Managers - How do you get your team to update work on Jira?

This is about software development. - From my experience, I can say Managers do nothing. - None of the Managers I am presently working with, insist on everyday code check-ins, despite we following Agile. - Metrics like velocity, story points per person, burndown are not worthy of measuring the productivity. How is productivity measured in your team?

Jira is an awful product. It' got tons of feature bloat, it's slow as hell and it only serves to increase transparency (enable micromanagement) by PMs so they can justify their existence. Whenever it is clearly causing overhead and confusion it's always the devs fault, as if we can be blamed for years of failure to properly implement this boomer technology. It single-handedly makes me want to quit.

I am a bit confused but can anyone tell me what do people with hi-fi Designations do. Like I have heard people work on the role of Product manager, Projet manager, solutions architect, operations manager. No offense though but all I see them is doing either meetings or speaking mumbo jumbo to clients. Like what value do they add??? Just curious as for the first time I will be joining a company with ppl having such tags so wanted to know for which takes can I seek their help.

I want to understand if this is common for folks and is there a way to tackle it. I have recently moved my career from Talent Acquisition to Product Management Internally in my organization. My New Manager has also very recently joined the team. I see him barely investing time in understanding the skillset I hold and whenever there's a time of taking some responsibilities he will give it to others. I have been doing some operational work for the past 1 month now, majorly with excel sheets and coordination. I want to start working as a Product Management Professional and not as an operational Guy ! Open to suggestions on how to take this up !

Anyone who are leading a team can answer this?

Hey Viners, would like to know your prespective on the situation that if you face a bunch of incompetent colleagues who dont take their work seriously and the manager constantly asks you to maintain quality because of your seniority and you end up cleaning their work, how do you handle it ?

How do you deal with micromanagers?

I have an onshore counterpart, one level above me. We two are setting up the project and conducting workshops. The problems I have are: 1. I work in the B shift from 2 PM to 11 PM since the client is in PST. But i login usually at 10-11 2. My onshore counterpart works in EST but logs in very late. 3. Although I work in the B shift, I often extend until 1 AM because I am preparing all the PPTs and doing research. I have to explain everything I do daily for 2-3 hours. She schedules meetings during the PST afternoon to present that work. 4. It has been 2 months of the same routine. In every weekly stand-up, she gets appreciation as if she did the work and research, without giving me any credit. 5. I can escalate the issue, but no one will listen because she has been here for 12 years, whereas I joined a year ago. She has strong networking with the leadership, which I lack. 6. I can ask for release, but I like this project and have provided solutions for some challenging gaps. I feel very bad because I work for 16-18 hours per day. She could schedule the meeting in the PST morning, but she purposely schedules it in the PST afternoon and gets the credit for my work. PS: i saw her creating a transcript to read during the meeting Do people like this really exist? If you have personal commitments, why come to work? Don’t you have a conscience and feel guilty about stealing credit for others’ work? Nowadays, there are many posts related to stopping gender-based reservations. Is it because of situations like this?