Objectives and Key Results
The Objectives and Key Results (OKRs) capability’s enablers include Enterprise OKRs, Portfolio OKRs, Program OKRs, and Team OKRs. Each capability within the Planview Capability Framework has a distinct set of features and functionality, business processes, best practices, and analytics and reports that deliver value to customers in the form of specific business outcomes.
Enablers and Business Outcomes
Define the company-level objectives. These are informed by your long-term strategy for the organization. Resulting business outcomes include:
- We can understand the enterprise/company-level strategy and objectives.
Crystallize your strategic themes and investment objectives. OKRs owned by the Portfolio should demonstrate the contribution of epics towards desired outcomes and help you with investment decision-making. Resulting business outcomes include:
- We can demonstrate the contribution of epics towards desired outcomes and make investment decisions at the portfolio level.
Program OKRs assist with vision setting and provide context as epics are unpacked, looking for features that will contribute to the defined objectives. Resulting business outcomes include:
- We can understand how best to contribute to the defined objectives and how epics are informing them.
Team OKRs align with features and provide discipline when articulating outcomes rather than solutions. Resulting business outcomes include:
- We can track against the features being delivered and get early awareness of the provided value.
Align OKRs to business strategy
Connecting and aligning goals at every level of the organization is one of key benefits of the OKRs framework – everyone wins when they understand how their work fits into the big picture strategy of the organization. Using an objective hierarchy – where enterprise or corporate strategy-level objectives are defined, then teams define their objectives to align to the strategy-level or levels in between – allows organizations to have bidirectional goal alignment.
Use informal language for objectives
The purpose of objectives in the OKR structure is to challenge companies to reach toward lofty, intimidating goals. Many organizations choose to use simple and informal language to write their objectives – this is intentional. To be effective, objectives must be easy to communicate and easy to understand.
Define your objectives properly
Objectives are simply defined by what is to be achieved, and should be ambitious (big-picture, aspirational), qualitative (able to be defined verbally in concrete terms), actionable (able to be implemented in current conditions), and time-bound (a timeline should be defined in the objective itself). Look at examples of OKRs from other organizations to get a better understanding of how to define OKRs.
Define specific and measurable key results
Key results make your objective actionable and determine how progress toward your objective will be measured. Key results give team members a clear-cut way of knowing whether they’re making progress, and provide leadership a subjective way of assessing performance. Key results should be measurable, specific, time-bound, and verifiable. Look at examples of OKRs from other organizations to get a better understanding of how to define key results.
Track early versus lagging indicators
Ensure the metrics you measure for key results can be collected and analyzed during the time period specified for the OKR. Many business metrics – such as revenue – are lagging indicators, and not timely or accurate enough to determine the impact of one specific change.
Reevaluate OKRs if progress slows
It can be helpful to look for patterns in OKR scoring to gauge whether your OKRs are sufficiently “sized” for your organization or team. Similarly, if your organization is struggling to make meaningful progress on most of its goals, then you might need to adjust the size or quantity of your OKRs moving forward to make them more achievable.
Create shared OKRs
Create shared OKRs if your OKRs overlap with another team’s goals.
Processes and Reports
Objectives and Key Results (OKRs) are an outcome-driven framework adopted by organizations who want to define key organizational goals and track progress toward achieving them. Defining OKRs creates organizational clarity by enabling organizations to answer the questions “Where do we want to go?” (Objectives) and “How will we measure our efforts to get there?” (Key Results). OKRs can be created at different levels of an organizational structure – such as enterprise, portfolio, program, or team – and are connected using parent/child relationships. Linking organizational and team goals in a hierarchical way aligns work delivery to company strategy, and provides a single line of sight into value delivered by the organization.
OKRs in AdaptiveWork Process Steps
|Create the project (team)||Create the project (or)|
|Create the program||Create the program (or)|
|Create the portfolio||Create the portfolio.|
|Add and define related objectives||From the project, program, or portfolio, add a related objective. Existing objectives may be reused, or a new objective may be created.|
|Create and define the related targets||
From the objective, add a related target. Existing targets may be reused, but more commonly a new target will need to be created.
Once the target is saved, define the target attributes and other information. Common fields to track are Description, Unit, Unit Type, Unit Scale, Initial Value, Initial Date, Target Value, Target Date.
|Create and define the contributions
From the target, portfolio, or work item, add a related contribution.
Once the contribution is saved, add planned dates and values, attributes, etc. The Unit field will always be inherited from the target that it is linked to.
The Planned and Actual Value fields of all Contributions linked to the same target will roll up to the Direct Planned and Actual Contribution values of that Target respectively.
|Add actual value and dates||Keep Planned Value, Date, Actual Value, and Date fields up to date.|
OKRs in AgilePlace Process Steps
|Create and define board-level objectives||
Create and define an objective. Objectives should be ambitious, definable in concrete terms, and able to be implemented in current conditions and timebox.
For more information:
|Align with relevant child objectives||
Connect parent objective to child objectives in relevant boards using parent-child relationships.
|Define current and target metrics (key results) for objectives||
Define key results for objectives. Key results should be clearly defined, measurable, and easily verifiable within a realistic timeline.
|Align key results with activities (cards)||
Connect cards on boards to key results by adding or connecting activities to key results. Your OKR board will update to show the connected cards contributing to key result progress.
|Monitor progress through key results||
Board owners should periodically review and update the current state of key results to see whether they are making progress toward the objective.This updates the progress percentage complete for both the key result and the objective. The objective's progress is calculated as an average of the connected key results' progress.
|Adjust strategic plan as necessary||As progress toward key results is made, periodically review the overall strategic plan to ensure that focus remains on the right initiatives and activities.|
OKRs in Planview Portfolios Process Steps
Customers will need to onboard to Planview Admin to get access to OKRs in Portfolios.
|Create and define objectives||
When creating an objective, identify an owner for the objective and supporting information such as start/end dates and tasks. Objectives should be ambitious, definable in concrete terms, and able to be implemented in current conditions and timebox.
The strategic hierarchy allows you to track OKRs at all levels of the hierarchy. Having multi-leveled OKRs allows for bidirectional goal alignment.
For more information:
|Align with relevant child objectives||
When filling out details for your objective, you can connect objectives using parent-child relationships across your strategic hierarchy .
|Create and define current and target metrics (key results) for objectives||
Define key results for objectives. Key results should be quantitative, time-bound, and easily verifiable.
|Align key results with activities (work)||
Connect work items to key results. Your OKR board will update to show the work items contributing to key result progress.
|Monitor progress through key results||
Monitor OKR health and periodically review and update the current state of key results to see whether they are making progress toward the objective. This updates the progress percentage complete for both the key result and the objective. The objective's progress is calculated as an average of the connected key results' progress.
|Adjust OKRs as necessary||As progress toward key results is made, periodically review the overall strategic plan to ensure that focus remains on the right initiatives and activities.|
Epic Portfolio Planning
This capability supports the creation, initial planning, and lean business case development of new epics to deliver portfolio outcomes. It also supports the planning and management of financial information associated with an epic and epic portfolio backlog management.Read more
Product Portfolio and Pipeline Planning
This capability supports a clearly defined process to initiate business requests, and creates a consistent intake process for new investments. It ensures the appropriate gated process is applied to projects, programs, and products.Read more
This capability allows product managers, program managers, and business leaders to translate strategic ideas into a tangible timeline of business outcomes and deliverables. Roadmaps are used to set direction and expectations and maintain clear communication throughout delivery.Read more
This capability provides managers the ability to develop a work plan, view and manage all work details, define and classify risks, issues, and change requests, track and manage project delivery, and provide reports on the overall status and health of projects.Read more
Enterprise Agile Planning
With a scalable, enterprise-level Lean Portfolio Management, Agile Program Management, and Agile delivery platform, Planview enables planning and value delivery from the strategic portfolio level to the agile team.Read more
Agile Program Management
Give your Agile teams a way to visualize, plan, coordinate, and deliver your organization’s biggest initiatives quickly, effectively, and with clear insight into the value delivered.Read more
Product Portfolio Management
Planview’s Product Portfolio Management solution provides scalable enterprise-level software that enables the management, prioritization, and continuous innovation of products in development.Read more
Professional Services Automation
From traditional to agile projects, Planview’s Professional Services Automation solution lets your teams work their way for any scope or scale of services organization.Read more
Strategic Portfolio Management
With dynamic planning and execution, Planview’s Strategic Portfolio Management solution enables leaders to invest incrementally, quickly shift resources, and use cross-functional teams to align organizational goals to an ideal team work structure.Read more
Project Portfolio Management
With a line of sight from strategy to delivery, Planview enables leaders to optimize program and project portfolios, balance capacity against demand, prioritize work, focus resources, and empower teams to deliver.Read more