You should do two things: 1. Get more tickets that show progress and work on both. The hard one that takes you a week and some filler-nonsense that makes you l

You should do two things: 1. Get more tickets that show progress and work on both. The hard one that takes you a week and some filler-nonsense that makes you look good in terms of progress and number of tickets closed. 2. Play the ball back to the manager and discuss the in-house-library problem with him. Make it a problem for him that he needs to solve. It clearly is anyway, because you got a broken in-house library and were told that it is fine. It wasn't, thus, management problem. Tell him that you found the bug and solved it and that you wonder how many hours other developers wasted on a bug like that before, but now it's gone (communicate that you provided value by reducing maintenance cost in the long term and that other developers probably struggled with the same problem and didn't solve it). Then ask him how both of you should deal with situations like that in the future. Apparently, if you were told that the library is fine but it isn't, you can't complete your tickets on time. Ask him how he wants you to communicate problems like that the next time this happens and how he can allocate more resources to you if it happens. The idea is to make the manager perceive you as someone, who is eager to solve problems, but needs a reliable working environment. Make the manager responsible for setting up this environment. This way, you communicate strength, because you are not that dumbass slow developer who accepts everything as is, but someone who proactively creates a sane working environment. Notes: If your manager is nuts, it won't work. If it was a minor problem, do not make a big problem out of it but still mention it. Since it took you a week, it doesn't seem to be a minor problem though.