okrs & agile - wordpress.com · okrs & agile achieving harmony matthieu cornillon...

OKRs & Agile Achieving Harmony

Matthieu Cornillon @growingtruffles Agile Coach, Amplify growingtruffles.wordpress.com

MATTHIEU CORNILLON � @GROWINGTRUFFLES � GROWINGTRUFFLES.WORDPRESS.COM

PROLOGUE

SEPTEMBER 30, 2015 AMPLIFY SOLD

Why am I even here?

GOOD PEOPLE

GOOD PRODUCTS

EXISTING CUSTOMER BASE

SAVING THE SHIP

…legacy infrastructure…

…technical debt…

…in tatters…

…general malaise…

…black swan events…

…bleeding body in the street.

How do we…check in?

ITERATION 1: TWO-MONTH GOALS

Hang on a second…

SPRINT BLINDNESS

COMMUNICATION OUTSIDE THE TEAM

YOU ALREADY HAVE THEM!

Goals are as much about saying what you won’t do as what you will.

Redo the humdinger in

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to run

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Analyze logs looking for instances of double registration violations

to run

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fix longstanding headaches

shore up production

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streamline development

process

to run

Can anyone even

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fix fizzywigs

widgetron !

Build Camelot

reduce latency

in the choochoo

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to run

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shore up production

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process

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reduce latency

in the choochoo

chacha process

to run

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shore up production

support

process

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process

shore up production

support

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alternatives for widgetron !

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to run

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Build Camelot

reduce latency in the choochoo chacha process

Sprint 1 Sprint 2 Sprint 3 Sprint 4

ª fixed a lot ª good communication ª teams liked lightweight status sharing ª still too many goals ª pushing for 100% done feels artificial

ITERATION 1 RETRO WE SURVIVED!

ITERATION 2 ADOPTION OF OKRS

The internet can’t make up its mind.

OKRs allow balanced goals.

OBJECTIVE INSPIRATIONAL; CALL TO ACTION

KEY RESULT MEASURABLE, MORE SPECIFIC

OKRs allow balanced goals.

shore up production

support

process

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fix fizzywigs

widgetron !

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reduce latency

in the choochoo

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OVERALL OKRS

TEAM OKRS

ª why do we need to use OKRs? ª taking on too many ª OKRs poorly written ª ignoring OKRs ª group-to-work mapping ª overall/team hierarchy feels shoe-horned

ITERATION 2 RETRO GROWING PAINS

This is the first time since being at the company that it feels like all the teams are pulling in the same direction.

So, does this just mean we failed? It means we know the cost of reprioritization decisions we have been making for years.

OKRs are hard.

Set expectations properly.

ª team focus ª organizational alignment ª good progress on important problems ª stretching ª fluidity ª gracefully handling unexpected demands ª executing ª well-formed OKRs

ADOPTION WON’T HAPPEN OVERNIGHT

Choose a focus for each iteration during adoption.

Get good at executing against any small set of goals.

ITERATION 3 BETTER DISCIPLINE

Check progress against OKRs every sprint.

OKR writing is a whole-team activity.

Make them yours!

ITERATION 3 RETRO WE HAVE THE BASICS, TIME TO IMPROVE

ITERATION 4 OUTCOMES OVER OUTPUTS

OUTCOMES VS. OUTPUTS?

An output is something you do. An outcome is what happens as a rsult of what you do.

ª Find a partner ª Come up with one possible key result

OBJECTIVE: THROW AN AWESOME DINNER PARTY!

ª Ask yourself variations on “Why?” ª Why am I doing this task? ª What do I get as a result? ª What happens if I do nothing?

ª Examples to convert: ª go grocery shopping ª make invite list ª clean apartment

CONVERTING OUTPUTS TO OUTCOMES

ª Examples to make measurable: ª guests have fun ª guests like dinner

NOW ADD MEASUREMENT

Measurement changes the flavor of the key result.

ª “people like dinner” could become: ª >50% of guests ask for seconds on appetizer or

main course ª At least one person says something like “this is

the best meal I’ve ever had”. ª Someone asks for a recipe for any dish. ª Within 3 days, >3 unsolicited social media posts

by guests mentioning good quality of food ª No one had to go to the hospital with food

poisoning ª Food blog writes about the party

MEASUREMENT FLAVORING

ª Remember: they are “key results”, not “all the results”

ª Think of key results triangulating on the spirit of the objective.

PUTTING KEY RESULTS TOGETHER

Mixing all the flavors in the soup.

>=7 empty bottles of wine after party >3 guests stay until midnight or later >50% of guests ask for seconds on appetizer or main course >50% of guests dancing for >1 hr (total, not consecutive) Within 3 days, >=2 ppl who meet at party become friends on facebook Within 3 days, >3 unsolicited social media posts by guests mentioning good quality of food Food blog writes about the party 50% of guests asleep on the couch the next morning

AWESOME DINNER PARTY!

ª One key result gives you a hint… ª …a set gives you a full picture.

MIXING THE SOUP

The whole is different than the sum of the parts.

ª Can still get better at writing OKRs. ª Can still improve on outcomes thinking. ª Can still get better at focus. ª But…we are looking forward again.

ITERATION 4 RETRO TIME TO CUT LOOSE

ITERATION 5 LEARNING TO FLY

TEAM BRIEFS

OVERALL OKRS

TEAM OKRS

TEAM BRIEF

ª context ª intent ª schedule ª budget ª responsibilites

TEAM BRIEF

READ-O-TRONIC 5000

ª You are to systematically improve the Read-o-Tronic 5000’s effectiveness so that it is responsible for [saving more literacy lives].

ª As a secondary objective, you are to expand the Read-o-Tronic 5000’s sales. You should assume this will happen mostly as a result of success on the primary objective.

INTENT

ª The Read-o-Tronic 5000 works like this... ª The market for the Read-o-Tronic 5000

looks like this...

CONTEXT

ª The intent is that this team and this brief lasts indefinitely.

SCHEDULE

ª People assigned to the team as of DATE. ª When you are ready, submit an estimate

of what you want to spend, if anything, beyond the existing team and resources.

BUDGET

Rules of the road: ª Not sure who owns it? Assume you do. ª Always bend toward the outcome (Intent). ª Back brief:

ª What’s the plan? ª Are we on the same page?

RESPONSIBILITIES

ITERATION 5 RETRO TO BE CONTINUED…

HARMONY WITH AGILE

HARMONY WITH AGILE FOCUS

HARMONY WITH AGILE ROOM TO MANEUVER

ª Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

ª The best architectures, requirements, and designs emerge from self-organizing teams.

HARMONY WITH AGILE AUTONOMY

MISSION BRIEF OKR SPRINT

MANAGEMENT

DEVELOPMENT TEAM

MAXIMIZING ALIGNMENT AND AUTONOMY

Remember: Make them yours!

Matthieu Cornillon @growingtruffles Agile Coach, Amplify growingtruffles.wordpress.com

okrs & agile - wordpress.com · okrs & agile achieving harmony matthieu cornillon...

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