“Hello Allan , I followed a few of your seminars on OKRs and I am reading your book. I do have one question. I will start a transformation soon. The company has the ambition to move to Scrum and also OKRs; Do you have any advise on where to start? OKRs first or SCRUM first. Thank you a lot !”
This question appeared in my mailbox – or rather my LinkedIn box – a few weeks ago and I thought other readers might be interested in my answer.
My answer is: do both together.
That will sound ambitious if you see Scrum and OKRs as distinct things but I don’t, to me they are synergistic and can be viewed as one change. In the process I see the opportunity to create a simpler form of agile, or simpler version of Scrum if you prefer. Let me describe.
The Scrum Master role remains pretty much the same as regular Scrum. The main change is that in addition to facilitating planning meetings and sprint retrospectives the Scrum Master will additionally facilitate OKR setting sessions and OKR retrospectives at the end of the cycle. They will want to ensure the OKRs are known by everyone and people reference to them during sprints.
Similarly the Product Owner role remains pretty much the same with the additional need for the PO to lead thinking on what OKRs to set. This means the Product Owner needs to do more horizon scanning, talk to more stakeholders and prepare to set objectives that will last several sprints rather than just one at a time.
Simplification comes in that there is no need to build up and administer a product backlog. Set the OKRs, then go straight into a planning meeting and ask “How do we make progress against this OKR?”. Write the stories you need to do that. Use the OKRs as a just-in-time story generator. If you generate stories you cannot do this sprint then put them in a product backlog for the next planning meeting.
In the next planning meeting review progress and ask yourself again: “what do we need to do to make progress on these OKRs?”. It might be that you have some stories from last time to work with, if not write some more. OKRs in effect become the Sprint Goal and you generate the stories from there. (If you are using a Product Goal as well then reference that when setting the OKRs at the start of the cycle.)
Estimation is reduced because you have fewer stories in play and in the backlog. If you want you can use story points and velocity to determine if the sprint is full or you can just ask the team “Is that enough work to keep us busy?” and “Do we have space for more?”
If you want a more sophisticated system then get the stories out on the table, put them in the order they are likely to be done, then go from top to bottom asking “On a scale of 1 to 10, What are the chances we will get this story done in this sprint? – where 1 is unlikely and 10 is almost certainly.” If the probability is below 8 you probably take action, break the story down, reorder the work order or just accept that you probably won’t do everything you would like to.
In the longer term you can count the stories done to build up a record of capacity.
I would aim to do end of sprint demonstrations and better still release to live. The OKR may not be complete but the stories in the sprint can start delivering value early. As usual keep quality high, aim for zero bugs and automate everything that needs testing.
If you are new to both Scrum and OKRs then I would probably run one week sprints and a six or eight-week OKR cycle the first time. Do a retrospective at the end of the OKR cycle, after that you might move to two-week sprints and 12 week OKR cycles but keep an open mind and decide what works for you.
All the way through keep delivering benefit to customers, hitting OKRs is icing on the cake, and there are no prizes for doing perfect Scrum.
I’d like to think I outlined this recipe in Succeeding with OKRs in Agile but I suspect I wasn’t as clear as I could have been. Increasingly I’m seeing OKRs as a means of stripping agile back and simplifying it.
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