Dynamic Reteaming. The Art and Wisdom of Changing Teams. 2nd Edition

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• Foreword by John Cutler
• Foreword by Diana Larsen
• Preface
  • Approach
  • Audience
  • Participants
  • OReilly Online Learning
  • How to Contact Us
  • How to Use This Book
  • Acknowledgments
• I. What Is Dynamic Reteaming?
• 1. The Evolution of Teams
  • Panarchy
• 2. Understanding Teams
  • What Is a Team?
  • Dynamic Reteaming
    • Does Dynamic Reteaming Always Work Out?
  • The Social Dynamic of a Team
    • As Time Passes, Our Teams Change
• 3. The Power of Team Assignment
  • Someone At the Top Put Them on the Team
  • The Managers Decide the Team Membership
  • The People Take a Survey to See if They Want to Change Teams
  • Managers Encourage People to Volunteer for a Team
  • Managers Arrange Team Self-Selection Events
    • How A Company Reorged with Self-Selection
  • Teams Strategize and Form Their Own Team Structures
    • Reteaming as the Teams Problem to Solve
    • Team Members Trade Places, Then Tell Managers
• 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 Arent 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
    • Firing PeopleWhen You Reteam Someone Out
    • When People Leave of Their Own Accord
    • Saying GoodbyeDo We Announce Departures?
    • Processing the Fact that Someone Left The Team
    • The Evolution of People In Our Teams
  • Pitfalls of the One-by-One Pattern
    • You Realize You Have an Imbalance of Juniors to Seniors
    • Mentor Fatigue
    • Not Visioning Out Career Paths from the Beginning
• 6. Grow-and-Split Pattern
  • Signs That You Might Want to Split Your Team
    • Are Your Meetings Getting Longer?
    • Is Decision Making Becoming More Difficult?
    • Has the Work of the Team Become Unrelated?
    • Are You Forgetting Who Is on Your Distributed Team?
  • Youve Decided to Split, Heres 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
    • Shared People Across Teams
    • Dealing with Dependencies Between Teams as a Result of the Split
    • Dragging Out the Split
    • Not Involving Your Facilities and Technology Groups Early Enough
    • The Emotional Challenge of Splitting Teams
  • Larger-Scale Splits
    • Grow and Split at the Tribe Level
  • Grow and Split to Drive Code Ownership
  • What It Means When Youre Asked, How Do We Maintain Our Culture?
• 7. Isolation Pattern
  • Isolation to Pivot the Company from Failure
  • Isolation for New Product Development
  • Isolation to Spawn New Innovations in an Enterprise
  • Isolation for Solving Technical Emergencies
  • Scaling the Isolation Pattern
  • General Recommendations for the Isolation Pattern
    • Invite Entrepreneurial People to Join the Team
    • Tell the Team That It Can Work How It Chooses
    • Move the Team to Its Own Space
    • Tell Other Teams to Leave Them Alone
    • Determine Whether the Team Will Live On, or Fold Back into Other Teams
  • Pitfalls of the Isolation Pattern
    • Elitism
    • What About Maintenance of the Code?
    • The Thrilling Ride That Comes to an End
• 8. Merging Pattern
  • Merging Teams to Enable Pair Programming Variety
  • Merging Tribes Together to Form Alliances
  • Merging at the Company Level
  • Pitfalls of the Merging Pattern at the Team Level
    • When You Dont Calibrate the New, Larger Team
    • When You Dont Reset or Facilitate Your New, Larger Meetings
    • When You Dont Figure Out How You Will Make Decisions as a Larger Team
  • Pitfalls of the Merging Pattern at the Company Level
    • Drawing Out the Layoffs
    • Ambiguity Around Layoffs
    • Chaotic Takeovers
• 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
    • The Desire to Hoard Good Team Members
    • It Can Be Challenging When a Team Member is On Loan to Another Team
    • With Teams Comprised of Single-Specialist Roles, Your Switching Is Limited
• 10. Anti-Patterns
  • Reteaming to Spread High Performance
  • The Percentage Anti-Pattern
  • Disrupting a Productive Team to Conform to a Standard or Best Practice
  • Reteaming by Abstraction with Poor Communication
  • The Impact of Toxic Team Members
  • Keeping the Toxic Team Together
• III. Tactics for Mastering Dynamic Reteaming
• 11. Adapt Your Organization for Dynamic Reteaming
  • Explore Where You Are on the Dynamic Reteaming Ecocycle
  • Organizational Constraints and Enablers to Reteaming
    • Collaboration Dynamics that Restrict and Enable Reteaming
      • Coding alone restricts dynamic reteaming
      • Pair programming with test-driven development enables greater fluidity in teams
      • Mob programming fosters even more fluid reteaming
    • Variables That Impact Dynamic Reteaming
      • Platform
      • Programming language
      • Single specialist roles on teams versus full stack roles
      • Collective code ownership versus strict code ownership
      • Age of the code
      • Test automation, or lack thereof
      • How the team collaboratessoloing, pairing, mob programming
      • Colocated teams versus distributed teams, or hybrids
      • Complexity of the domain
      • Same or different manager?
      • Familiarity with the people on the team already
      • Choice in the matter versus being forced to change teams
      • Mindset about growth and learning
  • Prime the People for Dynamic Reteaming
    • Incorporate Dynamic Reteaming Into Your Hiring
    • Cultivate Community
      • Design events to build relationships across the organization
      • Give teams funding to create their own social events
      • Bring remote workers into the office and send team members to them
      • Bring distributed employees together for a shared event
      • Create opportunities for teams to get to know key leaders in different departments
    • Align on Roles Across Your Teams
      • Get vertical alignment within the role hierarchy and among managers
      • Get horizontal alignment at the tribe level
      • Get alignment at the team level
• 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?
• 13. After Dynamic Reteaming: Transitions and Team Calibrations
  • Coping with Unexpected Dynamic Reteaming
    • Notice the Triggering, Then Channel Your Thoughts
    • Talk One-on-One With Leaders About the Change
    • Get Some DistancePhysically or Mentally
    • Empathy is Essential when Catalyzing Dynamic Reteaming
  • TransitionsCoaching People Through Dynamic Reteaming
    • Talk About the Ending
    • Mark the Ending with a Ritual
    • Suggest What to Bring Forward
  • Team Calibration Sessions
    • Calibrate on History
    • Calibrate on People and Roles
      • Resources
    • Calibrate on Work
      • Resources
    • Calibrate on Workflow
      • Resources
  • After Your Team Doubles in Size
    • Help People See the Organizational Growth and Know Each Others Names
    • Help People Find Shared Causes and Form Guilds
    • Help People Get a Sense of Shared History
    • Talking about Culture Change Directly
• 14. Reflect and Determine How to Shift
  • Team Retrospectives
  • Multiteam Retrospectives
  • Initiative Retrospectives
    • Resources for Running Retrospectives
  • One-on-Ones
  • Survey Tools
  • Metrics
• IV. Conclusion
• A. Whiteboards to Enable Open Dynamic Reteaming
  • Supplies and Artifacts Needed
  • How to Do It
• B. Team Choice Marketplace
  • Supplies and Artifacts
  • Location
  • How to Do It
  • Variations
  • Resources
• C. Survey Template
• Bibliography
• Index

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