FY21-Q4 Engineering Division OKRs
=> 47.7%
Objective (ARR): Increase new revenue and existing account growth - Enable team to achieve 60 day rolling License & Renewal ticket queue 8-hour SLA to at or above 95% (Support Department)
- Reduce time-to-close for security touched large and mid-market deals by 5% (Security Department)
- Raise MRARR from 8M to 20M MR Dollars (Quality Department)
=> 62.7%
Objective (Product): Increase product usage and quality - System Usability Score (SUS) over 72.5 (UX Department)
- Demos and project management on Tiering Changes (Development Department)
- Identify and fix transient bugs
=> 46.1%
Objective (Team): Increase team efficiency, engagement, and diversity - Evaluate OKR tools and make recommendation
- Performance and compensation review completed in-budget by Jan 31, 2021
=> 0%
Retrospective
Good
- [TODO: capture pass-thru retro items]
- Ambition was high across the board
- Kristie did a great job driving the OKR project, and we got a good result and set of next steps
- The perf and comp reviews seems to be going well--better than previous years
Bad
- [TODO: capture pass-thru retro items]
- I think we sort of decided mid-quarter that we would lead into an OKR pilot, rather then actually buying a tool
- We had to go above budget in 2 departments in the comp review
- We didn't really capture that the comp review communication would spill over to Feb
Try
- [TODO: capture pass-thru retro items]
- Set more realistic goals for OKR project next time there is a similar project?
- Finance and PO need to handle the comp review budget overage holistically, so tradeoffs can be made by e-group
Cache buster to get last status in issue URL tooltips: asdf
Edited by Eric Johnson