OKR Certified Professional OKRCP – (English)

1. What is John Cutler’s proposal to create Kanban’s 5th column?

a) It helps teams to become true feature factories.

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b) It helps to measure the value of deliverables in the three basic dimensions of project management, cost, time and quality.

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c) It helps teams to create hypothesis-driven development practices.

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d) It helps to define OKRs for product development from the perspective of the product owner.

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2. How should a Key Result be?

a) Quantitative.

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b) Qualitative.

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c) Quantitative and Qualitative.

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d) Activity-based.

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3. What happens when teams define which features to develop for the product?

a) It increases prioritization, productivity and efficiency during Sprint.

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b) There is a risk of having activity-based OKRs that do not add value.

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c) There is a risk that non-validated ideas will not be used by customers.

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d) None of the above.

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4. How should an Objective be?

a) Qualitative.

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b) Quantitative.

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c) Quantitative and Qualitative.

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d) Macro Activity.

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5. The visual management of OKRs is:

a) Not recommended to avoid conflicts of interest.

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b) Mandatory to promote teams’ emotional engagement.

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c) Optional, but important to encourage critical thinking.

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d) Can be replaced by an OKR management system.

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6. How to use OKRs for product development?

a) We must have OKRs for each product.

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b) We must have shared OKRs in all areas responsible for the product.

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c) We must focus on the main problem to be solved in that cycle.

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d) All are correct.

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7. The items below are characteristics of Full Stack Agile, except:

a) The leaders define the final state and the rules.

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b) The strategy is iterative and based on hypotheses.

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c) The objectives follow the OKR model.

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d) Tactics are based on the execution of experiments.

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8. Examples of techniques used to prioritize OKRs are, except:

a) RUT (Relevance, Urgency and Trend).

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b) COD (Cost of Delay).

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c) HIPPO model.

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d) All of the above.

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9. What is the orientation of Andy Grove, former Intel CEO on choosing metrics?

a) We should avoid vanity metrics.

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b) We must prioritize statistical and actionable metrics.

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c) We must choose key results that are results.

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d) For each key result, another one must be defined to deal with consequences.

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10. Who created the OKRs and who was responsible for disseminating the framework:

a) Marty Cagan created, and Andy Grove disseminated.

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b) Laszlo Bock created, and John Doerr disseminated.

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c) Andy Grove created, and John Doerr disseminated.

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d) Andy Grove created and John Cutler disseminated.

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11. Who is responsible for developing strategic OKRs?

a) CEO / founder.

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b) CEO / founder with the assistance of senior management.

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c) The media manages with support from senior management and CEO.

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d) Must be prepared by the teams (60 % bottom-up).

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12. Are these mistakes in adopting OKRs?

a) Do not expect to reach all objectives and create several «KRs» to achieve an «O».

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b) Align objectives between managers and employees, provide auditable evidence.

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c) Use only common objectives at the beginning of the adoption.

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d) Create few “KRs” to achieve “O”, use OKRs defined by management.

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13. What is the difference between OKRs and SMART goals?

a) They are complementary, OKRs must use SMART goals.

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b) SMART goals are a goal setting system, OKRs are a goal management system.

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c) SMART goals are key performance indicators and should be part of every good OKR.

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d) None of the above.

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14. About OKRs and KPIs it is correct to state that:

a) KPI is a process performance measurement system.

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b) OKR is a system for measuring strategic, tactical and operational processes.

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c) KPIs are key indicators, OKRs are actionable indicators.

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d) OKRs are an evolution of KPIs.

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15. When does the Cadence of Results occur?

a) Weekly to measure the progress of OKRs.

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b) Annually at the closure of strategic OKRs.

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c) Quarterly at the end of OKRs for all teams.

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d) Only if necessary to develop action plans.

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16. How should an Objective be?

a) Ambitious or Common.

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b) Inspirational and Numerical.

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c) Quantitative and Qualitative.

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d) Macro Activity.

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17. What is the recommendation regarding the use of OKR management software?

a) Its use, although not mandatory, facilitates the monitoring.

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b) Its use is optional, care must be taken with the complexity of the Software.

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c) Its use is mandatory to avoid delays in the monitoring.

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d) Can be replaced by Excel spreadsheets with some loss for monitoring.

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18. What is the ideal composition of OKRs according to John Doerr?

a) Four or Five Objectives followed by Three key results.

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b) Two or Three Objectives followed by Four key results.

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c) One Objective followed by Three or more key results.

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d) Three Objectives followed by up to Four key results.

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19. Why should we prioritize OKRs?

a) To create the “moonshot” effect.

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b) In order to have few OKRs to be followed in the year.

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c) To create the “roofshot” effect.

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d) To boost monitoring capacity in the Quarter.

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20. What are the possible approaches for adopting OKRs?

a) Strategic,Tactical and Operational.

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b) Strategic and Experimental.

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c) For Products and Feedback Loops.

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d) All of the above.

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21. The items below are characteristics of Full Stack Agile, except:

a) Leaders define the final state and restrictions.

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b) Leaders define the detailed plans but the autonomy is of the teams.

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c) The objectives follow the OKR model.

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d) Tactics are based on the execution of experiments.

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22. How should the process of preparing OKRs be?

a) Engage teams to create as many OKRs as possible.

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b) Only a few OKRs should be created in the preparation.

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c) You can create many OKRs, but you should get a smaller list for monitoring.

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d) Leave the teams free to define all OKRs that make sense.

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23. What is Doerr’s formula:

a) I will achieve an objective, and it will be measured by several KPIs.

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b) I will achieve an objective and it will be measured by a key result.

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c) I will achieve several objectives and it will be measured by a key result.

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d) I will achieve an objective, and it will be measured by several key results.

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24. What are OKRs not?

a) OKRs are not used to measure employee performance.

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b) Are not transparent to the entire organization so as not to expose the employee.

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c) Do not encourage experimentation and trial and error.

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d) Your timebox cannot be modified (three-month cycle).

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25. Which item below is not a characteristic of OKRs?

a) Transparency.

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b) Alignment.

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c) Cascading.

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d) Communication.

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26. Why should we prioritize OKRs?

a) To avoid the “Sandbagging” effect.

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b) To avoid the “Set and forget” effect.

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c) To encourage teams to perform “Brainstorming”.

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d) In order to have few OKRs to be monitored in the year.

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27. What is OKR?

a) It is a new metrics system that emerged as an evolution of the Management by Objectives (MBO).

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b) It is a system based on actionable metrics that directly impact strategic business decisions.

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c) It is a goal system that emerged as an evolution of the Management by Objectives (MBO).

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d) It is a metric system to create alignment with dynamic, measurable metrics, with short cadences.

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28. What is the difference between OKRs and MBO?

a) MBO is focused on collaboration, OKR is focused on competition.

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b) MBO is focused on competition rather than collaboration.

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c) MBO as well as OKR are complete goal management systems.

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d) None of the above.

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29. A team has defined an OKR that is not associated with strategic OKRs, the team is:

a) Incorrect, all OKRs must be associated with strategic OKRs.

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b) Correct, it is possible that few team’s OKRs are not associated with strategic OKRs.

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c) Correct, the OKR model is bottom-up, the team can create several OKRs not associated with the strategic ones.

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d) Incorrect, all OKRs must be associated with tactical OKRs.

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30. What is the risk of not prioritizing OKRs?

a) It is difficult to identify responsibly, the higher the priority the higher the hierarchical level.

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b) It creates difficulties in the monitoring cycle.

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c) It is difficult to choose which OKR is a priority in case of delivery risks.

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d) All of the above.

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31. What is the relationship between the definition of Product Backlog and OKRs?

a) OKRs are for strategic planning and do not apply to products.

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b) Each item in the Product Backlog must be associated with an OKR.

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c) Items not aligned with OKRs are discarded.

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d) All of the above.

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32. A given KR does not contain a number, is it correct?

a) No, it should be qualitative to be a KR

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b) No, it should have metrics to be a KR

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c) No, it should be quantitative to be a KR

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d) Yes, it should be measurable to be a KR

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33. Are these good practices in adopting OKRs?

a) Define OKRs without discussing with the manager.

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b) Mixing ambitious goals (moonshots) with common goals (Roofshots).

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c) Create few “KRs” to achieve “O”, define several moonshot OKRs.

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d) None of the above.

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34. What are the characteristics of a company in the Waterfall model?

a) Objectives follow an alignment approach.

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b) The structure has annual static plans.

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c) Objectives follow a cascading approach.

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d) B and c are correct.

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35. What occurs in the cadence of results?

a) Reward the OKRs accomplished, penalize those not accomplished.

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b) Reward the OKRs accomplished, there should be no penalties for those not accomplished.

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c) Reward the accomplished OKRs, share learning from those not accomplished. d) All of the above.

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36. When does the Cadence of Results occur?

a) Weekly to measure the progress of OKRs.

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b) Annually at the closure of strategic OKRs.

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c) Quarterly at the end of OKRs for all teams.

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d) Only if necessary to develop action plans.

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37. What is Christina Wodtke’s recommendation for balancing OKRs?

a) For every KR we must have a KR to deal with the adverse effect of the first.

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b) We must balance protection OKRs with delivery OKRs.

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c) We must use balancing KRs to increase the accuracy of achieving the Goal.

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d) None of the above.

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38. The items below are contributions from OKRs to Business Agility, except:

a) Culture based on team autonomy.

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b) Strategy based on hypothesis validation.

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c) Increases teams’ understanding of the general business context.

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d) Progress measured by deliveries not comprehensive documentation.

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39. What is the difference between OKRS and KPIs

a) OKRs link results to actions.

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b) OKRs seek to maximize efficiency, KPIs the effectiveness.

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c) OKRs must be based on KPIs.

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d) All alternatives.

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40. What are examples of high-frequency OKRs:

a) Feedback cycles and 1: 1.

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b) At the end of Sprint.

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c) A and B are correct.

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d) Only B is correct.

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OKR Certified Professional OKRCP – (English)

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