Manifesto
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
12 Principles
We follow these principles:
Our highest priority is to satisfy the customer
through early and continuous delivery
of valuable software.
Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage.
Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.
Business people and developers must work
together daily throughout the project.
Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done.
The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.
Continuous attention to technical excellence
and good design enhances agility.
Simplicity--the art of maximizing the amount
of work not done--is essential.
The best architectures, requirements, and designs
emerge from self-organizing teams.
At regular intervals, the team reflects on how
to become more effective, then tunes and adjusts
its behaviour accordingly.
The words of Toyota Chairman Fujio Cho, "Go see, ask why, show respect" are now famous as basic lean principles
GO SEE, ASK WHY, SHOW RESPECT
“A critical thinking framework and ongoing discipline that seeks to ensure employees work together, focusing their efforts to make measurable contributions that drive the company forward”
Objectives & Key Results – Paul Niven & Ben Lamorte
History of OKRs
Andrew Grove who was the CEO of Intel during 1968
Popular in the 1970s
Silicon Valley companies, Google adopted in 1999
Anyone using them?
Adobe, Amazon, American Global Logistics, Anheuser-Busch, Asana, Baidu, BMAT, Box, CareerBuilder, Dell, Deloitte, Domo, Dropbox, Eventbrite, Facebook, FiServ, Flipboard, Gap, GE, Google, GoPro, Humanitec, InsideSales, Instructure, Intel, ISO Energy, Kelly Services, KupiVIP, LG, LinkedIn, Lookout, Lumeris, Malwarebytes, Microsoft, Moz, Mozilla, Nerd Wallet, Netflix, Oracle, Panasonic, Paperless Post, Rackspace, Salesforce.com, Samsung, Sears, Siemens, Slack, Spotify, Tableau, Trello, Twitter, Uber, Viacom, Vmware, Vox Media, Yahoo, Zynga
Why OKRs
Create alignment and engagement around measurable goals
Move From This
To This
Benefits of OKRs
Details of an OKR
Objectives
Memorable qualitative descriptions
Short, inspirational and engaging
Motivating and challenging
Key Results
Set of metrics that you measure
Ideally 2 to 5 key results per objective
Effective OKRs
Objective What do we want to achieve | Key Results How do we know we met our objective |
Qualitative | Quantitative |
Inspirational | Specific |
Attainable | Owned |
Doable in a quarter | Progress-based |
Controlled by the team | Vertically & horizontally aligned |
Provides business value |
“If it does not have a number it is not a key result”
Marissa Mayer
Former Google Vice President
Examples
Google Example
Objective:
Improve the Reputation of Blogger
Key Results:
Reach out to Blogger users personally.
Set up a Twitter account for Blogger and personally update discussions regarding the product.
Speak at three events to re-assert Blogger’s leadership in the industry.
Coordinate Blogger’s 10th anniversary with massive PR (Public Relations) efforts.
Fix the DMCA process and get rid of the music blog takedowns.
Customer Success Examples
Product Development
Customer Support
OKR Schedule and Cycle
Annual Strategy
Quarterly Goals
Aligned with Annual Stategy
OKRs With The Roadmap
Roadmap Aligned with Goals
Strategic Themes
Organisational product strategies - pointing the teams in a specific direction.
Examples “Expand our market share in Europe” or “Trust support”
There can be multiple themes running in parallel for a larger organisation.
Quarterly OKR Goals
Each team focus to help achieve the strategic theme
Teams have their own definition of success and their definition of done.
Feature/product hypotheses
The team’s best guesses as to how they will achieve this quarter’s OKR goals.
Educated guesses about what product or feature ideas they think will achieve their quarterly goals.
The boxes for Q3 and Q4 will fill up as learning from Q1 and Q2
Measuring OKRs
Timeframe & Grading Key
Q3 2019
Level | Meaning |
|---|---|
0 | No progress |
0.3 | What you would have achieved anyway |
0.5 | Almost what you hope to achieve but just short |
0.7 | What you hope to achieve in your OKR, difficult but attainable |
1.0 | Above what you were targeting, you knocked the ball out of the park |
Team | Objective 1 | Objective | Start | W1 | W2 | W3 | W4 | W5 | W6 | W7 | W8 | W9 | W10 | W11 | Finish | Owners | Needs Alignment from | |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
0.75 | ||||||||||||||||||
Key Result 1 | 0 | 0 | 0 | 0.3 | 0.3 | 0.5 | 0.5 | 0.5 | 0.7 | 1 | 1 | 1 | 1 | |||||
Key Result 2 | 0 | 0 | 0.3 | 0.3 | 0.3 | 0.3 | 0.5 | 0.5 | 0.5 | 0.5 | 0.5 | 0.5 | 0.5 | |||||
Key Result 3 | 0 | 0 |
Timeframe & Grading Key
Q3 2019
Level | Meaning |
|---|---|
0 | No progress |
0.3 | What you would have achieved anyway |
0.5 | Almost what you hoped to achieve but just short |
0.7 | What you hoped to achieve in your OKR, difficult but attainable |
1.0 | Above what you were targeting, you knocked the ball out of the park |
Team | Objective | Start | W1 | W2 | W3 | W4 | W5 | W6 | W7 | W8 | W9 | W10 | W11 | Finish | Owners | Needs Alignment from | |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Objective Name | 0.7 | Team A | Team B | ||||||||||||||
Key Result 1 | 0 | 0 | 0 | 0.3 | 0.3 | 0.5 | 0.5 | 0.5 | 0.7 | 1 | 1 | 1 | |||||
Key Result 2 | 0 | 0 | 0.3 | 0.3 | 0.3 | 0.3 | 0.5 | 0.5 | 0.5 | 0.5 | 0.5 | 0.5 | |||||
Key Result 3 | 0 | 0 | 0 | 0.3 | 0.3 | 0.3 | 0.5 | 0.5 | 0.5 | 0.5 | 0.7 | 0.7 |