- Foreword by John Cutler
- Foreword by Diana Larsen
- Preface
- I. What Is Dynamic Reteaming?
- 1. The Evolution of Teams
- 2. Understanding Teams
- 3. The Power of Team Assignment
- 4. Reduce Risk and Encourage Sustainability
- Reteaming Decreases the Development of Knowledge Silos
- Reteaming Reduces Team Member Attrition by Providing Career Growth Opportunities
- Reteaming Decreases Inter-Team Competition, Fostering a Whole-Team Mentality
- Reteaming Yields Teams That Aren’t Ossified, Making It Potentially Easier to Integrate Newcomers
- Reteaming Is Going to Happen
- II. Dynamic Reteaming Patterns
- 5. One-by-One Pattern
- Add People to Existing or New Teams?
- Seeding Teams
- Include Your People in the Organizational Design
- Hiring to Sustain Culture and Development Practices
- Plan and Communicate about the Arrival of the New Team Member
- Get Things Together for the New Hire Before They Arrive
- Encourage Managers to Pay Attention and Influence the New Hire
- Support the New Hire as Well as the People Around Them
- Assign the New Person a Mentor
- Use Pair Programming to Onboard New Developers
- Encourage Shadowing
- Encourage New Hires to Share About Themselves
- Form Bootcamps and Help New Hires Form Networks
- When People Leave, You Have a New Team
- Pitfalls of the One-by-One Pattern
- Add People to Existing or New Teams?
- 6. Grow-and-Split Pattern
- Signs That You Might Want to Split Your Team
- You’ve Decided to Split, Here’s How to Do It
- Include the Team in the Decision
- Articulate Why You Are Splitting the Team
- Figure Out the Missions of the New Teams
- Determine Who Will Go on Each Team
- Come Up with a New Seating Plan for the Resulting Teams
- Figure out the Team Names
- Tell Others About the Resulting Team Assignment
- Formally Kick Off the New Teams
- Pitfalls of the Grow-and-Split Pattern
- Larger-Scale Splits
- Grow and Split to Drive Code Ownership
- What It Means When You’re Asked, “How Do We Maintain Our Culture?”
- 7. Isolation Pattern
- 8. Merging Pattern
- 9. Switching Pattern
- Switching Pairs Within a Team
- Switching Pairs Out Completely for Problem Solving
- Switching Teams to Share Knowledge and Support a Feature
- Deliberate Switching at a Cadence to Share Knowledge
- Rotating Developers for Friendship and Pairing
- Switching for Personal Growth and Learning
- Pitfalls of the Switching Pattern
- 10. Anti-Patterns
- III. Tactics for Mastering Dynamic Reteaming
- 11. Adapt Your Organization for Dynamic Reteaming
- 12. Plan Your Dynamic Reteaming Initiative
- Create Your Dynamic Reteaming FAQ
- What Are the Problems Solved by This Reteaming?
- How Will People Get Assigned to Teams?
- How Will People Find Out Whether They Have a New Team Assignment?
- How Are Existing Teams Impacted in Particular?
- How Is Existing Work Impacted?
- What Is the Composition of the New Teams?
- What Does the Organization Look Like Before and After the Reteaming?
- What Technology Systems or Other Equipment Needs to be Updated or Acquired with the Reteaming Initiative?
- What Seating or Office Changes Will Take Place Along with the Reteaming?
- What Training or Education is Needed with the Reteaming?
- What Is the Communication Plan for the Reteaming Initiative?
- What Is the Schedule for the Reteaming Initiative?
- What is the Feedback Plan for the Reteaming Initiative?
- Create Your Dynamic Reteaming FAQ
- 13. After Dynamic Reteaming: Transitions and Team Calibrations
- 14. Reflect and Determine How to Shift
- IV. Conclusion
- A. Whiteboards to Enable Open Dynamic Reteaming
- B. Team Choice Marketplace
- C. Survey Template
- Bibliography
- Index
Dynamic Reteaming
Second Edition
The Art and Wisdom of Changing Teams
Heidi Helfand
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