OKRs
What are OKrs? How do you contribute to it? A Tech Lead view from an engineering perspective
The What
Objectives are ambitious and may feel somewhat uncomfortable
Key results are measurable and should be easy to grade with a number
The How
Leadership team
As an engineering lead, you might be part of the leadership team in your department. You should be able to influence the OKRs settings at an early stage. Help LT assess the feasibility and opt-out unrealistic expectations.
Set up objectives
Define key results
Allocate capacity on a high level (e.g., development buckets)
Delivery team
As an engineering lead, you are the key member of the delivery team, you should work with product managers, and help
Revise the objectives and key results
Break down into main themes or initiatives
Provide feedback to the leadership team
Stretch goal
OKRs are not KPI
OKRs are not BAU
The “sweet spot” for an OKR grade is 60% – 70% (according to Google re:Work)
✅ Exceptions
The OKRs might look very different to a BAU team, an innovation team, or a platform engineering team
🔴 Red Flags
Product Manager “owns” the OKRs (No, the team owns the OKRs)
The leadership team assigns OKRs (No, the communication is two-way)
OKRs are KPIs (No, OKRs are not related to performance review)
OKRs are BAU (No, OKRs should be achievable with challenges)
📜 Tips
Tech Lead is a key contributor to OKRs settings
Keep it high level
Give the team space to run discovery and delivery
🕳️ Pitfalls
Being granular
Being prescriptive
Ref
OKRs 101: https://www.whatmatters.com/get-started/
Google Rework: https://rework.withgoogle.com/guides/set-goals-with-okrs
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