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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)



(KRs - Responsible)
Objective Key resultsOwnerPartnering with?

Activities towards this

Notes

Monthly checks on progress
  1. Foster Agile Culture Across the Organization with the support of  SAFe
supporting

DCJ specific (how to measure with the CGI ?)

Impacting the ART teams:

KR1: For the launched ARTs Achieve a 90% adoption (completion) rate of Agile practices across the organization launching the

organisation

ART by the end of 2025.

KR2: Conduct SAFe training for

80%

90% of key internal position  roles on the ARTs  (Product Managers, Product Owners, Scrum Masters, RTEs

, etc.

) by end of

2025 

2025. 

KR3: Increase the "team NPS" internal

employee engagement

scores related to

Agile practices

Agility  by 20%

on the internal Agile NPS survey (To set with the train launch

, measured at least once per quarter from the start of the ART. (suggestion: after each PI planning)


Impacting the whole IT

KR4:Promote awareness of the SAFe roles and responsibilities by ensuring that each member of an ART  is aware of their own role and their peers - measured by one to one discussions and the NPS survey (Alix: each key role had workshop + (if possible) dedicated training)

KR5

:

KR4: Hold Monthly Agile workshops

for

(starting with onboarding) purposes for all IT

organisation (Alix: depending on agile experience? eg: if people have already certifications)

organization.

KR5

KR6

: Hold SAFe awareness quarterly workshops for all IT

organisation (Alix: all employees? staff + contractors?)

organization.

KR6: Create continuous awareness via a community

Barbara?

Alix

Nick

From DCJ:

Fabian

Hugo

Rogerio

Bola

On 1.KR1, practices at team level:

  1. Planning 
  2. DoD
  3. Daily Standups
  4. Retro
  5. Refinements
  6. Estimation techniques

And at ART level:

  1. PI event
  2. System demo
  3. ART sync


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 

and Become value driven

Impacting the ART teams:

KR1:

Reduce average time to market for new features for the ARTs

KR2: Increase the percentage of high-priority features delivered in PI increments from (TBD) to (TBD) (Track committed VS delivered objectives per team / ART)

 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

KR3

: Improve GBU satisfaction scores (measure through the NPS) by 10% as a result of faster delivery and better product

quality (

quality

measure by Incidents).

KR4: Achieve a 80% alignment between business objectives and team backlogs, ensuring value-driven development (Alix: reach between 80% and 100% of ART predictability measure after 3 PI)

(Business value?)

.


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 at least once per iteration, with a minimum of 80% participation rate across the different teams.

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 

Measure SAFe Transformation and Agile Adoption Success Metrics

 

KR1: Define

, build

and

launch

set ART metrics dashboard with real-time tracking of key Agile scrum teams and/or ART level metrics

(e

.

g., velocity, lead time, defect rate, committed VS delivered).

 

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

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