I'm convinced at this point that attempt to combine PM planning & projections, IC planning, tracking for management, bugtracking, et c., all under the same roof

I'm convinced at this point that attempt to combine PM planning & projections, IC planning, tracking for management, bugtracking, et c., all under the same roof, are doomed. I think some of those things cannot co-exist with the others without harming them, sometimes mutually. Graeber calls out one particular cause of his "bullshit jobs" from the book of that title as excessive, misguided, and ultimately counter-productive attempts at highly detailed & granular computer tracking (complete with, necessarily, more rigid and complex processes). I think Jira & friends are entirely part of that effort-wasting, actual-work-harming trap. They let you see when a project has gone sideways but it's hard to tell that your project management software is part of why it went sideways and also part of why it took you longer to figure that out.