Prioritisation is really hard, especially if clear guidelines are not passed down. This is one of the things I like about scrum, where I literally tell 6+ human beings in person what I intend to accomplish that day. It helps me focus on what I'll actually work on that day, because if I don't achieve that I'll need to explain to those same people why. This is also what I've seen a lot of very smart people struggle with, who often take whatever is newest as their priority.
As someone who F5's pretty hard on Jira I think I understand the ticket problem fairly well. I think it comes down to two related problems: what is important, and what can I provide that others can't. Depending upon that the reaction can change: do I start working on it directly; do I pass/suggest it to another SME; do I confer with others; do I ask for clarifications; do I ignore it - those are all viable answers. The hard part, which comes from experience, is figuring out which is which.
The tickets have been an interesting new part of work. I have found that jumping into action too quickly has meant that sometimes I end up being the middleman, when what I should have done was put two people in touch to figure it out between themselves. I need to remember to think 'Am I adding value?', and if the answer is no closing it off.
Thanks for sharing your experience, great to know that good things come with time.
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Prioritisation is really hard, especially if clear guidelines are not passed down. This is one of the things I like about scrum, where I literally tell 6+ human beings in person what I intend to accomplish that day. It helps me focus on what I'll actually work on that day, because if I don't achieve that I'll need to explain to those same people why. This is also what I've seen a lot of very smart people struggle with, who often take whatever is newest as their priority.
As someone who F5's pretty hard on Jira I think I understand the ticket problem fairly well. I think it comes down to two related problems: what is important, and what can I provide that others can't. Depending upon that the reaction can change: do I start working on it directly; do I pass/suggest it to another SME; do I confer with others; do I ask for clarifications; do I ignore it - those are all viable answers. The hard part, which comes from experience, is figuring out which is which.
The tickets have been an interesting new part of work. I have found that jumping into action too quickly has meant that sometimes I end up being the middleman, when what I should have done was put two people in touch to figure it out between themselves. I need to remember to think 'Am I adding value?', and if the answer is no closing it off.
Thanks for sharing your experience, great to know that good things come with time.