The hoops to jump through, the red tape, the maze of differing messages -- it's pretty soul sucking for our area. Is it like this in the rest of global tech? I understand that the bank has to prevent risk and to thoroughly document in a highly regulated arena, but the execution of this so, so poor.
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It really is the most bleeped up process the bank has which says a lot. If the process itself doesn't hurt badly enough, the uncommunicated changes will. Whoever came up with this doesn't know anything about the development process. They made a ton of bad assumptions about how development approaches changes.
That said, it can be done but you'll need to invest time you most likely do not have.
They went to the “agile” framework a few years ago and it finally bit them in the a-s. Two week sprints don’t include time for documentation. So some poorly tested changes were installed with little to no documentation and the hammer came down. They can’t back themselves out of Agile so they’re documenting all this cr-p at the back end. And it’s sh---y documentation because it disappears into their change system and doesn’t stay with the code.
It does suck the life out of tech folks. I understand the need to document and cut risk or compliance issues. But the way it was designed was plain awful. Whoever designed it must have plenty to time to make it complicated. Why does tech need to go different sites (CRQ, JIRA, GCP AR, MyHorizon) to get MRA2 done? Then, they keep changing the steps and requirements. They also tend to nitpick on verbiage you put in the documents.
Oh man it’s the worst. And all the last minute/suddenly urgent requests for calls is Ridiculous - the banks method of putting calls that come down “from the top” or “these are the only times that work for audit” as a priority is brutal on most managers. We can’t even complete mid-year convos.. they need to grant extensions.
You want productivity?? THEN PUT PLACEHOLDERS OUT THERE WEEKS AHEAD AND STOP RESCHEDULING!