“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.