Webinar: OKR-Driven Product Roadmaps by Microsoft Principal PM, Yogesh Ratnaparkhi
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- Опубликовано: 27 июл 2024
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ABOUT THE SPEAKER:
Yogesh is a tenured Product leader with deep empathy for customers, a solution-oriented attitude, and compassionate leadership. He takes pride in transforming an ambiguous vision into reality through shared alignment and an actionable strategy. Currently, Yogesh is a Principal Product Manager of OneDrive Sharepoint at Microsoft leading the Migration Manager platform that helps customers migrate their content to Microsoft 365. Prior to this, he was a Product Manager of Global Ad Platform at Expedia Group where he led cross-channel content as a Platform Product within Expedia's Global Marketing Org generating in $100M+ in transactional revenue.
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Наука
Used the OKR method for prioritization interview and the panel was impressed
Thank you, Harsh! Glad you found this helpful
I was looking for the ways in which we can align roadmap with OKRs and this talk has given a perfect answer to it. Great content. Thanks Product School and Yogesh Ratnaparkhi.
Great to hear!
Thank you, Kuntal! Glad you found the content helpful.
10:25 The "Features" in Objective, Key Results & Feature Set is also called "Initiatives". Just using the popular term here.
True. Initiatives, projects, and epics describe the actual efforts/efforts to drive the KR. Thanks for sharing your thoughts.n
Thanks for adding clarity to this topic
Thank you, Spencer. Glad you liked it.
Thumbs up!
Too good a video, very impressed by the speaker . Can you please do a similar video on cloud migration .
Thanks, Illima! I am glad you found this helpful.
Great presentation beautifully linked to the backlog.
Thanks so much!
Thank you.
This is amazing! Thank you for sharing the information
Glad you enjoyed it!
Thank you Amogh!
🎉
Great content! I would like to understand however why he talks about the Pareto principle (80/20 rule) in that way. Normally what that means is that 80% of the result comes from 20% of the causes.
For feature prioritisation it could be linked to "building for impact" or building for your superusers (that 20% that delivers 80% of the value) but I struggle to understand the way he uses it :/
My thoughts exactly
Thanks, Francesco! You are right the 80/20 is one of the principles to drive prioritization. Identify opportunities that would make the most impact. Hope that helps.
What do you do with bugs? For example, if your OKR is "grow revenue", and there is a bug in the backup system, so not directly related to an OKR, yet important.
i guess it depends on the priority of the bug. a priority 1 and 2 bugs need to be addressed immediately. But p3 and p4 could be postponed or added to the backlog
Pablo, OKRs are meant to help focus on strategic, high-priority initiatives. If one of your OKRs is "improve quality of our product by 80% measured by the number of bugs reported", then bugs become a metric to track that KR. It varies with the level of the OKR (org wide vs team wide).
Wonderful content
Thank you much. Glad you liked this.
Loved this, very helpful, one question what is the difference between OKRs, CSF’sand KPI’s
OKRs generally measure leading indicators that could possibly signal business impact. Therefore an OKR measures the outcomes (new or changes in current behavior that could help a product team meet their objective) that influence things like revenue, market share, adoption, customer satisfaction and other lagging indicators usually found in KPIs or executive dashboards.
Hello ChiHotDog1, thank you for your comment. OKRs are used to break larger, fuzzier goals into measurable outcomes. KPIs are metrics to track overall business health. Not all KPIs are OKR-worthy. Example,COGs (cost of goods sold) is an important KPI but it may not be an OKR if cost is not a priority for that planning period.
How do you measure the 3rd key result (Improve overall experience)? Through customer surveys?
Yes, customer survey, or use existing feedback channels to quantify the satisfaction. Hope that helps.
I'm always confused between strategy and OKRs.. could someone clarify how they are both linked?
Ahmad, an OKR is one of the frameworks to form and communicate your strategy. In other words, your OKR is a tool to make your strategy measurable, drive accountability and build shared alignment. Hope that helps.
When it comes to writing KRs, I imagine it should include numbers to quantify. Like increase/decrease by X% in X time. Isn't it? Or am I missing anything here
Key results definitely should include some sense of directional change in an intended outcome. The objective is normally time bound, but KRs should be outcome-oriented (new or changes in current behaviors of a target segment), independently verifiable, directional in nature (increase or decrease in some behavior), measurable against a baseline, and aggressive relative to the time bound nature of the objective.
you’re right, key results should be numeric
Correct, final KRs should have numbers and a timeline. But you can start defining them without numbers to get the conversation going.