@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

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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

…

…

Questions

21

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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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