[devnull255]

At the company I currently work for, Jira has become yet another opportunity to engage in metrics abuse. Probably because Jira makes it easy to create reports and dashboards that are more useful for managers than for delivering software.

The company, which has "committed" itself to "embracing agile", has implemented some new employee performance policies which clearly demonstrate those decision makers don't know wtf agile is. One such policy is tying performance to "individual velocity" or story points per sprint per individual completed. Some managers, especially my current manager, care more about individual velocity than what velocity is supposed to be used for.

Consequently, developers can be raked over the coals if their individual velocity dips below a pre-determined number. When my manager confronted me with my lackluster individual velocity over the last few sprints (shown by a Jira report), I first tried to convince him that team velocity mattered more and that it was supposed to be a metric used for planning work for a sprint, not as a forecast metric. I tried to get him to see that velocity for everyone would improve when we got better at prioritizing and creating stories that allowed us to deliver value each sprint. It would also help too if we could function better as a team. But he wouldn't have any of that. I just had to improve my personal velocity.

So I learned how to use Jira better. I created pointed stories in the backlog I knew I could finish in a sprint and meet my forecasted velocity. The next time my manager ran his Jira report, he remarked on the improvement. The amount of work I actually did didn't change, but my individual velocity did.

While I agree with the premise of the OP about Jira. I would go even further than just Jira and say that today, proficiency and mastery of any tool used in the software development lifecycle seems to be more important than knowing how to do software development right.