Do you know the feeling of walking in circles? We often feel that with our activities here. We work tirelessly and we end up not achieving the expected results, in addition, we look to the side and many times we travel to the company totally misaligned.

This feeling was what I felt after having implemented the OKRs and Scrum in ClubPetro in the first moment. The team, which defined the objectives and key results, knew the direction to go. In addition, he led the Scrum rituals, planning what should be done. But even so, the feeling of being in a misaligned company was tremendous.

What we lacked

OKRs were often tracked on a monthly basis and ended up being forgotten on a daily basis. They were not connected with the work of the teams and for that reason, the results were not achieved. The team was disappointed, but they hadn’t really worked for the results, even working hard.

We asked all leaders to bring their Action Plans for each Key Result to the monthly OKR meeting, especially for those that were not reached. As the cycle was monthly, we started the quarter with an OKR and only after the second month did we create Action Plans and make an effort on them.

Furthermore, many Action Plans were simply abandoned, not executed, and not considered when prioritizing Product Owner tasks. And for that same reason, the Sprints ran in different directions than the OKRs, the numbers confirmed the feeling of “we are out of alignment”.

Some OKR cycles have passed, as Scrum Master we always remind the Product Owner to be attentive to their OKRs to start a new Sprint. We created the “OKR Friday” to always close the results of the week, so that little by little we can make this objective more and more a direction and less a single number that we follow every month.

Our solution

I spent a lot of time breaking my brain and studying the best way to link OKR with Scrum. I had to go back to the basic administrative, strategic, tactical and operational level. OKR took care of our strategy, Scrum of the operational and such action plans were our tactical plan.

After this literature review and a lot of work to change everyone’s routine, today we connected OKR with Scrum when we started implementing Milestones. In each new OKR cycle or change of month, we create rituals for each of the key results. The rituals are the old plans of action, their difference is precisely in how we see the rituals and their calendar.

calender of methodology

After defining a KR, we think strategically and tactically what can be done to achieve it. We build rituals that will be our deliverables in the search for the key result, among the prioritized rituals, their tasks directly feed the team’s Backlog.

In addition, each new month, we observe the results obtained, create and prioritize new rituals for each key result. Thus maintaining the agility required in the uncertain world we live in and the alignment between what is executed at work with the planned strategy.

Our results when implementing Milestones

With each Sprint, our Product Owners look at their OKRs, as well as what they have planned when implementing Milestones.

Here the benefit of a hierarchy that generates value is clear. When the Product Owner finds a reference in their superiors, who can see beyond and can facilitate the journey, either with the name of a Milestone or complete it, life becomes easier.

The team performs day-to-day tasks, but understanding what each task is part of and why to do each one. Align day-to-day work with the company’s strategy, keeping the strategic, tactical and operational levels aligned. Work in the right direction, without the feeling of misalignment and walking in circles. Anyway, today I can say; OKR and Scrum is not everything.

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