OKR's for Agile Coaches - group brainstorming presentation

www.GreenHatCoaching.com
O K R s f o r
A g i l e C o a c h e s
w w w.G r e e n H a t C o a c h i n g . c o m
T h e n e S h e e hy
A p r i l , 2 0 2 0

Data Analyst/
Architect
IT Director Entrepreneur
Project/
Program
Manager
Scrum Master Agile Coach
Life
Coach
My Career Transformation – 1984 to Present
Life in the USA Life in Portugal
Oct,2018
Entrepreneur

My Story:
As part of a job interview, I was asked,
“What should be the OKR’s (objectives &
key results) for Agile Coaches?”
And that’s our group discussion today!

Quick Overview
OKR Structure
Objectives "Where do I want to go?"
O Objective
B Bracing
J Judicious
E Exact
C Clearly understandable
T Tangible
Key Results "How do I measure my
progress toward the goal?"
R Reachable
E Exponent
S Significant
U Understandable
L Limited to numbers
T Trackable
OKR Best Practices
3-5 Objectives max per level (e.g. per
person)
3-5 Key Results max per Objective
Write for other people: they must clearly
understand your goals
Credit to: https://okrexamples.co/
3-5 Objectives
Each Objective
has 3-5
Key Results
Verbs:
Improve…
Increase/Decrease…
Deliver…
Create…
Eliminate…
Metric:
… frequency
… percentage
… count
… cost
… size
Corporate
Objectives
Department
Objectives
Team
Objectives

But…
How do we apply OKR’s
to Agile Coaches?
Aren’t we really
measuring the
increased agility of the
organization?

Quick Overview
Agile Coaching Levels
and Stages
Full Infographic & Free Download at: dandypeople.com/
Do Objectives for Agile Coaches
and Organization Agility
DIFFER based on the Level of focus?

Quick Overview
and Stages
Do Objectives for Agile Coaches
and the Organization
DIFFER based on the Stage of the
Agile Journey for the team?

Quick Overview
and Stages
OKR’s for Agile Coaches (and Scrum
Masters, Kanban Team Coaches, or
other styles of agile work) will
depend on the LEVEL at which the
coach is working and the STAGE at
which the team has matured in
their agility.
We can then make a 3x3 matrix
… like all good consulting models 

Agile Coaches aren’t
ALWAYS ONLY
Coaching
Agile Coaches are often hired by a
company to be much more that just
Professional Coaches. They are
often asked to teach, mentor, and
facilitate, and to provide expertise
and guidance on agile thinking,
principles, practices, and tools.

Agile Coaches are
Professional Coaches
As Professional Coaches, we coach
the TEAM and the LEADERS.
As PC’s, we also enable each team
member to find their own Purpose,
align with the company’s Purpose,
feel their own Autonomy, and
increase their own Mastery.
This increases Motivation and
impacts Creativity.
Drive &
Motivation
Purpose
AutonomyMastery

Agile Coaches are
Professional Coaches
As coaches to the Exec Team,
coaches help to ensure that leaders
are practicing Agile Leadership.

www.GreenHatCoaching.com Today’s Brainstorm: Complete the Matrix
OKR’s for Agile Coaches, by Stage & Level
Objectives by
Stage & Level
Stages 
Levels ↓
Shu
Beginners
Learning
Ha
Proficient
Practicing
Ri
High-Performing
Self-Adapting
Team
Mid-Level
Management &
Cross/Multi-
Teams
Top Level
Executives
1 2 3
4 5 6
7 8 9

Moving into Miro &
Zoom Rooms
for Collaboration &
Discussion
• 9 teams
• Zoom Room 1-2-3 focus on Team
• 4-5-6 for Mid-Management
• 7-8-9 for Exec Leaders
• Miro Board Link: TBD
• 10 minute intro (complete)
• 2 minute Zoom Demo/Intro
• 10 minutes in 9 Zoom-Rooms
• 9 Teams Report x 5 min each
• 45 min total
• 5 min wrap up
• End time: 8pm
• Retrospective via Miro

• thene@GreenHatCoaching.com
• LinkedIn: /thenesheehy

Objectives for Agile Coaches
Objectives by
Stage & Level
Stages 
Levels ↓
Shu
Beginners
Learning
Ha
Proficient
Practicing
Ri
High-Performing
Self-Adapting
Team • Move team to proficiency (HA) in daily,
weekly, and monthly practices
• Synergize team toward teamwork and
healthy communication
• Increase flow-zone focus
• Increase ability to deliver working
software with quality on faster cycle than
before (baby steps forward)
• Increase team’s ability to highlight and
clear impediments quickly
• Increase effectiveness of teamwork with
Product Owner
• PO begins learning how to plan epics,
stories, DOD, DOR, and AC’s
• Increased transparency in status of work
underway and delivered
• Team begins creation of new team
member onboarding process
• Team members align on tool usage and
all team members gain proficiency.
• Move team to high-performance (RI) in daily,
weekly, and monthly practices
• Team creates the ability to add new team
members (or lose some) without measurable
impact to cycle
• Team members consistently report they can
work ‘in the flow-zone'
• Communication is good enough that team can
move to more async work, async communication
• Increasing speed of closure of Impediments,
fewer recurring/simple impediments
• Team and PO are intertwined
• Work Status is transparent and consistently
accurate
• Team is consistently delivering software on faster
cycle (daily or weekly)
• PO is a well-oiled machine, staying ahead of the
team and aligned to customer needs/wants
• Team has begun to use team metrics to look for
improvements
• Team is consistently delivering
working software at the fastest rate
possible
• Team is consistently discussing ways
to improve its own processes and
tools
• Team is able to add new team
members without impact to flow or
cycle time
• Product Owner and Dev Team work
together constantly to determine
feature improvements, performance
improvements, and clear any
technical debt
• If the team was on a scrum cycle,
they have moved to Kanban
(assuming the PO and Org can work
in that way)
• Agile Coach is no longer needed (or
only occasionally) – the team is self-
organizing

Objectives for Agile Coaches
Objectives by
Stage & Level
Stages 
Levels ↓
Shu
Beginners
Learning
Ha
Proficient
Practicing
Ri
High-Performing
Self-Adapting
Mid-Level
Management &
Cross/Multi-
Teams
And Exec Level
• Management understands the goals of agile thinking
and agile practices, has aligned their support
• Management has identified (and trained) Product
Owners for Products.
• Management & PO’s have shifted thinking of Projects to
Products
• Management & PO’s are using Product Roadmaps, and
other artifacts to think about value-delivered
• Management & PO’s are loosening the
interdependencies between product components to
simplify design and delivery
• Any cross/multi-team ‘scrum of scrum’ style meetings
have begun, and team members have learned how to
communicate effectively
• Management has put in place the initial Dev-Ops team
and machinery to enable continuous delivery,
deployments, and integration
• Management has re-organized any pre-existing QA
team into the agile teams
• Management has sanctioned automated testing and
any tools or new positions to hire those skillsets
• All objectives from Shu level are continuing to
improve
• Operations have stabilized and the company is
seeing the value of shifting to agile
• Products are being delivered daily/weekly and
clients see features that constantly delight
• Bugs are getting cleared more quickly (or
never showing up)
• All shu-level teams have graduated to
proficient/practicing levels
• The company has a common onboarding
process for new teams and new team
members to engage quickly
• Teams are self-organizing
• Team members are thrilled to come to work
each day and produce great products with
smart and creative colleagues
• Management teams
have fully adopted
agile thinking,
values, and products
• Management is
looking for its own
ways to further
improve their own
work in agile ways

OKR's for Agile Coaches - group brainstorming presentation

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