At my workplace, I used to work alone for quite some time on some projects. Fortunately, now there is money and (hopefully suitable) people to take some from that work off me.
I will still be around and do some specific tasks in those projects. The daily routine business and some time-consuming tasks are taken by someone else, so that I can concentrate on development.
Now I am thinking about how to manage that transformation from a one-person-team to a two-, three- or maybe four-person-workforce. So far, I have come up with the following steps and strategies:
- allow enough time for training of the newbies, do a workflow simulation so that they can learn, try and break everything before it is for real
- transfer responsibilities one-at-a-time and check back to see whether things go well before adding new items to the pile
- after the training and transfer period, discuss and define key resposibilities for every member while emphasizing that everyone must have an idea what the others are doing, i.e. to carry on their tasks smoothly if someone is sick for some time
While I am not formally a manager, I understand that my managers trust in me to sort of coordinate what is going on in my area. So I am not trying to become a sub-manager, but rather support my colleagues in working in the project and creating their niches each, while I still want to "keep my foot in the doorstep" for my development-oriented niche.
How to support the change process from an one-person-team to an actual working group with distributed responsibilities?