire.
A lot of highly performing teams don't even use tickets.
Do any highly performing teams use tickets?
A fly-by-night charlatan successfully pushed ticking into our organization in the past year and I would say it was a disaster. I only have the experience of one, but from that experience I am now not sure you can even build good software that way.
I originally hoped it was growing pains, but I see more and more fundamental flaws.
I’ve worked at one, but it required a PM who was ruthless about cutting scope and we focused on user stories after establishing a strong feedback pipeline, both technically through CI/CD/tests and with stakeholders. Looking back, that was the best team I’ve ever worked in. We split up to separate corners of the company once the project was delivered (12 month buildout of an alpha that was internally tested and then fleshed out).
Maybe I had greenfield glasses but I came in for the last 3 months and it was still humming.
How do you keep track of tasks that need to be done, of reported bugs and feature requests?
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