I've done this at some companies, and for some consulting engagements.<p>The last company where I initially did it, I stopped, because I found two problems with how I was doing it:<p>* spending extra time to track this information that was usually already captured somewhere in a project tracking system; and<p>* sometimes siloing information, when all the redundant reporting means that sometimes one place got the information, while another place didn't (so, sometimes it was only in my separate notes, which weren't discoverable).<p>One time I didn't do this was in an early startup, when I was the entire engineering team. I ran a low-friction GitLab board in a Kanban variation, for pretty much all work I did. All information was in GitLab, in one way or another. At our weekly update meetings, I screenshare the GitLab board, and point at the top (most recent) boxes in the Done and Abandoned columns (and Active and Blocked), as I summarize. If anyone wants more info, either then, or at any time in the future, one can click, and it's there.<p>One thing that doesn't cover is if I help someone with something without creating a task for it. If you have a bigger company, and it cares a lot about performance evaluation, then you might want to have a convention of mentioning someone who helped, in the comments on a task. Then a manager can have some report, over the entire task&project management system, that gives them more insight into how everyone has been contributing. (Personally I'd prefer to be at a company where no one has to even think about performance evaluations, because they're too busy focused on success of the company, but the info is probably there if anyone wanted it.)