Everything is agile these days, at least on paper. Then what makes OKRs (truly) an agile goal setting framework?
Let us take a step back. Look at the principles behind agile manifesto & see how they are incorporated in the OKRs.
| Principle behind agile manifesto | How it is re-purported for OKRs? |
|---|---|
| Our highest priority is to satisfy the customer through early & continuous delivery of valuable software. | Highest priority is to achieve top level goals by providing them support via team & individual goals. |
| Welcome changing requirements, even late in development. | Be open to changing objectives during execution. Its more important to be in line with the reality than achieve something that is no more a priority. |
| Deliver working software frequently, from a couple of weeks to couple of months, with a preference to the shorter timescale. | Frequent progress updates, confidence check-ins help teams stay on track to achieve targets. |
| Business people & developers must work together daily throughout the project. | Align OKRs cross functionally to increase collaboration. |
| Build projects around motivated individuals. Give them the environment & support they need, and trust them to get the job done. | Individuals have a free hand in deciding how they can support the team & company OKRs. Of course, managers can negotiate & guide in the process. |
| The most efficient & effective method of conveying information to & with a development team is face-to-face conversation. | Use check-ins & weekly meetings to keep a tab on progress of OKRs. |
| Working software is the primary measure of progress. | Key results (which are clearly defined for success & failure) are primary measure of objective progress. |
| Agile processes promote sustainable development. The sponsors, developers and users should be able to maintain a constant pace indefinitely. | OKR cadence should be agreed upon & adhered to in the long run. |
| Continuous attention to technical excellence & good design enhances agility. | Tracking results rather than activities increase chances of (disruptive) success. |
| Simplicity – the art of maximizing the amount of work not done – is essential. | Maximum 3-5 objectives per individual. Ensure focused success by prioritizing only the most important goals. |
| The best architectures, designs & requirements emerge from self-organising teams. | At least 50-60% OKRs are set from the bottom up. Individuals & teams become stakeholders in defining success. |
| At regular intervals, the team reflects on how to become more effective, then tunes & adjusts its behavior accordingly. | Use OKR grading as an opportunity to reflect on how to fine tune the process & improve behavior. |
If you are already following agile processes for project management, OKRs neatly fit into the entire scheme of things.
While agile project management is meant to guide day-to-day activities, OKRs intend to bring the agile principles to short & mid term goal setting.