Scrum and OKRs - effectiveagile.com
Transcript of Scrum and OKRs - effectiveagile.com
@ScrumDotOrg
September 1, 2021
Scrum and OKRsHow OKRs can increase focus and transparency with ScrumRalph Jocham
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Quick Guidelines• Your microphones will be muted throughout
• This session is recorded. The recording and slides will be available after the webinar within 24 hours.
• Please ask questions!
• Submit questions by selecting the Q & A icon:
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Ken Schwaber Scrum.org Founder,
Chairman and Co-creator of Scrum
TRAIN
ING
CERTIFYING
ON
GO
ING
LEA
RNIN
G
THOUGHT LEADERSHIP
Helping people and teams solve
complex problems
TRAIN
ING
CERTIFICATION
ON
GO
ING
LEA
RNIN
G
THOUGHT LEADERSHIP
Helping people and teams solve
complex problems
Who is Scrum.org
Consistent Global Community
Your Business Partner for IT and L&D Services
www.agileactors.com | www.linkedin.com/company/agile-actors/www.learningactors.com | www.linkedin.com/company/learning-actors/
Ralph Jocham effective agile
• In his role as founder of effective agile, Ralph is a hands-on agile coach, consultant and instructor• Global experience with blue chip and other well
known consulting companies• Co-author of the best-selling book:
“The Professional Product Owner”• Scrum.org Professional Scrum Trainer who has
authored and taught classes for thousands of professionals across four continents
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MilestonesChartersReports
(scope, time, budget) Plans
MilestonesChartersReports
(scope, time, budget) Plans
Strategy
Tactics
MilestonesChartersReports
(scope, time, budget) Plans
Strategy
Tactics
History of OKRs
• 1954 Peter Drucker – MBO• Helped made HP successful, known as
the HP-Way• Centrally planned and trickled down
from the top• Output oriented• By 1990 even Peter Drucker, called it
just another tool
• 1968 Andy Grove – iMBO • Helped to make Intel successful• Tied key-results to objective
(key-results as concrete activities)• Term OKR coined by John Doerr 1990
MBOs Intel OKRs
What What and HOW
Annual Quarterly or MonthlyPrivate and Siloed Public and Transparent
Top-Down Bottom-Up and Sideways
Tied to Compenstation Mostly Divorced from CompensationRisk Averse Aggressive and Aspirational
(source: Measure What Matters, John Doerr)
Objective
1. Key Result 12. Key Result 23. Key Result 3…
Improve Revenue by 10%
1. Each sales person to make 50 direct customer calls
2. Engage with top 10 customers to serve as reference
3. Make ‘Buy Now’ link on website more prominent
SMART
FAST• Frequently Discussed• Ambitious• Specific• Transparent
(source: MIT)
Improve Revenue by 10%
1. Each sales person to make 50 direct customer calls
2. Engage with top 10 customers to serve as reference
3. Make ‘Buy Now’ link on website more prominent
Clear, Valuable Goal
No Goal
No Trust or Safety
Total Trust and Safety
(throughout organization)
AutonomyMastery
Purpose
OKRs and EBMObjective
1. Key Result 12. Key Result 23. Key Result 3
Objective
Key Results
Objective
Key Results
Objective
Key Results
Objective
Key Results
Objective
Key Results
Objective
Key Results
Objective
Key Results
Objective
Key Results
Objective
Key Results
Objective
Key Results
Objective
Key Results
Objective
Key Results
Objective
Key Results
Intermediate Goal
Strategic Goal
Immediate Tactical Goal
(source: Ralph Jocham – Deciphering Goals)
Intermediate Goal
Strategic Goal
Immediate Tactical Goal
Product Goal
Sprint Goal
Daily Goal
Vision Statement
Business Plan
Product Vision
Roadmap
Strategy
Tactics
Intermediate Goal
Strategic Goal
Immediate Tactical Goal
Product Goal
Sprint Goal
Daily Planning
Vision Statement
Business Plan(ning)
Product Vision
Roadmap(ing)
Objective
Key Results
Objective
Key Results
Objective
Key Results
Objective
Key Results
Objective
Key Results
Objective
Key Results
Objective
Key Results
…
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Questions
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Each role has a clear Learning Path
Scrum Master
Product Owner
Developers
Agile Leaders https://www.scrum.org/pathway/scrum-masterhttps://www.scrum.org/pathway/product-owner-learning-pathhttps://www.scrum.org/pathway/team-member-learning-pathhttps://www.scrum.org/pathway/agile-leader-learning-path
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Thank you!
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