[debunn]

Thanks - of the 5-7 pages per week I was mentioning, all of these are things that are items that require me to manually action them. Lots are after hours customer support issues that require administration level access, others are systems issues tied to technical debt or legitimate problems that occur.

There is effort to try and resolve the underlying problems, and we do make some headway here - we just keep adding changes to satisfy customers which end up causing new issues. We're being told this will get better over time, but it's certainly not happening fast enough IMHO.

Again, thanks for the feedback and insight!

[lolinder]

That comes back to the parent's comment about being empowered to fix the issues. The person on call should have power to prevent such calls in the future. This is important for the health of the individual and of the company.

Are the people in charge of fixing the underlying issues themselves on call? How about the people producing the changes that cause new issues?

If those two groups aren't themselves being woken up when there's a problem, you can reasonably expect that this won't change until the support calls start to directly affect the company's bottom line.

[debunn]

> Are the people in charge of fixing the underlying issues themselves on call?

Yes - although we're on call frequently enough, and tasked with other priorities when we're not - so progress is slow. I mentioned in another comment as well that the executive focus is to do pretty much whatever our customers want, so this generally results in lots of new problems by the time we fix older ones.

> How about the people producing the changes that cause new issues?

They are responsible for fixing the code, but they can do so more during regular 9-5 type hours. They don't feel the same level of pain. I realise this is a problem, but thanks for suggesting it.