Dynamic Reteaming
Dynamic Reteaming
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Dynamic Reteaming

This book is 95% complete

Last updated on 2018-10-14

About the Book

Who says you need "stable" teams to be successful?  Keeping teams "the same" is actually quite risky. Dynamic reteaming reduces your risk of engineer attrition, learning stagnation, career stagnation, and the development of knowledge silos. 

Dynamic Reteaming defines the art and wisdom of changing teams.  It describes practices for effective reteaming and shares stories of successful organizations that regularly reteam.

In this book you'll learn when to split a team, how to integrate new people into an existing team, handling the loss of team members, rotating team members, isolating a team to foster innovation, reteaming to foster knowledge sharing, reteaming for individual fulfillment and much more.

Table of Contents

  • Introduction
  • Approach & Audience
    • Approach
    • Audience
    • Participants
    • How to Use this Book
  • Part 1: What is Dynamic Reteaming?
    • Dynamic Reteaming Ecocycle
    • Basic Definitions
    • Dual Meaning of Dynamic Reteaming
    • Cadences of Dynamic Reteaming
    • The Politics of Team Assignment and Change
    • Reduce Risk and Encourage Sustainability
  • Part 2: Dynamic Reteaming Patterns & Stories
  • Reteaming for Company Growth
    • Grow and Split Pattern
    • Guidelines for When Teams Grow and Split
    • Grow and Split at the Tribe Level
    • One by One Pattern
    • Tips for One by One Onboarding of New Team Members
    • New Hires Can Shadow Mentors to Learn
    • Seeding Teams
    • When Multiples Arrive: Bootcamps and Network Formation
    • Hiring & Onboarding to Reduce Surprises Later
  • Reteaming for the Work
    • Isolation Pattern for Pivoting & Innovation
    • Form Teams and Reteam Around the Work
    • Reteam to Smaller Teams when “Overloaded” with Work
    • Reteam to Reset the Work at the Tribe Level
    • Organic Team Formation
  • Reteaming for Learning, Fulfillment, and Sustainability
    • Switching Pattern
    • Switching to Deliberately Spread Knowledge
    • Switching Teams to Enable Support of a Feature Later
    • Rotating Developers for Friendship & Pair Programming Variety
    • Switching for Personal Growth & Learning
    • Your Company is Stickier When You Empower People to Re-Role
    • Reteaming for Short-Term Events Outside Regular Teams
  • Reteaming for the Code
    • Reteaming to Solve Emergencies with the Isolation Pattern
    • Scaling the Isolation Pattern with a “Hub and Spoke” Design
    • Reteaming to Refactor
    • Reteaming to Share Production Support
    • Reteaming for Cross-Team Infrastructure Work
  • Reteaming to Liberate
    • Silenced People within a Team Could Be a Sign for a Reteam
    • Splitting Teams Whose Work has become Unrelated
    • Reteaming to Find a Better Fit
    • When People Leave You Have a New Team
  • Antipatterns - What Gives Reteaming a Bad Reputation
    • Reteaming To Spread “High Performance”
    • The Percentage Antipattern
    • The Priority Shuffle — Internal Threats to Teams
    • Drawing Out the Layoffs when Merging Companies
    • Ambiguity around Layoffs
    • Chaotic Takeovers & Impersonal Reteamings
    • Not Dealing with Toxic Behavior
    • Keeping the Toxic Team Together
    • Hoarding Team Members
  • Constraints
    • Collaboration Dynamics that Facilitate and Challenge Reteaming
    • Team Size & Implications for Dynamic Reteaming
    • Variables That Impact Dynamic Reteaming
  • Part 3: Dynamic Reteaming — Acknowledge Reality & Get Good at It
    • Cultivate Community to Prime for Future Reteaming
    • Reflect on Team Compositions and Determine How to Shift
    • New Teams Have Formed or Changed — Now What?
    • Planning Larger Reteamings
    • Whiteboard Reteaming to Enable Self Selection
    • Team Choice Marketplace to Enable Self Selection
  • Conclusion
  • Acknowledgments
  • About the Author
  • References

About the Author

Heidi Shetzer Helfand
Heidi Shetzer Helfand

Heidi brings a practitioner approach with 18 years coaching and influencing cross-functional teams. She was an early employee at two highly successful startups from roughly 10 team members to 700. The first was ExpertCity, Inc. (acquired by CitrixOnline) where she was on the development team that invented GoToMyPC, GoToMeeting and GoToWebinar. After that she was ScrumMaster turned Principal Agile Coach at AppFolio, Inc., a SAAS workflow software company that went public in 2015. She is currently Director of Engineering Excellence at Procore Technologies.

Heidi is an Organizational Relationships Systems Coach (ORSC) with the goal of helping teams self-reflect and shift from working in silos to working as cohesive teams. She is also a Certified Professional Co-Active Coach (CPCC) with an Associate Certified Coach (ACC) credential through the International Coach Federation (ICF). This coaching expertise is critical for helping people transform their mindsets. 

Heidi challenges the notion that you need to keep your teams “the same” in order to be successful. Heidi’s book on Dynamic Reteaming has case studies from several successful companies that change up their team compositions in order to meet market demands or to encourage continual learning or fulfillment of team members. Find out more about Heidi at heidihelfand.com or on twitter @heidihelfand

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