Remote work is still ‘frustrating and disorienting’ for bosses, economist says—their No. 1 problem with it::Although some bosses have recognized the benefits of workplace flexibility, many are still hesitant to adopt remote work permanently.
Remote work is still ‘frustrating and disorienting’ for bosses, economist says—their No. 1 problem with it::Although some bosses have recognized the benefits of workplace flexibility, many are still hesitant to adopt remote work permanently.
I can see this being an issue in an agile development environment.
Work gets assigned points based on various factors. You learn how many points a team can do every X weeks (all teams will be different, each team tries to hone in on what they can do and how they number it)
If you complete all your work on time, great! If you don’t, that’s okay too, but if you complete early, you’re still supposed to take more work. Maybe it’s something that QA doesn’t need to test so it doesn’t mess up everyone else. Documentation, experimenting on something, or maybe QA does have bandwidth to test it too. Either way, you do something.
If you can never finish it all, you figure out why and adjust the total points you can take each period. If you always have left over time, you figure out why and increase the points you can take. If it’s a one off reason, don’t change anything.
But if “I did all my assigned work” is the answer to then slacking off, that’s not what it’s supposed to be. All tickets done doesn’t mean don’t do more.