Honestly 95% of Jira complaints are because people have crap workflows configured. Out of the box Jira is pretty terrible but it’s very customisable and you need to adjust it to suit your needs - and they have to be your needs and workflows.
That being said, there’s that last 5% that Jira just gets in the way. If anyone has ever had multiple teams working on a single product, Jira is very prescribed about how you’re supposed to structure that and If you don’t, it’s a pain.
I can type out the entire 10 word long name of my sprint into the searchbar, and it Jira will pull up 22 pages of things that are not even CLOSE to what I searched. It’s a nightmare to try and find my current sprint among the 65 other team’s sprints every month.
Right, the entire issue is that it basically acts as a massive layer of insulation between reality and bad management. The whole thing is like a fucking paradox - any time you make a change to workflows or procedures there’s this stupid period where you need to “wait for buy in” where it doesn’t matter how outwardly idiotic the change is, you can’t actually call it obviously fucking stupid for like several weeks, or you are seen as being contrarian, or causing trouble. And the real bullshit is that the “better” the tools are, the more this effect is amplified. So as an engineer, I have paradoxically come to appreciate bad management tools simply because when someone does something stupid with them, I can call it out more easily.
I’d suggest that 95% of Jira complaints are actually about corporate culture which is felt most keenly through asshole PMs trying to micromanage you through a ticketing system. It’s mostly a fine piece of software - if you have a certified wizard to configure it it can be great… if you have a dummy it’s going to be barely usable - but you can say the same thing about github issue tracking.
The unfortunate thing is that the teams most likely to use Jira are also the teams I most likely never want to work on.
Honestly 95% of Jira complaints are because people have crap workflows configured. Out of the box Jira is pretty terrible but it’s very customisable and you need to adjust it to suit your needs - and they have to be your needs and workflows.
That being said, there’s that last 5% that Jira just gets in the way. If anyone has ever had multiple teams working on a single product, Jira is very prescribed about how you’re supposed to structure that and If you don’t, it’s a pain.
I can type out the entire 10 word long name of my sprint into the searchbar, and it Jira will pull up 22 pages of things that are not even CLOSE to what I searched. It’s a nightmare to try and find my current sprint among the 65 other team’s sprints every month.
Right, the entire issue is that it basically acts as a massive layer of insulation between reality and bad management. The whole thing is like a fucking paradox - any time you make a change to workflows or procedures there’s this stupid period where you need to “wait for buy in” where it doesn’t matter how outwardly idiotic the change is, you can’t actually call it obviously fucking stupid for like several weeks, or you are seen as being contrarian, or causing trouble. And the real bullshit is that the “better” the tools are, the more this effect is amplified. So as an engineer, I have paradoxically come to appreciate bad management tools simply because when someone does something stupid with them, I can call it out more easily.
I’d suggest that 95% of Jira complaints are actually about corporate culture which is felt most keenly through asshole PMs trying to micromanage you through a ticketing system. It’s mostly a fine piece of software - if you have a certified wizard to configure it it can be great… if you have a dummy it’s going to be barely usable - but you can say the same thing about github issue tracking.
The unfortunate thing is that the teams most likely to use Jira are also the teams I most likely never want to work on.