Succeeding with OKRs in Agile Extra
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Succeeding with OKRs in Agile Extra

Companion to "Succeeding with OKRs in Agile" containing extra chapters and sections not included in the original.

About the Book

Extra chapters that deepend the discussion in "Succeeding with OKRs in Agile"

About the Author

Allan Kelly
Allan Kelly

Allan Kelly calls himself an Agile Guide. He helps software professionals enjoy more fulfilling and satisfying work by improving the way work is organised and requests are made. Happier people and better ways of working make for more effective companies, greater value and competitive advantage.

His wide experience of the challenges faced in software development underpins his advice, coaching, training and writing. He is the author of seven books including "Xanpan - team centric Agile Software Development", "Business Patterns for Software Developers" and "Continuous Digital". He has pioneered techniques such as Value Poker, Time-Value Profiles and Retrospective Dialogue Sheets. His blog is at

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9 Books
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Table of Contents

    • What is this book?
      • What happens next?
      • Spelling, grammar and all that
      • Why read this book?
  • I Extra
    • 1. Strategy v. change
      • 1.1 Ambitious v. achievement
      • 1.2 Stretch v. predicability
      • 1.3 Autonomy v. authority
    • 2. Inovation
      • 2.1 15% own project time
      • 2.2 Hackathons
      • 2.3 Golden ticket
      • 2.4 Minimally Viable Team
      • 2.5 OKRs
      • 2.6 Portfolio approach
      • 2.7 Dating agency
      • 2.8 Summary
    • 3. Deming
    • 4. Teams TODO:Edit
      • 4.1 Stable long lasting teams
      • 4.2 Dependencies
      • 4.3 Split for BAU?
    • 5. Value in plain sight
    • 6. What is value?
    • 7. Outcome, value, benefit
      • 7.1 Benefit
      • 7.2 Value
      • 7.3 Nature of value
      • 7.4 Outcomes not to-dos
      • 7.5 Summary
    • 8. Incomplete information and trade-offs
    • 9. Iterate doing and planning
    • 10. Moon shot
      • 10.1 Quality goals
    • 11. Managers
      • 11.1 Managers?
      • 11.2 Managers role
      • 11.3 Managers and OKRs
    • 12. Management
      • 12.1 Simultaneously tight and loose
      • 12.2 Day-1 mentality
  • II Essays and Blog posts
    • 13. OKRs: a return to command and control?
      • 13.1 What is there not to like?
      • 13.2 The Connection to Today’s World
      • 13.3 Thinking About Structuring OKRs
      • 13.4 At the end of the day
    • 14. Key Results
    • 15. Why OKRs require a strategy rethinking
      • 15.1 Is strategy a kind of planning?
      • 15.2 Emergent strategy is more agile
    • 16. Cascading OKRs and White Space OKRs
    • 17. The difficulties of cascading OKRs
    • 18. Focus is not divisible so limit you OKRs
    • 19. Objective Driven Agile in 7 steps
    • 20. The OKR cycle goes wide-narrow-wide
  • III Organizational Structure
    • 21. Top-down? bottom-up? or ripples in a pond?
      • 21.1 Solar system
      • 21.2 Autonomous
    • 22. Programmer’s Rorschach test
    • 23. A company is not a tree
    • 24. Pull, don’t push: Why you should let your teams set their own OKRs
      • 24.1 Cascading OKRs
      • 24.2 Distributed OKRs
      • 24.3 Pull don’t push
    • 25. OKRs create strategy alignment but not in the way you think they do
  • IV Question and Answers
    • 26. Scrum or OKRs first?
    • 27. How many OKRs should a team have?
      • 27.1 Prioritise
      • 27.2 Can a bigger team have more OKRs?
    • 28. Topic: Can you keep Agile and OKRs separate?
    • 29. How can we set an OKR if we don’t know the baseline?
    • 30. The Backlog Q&A
      • 30.1 Q: If the backlog isnt a reflection of what we need to do in order to move towards our vision what is it for?
      • 30.2 Q2: Backlog needs reviewing to align with OKRs, surely?
      • 30.3 Q: Isn’t OKR then a guidance to create Backlog? or prioritize it?
      • 30.4 Q: How have you approached the removal of backlogs? small experiment?
    • Version history
  • Notes

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