Objectives and Key Results (OKRs): Difference between revisions
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==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, and are intended to be measurable and quite specific to be useful. | ||
Good key results can be easily measured and are valuable metrics rather than vanity metrics. | |||
===Scoring=== | ===Scoring=== | ||
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* 0.4 to 0.6 - yellow | * 0.4 to 0.6 - yellow | ||
* 0.7 to 1.0 - green | * 0.7 to 1.0 - green | ||
==Self Assessment== | |||
Key Results are intended to be measured through out the cadence by the teams and at the end of the cycle teams are expected to reflect on the performance towards the Objectives providing information on why committed objectives were not able to be met and how things can be improved going forwards. | |||
Notes from these reflective conversations may be kept with the OKRs for future reflection and process improvement. | |||
==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 00:07, 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, and are intended to be measurable and quite specific to be useful.
Good key results can be easily measured and are valuable metrics rather than vanity metrics.
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
Self Assessment
Key Results are intended to be measured through out the cadence by the teams and at the end of the cycle teams are expected to reflect on the performance towards the Objectives providing information on why committed objectives were not able to be met and how things can be improved going forwards.
Notes from these reflective conversations may be kept with the OKRs for future reflection and process improvement.
See Also
- Measure What Matters, OKRs: The Simple Idea That Drives 10x Growth, John Doerr, 2018