Now: My OKRs for Q3
Last modified at 2020-09-06 17:08:38 +0000
Team Health
My team is healthy, happy and productive
- Recruiting pipeline is robust and continually improving (upleveling our talent) and all open positions are filled each quarter (keeping in mind relevant goals from the business)
- Teams are autonomous units which can act quickly with a TPM who is in attendance at all Agile meetings
- Managers should have no more than 10 direct reports, and engineering groups should evenly distributed levels of seniority (we presently lean senior)
- Employee Survey Results: We demonstrate significant lead over the average across engineering and continue to improve our scores over time
Enterprise Grade Engineering
We ship enterprise grade software at enterprise levels of security, quality, scale, and reliability for our users (most of which are internal to the company)
- Agile predictability is at 90% or greater [All sprint commitments finish with 90% completion rate or higher]
- Developer velocity increases over time; we consistently identify and report on infrastructure blocking healthy software development velocity (are our tools broken? Is documentation missing?)
- Internal technical docs are a trusted, complete, single source of truth which sufficiently powers technical support for all products within Enterprise
- Formal RFC documents created for all new and in-flight products
- JIRA backlogs are current and manageable (can be completely reviewed every two weeks)
- Healthy business relationships with clear communication and accountability with 90% confidence we will deliver what we have promised
- Test automation replaces human testing
- Systems can scale to 10X where they currently run
High Customer Value
Our products have high value delivered to the customer
- Focused, strategic, formal product management
- Rigour and discipline in defining the business impact for all product development
- Quantitative metrics for all products