pm-skills/pm-execution/commands/plan-okrs.md

description, argument-hint

description	argument-hint
Brainstorm team-level OKRs aligned with company objectives — qualitative objectives with measurable key results	<team, product area, or company objective>

/plan-okrs -- Team OKR Planning

Generate well-structured OKRs that connect team work to company strategy. Produces 3 OKR sets with qualitative objectives and quantitative key results.

Invocation

/plan-okrs Growth team Q2 — company goal is 50% ARR increase
/plan-okrs Onboarding squad aligned to "improve activation rate"
/plan-okrs [upload company OKRs or strategy doc]

Workflow

Step 1: Gather Context

Ask the user:

• What team or product area are these OKRs for?
• What time period? (quarterly is standard, but could be annual or custom)
• What are the company-level objectives these should ladder up to?
• What happened last quarter? (hits, misses, learnings)
• Any constraints or known priorities?

Accept company OKRs or strategy documents as uploads.

Step 2: Generate OKRs

Apply the brainstorm-okrs skill:

• Create 3 OKR sets (Objective + 3-5 Key Results each)
• Objectives: Qualitative, inspiring, ambitious but achievable, action-oriented
• Key Results: Quantitative, measurable, time-bound, have clear owners
• Ensure OKRs ladder to company objectives with visible connection
• Balance leading indicators (activity) with lagging indicators (outcomes)

Step 3: Validate Quality

Check each OKR against best practices:

• Is the Objective inspiring? (Would you rally a team around it?)
• Are Key Results measurable? (Can you check completion with data, not judgment?)
• Are targets ambitious but not demoralizing? (70% achievement = well-calibrated)
• Are there 3-5 KRs per Objective? (More = unfocused)
• Do KRs avoid gaming? (e.g., "ship 5 features" incentivizes shipping junk)

Flag any issues and suggest improvements.

Step 4: Present and Iterate

## Team OKRs: [Team Name] — [Period]

**Aligned to**: [Company Objective(s)]

### Objective 1: [Inspiring qualitative statement]
| # | Key Result | Baseline | Target | Owner |
|---|-----------|----------|--------|-------|
| KR1 | [measurable result] | [current] | [target] | [team/person] |
| KR2 | ... | ... | ... | ... |
| KR3 | ... | ... | ... | ... |

### Objective 2: [Inspiring qualitative statement]
[same format]

### Objective 3: [Inspiring qualitative statement]
[same format]

### Alignment Map
Company Objective → Team Objective → Key Results → Expected Impact

### Scoring Guide
- 0.0-0.3: Significant miss — investigate and learn
- 0.4-0.6: Progress made but fell short
- 0.7-0.9: Well-calibrated stretch goal — this is the target zone
- 1.0: Either nailed it or target wasn't ambitious enough

### Check-in Cadence
- **Weekly**: Quick traffic-light update on each KR
- **Mid-quarter**: Deep review, adjust targets if context changed
- **End of quarter**: Score, reflect, feed into next quarter

Offer:

• "Want me to adjust ambition levels — make them more/less aggressive?"
• "Should I create a metrics dashboard for tracking these?"
• "Want me to draft a stakeholder update introducing these OKRs?"

Notes

• OKRs should describe outcomes, not outputs ("Increase activation by 20%" not "Ship onboarding redesign")
• If the user doesn't have company OKRs, help them derive team objectives from product strategy or business goals
• Maximum 3 objectives per team per quarter — more means less focus
• Key Results should be stretch goals — if you're certain you'll hit them, they're not ambitious enough
• Flag any KR that could be gamed and suggest a counter-metric