Презентация с первой встречи Moscow Agile Leadership network (http://www.meetup.com/Moscow-Agile-Leadership-Network/), посвященной бизнес-метрикам в Agile-проектах.
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Example of an OKR
Objective
• “Launch an awesome MVP”
Key Results
• “40% of users come back 2 times
in one week”
• “100+ recommendations”
• “15% conversion”
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About the objectives
Supporting a higher-level purpose
Qualitative, not measurable
Ambitious, time-bound, actionable
Make people feel uncomfortable
Between 1 and 5 objectives per
person
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About the key results
Quantitative (objective evaluation)
Maximum of 4 key results
Preferably outcome-based (not tasks)
Work from baseline (where am I
now?) to target (where do I want to
be?)
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About the OKRs
Process repeats every quarter
Process is not top-down but iterative
Company + team + personal OKRs
Company / team OKRs have an owner
Mutual agreement manager/employee
Most OKRs emerge bottom-up
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Evaluation
• Each key result graded on scale 0-100
• No science but an honest assessment
• Calculate average of grades
• Should take only a few minutes
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OKRs Example
• “40% of users come back 2 times” 75%
• “100+ recommendations” 20%
• “15% conversion” 67%
Objective Avg()
• “Launch an awesome MVP” 54%
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Learning
• Score > 90% = goals are too easy
• Score < 40% = goals are too hard
• Aim for 60-70% completion
• Low scores are not failures but learning
opportunities
• Scores matter less than the process
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Last but not least
• OKRs + scores are transparent for all
• OKRs are not used for appraisals
• OKRs are not used for bonuses
• OKRs drive learning and collaboration