From time to time I hear about teams who have 8, 9, 10 or more OKRs in a quarter. That is just plain wrong. In Succeeding with OKRs in Agile I suggest 3 Objectives per quarters each with 3 key results. When I hear the cries of pain and people twist my arm I compromise on 4 objectives and about 4 key results.
Now those numbers are MAXIMUMs, I’d really like fewer, and I’ve heard of teams which have just 1 – yes ONE – objective per quarter. I’m itching to try that with a team.
Sometimes people respond and say: “Arhh, but we have a big team, I agree with 3 being the right number for a team of six but we have a team of 16 so surely we could have more objectives?”
But actually, when you have a bigger team you have a bigger problem and hence even more reason to limit the number of OKRs.
Part of the power of OKRs is that they create and maintain Focus. Having agreed and stated outcomes to work towards gives individuals something to focus, it gives team members – and particularly product owners – a reason to say No when more work appears. It keeps the team honest when looking at what needs doing and deciding how to spent their time.
Focus is not divisible – devide your focus and you no longer have focus. When you have a bigger team you have more need for focus rather than less. One could even argue that that as the team grows the number of OKRs should reduce not increase.
Bigger teams, because there are more people, struggle more with focus than small teams. On a small team the lack of capacity forces trade-offs and brings people face-to-face with limited capacity. On a big team its easy to think one or two people can go and do something different, or even for individuals to hide.
By the way, this applies equally if you extend the OKR cycle: setting OKRs every six months rather than every three should be a reason to reduce the number of OKRs rather than increase them.
Once upon a time I worked with a team that had real focus problems: teams members found little overlap in their work. Consequently there were seven or eight OKRs each month. That was itself information, when you looked at the OKRs they were disjoint, the team was not focusing because it had three – or four – very different work streams and the people on the team had different skills.
The solution was to split the team into three mini-teams each with their own OKRs. One could argue that the full team got more OKRs but what happened was that each mini-team could now focus and work towards their goal with focus, with less distraction and greater purpose.
This keeps things simple – the Rule of Three! – and keep things focused.
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