Workload

[u/KCRRR]

How does your Epic application spread the workload evenly? Does someone assign the service now tickets out based on ownership? Least number of tickets? Who does the assigning?I feel like I’m drowning in tickets while others are just sitting on tickets so they don’t get assigned more.

[u/cmh_ender]

you nailed it. the faster you work, the more tickets you will get.
if your team has multiple analysts and some aren't pulling their weight, that's a good talk with your manager.

I usually see ticket assighment work 1 of three ways, and it changes depending on team size / makup / senority / volume etc.

1 ) analyst of the day (this sucks) the analyst of the day, which rotates each day gets every incoming ticket assigned to them for their module, then the rest of the week they chip away at what got assigned

2)self service. - ticket comes into queue, all analysts grab the tickets they want. any unassigned ones at the end of the day just get assigned by the supervisor / manager. let's your cherry pick your favorites and duck hard ones.. works if everyone tries hard, falls apart when you have sand baggers

3)top down - supervisor watchecs queues, and assigns based on who knows that area the best, their current workload / backload etc.

all have their ups and downs but it's pretty typical for one analyst to work way harder than the others and still get the same raise promomotion at years end.

[u/sabrebolt → u/cmh_ender]

Scenario 1 was how we've been doing it. 5 analysts, each with their own day. However we let them know that ticket days are basically just that. Do not expect building and testing to go far on our ticket days.

[u/1ObjectiveBlueberry]

We rotate who triages tickets daily. The triager assigns tickets based on ownership of the build. My team has several distinct niches so we usually know exactly who is responsible for the fix.

[u/1ObjectiveBlueberry → u/1ObjectiveBlueberry]

To add, we also have to answer to our leadership if we don't meet SLAs, which are checked weekly, so no one holds on to tickets longer than they have to.

[u/Mangwe_Tanser → u/1ObjectiveBlueberry]

Rotating the triage person each day seems helpful and clear ownership prolly makes it easier to see when one person is getting too many tickets before it gets bad

[u/rahuliitk]

i’d make workload visible before changing assignment. Raw ticket count is misleading; track estimated effort, ticket age, SLA risk, and blocked status, then cap each analyst’s active work-in-progress. New tickets can go to the qualified analyst with the lowest weighted load, while a weekly queue review reassigns aging items and separates blocked work from untouched work. If the pattern still looks uneven, bring your manager a two-week snapshot of arrivals, closures, aging, and reassignments by analyst. That turns “I’m drowning” into a concrete capacity problem the team can fix.

[u/Sad_Needleworker7162]

We assign tickets to ourselves or our team lead does. What I’ve learned is the more tickets I took on, the more tickets got assigned to me. I had to learn how not to take on too many tickets because that was a clear sign we could take on way more.

[u/Reasonable_Alias_129]

We have someone who manages requests that come in via CI.

Same for Nova Notes.

We manage the tickets that come in when we are on call.

We have the autonomy to schedule out tickets as far out as necessary. Also have a lead that actively makes sure the workload is balanced. These two things makes all the difference.

[u/Zvezda_24]

We have a team of 4 and we have a weekly on-call rotation. Whomever the on-call analyst is for that week needs to triage and takes in all the tickets. Its super stressful and I dont recommend it. We all have very long ticket queues.

[u/Revcycle-5450]

Our PB analysts specialize in certain areas so lead assigns by the ticket type. When the lead is out we just grab them. This is for ServiceNow.

Prior org used Zoho, which I loved btw. It assigned tickets in rotating basis and if you were off it didn't assign. I don't like ServiceNow; at least whatever version we have is awful.

For those who get assigned all tickets in one day is your org small?

[u/Infinite-Discount-53 → u/Revcycle-5450]

We just upgraded our service now and I hate our new version. I get assigned tickets in one day (one analyst is on triage per day) and our org is not small by any means. 36 hospitals

[u/eatingstringcheese]

My team has a pretty solid layout. We rotate weekly call, I call person takes a set list of items that are quick things done in PRD. They assign out the rest based on a spreadsheet that lists responsibilities, reporting, intraop nursing documentation, order sets and so on. We all kind of get to pick what stuff we like and done like and most junior person on the team gets the left overs.

I don’t find that ticket number is a very telling statistic. If you have a security person doing a bunch of EMP or SER updates they are going to close tickets left and right versus someone who is building OPAs and stuff. I personally have like 40 tickets in my queue today, but there are three fairly large projects in there that have been open for a year and waiting on approvals for different phases. Then there are people with 20 doing intraop stuff that is more urgent and some people with 80 doing BPAs and other fairly complex stuff that are nice to haves but not urgent.

As long as your work is getting done, who cares what anyone else is doing. Eventually it will catch up with them when they miss something important and it goes up the chain. Just do your stuff and keep it to 40 hours as best you can.

[u/rippedmalenurse]

It’s me and one other person. I stopped picking up ticket as the other person doesn’t really take them. I’ll let my manager figure it out. We both have 2 tickets assigned and there’s like 20 unassigned.

[u/ChickerWings]

I spent 5 years post-Epic working as a consultant for several health care systems implementing Epic, and here's what I observed:

1. Many application teams have 5-10 people onboard but only 1-2 of them have any real competence. The others are dead weight that can't or dont get fired for various reasons.

2. If you're getting all the work, then you're probably one of the competent people and you're going to get frustrated with your team.

3. You can't really do anything about it, this is the way almost every hospital IT dept works, even the big prestigous ones. If you complain, your manager cant or wont deal with it and may actually get frustrated with YOU. If you try to just suck it up, you'll eventually burn out.

4. My suggestion is to get your skill level up, leave the system as an FTE, and become a consultant or join a tech company so you dont have to deal with that anymore.

Since leaving the Epic sphere I've worked for multiple startups and Fortune 100 companies, none of them were even close to as dysfunctional as hospital IT depts.

[u/TechnologyMatch]

we used to run into this when ticket ownership became a hiding place instead of a way to track accountability

a simple queue review helped. look at new tickets, aging tickets, and actual effort, not just the count sitting on each person. someone needs to own that review, otherwise the fastest responders get punished for closing work

if people can hold tickets without movement, the system is rewarding the wrong behavior. the goal should be shared workload, not just a clean assignment list

[u/Sad_Self2903]

Ticket ownership usually works better with a transparent queue and clear workload balancing, rather than letting people hold tickets to avoid new assignments. For large health systems, centralized governance and auditability matter too. On the AI side, platforms like NeuralTrust, alongside Palo Alto Networks, can help enterprises centralize AI agent security and policy enforcement as usage scales.