OKRs for the transformation team for Q42024 & 2025
ART - DCJ
The OKRs are defined for the range above but the work will be taken iteratively along the year for each OKR
OKR definition
- What makes an acceptable KR : specific, measurable, achievable (the right team of specialists), valuable and time-bound
- Have a Definition of Ready/Definition of Done for some KRs (eg: 2.KR3)
| Objective | Key results | Owner | Partnering with? | Notes | Monthly checks on progress |
|---|---|---|---|---|---|
| Impacting the ART teams: KR1: For the launched ARTs Achieve a 90% adoption (completion) rate of Agile practices across the organization launching the ART by the end of 2025. KR2: Conduct SAFe training for 90% of key internal position roles on the ARTs (Product Managers, Product Owners, Scrum Masters, RTEs) by end of 2025. KR3: Increase the "team NPS" internal scores related to Agility by 20%, measured Impacting the whole IT: KR4: Hold Monthly Agile workshops (starting with onboarding) purposes for all IT organization. KR5: Hold SAFe awareness quarterly workshops for all IT organization. KR6: Create continuous awareness via a community | Barbara? | Alix Nick From DCJ: Fabian Hugo Rogerio Bola | On 1.KR1, practices at team level:
And at ART level:
On 1.KR3 the NPS is defined on a subsequent page On 1.KR4 and 5: check with Cornelia to add it mandatory in the process? To discuss this one with Fabian, impacts on the ways of working for the teams, PMs etc. | |
2. Improve Business Agility and Become value driven | Impacting the ART teams: KR1: Reduce delivery time (5-10%) for the features within the ART PI. KR3: Achieve between 60-80% work on the high priority features within the ARTs, 6 months after the ARTs launch. KR5: Business objective review (if they are set - group of features (business wants to grow pricing transparency) then a goal for each iterations) during the PI planning. KR4: Improve GBU satisfaction scores (measure through the NPS) by 10% as a result of faster delivery and better product quality. Impacting the Agile teams: KR2: Ensure visibility on the value of each of the features delivered by the Agile teams | On 2.KR1 we need to compare delivery of the first PI with the subsequent ones. Then we will analyze more granularly those differences. On 2.KR3 comparing WSJFs (business value commitment committed vs delivered) and business owners outputs (surveys) on the features that were delivered. On 2.KR4 - quality relates with the incidents . To discuss RUN To discuss this one with MERTENS, Simon & JUNQUEIRA, Megane To discuss this one with Fabian, impacts on the ways of working for PMs | |||
3. Build a Continuous Improvement and Learning Culture | KR1: Increase the frequency of retrospectives across all the scrum teams to KR2: Achieve a 80% success rate of implementing improvement actions from Inspect & Adapt (I&A) workshops across all ARTs. KR3: Achieve a 90% success rate for each team scrum member to propose and implement at least one initiative per year (outside their direct responsibility) that enhances a specific aspect of their work, their team's workflow, the company, every manager would monitor the initiative during performance review (suggestion: call it "enabler" in the OKR so if not already the case, people get used to the agile wording?) | To discuss this one with Fabian, impacts on the ways of working for the teams | |||
4. Measure SAFe Transformation | KR1: Define and set ART metrics dashboard with real-time tracking of key Agile scrum teams and/or ART level metrics. KR2: Ensure full and dashboard like visibility into features/enablers, risks, dependencies, and progress on objectives set for the ARTs in place. | 4.KR1 is based on the expected metrics of velocity, defect rate, committed VS delivered to start with. To discuss this one with Fabian, impacts on the ways of working for the teams, PMs etc |
OKRs for the transformation team for 2026
