Great article, you actually moved me to correlate some actionable insights from the lens of a Project Management Professional that support your key points. Thank you!
Two pieces of feedback: 1. Giving example OKRs is often misleading or useless, because good OKRs are context-specific. (I thought I read it on your blog, but I could not find the reference.) Plus there is your "So what?" test and Marty Cagan insisting that too many organizations are only caring about delivery. With this in mind, "Reduce the time required to deploy a new or updated service to production" does not automatically sound like a great OKR. It can be a relevant one, but there would be more information required to understand why. 2. It is right that OKRs require a lot of other conditions to be true to really work. I am missing the leadership dimension in this post - leaders will make or break OKRs. Without sponsors, explicit and continuous support, there is no chance of lasting organizational change. As you said in your OKR Training in January 2019: "People will do whatever seems important to management."
Marty and I both have talked extensively about the role of leadership in other articles. We didn't want to turn this article into a list of all topics related to outcomes.
The article ends with a reference to EMPOWERED, which is literally a whole book dedicated to the importance of leadership.
As we state in the article, all examples listed are potentially important problems to solve, depending on the company’s product strategy.
"Reduce the time required to deploy a new or updated service to production" could be an important problem to solve for a tools/platform team that is helping several experience teams be more effective.
Great article, you actually moved me to correlate some actionable insights from the lens of a Project Management Professional that support your key points. Thank you!
https://www.linkedin.com/pulse/moving-from-outputs-outcomes-pmp-inspired-take-ralph-carlone-pmp-iloie/
Two pieces of feedback: 1. Giving example OKRs is often misleading or useless, because good OKRs are context-specific. (I thought I read it on your blog, but I could not find the reference.) Plus there is your "So what?" test and Marty Cagan insisting that too many organizations are only caring about delivery. With this in mind, "Reduce the time required to deploy a new or updated service to production" does not automatically sound like a great OKR. It can be a relevant one, but there would be more information required to understand why. 2. It is right that OKRs require a lot of other conditions to be true to really work. I am missing the leadership dimension in this post - leaders will make or break OKRs. Without sponsors, explicit and continuous support, there is no chance of lasting organizational change. As you said in your OKR Training in January 2019: "People will do whatever seems important to management."
Marty and I both have talked extensively about the role of leadership in other articles. We didn't want to turn this article into a list of all topics related to outcomes.
The article ends with a reference to EMPOWERED, which is literally a whole book dedicated to the importance of leadership.
As we state in the article, all examples listed are potentially important problems to solve, depending on the company’s product strategy.
"Reduce the time required to deploy a new or updated service to production" could be an important problem to solve for a tools/platform team that is helping several experience teams be more effective.