“We have a ticketing process for all of these things. Anything you do needs to go through that.”

The assumption is that, by going through a proper ticketing process, every request will be funneled through some sort of prioritizing and that that will minimize disruption.

Imagined scenario–total support/development time, 30 minutes:

• Person needing a change to something files a ticket.
• Magical “prioritization” takes place.
• Technical worker executes in perfect order from off the queue.

Real attempt at following the process, 2 days:

• Person needing a change contacts a random technical person.
• Some effort to redirect or funnel through ticketing process is made.
• Urgency communicated.
• Another manager included on email chain, all the while missing managers who also need to be involved.
• Random forwarding of emails to managers who also need to be involved.
• Restart of the story from the beginning.
• Someone else is left out of the loop.
• .
• .
• .
• Something blows up in production and things have to be reset to where they were before.
• Crisis averted.
• Technical person tries to remember where they left off.
• Technical person spends time reorienting to the original task.
• .
• .
• Technical person takes care of what should have been a 30 minute task in the first place.