Focusing solely on closing Jira tickets gives a false sense of productivity. True impact comes from solving user problems and delivering valuable outcomes, not just completing tasks. While execution and shipping are important, prioritizing velocity over value leads to busywork and features nobody wants. Real product success requires understanding user needs, strategically choosing what to build, and measuring impact based on outcomes, not output. "Crushing Jira tickets" is a superficial performance that might impress some, but ultimately fails to move the needle on what truly matters.
Sean Goedecke's blog post, "Crushing Jira tickets is a party trick, not a path to impact," argues against prioritizing the sheer volume of completed Jira tickets as a measure of productivity or success for software engineers. He posits that while efficiently working through a large number of tickets might appear impressive on the surface, like a captivating party trick, it often lacks genuine, meaningful impact on the overall success of a product or organization. This superficial focus on quantity over quality can be detrimental in the long run.
Goedecke elaborates on this by highlighting the potential pitfalls of such an approach. He suggests that concentrating solely on closing tickets can lead engineers to prioritize low-hanging fruit – easily resolvable issues that require minimal effort – while neglecting more complex, albeit potentially more impactful, tasks. This can result in a backlog of critical improvements being perpetually deferred, hindering genuine progress and innovation. The analogy used is that of a magician dazzling the audience with sleight of hand while failing to address the real underlying issues.
Furthermore, the post emphasizes the importance of understanding the underlying purpose and desired outcome associated with each ticket. Blindly completing tasks without grasping the larger context, argues Goedecke, can lead to misdirected efforts and ultimately diminish the overall value delivered. He advocates for engineers to adopt a more holistic approach, considering the broader business objectives and user needs before tackling individual tickets. This entails proactively engaging in discussions about the rationale behind the work, questioning assumptions, and suggesting alternative solutions that might better address the core problem.
The author suggests that true impact stems from focusing on delivering value to the end-user, not simply closing tickets. This requires a shift in mindset from task completion to problem-solving and proactive contribution. Instead of viewing Jira tickets as a checklist to be conquered, engineers should see them as opportunities to contribute meaningfully to the product and its users. This involves understanding the 'why' behind each ticket, critically evaluating the proposed solution, and potentially even challenging the existence of the ticket itself if it doesn't align with the overarching goals.
In conclusion, Goedecke advocates for a more nuanced understanding of productivity within software development. He posits that true success lies not in the quantity of completed Jira tickets, but in the quality of the work and its ultimate impact on the product and its users. He urges engineers to move beyond the superficial satisfaction of closing tickets and embrace a more strategic approach, prioritizing meaningful contributions and focusing on solving the right problems effectively. This shift in focus, he argues, will lead to more substantial and lasting positive outcomes for both the product and the organization.
Summary of Comments ( 2 )
https://news.ycombinator.com/item?id=42818169
HN commenters largely agreed with the article's premise that focusing on closing Jira tickets doesn't necessarily translate to meaningful impact. Several shared anecdotes of experiencing or witnessing this "Jira treadmill" in their own workplaces, leading to busywork and a lack of focus on actual product improvement. Some questioned the framing of Jira as inherently bad, suggesting that the tool itself isn't the problem, but rather how it's used and the metrics derived from it. A few commenters offered alternative metrics and strategies for measuring impact, such as focusing on customer satisfaction, business outcomes, or demonstrable value delivered. There was also discussion around the importance of clear communication and alignment between teams on what constitutes valuable work, and the role of management in setting those expectations.
The Hacker News post "Crushing Jira tickets is a path to impact" generated a lively discussion with various perspectives on the relationship between Jira tickets, productivity, and actual impact.
Several commenters agreed with the sentiment of the title. They argued that focusing solely on closing tickets can lead to a "local optimization" trap where engineers prioritize easy-to-complete tasks over more impactful, but potentially more complex, work. One commenter described this as "checking boxes" instead of genuinely contributing to the product's success. They emphasized the importance of understanding the why behind the tickets and focusing on the overall goals of the project, rather than simply the number of tickets completed. This sentiment was echoed by another commenter who pointed out the risk of becoming a "ticket-closing machine" without considering the bigger picture. They advocated for a more proactive approach, where engineers actively seek out impactful work and contribute beyond the assigned tickets.
Some commenters offered practical advice on how to avoid this trap. One suggestion was to regularly reflect on the impact of the completed work and to prioritize tasks based on their potential contribution to the overall project goals. Another commenter emphasized the importance of communication with product managers and stakeholders to ensure alignment between individual tasks and the overall product strategy.
However, not everyone agreed with the premise of the post. Some argued that Jira tickets, when used correctly, can be a valuable tool for tracking progress and ensuring accountability. They pointed out that in large organizations, a certain level of process and structure is necessary to coordinate work effectively. One commenter argued that the problem isn't with Jira itself, but rather with how it's implemented and managed. They suggested that focusing on well-defined tickets with clear acceptance criteria can actually help engineers deliver value more efficiently.
Another commenter highlighted the importance of context. They noted that in some situations, such as bug fixing or maintenance work, quickly closing tickets is a valuable contribution. They argued that the post overgeneralizes the issue and fails to acknowledge the nuances of different engineering roles and projects.
Finally, some commenters offered alternative perspectives on the definition of "impact." One commenter suggested that impact can be measured in various ways, including improved code quality, reduced technical debt, or enhanced team collaboration. They argued that while closing Jira tickets may not always be directly visible to users, it can still contribute to the overall health and efficiency of the engineering team. Another commenter highlighted the importance of "invisible work," such as mentoring junior engineers or improving internal processes, which may not be reflected in Jira tickets but can have a significant long-term impact.