Anyone who has worked in project management or software development knows the sinking feeling of facing an ever-growing backlog of tickets. What starts as a tool for organisation can quickly spiral into a graveyard of half-finished, poorly defined tasks. This is what we call Ticket Death. It's the phenomenon where the ticketing system becomes cluttered with incomplete or empty tickets, slowing down teams and losing track important issues in the chaos and noise. But Ticket Death doesn’t just waste time… It risks something far more damaging: the loss of valuable knowledge. As tickets lie un-actioned and without content, the context behind them fades, especially if the author leaves the team or company. Key insights can be lost for good.

From my experience working with businesses, I’ve seen countless managers fall into the same trap: they blur the line between visibility and control. It’s rarely malicious, but the consequences can be severe. The pressure to show that they’re “in control” often leads them to micromanage, trying to grasp every little detail in hopes of reducing their own stress and uncertainty. It’s a common struggle, and when left unchecked, it creates a toxic cycle of stress, frustration, and inefficiency.

It’s that time of year again. Quarterly reporting and planning. For many it’s stressful, time consuming, uncertain, and full of pressure. If you feel like you have no idea where to start or what’s expected of you, you’re not alone. It doesn’t have to feel like pulling teeth. Let us show you a few key principles that make it much easier to dive into and manage, even if you’re starting from scratch.

The Paradox of Choice by Barry Schwartz explores how the abundance of choice in modern society, rather than increasing our happiness and freedom, often leads to anxiety, dissatisfaction, and decision paralysis. Schwartz delves into the psychology behind decision-making and offers practical advice on how to navigate a world overflowing with options.

In this review we’re going to highlight how the lessons from the book can be applied to both our products and our teams.

In our years of working with various organisations, there is one challenge that has repeatedly caught our attention: Leaders struggling with effective delegation. Even the most capable executives can become deeply involved in tasks which have nothing to do with their core responsibilities. Rather than empowering their staff by leading and supporting their self-sufficiency, they step into the trenches and waste their time on work in which they should have no business being involved.

Scrum Masters and Agile Coaches play a crucial role in guiding teams through the Agile development process. However, those who are junior or new to the role can face significant challenges in effectively managing their teams, projects and their own workflows. This article explores the common issues faced by Scrum Masters, analyses the underlying problems, and proposes some guidance through team optimisation, leadership development, and process improvement.