【practice】
Set the goal of the Sprint sprint as the target Object, and then set three key results for this goal. Each result must be quantifiable into data (from 0.0 to 1), and for the results that are not easy to quantify, advance Set what kind of achievement to achieve and give it a relative score, and give it a score based on difficulty.
（给分依据：很难几乎不可能达成的给1分，必须很努力才能达成的给 0.7，稍稍努力就能作到的给0.5，循正常工作就能达到的给0.3，而完全没作到的就给0分）。Then the team will set the key results together during the "planning meeting", and then score points together during the final "review meeting" (it takes 3 to 5 minutes).
Then review the progress of the team and the achievement of the expected goals during the daily stand-up meeting.
In this way, you can use OKR settings to quantify Sprint goals.
Long-winded:
The inability to quantify the results of the Sprint has always been a problem for managers. We also believe that the number of story points completed cannot be used as a basis for development effectiveness (Note 1, here is a challenge to your understanding of agile, don’t be too superstitious about story points ), and the number of story points can only be used as a reference for the load faced by the team. But in the daily Sprint operation, we often face some questions that need to be quantified to answer, such as:
- (The executives are always worried)
Is the team performing well or not?
Did we get it right? Does the current development method need to change? How to change it?
- (Scrum Master often receives)
PO often complains that the development team will only work hard and have no idea of commercial value.
In each Sprint cycle of the team, the goal is to complete all the work, not to achieve commercial value.
To be honest: It is difficult to give clear answers to these questions. Even if the team seems to be happy at work and the taste of self-organization is gradually taking shape, it is still not enough to answer how they behaved? The question of where to go. In the face of these doubts, the use of OKR (Object & Key Result) can just be used to clear the source.
目标导向理论是激励理论的一种。是要求领导者排除达成目标的障碍，使其顺利达到目标，并在过程中，给予员工满足多种多样需要的机会。 – wiki
OKR is a goal-oriented guidance tool
It is an agile concept that existed before the birth of the Agile Manifesto. Andy Grove (Andy Grove) introduced a simplified version of the management by objectives method (MBO Note 2. From the management master Peter Drucker), it is a guiding theory that is simpler than Scrum, but it can successfully solve the problems that are difficult to measure in Sprint, and it can also motivate the team to develop the sprint effect based on the result orientation, so I drew it with the Sprint process, let's take a look at how to integrate OKR into the Sprint process.
Set goals and key results for a Sprint sprint
First of all; align OKR's goal with Sprint's sprint goal, and make "key results" a DoD.
It will make the goals of the Sprint sprint clearer and have a good focus effect. Therefore, engineers will begin to pay attention to the business value that the Sprint is to achieve.
The approach is to allow the team to set the "Key Result" Key Result together during the Sprint planning meeting based on the goals to be achieved by the Sprint. This will allow the team to pay more attention to the definition of the project during the sprint and complete the DoD (Definition of Done). Make the definition of completion of each work order more clear.
The figure above describes dividing the project into multiple Sprint goals, and then formulating its key result Key Result for this goal during the planning meeting, and then continuing to use it as a basis for evaluating whether the goal is achieved.
The advantage is that engineers will start to pay attention to the commercial value of the goal based on whether the goal is achieved. It focuses on the Sprint's sprint goal. When the goal is reached, the remaining work orders are worth discussing whether to abandon or do it again next time.
Object : 我们想作什麽？ Key result : 我们如何知道是否已达成了目标. – 开始时不能忽略的提问
Daily review; let team members set personal goals on a weekly basis. Responsibilities are given on Mondays every week and celebrated on Fridays, and the fourth thing is reported in the daily stand-up meeting: that is, the status description of the goal achieved. The results of the review and implementation can be updated in real time to facilitate correction and improvement.
The disadvantage is that everyone sets their own goals, which often easily causes the team's goals to lose focus.
Because the goals are too many and too detailed, too much time is spent on goal setting and there is less real working time.
It’s easy for people to focus on their own mission and ignore the mission of the team (it is recommended to implement the team’s OKR first, and try the individual OKR after the team matures, because the individual OKR is often oriented to the evaluation of individual performance. Go wrong, please be cautious).
The magical power of OKR comes from the scoring standard of 0.7
A good KR should be quantitative, challenging, specific and driven
A good key result (Key Result) can help us measure the distance to the goal, and then conduct a quick review and correct behavior (this action is generally called a replay, game review Note 3.)
How to formulate CRAFT rules for efficient OKR
A Sprint completed ahead of schedule, and a Sprint completed ahead of schedule driven by OKR
If we can achieve the goal (commercial value) set by the Sprint without using all the requirements, it is called a "Sprint completed ahead of schedule with OKR". It ends early because it has reached the goal. (The remaining requirements, let the team discuss whether to abandon it? Or continue to complete it), the Sprint is completed, but not the team has completed all the requirements, what is the difference?
This is a big step for a successful Scrum team. It represents that the Sprint is driven by business goals to determine the development cycle of the Sprint. It goes beyond the 1 to 4 week fixed cycle development method, but depends on the goals to be achieved. Adjust the development cycle, the team has a sense of ability to judge the relationship between the development function and business value, and then it can abandon the extra demand list.
This is an idealized Sprint sprint goal. In other words, the goal is not to fulfill all requirements, but to achieve commercial value.
Conclusion
In the team under his leadership in the past, PO often tried his best to communicate with the development team, hoping that the engineer could develop the new features of the product for commercial purposes during development, but in the end he always complained about the development. The team will only work hard, without any idea of commercial value.
In fact, the engineer cannot be blamed for this, because the process of splitting the user story into tasks is to simplify the requirements and make it a purely functional project. Only in this way can the engineer concentrate on the development work.
Therefore, it is a dilemma to require engineers to be able to take into account business values at the same time, but with OKR's goal-oriented norms, not only this problem can be overcome, but also because of the key result setting, we can use quantification to measure goals. The achievement of the team’s status can also be indirectly evaluated. It’s really a multitude of things.
OKR is a set of management tools and methods that clearly track goals and their completion. It is easy to understand and simple, but many things need to be clarified before implementation. What about those things? It all depends on which level you want to run OKR at.
If you apply it at the company level, you may need to figure out the company's mission and vision first.
If it is used in the Sprint sprint, it may be necessary to clarify the goals and direction of the project. The premise is to identify the one that needs to be focused most among a bunch of goals to be completed, and then set a high standard of measurement. Do your best to achieve it.
Finally, add the definition of OKR as follows: (This is the version of Paul R. Niven and Ben Lamorte)
Definition of OKR
Note 1. The number of story points cannot be used as a basis for team development effectiveness. ( http://www.scrumcn.com/agile/scrum/19837.html )
Because the story point is only a reference value for estimation and cannot be converted into an absolute value, it cannot be used as a basis.
Note 2. MBO (Management by Objectives) comes from the idea of MBO proposed by the master of management Peter Drucker in the 1960s
Note 3. Review, game review
Replay is a learning method in Go. It means that after playing a game, you have to replay it again to see where you have played well and where you have not played well, and you must analyze what you have played well and what is not good. And deduction. It is an ultimate way of reviewing.
【additional materials】
Used only in projects, some people also call it MOKR (Mission OKR)
Refer to "OKR: A Target Management Tool from Intel and Google" with a little supplement.
An motivating force beyond Agile (Google has a team set at 0.75, which is even more interesting)
If it is applied at the company level, setting a "mission" becomes the first step, and more reference should be made to the mission of others.
A good method from "OKR Work Method: High Performance Cheats of Top Companies such as Google and LinkedIn"
