Our team kept solving the easy stuff, the big deliverables seemed to take forever, and would inevitably come out with major bugs. Do the right things right… Why not just do that? For any one product, a number of people and processes come together. We automatically operated by priority, and this turned out to be the central problem. The chart below shows a 66% reduction in our severe bug rate since then.
It seemed to be the right thing: when a customer reports a bug of high priority, jump on it. When a server crashes, jump on it. When the senior person finds a critical bug, jump on it.
In our meetings, the teams decided that instead of “Priority” being our call to action, we should “order” our work, always consuming our backlog from first to last. Yet, we kept jumping on it.