[qprofyeh]

As an engineer I have nothing against OKRs. But it's often the day-to-day management (EM or PM) who tend to override the team's OKRs for upper management to prioritize something ad-hoc & out of scope they agreeably said Yes to.

[Cthulhu_]

And that's fine I think, it's why a lot of companies are using one or more of the agile methodologies. But if that's combined with OKRs then said OKRs need to be adjusted, and it'll be down to the manager to pay that cost.

We use SAFe at my current job (please don't look at the website, if you thought the "scrum" infographic was too big already lol); we set quarterly goals and objectives, usually don't meet them because Reasons, but if there is an incident or change that warrants changing those goals it's a Big Thing and we basically redo the planning sessions (two days or so); it's a big disruption and it's costly so it's not done lightly. We've only done that once in the past two and a half years or so.

[wesselbindt]

> it's a big disruption and it's costly so it's not done lightly

Isn't this the very definition of not being agile?

[robertlagrant]

It's what the consulting class invented to lift the power that agile places in individual teams back up to management.

[xtracto]

Engineering OKR: Make system like more stable and with less bugs.

Product: Here are these 1567 story points for this new sprint with new product development stuff which is urgent and should be completed in 2 weeks.