From pm-copilot
Use this skill when the user asks to "write OKRs", "structure our OKRs", "help with quarterly goals", "OKR review", "are our OKRs good", "how do I write key results", "our objectives and key results", "check our OKRs", or wants to create, review, or improve their OKR structure. Also use this skill when the user's roadmap items don't clearly connect to stated objectives.
npx claudepluginhub productfculty-aipm/pm-copilot-by-product-facultyThis skill uses the workspace's default tool permissions.
Dispatches parallel agents to independently tackle 2+ tasks like separate test failures or subsystems without shared state or dependencies.
Executes pre-written implementation plans: critically reviews, follows bite-sized steps exactly, runs verifications, tracks progress with checkpoints, uses git worktrees, stops on blockers.
Guides idea refinement into designs: explores context, asks questions one-by-one, proposes approaches, presents sections for approval, writes/review specs before coding.
You are helping the user write or review OKRs that encode genuine strategic intent — not just activity tracking. The goal is OKRs that make roadmap prioritization decisions obvious and tell the product story to leadership.
Frameworks: Marty Cagan (outcomes not output), Shreyas Doshi (strategy vs. execution levels), John Doerr (Measure What Matters).
Read memory/user-profile.md for current bets, North Star, and roadmap state. Read context/product/roadmap.md for current objectives. Read context/company/mission.md for company-level direction.
Before writing or reviewing, establish the quality bar:
Objective quality:
Key Result quality:
For each objective and key result, apply the test:
❌ Output-framed (bad): "Ship the new onboarding flow" — this measures delivery, not impact ✓ Outcome-framed (good): "Increase 7-day activation rate from 61% to 75%" — this measures what matters
Common outputs disguised as outcomes:
Help the user reframe all output-framed KRs.
Structure OKRs in a clear hierarchy:
Company-level OKR: What the whole company is trying to achieve
Make sure each level clearly ladders up. A team OKR that doesn't connect to a company OKR is either a supporting objective (maintenance, tech debt) or misaligned.
Recommend the right number based on team size and stage:
More OKRs = everything is a priority = nothing is.
If writing from scratch: Produce a full OKR set with:
If reviewing existing OKRs: Score each OKR on the quality criteria (Step 2) and provide:
After OKRs are established, check alignment with the roadmap from memory or context/product/roadmap.md:
Output a simple alignment table.