Team Rotation Programs
Team Rotation Programs are structured initiatives that periodically move team members among different projects, roles, or teams within an organisation to broaden their experience, enhance cross-functional skills, and foster a deeper understanding of the business.
Goal
The ultimate goal is to improve the quality of the products and the happiness of the people working on them. This is achieved by sharing knowledge across teams, encouraging fresh perspectives, and increasing the skill level across the organisation. In addition, rotations can help team members discover new areas of interest within the broader product landscape, informing career development goals.
Context
In a cross-functional structure, people tend to be assigned long term to a single team. This is great for allowing people to become experts in their assigned area but it also presents risks of skills and knowledge becoming too siloed and gaps being harder to fill when people leave teams. Team rotations help to reduce these risks.
Frequency
There is a delicate balance to ensure that the rotations do not unduly disrupt the Stream Teams.
- Individual Rotation: Every 1-3 years
- Team Rotations: No more than 1 team member rotated every 6-9 months.
Inputs
| Artifact | Description |
|---|---|
| Rotation Plan | A documented strategy outlining the objectives, schedule, and expected outcomes of the rotation program. |
| Individual Development Plans | Plans that outline each team member's goals and the learning resources or activities to achieve them. |
Outputs
| Artifact | Description | Benefits |
|---|---|---|
| Enhanced Skills | Documentation or certification of new skills acquired through funded training. | Keeps the team competitive and innovative. |
| Improved Product Quality | Investment in training can lead to higher quality deliverables and fewer defects. | Improved customer satisfaction and reduced rework costs. |
Anti-patterns
- Lack of Clear Objectives: Initiating rotations without specific goals, leading to confusion and limited benefit.
- Forcing Participation: Mandatory participation without considering individual career goals or team needs, potentially leading to disengagement.
- Short Rotations with Limited Learning: Rotations that are too short may not provide enough time for team members to gain meaningful knowledge or contribute effectively.