A significant portion of your activities aren’t visible to your management, possibly because
you have become the “product expert” which consults with others or
your products’ production deployments require significant developer attention
Divide your whiteboard up into columns representing your work flow (e.g. “Backlog,” “Ready”, “Develop”, “QA”, “Done”) and obtain a large supply of Post-It(tm) notes. Use separate colors for the items assigned to you by your management and the items which come to you as the domain expert. If necessary, track enough information to build a cumulative flow diagram.
There is something visceral about this approach that conveys understanding in a way which is not possible by explanation or discussion. It may be the case that your management knows what is happening but doesn’t quite “get it.”
This is a minimum useful subset of software kanban and an instance of “Information Radiator.”
A cumulative flow diagram can be created by simply counting the number of tickets in each bucket each morning and entering these into a spreadsheet in backwards order. You can read your average work-in-process (WIP) and cycle time from this diagram, making it an incredibly inexpensive way to measure the amount of effort spent on visible work versus other work.