Objectives and Key Results (OKRs): Difference between revisions
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Objectives and Key Results (OKRs) as a mechanism have been around since the concept of''Management by Objective'' by Peter Drucker in 1954, and popularised by John Doerr in an OKR form in his book ''Measure What Matters | Objectives and Key Results (OKRs) as a mechanism have been around since the concept of ''Management by Objective'' by Peter Drucker in 1954, and popularised by John Doerr in an OKR form in his book ''Measure What Matters, OKRs'' which describes how OKRs were implemented in Intel and at Google among many case studies. | ||
==Objectives== | ==Objectives== | ||
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* '''committed objectives''' - which are intended as firm deliverables and help to provide a clear and concise ''North Star'' direction for teams | * '''committed objectives''' - which are intended as firm deliverables and help to provide a clear and concise ''North Star'' direction for teams | ||
* '''aspirational objectives''' - objectives that are intended as stretch goals or ''Big Hairy Audacious Goals'' that are intended to inspire teams to achieve beyond the normal expectation. It is common to expect only 60-70% completion of these goals, but help to foster ''big thinking'' in the teams rather than only considering the norms | * '''aspirational objectives''' - objectives that are intended as stretch goals or ''Big Hairy Audacious Goals'' that are intended to inspire teams to achieve beyond the normal expectation. It is common to expect only 60-70% completion of these goals, but help to foster ''big thinking'' in the teams rather than only considering the norms | ||
===Cadence=== | |||
Popular cadences for OKRs are quarterly, and can be monthly for organisations that are quite mature in their agility and have a flexible approach to their working practices | |||
==Key Results== | ==Key Results== | ||
Key Results are intended as quantity or quality measures to help track progress towards the Objectives | Key Results are intended as quantity or quality measures to help track progress towards the Objectives | ||
===Scoring=== | |||
A popular scoring approach uses a range from 0.0 to 1.0 to indicate the progress which are updated regularly by teams. | |||
The following ranges are used with a corresponding red, yellow, green indication: | |||
* 0.0 to 0.3 - red | |||
* 0.4 to 0.6 - yellow | |||
* 0.7 to 1.0 - green | |||
==See Also== | ==See Also== | ||
* ''Measure What Matters, OKRs: The Simple Idea That Drives 10x Growth'', John Doerr, 2018 | * ''Measure What Matters, OKRs: The Simple Idea That Drives 10x Growth'', John Doerr, 2018 | ||
Revision as of 00:00, 5 August 2020
Objectives and Key Results (OKRs) as a mechanism have been around since the concept of Management by Objective by Peter Drucker in 1954, and popularised by John Doerr in an OKR form in his book Measure What Matters, OKRs which describes how OKRs were implemented in Intel and at Google among many case studies.
Objectives
Objectives are intended to be short and to the point with a recommended 3-5 objectives as an OKR.
There tend to be two forms of an objective:
- committed objectives - which are intended as firm deliverables and help to provide a clear and concise North Star direction for teams
- aspirational objectives - objectives that are intended as stretch goals or Big Hairy Audacious Goals that are intended to inspire teams to achieve beyond the normal expectation. It is common to expect only 60-70% completion of these goals, but help to foster big thinking in the teams rather than only considering the norms
Cadence
Popular cadences for OKRs are quarterly, and can be monthly for organisations that are quite mature in their agility and have a flexible approach to their working practices
Key Results
Key Results are intended as quantity or quality measures to help track progress towards the Objectives
Scoring
A popular scoring approach uses a range from 0.0 to 1.0 to indicate the progress which are updated regularly by teams. The following ranges are used with a corresponding red, yellow, green indication:
- 0.0 to 0.3 - red
- 0.4 to 0.6 - yellow
- 0.7 to 1.0 - green
See Also
- Measure What Matters, OKRs: The Simple Idea That Drives 10x Growth, John Doerr, 2018