Good planning, good management, flexibility are keys
There are some good points...addiing a bit of emphasis on a couple from my experience not only from my own home-office experience but also helping my client companies succeed with telecomuting strategy:
Several of your points relate to having clear objectives and completion criteria. One of the biggest barriers I've seen to success is line managers without a clear vision of goals. The question often comes up "how do I know who's working when they are not here", which to me should be a clue in itself. You know they're working because the work gets done. Go beyond the "duh" and ask why do we ask the question? Usually it is a sympton of (among other things) lack of clear organizational vision, poor planning and foggy objectives. If you know what is expected to be done when, why it is important and who else depends on you, telecommuting can be part of your tool kit.
I've encountered some just lazy managers: evaluating performance in meaningful way is hard. Noticing who's in at their desk 12 hours a day is easy..but doesn't mean much. My advice to them is get over it or get into another line of work.
Collaboration is critical to acheiving the kind of organization that really cranks. Maintaining synergy and team cohesion is a big challenge. A hybrid strategy of balancing in-office face time with remote work style often is a key to enable the kind of collaborative synergy you're looking for. I find that after a certain "exposure" time face to face with the team, enough to get the fires really going, I can shift to more "away" time and still keep it all good.
Lastly, being flexible is essential. For me the key benefit of my remote work style is I can adjust my schedule to the demands of work, life, and fit the way I'm most effective. Especially for a high tech organization, remote working can be a huge productivity tool. Go for it!
