A mission is the team's goal. A task is a result one person owns.
Perplz missions and tasks are built on the OKR shape (objective → key results), but teams that run on KPIs or MBO can use the same fields as they are. It's not that one is better — they fit different moments. Follow along and your goals will tell you how far you've come, even on your first try.
Which method fits?
There are several ways to set goals. They don't replace each other — each answers a different question. Teams pick by size, field and purpose, and the same team switches as it changes.
Three “no”s may mean you don't need a goal system yet. Writing this month's single most important thing as a mission is enough. Two or more “yes”es? See the Combined tab.
Common combinations by size, field and purpose
There's no single right answer. The same team changes its mix over time.
If you'reTeams often
A 1–3 person side projectSet one OKR objective, or just “this month's most important thing”
A study group or clubHold consistency with KPIs (attendance, problems solved) and add an OKR when something needs to change
A contest or hackathonOKR — the period is short and the change is clear
A class project or capstoneOKR for the team's output, MBO for each person's contribution
An internshipMBO — agree on individual goals with your mentor and review together
A launched productOKR + KPI side by side, or a North Star metric with input metrics
A 5–20 person team3 or fewer KPIs as lines to hold, one OKR for what to change this quarter
An organization of 100+Teams run KPIs and OKRs; individual reviews often use MBO
What many companies call “KPI reviews” is usually MBO — reviewing the goals each person committed to. Choose by the question a method answers, not by its name.
Writing by method
No method is ahead of the others. Pick by where your team is right now. Your choice is remembered in this browser, and the quick guide and task AI in project rooms open with the same method.
Objectives and Key Results
An OKR pairs where you want to go (the objective) with how you'll know you got there (the key results). The Perplz mission tracker, which groups tasks under each mission, was designed in this shape.
Question it answers
What will we change this period?
Fits when
You have a hypothesis to test or a direction to shift
The change to make is clear, as in contests, hackathons or new features
The whole team looks at one goal and each person picks what to add
Check-in rhythm
A 10-minute check every week or two; score and retro when the project or quarter ends
In Perplz terms
Example · plant watering app
PerplzIn this methodQuestion it answersExample
Project introPurposeWhy are we doing this project?Help people who live alone keep their plants alive
2–3 missionsObjectiveWhen we're done, who has changed and how?Plant owners never miss a watering day
Tasks under a missionKey resultHow do we know we got there? — number, owner, due dateAll 10 test plants get a watering alert (engineer)
Steps and feed inside a taskTo-dosWhat do we do this week?Set up push → connect test phone → post a video
Writing missions (objectives)
A mission says, in one sentence, who will have changed and how once you're done. If you write a feature name or a to-do, you can finish everything and still not know what got better.
✕BeforeTo-do
Build plant alert feature
You can ship it and still not know who is better off
○Try thisState the result creates
Plant owners never miss a watering day
Anyone can tell what's true once you're done
◎StretchChange in people
People who kept killing plants water on time
It names what you really want to change
“Try this” is enough. If real people will use what you make, go for “Stretch”.
Formula
[Who] + [how they change]
The subject is a person — users, the team, judges. The sentence describes a state, not an action you take.
3-second check
Is it a state you'll reach, not a to-do?
Is a person the subject?
Does it make sense without a number? (Numbers go in tasks.)
Does it make the team want to go for it?
1
Two or three missions, in order
Try to do everything at once and nothing gets finished. Split the project into stops on the way: first, second, third.
2
Numbers go in tasks, not missions
“Reach 100 sign-ups” is a task, not a mission. The mission says why you need those 100 people.
3
Make the first mission checkable within 2 weeks
People given several near goals got further than those given one distant goal. An early win sets the team's pace.
Bandura & Schunk (1981)
4
Add one line of why
Write why this mission matters in the project intro and the team runs in the same direction. Goals handed down without a reason performed clearly worse.
Latham, Erez & Locke (1988)
5
New to it? Make it a learning mission
Instead of “Launch a Flutter app”, write “I can build screens in Flutter on my own”. Chasing result numbers on unfamiliar work gets in the way of learning.
Seijts & Latham (2005)
Writing tasks (key results)
A task is how you check you've reached the mission. With a number in it, the due date tells you clearly: done or not done.
✕BeforeActivity
Work on alerts
Nobody agrees on how much is enough
○Try thisOutput + number
All 10 test plants get a watering alert
Count how many of the 10 worked and you know
◎StretchMetric from → to
Testers' missed waterings: 3/week → 0
It shows whether the outcome really changed
Formula
[What / who] + [number] + [done by the due date]
Put the step-by-step work in the task AI's steps or the feed. Keep only the result in the task title.
Marks of a good task
It has a number (count, people, %) or a from → to
On the due date it's clearly done or not done
One owner (helpers are welcome)
It fits in 1–2 weeks (split it if bigger)
It leads to the mission — “If this is done, are we closer?”
1
Two to five tasks per mission
More than that? Split the mission in two, or move small work into the steps inside a task.
2
If a number can be gamed, pair it
“Post 10 blog posts” can be filled with rushed posts. “Post 6 blog posts, each reviewed by a teammate” protects quality. Pair speed with quality, and quantity with reuse.
Grove, High Output Management (1983)
3
Everyone writes their own tasks
When a leader writes everyone's tasks, gaps and overlaps get hidden. Teams where each person looked at the mission and wrote the number they'd add did better. For work you need from someone else, send a task request.
Kleingeld, van Mierlo & Arends (2011)
Rewrite it like this
✕BeforeDesign
○Try thisPick 1 of 2 main-screen drafts by vote
✕BeforeBackend work
○Try this3 plant APIs pass all 10 tests
✕BeforeStudy
○Try thisFinish 5 React tutorial chapters, post 1 recap
✕BeforeMeeting prep
○Try thisGet 10 interview questions reviewed by 3
✕BeforeBug fixes
○Try thisAll 3 reported login bugs no longer reproduce
✕BeforePromotion
◎StretchGrow survey replies 0 → 30 with 3 card posts
Pick the type closest to your project and follow along. The three missions are stops on the way, in order.
Building an app or service
Example · Plant watering reminder app
Mission
✕BeforePlan and wireframe screens
○Try thisThe whole team builds from one screen flow
✕BeforeBuild the alert feature
○Try thisPlant owners never miss a watering day
✕BeforeLaunch the app
◎StretchPeople who kept killing plants water on time
Task
○Try thisCore 5-screen flow approved by all 4 members
○Try thisAll 10 test plants get a watering alert
○Try thisRecruit test users from 0 to 10
○Try this7 of 10 testers log watering after 2 weeks
Contests & hackathons
Example · Public data contest
Mission
✕BeforePlan the idea
○Try thisJudges get our idea from a single page
✕BeforeBuild the MVP
○Try thisThe core features run smoothly before judges
✕BeforePrepare the pitch
◎StretchAnyone on the team can answer any question
Task
○Try thisFinalize a 1-page plan covering all 4 criteria
○Try thisRun 3 core features end to end in a 3-min demo
○Try thisPrepare 10 Q&A answers and rehearse twice
○Try thisFind 3 things 5 past winners have in common
Study groups
Example · 8-week coding test study
Mission
✕BeforeStudy algorithms
○Try thisEach week we solve and learn from each other
✕BeforeSummarize concepts
○Try thisWe can explain data structures to others
✕BeforePrepare for coding tests
◎StretchNobody on the team fears coding tests
Task
○Try thisSolve 5 problems weekly for 4 weeks and post
○Try this6 data structures, one 10-min talk each
○Try thisSolve 2 of 3 problems in the mock test
○Try thisRe-solve 5 missed problems and compare notes
Class projects & capstones
Example · Major course team project
Mission
✕BeforeChoose a topic
○Try thisThe professor agrees our topic matters
✕BeforePrepare the midterm talk
○Try thisThe audience gets the problem and fix at once
✕BeforeWrite the final report
◎StretchGraders find nothing missing in our report
Task
○Try thisSubmit a proposal reflecting all 3 comments
○Try thisBuild a 10-min talk: problem, fix, 3 reasons
○Try thisFill all 8 items on the grading rubric
○Try thisSummarize 3 similar cases on 1 page
Research & data analysis
Example · Students' breakfast habits survey
Mission
✕BeforeRun a survey
○Try thisWe learn students' real breakfast habits
✕BeforeAnalyze the data
○Try thisWe find patterns we didn't know about
✕BeforeWrite the report
◎StretchReaders rethink their own habits
Task
○Try thisCollect survey responses from 0 to 100
○Try thisChart 3 patterns found in the answers
○Try thisPilot 15 survey questions with 2 people
○Try thisHear “I learned something” from 4 of 5 readers
Events & communities
Example · Developer networking meetup
Mission
✕BeforeBook a venue
○Try thisGuests get a comfy place to come and talk
✕BeforeRecruit attendees
○Try thisThe right people sign up for our event
✕BeforeRun the event
◎StretchFirst-timers look forward to the next meetup
Task
○Try thisLock a 30-person venue 3 weeks ahead
○Try thisGrow sign-ups from 0 to 40
○Try thisGet 30 attendance confirmations by the eve
○Try thisHear “I'll come again” from 80% of guests
Ongoing operations
Example · YouTube channel or club
Mission
✕BeforeRun the YouTube channel
○Try thisSubscribers look forward to each weekly video
✕BeforeGrow views
◎StretchViewers watch our videos to the end
✕BeforeHold retros
○Try thisThe team finds a way to improve every week
Task
○Try thisPost 1 video a week, 4 in 4 weeks
○Try thisRaise average watch time from 30s to 1 min
○Try thisCompare click rates of 2 thumbnail options
○Try thisAct on 1 change from each of 4 retros
Task examples by role
Under the same mission, each role adds a different number. Pick your role's examples and change the numbers.
Planner
✕BeforeWrite a plan
○Try thisGet sign-off on a 1-page plan of 3 features
✕BeforeMarket research
○Try thisCompare 3 similar services, find 2 edges
✕BeforeUser research
○Try thisInterview 5 target users, list 3 pain points
✕BeforeManage schedule
○Try thisFill owner and due date for all 10 tasks
Designer
✕BeforeUI design
○Try thisPick 1 of 2 main-screen drafts by team vote
✕BeforeDesign system
○Try thisOrganize 10 components like buttons, inputs
✕BeforeLogo
○Try thisFinalize 1 of 3 logo drafts with feedback
✕BeforeDesign fixes
○Try thisApply all 5 pieces of test feedback
Engineer
✕BeforeBuild login
○Try thisAll 5 testers log in with email
✕BeforeDesign the DB
○Try thisPass the table design review by 2 teammates
✕BeforeFix bugs
○Try thisMake all 3 reported bugs non-reproducible
✕BeforeDeploy
○Try thisAll 4 teammates open the test server link
Wildcard
✕BeforePromotion
○Try thisBring 30 survey replies via 3 card posts
✕BeforeCommunity care
○Try thisSend welcome notes to all 10 newcomers
✕BeforeTesting
○Try thisFind 5 pain points from 5 friend testers
✕BeforeOrganize notes
○Try thisPost a 3-line decision summary same day
Scoring
With OKR, a mission's achievement is the average progress of its tasks (key results)
Mission achievement = average task progress
Task progress = (now − start) ÷ (target − start); a checked-off task counts as 100%
Example · Plant owners never miss a watering day
8 of 10 test plants got alerts80%
Signup screen draft picked (done)100%
3 of 5 friend interviews60%
Average 80% → Partial
1
Committed vs. stretch objectives
Commit to 100% on must-have objectives. For stretch objectives, agree up front on what counts as success, like 70%. If you went past 130%, talk in the retro about whether the target was too low.
2
Scores don't go straight into pay formulas
Tie OKR scores directly to reviews and everyone writes easy goals. Use scores to decide what help comes next.
Google re:Work, Set goals with OKRs
When it struggles
If you see thisTry this
The mission is a feature nameRewrite it as “when we're done, who changes and how”
Numbers crept into the mission, so it's a taskMove the number into a task and keep the mission a state
Only easy key results get written to lift scoresCheck whether scores feed straight into reviews or pay, and separate them
The kickoff doc is never looked at againPut check-in dates on the calendar at the start
Sources · Doerr, Measure What Matters (2018) · Google re:Work, Set goals with OKRs · Grove, High Output Management (1983)
Key Performance Indicators
KPIs watch the health of work that already runs, in numbers. Instead of shifting direction, you set lines to hold and levels to raise, and check them steadily. They shine where consistency is the result.
Question it answers
Are we running within the normal range?
Fits when
Work repeats every week or month (channels, clubs, communities)
You must keep today's quality, as with a launched service
Results only show once they accumulate
Check-in rhythm
Record values weekly and check the range monthly. Once a quarter, ask whether the metrics themselves still fit
In Perplz terms
Example · running a dev club
PerplzIn this methodQuestion it answersExample
Project introWhat to keep and growWhat do we keep steady and grow?New members keep coming all semester
2–3 missionsKey metric + target levelWhich number do we hold, and at what level?Keep weekly meetup attendance at 80%+
Tasks under a missionActions that hold the metricWho does what to hold this number?Send the meetup reminder all 4 times in 4 weeks (organizers)
Steps and feed inside a taskWeekly recordWhat's the metric this week?Log attendance in the feed every Friday
Writing missions (key metrics)
With KPIs, a mission is one number to keep and its target level. One line should show what you count and what counts as normal.
✕BeforeTo-do
Run the club
There's no way to tell what normal looks like
○Try thisMetric + target level
Keep weekly meetup attendance at 80%+
Count the same way each week and you see if it's normal
◎StretchTarget level + alert line
Attendance 80%+; below 70%, find the cause
You also decide what to do when it drops
“Try this” is enough. If the number swings often, add an alert line too.
Formula
[Metric] + [target level or normal range] + [period]
A metric must be countable the same way every time. An alert line that tells you it dropped makes it even better.
3-second check
Can you count it the same way every time?
Is it a number your team can move?
Are the normal range and alert line set?
Is there a way to hit the number but miss the point?
1
Three key metrics or fewer
Too many metrics and nobody looks. Put only the three most important health signals on the dashboard.
2
Pair a slow metric with a fast one
Numbers like revenue or churn move only after results settle. Watch one that moves first, like the reminder response rate, alongside.
3
Set the normal range and alert line together
Deciding up front — “80%+ is normal, below 70% means find the cause” — spares you a debate every time you look.
4
Agree on how to count first
If who counts, when and where differs by person, the number wobbles. In week one, write the counting rule in one line in the feed.
5
Pair metrics so the metric doesn't become the goal
When a measure becomes a target, it stops being a good measure. Measuring response speed? Watch answer quality too. Counting uploads? Watch watch time too.
Strathern (1997) · Goodhart's law
Writing tasks (actions that hold the metric)
With KPIs, a task is an action that keeps or lifts the metric. Bundle repeating work into one task with a period.
✕BeforeActivity
Attendance management
Nobody knows how much is enough
○Try thisAction + frequency + period
Send the meetup reminder all 4 times in 4 weeks
Count whether all 4 went out and you know
◎StretchLeading metric from → to
Raise RSVP replies from 50% to 90%
It lifts a number that moves before attendance
Formula
[Action] + [frequency or standard] + [period]
Give repeating actions a period, like “weekly for 4 weeks”. Write who counts the metric and when in the task's steps.
Marks of a good task
It has a number or frequency
At the end of the period it's clearly done or not done
One owner (helpers are welcome)
If it repeats, it has a period (usually 2–4 weeks)
It's clear which metric it protects
1
Crossed the alert line? Add a task to find the cause
In a week the metric drops, add a task like “Ask the 3 people who missed why”. Repeating only the upkeep actions hides why it fell.
2
One person owns one metric
With one owner per metric, nobody wonders who brings the number each week. Helpers are welcome.
3
If a number can be gamed, pair it
“Post 1 video a week” can be filled with rushed videos. “1 video a week, average watch 1 min+” protects quality.
Grove, High Output Management (1983)
Rewrite it like this
✕BeforeAttendance management
○Try thisSend the meetup reminder all 4 times in 4 weeks
✕BeforeCS response
○Try thisAnswer 90% of inquiries within 24h for 4 weeks
✕BeforeContent uploads
○Try thisPost 1 video a week, 4 in 4 weeks
✕BeforeServer management
○Try thisKeep downtime under 1 hour this month
✕BeforeSocial media
○Try thisReply to every comment within 24h for 4 weeks
✕BeforePromotion
◎StretchGrow weekly sign-ups from 10 to 20
Breaking one mission into tasks
MissionKeep weekly meetup attendance at 80%+
PlannerShare the agenda the day before, 4 of 4 weeks
DesignerMake 4 meetup cards and post one each week
EngineerBuild a check-in form that tallies 4 weeks
WildcardMessage every member who missed 2+ meetups
For a project like
KPIs shine where consistency is the result. Pick a similar situation and change the numbers.
With KPIs, mission achievement is actual vs. target. The math depends on the metric's shape
Higher is better = actual ÷ target (e.g. 3 of a 4-a-week target → 75%)
Lower is better = target ÷ actual (e.g. churn target 2%, actual 2.5% → 80%)
Keep-in-range = weeks kept in range ÷ total weeks
Example · Keep weekly meetup attendance at 80%+
Weeks at 80%+ out of 580%
80% → Partial
1
Holding the range is 100%
KPIs are about keeping, so 100% means “it ran as planned”. If you keep overshooting, talk about raising the target level.
2
Numbers start the conversation
In a month below the alert line, find the cause before scoring. Judge people by the number alone and hitting the number becomes the goal.
Strathern (1997)
When it struggles
If you see thisTry this
Numbers look normal every month, yet nothing's moved in a yearSomething needs to change. Add one OKR objective (see Combined)
Chasing the number misses the point of the workPair metrics — quality with speed, reuse with quantity
So many metrics that nobody looksCut to 3 or fewer and demote the rest to reference
The number wobbles because people count differentlyWrite who counts, when and where in one line in the feed
Sources · Kaplan & Norton, The Balanced Scorecard (1992) · Strathern (1997) · Goodhart's law · Grove, High Output Management (1983)
Management by Objectives
With MBO, a lead (mentor, professor) and each member agree on goals through conversation, then review those commitments together at the end. It shines when roles are clear and what each person delivered must be recorded.
Question it answers
What has each person agreed to deliver?
Fits when
You agree on goals with a mentor and get reviewed, as in internships
Individual contribution is graded, as in classes and capstones
A team with stable roles sets half-year or yearly commitments
Check-in rhythm
Agree at the start, check once midway, review together at the end. For goals longer than a month, check in briefly monthly
In Perplz terms
Example · capstone helping local shops
PerplzIn this methodQuestion it answersExample
Project introOrganizational goalWhat must this team deliver this period?Help 5 local shops promote themselves online this semester
2–3 missionsTeam goal (agreed result)What did the team agree to deliver by the end?By semester end, all 5 shops open promo pages
Tasks under a missionIndividual goal (agreed commitment)What did I agree to deliver, to what standard, by when?Finish promo pages for 2 shops by end of Oct (Minji)
Steps and feed inside a taskMidpoint check & 1:1 notesHow far has the commitment come?Post the Oct 15 midpoint notes in the feed
Writing missions (team goals)
With MBO, a mission is a result the lead and team agreed on. One line holds what, to what standard, and by when.
✕BeforeTo-do
Support promotion
Nobody knows what counts as keeping the promise
○Try thisResult + deadline
By semester end, all 5 shops open promo pages
At the end, you review against the same standard
◎StretchResult + standard + deadline
5 pages live by term end, owners rate 4+
Agreeing on quality too keeps the review steady
“Try this” is enough. If the goal will be used in reviews, agree on a quality standard too.
Formula
[What] + [to what standard] + [by when]
It should be a sentence you set with your lead (mentor, professor). If you wrote it alone, align on it at the kickoff 1:1.
3-second check
Did you set it with your lead?
At the end, will you judge it by the same standard?
Can you deliver it within your role and authority?
Is there a midpoint check date?
1
Agreement, not instruction
Goals handed down from above don't become commitments. Members propose first, then align with the lead in conversation.
Drucker, The Practice of Management (1954)
2
Look at results and ways of working together
Agree on results like “submit the report” along with ways of working like “share a draft 2 days early”, and the review has more to talk about.
3
Put a midpoint check on the calendar
Goals set at the start go stale when conditions change. At least once midway, check together whether the goal still fits.
4
Give each goal a weight
With 3–5 individual goals, set weights that add up to 100%. Everyone then shares the same picture of which commitment matters most.
5
Agree on adjustment rules up front
If the goals feed reviews, decide at the start how to adjust when difficulty or outside conditions change. The more the leads paid attention and reviewed together, the stronger the effect.
Rodgers & Hunter (1991)
Writing tasks (individual goals)
With MBO, a task is an individual goal one person agreed to. The owner is the one who committed, with a deadline and a standard attached.
✕BeforeActivity
Make pages
Nobody knows what level by when keeps the promise
○Try thisResult + deadline
Finish promo pages for 2 shops by end of Oct
Check whether the result exists by the deadline
◎StretchResult + standard + deadline
Open 2 shop pages by Oct, with owner approval
An agreed quality bar makes the review clear
Formula
[What] + [how much or to what standard] + [by when]
If the deadline is over a month away, add a midpoint check to the task's steps. Note the weight in the task description or feed.
Marks of a good task
The result or standard shows as a number or condition
It has a deadline (midpoint check if over a month)
One owner — the person who committed
It was agreed with the lead
It's clear which team goal it adds to
1
Check that all individual goals cover the team goal
Line up everyone's commitments and check together whether any part of the team goal has no owner.
2
Don't review by achievement rate alone
Look only at rates and everyone picks easy goals. Review difficulty, outside conditions and ways of working together.
3
Reflect changed conditions by revising the goal
If conditions change mid-period, revise the goal and post why in the feed. The record is what makes the end-of-period review fair.
Rewrite it like this
✕BeforeMake pages
○Try thisFinish promo pages for 2 shops by end of Oct
✕BeforeReport
○Try thisWrite 3 report pages to the rubric by Nov 15
✕BeforeSales
○Try thisBook 10 new calls, send 5 proposals this quarter
✕BeforeTraining
○Try thisComplete 3 internal courses by end of Sept
✕BeforeClient care
○Try thisCheck in once a quarter with all 20 clients
✕BeforeProcess improvement
◎StretchCut weekly reporting from 2 hours to 1 by Nov
Breaking one mission into tasks
MissionBy semester end, all 5 shops open promo pages
PlannerSummarize interviews for all 5 shops by Oct
DesignerGet 1 page template approved by Nov 15
EngineerOpen 3 shop pages by end of Nov, owner-checked
WildcardFinish promo pages for 2 shops by end of Oct
For a project like
MBO shines when each person's commitment must be on record. Pick a similar situation and swap in your deadlines and standards.
Internships
Example · Startup marketing intern (8 weeks)
Mission
✕BeforeDo intern work
○Try thisIn 8 weeks, run 1 new channel on my own
✕BeforeCreate content
○Try thisPublish 8 brand pieces to the guide in 8 weeks
✕BeforeReport results
◎StretchMeet all 3 agreed goals by the final 1:1
Task
○Try thisGet a 1-page channel guide approved by week 2
○Try thisPost 1 piece of content weekly for 8 weeks
○Try thisApply 3 pieces of week-4 midpoint feedback
○Try thisReview a 1-page results summary in week 8
Class projects & capstones
Example · Capstone helping local shops
Mission
✕BeforeSupport promotion
○Try thisBy semester end, all 5 shops open promo pages
✕BeforePrepare the midterm
○Try thisShow 3 shop cases at the Oct 20 midterm
✕BeforeWrite the final report
◎StretchMeet all 8 rubric items in the report by Dec 10
Task
○Try thisFinish promo pages for 2 shops by end of Oct
○Try thisWrite 1 interview summary per shop, 5 by Oct 15
○Try thisDraft 2 report pages by end of Nov for review
○Try thisFinish 10 presentation slides by Dec 5
A company team (half-year)
Example · B2B sales team
Mission
✕BeforeGrow sales
○Try thisSign 10 new client companies in the first half
✕BeforeManage clients
○Try thisKeep 90% renewal in the first half
✕BeforeImprove efficiency
◎StretchHalve proposal-writing time by end of June
Task
○Try thisBook 15 new sales calls by end of March
○Try thisMeet each of 20 clients once a quarter
○Try thisBuild 3 proposal templates by end of April
○Try thisOffer renewals to all 12 due clients by June
Club officers (term)
Example · Dev club organizers, 1-year term
Mission
✕BeforeRun the club
○Try thisHold 20 regular meetups over the 1-year term
✕BeforeRecruit newcomers
○Try thisRecruit 15 new members by end of March
✕BeforePlan events
◎StretchHost 2 guest talks rated 4+ by December
Task
○Try thisPost 3 recruiting posters, get 30 applicants
○Try thisAnnounce 10 meetup dates in each term's week 1
○Try thisContact 5 speaker candidates by end of June
○Try thisLeave 1 handover document at term end
Bootcamp team assignments
Example · 4-week web dev bootcamp project
Mission
✕BeforeDo the team assignment
○Try thisAll 10 requirements built by week 4 Friday
✕BeforeReview code
○Try thisEvery member gets 1+ review on each PR
✕BeforePrepare the demo
◎StretchShow 3 core features smoothly in a 5-min demo
Task
○Try thisBuild 2 features, login and list, by week 2
○Try thisOpen 1+ PR a day and get it reviewed
○Try thisWrite 20 test cases by week 3
○Try thisRehearse the demo twice by week 4 Wednesday
Task examples by role
Under the same team goal, each role commits to different individual goals.
Planner
✕BeforePlanning work
○Try thisGet 1 service plan approved by end of Sept
✕BeforeMarket research
○Try thisDeliver a 5-competitor analysis by Oct 15
✕BeforeSchedule management
○Try thisClose all 3 project deadlines on time this quarter
✕BeforeMeeting upkeep
○Try thisShare meeting notes same day for 12 weeks
Designer
✕BeforeDesign work
○Try thisGet 5 main screens approved by end of Oct
✕BeforeDesign system
○Try thisDocument 20 components by November
✕BeforeBranding
○Try thisFinalize 1 logo and color guide by end of Sept
✕BeforeUsability work
○Try thisRun 2 usability tests, apply 5 fixes this quarter
Engineer
✕BeforeDev work
○Try thisShip payments by end of Oct with 0 errors
✕BeforeCode quality
○Try thisRaise test coverage from 60% to 80% this quarter
✕BeforeTech study
○Try thisEarn 1 cloud certification by November
✕BeforeIncident handling
○Try thisFile every incident report within 48 hours
Wildcard
✕BeforeMarketing
○Try thisGrow newsletter subscribers from 500 to 1,000
✕BeforeSales
○Try thisBook 10 new calls and close 3 deals this quarter
✕BeforeOps work
○Try thisSubmit 1 ops report by the 5th of each month
✕BeforeTraining
○Try thisMake 1 onboarding pack and train 2 new hires
Scoring
With MBO, rate each individual goal against its agreed standard, multiply by weight and add up. The team goal (mission) rate is set with the lead based on this total
Individual goal achievement = how much was delivered vs. the agreed standard
Total = sum of achievement × weight (weights add up to 100%)
Example · Minji's individual goals this semester
Promo pages for 2 shops (weight 50%)100%
5 interview summaries (weight 30%)80%
2 report pages drafted (weight 20%)50%
Total 80% → Partial
1
Using it in reviews? Agree on adjustments first
Reviews are what MBO is for. So agree at the start how to adjust when difficulty or outside conditions turn out different.
2
Review ways of working in conversation
Ways of working like “share a draft 2 days early” are reviewed together in the end-of-period 1:1, not as a number.
When it struggles
If you see thisTry this
Agreement turns into instructionMembers propose first, then align with the lead in conversation
Early goals don't keep up with changesRevise at the midpoint check and record why
Reviewed by rate alone, everyone writes easy goalsLook at difficulty, outside conditions and ways of working together
All individual goals together still leave gaps in the team goalWhen agreeing, put individual goals next to the team goal and look for gaps
Sources · Drucker, The Practice of Management (1954) · Rodgers & Hunter (1991), Journal of Applied Psychology
Using several methods together
Real teams often don't use just one method. Depending on size, field and purpose, they mix methods when keeping and changing both matter. Here are two combinations teams use a lot today, mapped onto Perplz fields.
Question it answers
How do we watch what to keep and what to change together?
Fits when
You must keep what runs while building something new, as after a launch
A 5–20 person team handles operations and improvement each quarter
A product team wants to gather scattered metrics into one customer value
Check-in rhythm
Record lines to hold weekly, check changes every two weeks, and review both together at quarter end
In Perplz terms
Example · plant watering app (3 months after launch)
PerplzIn this methodQuestion it answersExample
Project introPurpose · North StarWhat value matters most to customers?Grow weekly watering logs steadily
2–3 missionsChanges + a line to holdWhat changes this period, and which line must hold?Newcomers finish a log on day one · current users stay
Tasks under a missionKey results + upkeep metricsHow do we confirm the change, and how do we hold the line?Day-one log completion 30% → 60% · weekly churn ≤ 3%
Steps and feed inside a taskWeekly numbersWhat are both kinds of numbers this week?Log key results and upkeep metrics every Monday
Writing missions (changes and lines to hold)
In a combined setup, missions come in two kinds. Write 1–2 things to change like OKR objectives, and 1 line to hold like a bundle of KPIs.
✕BeforeMixed to-do
Run and improve the service
Keeping and changing are mixed in one field, so both blur
○Try thisA mission split into change or hold
Current users keep using it without friction
The line to hold stays visible while you change things
◎StretchA mission tied to the North Star
Newcomers log watering 3 times in week one
It shows which input moves the customer value
Missions to change follow the OKR tab; lines to hold follow the KPI tab.
Which mission a task sits under tells you which rules apply.
Marks of a good task
It has a number
On the due date it's clearly done or not done
One owner
1–2 weeks for changes, 2–4 weeks for lines to hold
It's clear whether it's a change or a line to hold
1
Split input metrics by breadth, depth, frequency, efficiency
How many people (breadth), how deeply (depth), how often (frequency) and how easily (efficiency) they use it — split this way, each teammate sees a number to own.
Amplitude, The North Star Playbook
2
Keep a fixed owner for lines to hold
An upkeep metric shows its wobble only when the same person brings it every week.
3
If a number can be gamed, pair it
“100 sign-ups” can be filled with ads. Pair it: “100 sign-ups, 50%+ logging in week one”.
Rewrite it like this
✕BeforeService ops
○Try thisKeep weekly churn at 3% or less for 4 weeks
✕BeforeOnboarding work
○Try thisRaise day-one log completion from 30% to 60%
DesignerCut the first-log screen from 3 steps to 1
EngineerHold 99%+ day-one alert delivery for 4 weeks
WildcardObserve 5 new users and note where they stall
For a project like
Combinations take different shapes. Pick a similar situation and split changes from lines to hold.
A launched app · OKR + KPI
Example · Plant watering app (3 months after launch)
Mission
✕BeforeRun and improve the app
○Try thisCurrent users keep using it without friction
✕BeforeImprove onboarding
○Try thisNewcomers finish a watering log on day one
✕BeforeImprove retention
◎StretchMore people still log watering after 2 weeks
Task
○Try thisKeep weekly churn at 3% or less for 4 weeks
○Try thisRaise day-one log completion from 30% to 60%
○Try thisHold 99%+ alert delivery for 4 weeks
○Try thisRaise week-2 return rate from 25% to 40%
A 5–20 person team · OKR + KPI
Example · 12-person B2B service team
Mission
✕BeforeManage revenue
○Try thisMonthly revenue and churn stay in normal range
✕BeforeLaunch in a new market
○Try thisClinics say no-shows have dropped
✕BeforeSupport customers
◎StretchCustomers who ask get an answer within a day
Task
○Try thisKeep monthly churn at 3% or less all quarter
○Try thisCut clinic no-show rate from 12% to 8%
○Try thisRaise clinics with alerts on from 20% to 70%
○Try thisAnswer 90% of inquiries within 24 hours
A product team · North Star + inputs
Example · Habit app (North Star: weekly logs)
Mission
✕BeforeGrow users
○Try thisNewcomers leave 3 logs in their first week
✕BeforeImprove features
○Try thisPeople who log open the app more often
✕BeforePromote the app
◎StretchInvited friends start logging too
Task
○Try thisGrow weekly logs from 2,000 to 3,000
○Try thisRaise 3-logs-in-week-one from 20% to 35%
○Try thisGrow weekly app opens from 2 to 4
○Try thisRaise invitee sign-up rate from 10% to 25%
Community ops + something new
Example · Dev community (adding a study track)
Mission
✕BeforeRun the community
○Try thisExisting members' weekly activity stays normal
✕BeforeLaunch a new program
○Try thisNewcomers ship a first result in the study track
✕BeforeGrow participation
◎StretchGraduates help run the next cohort
Task
○Try thisKeep 50+ weekly active members for 4 weeks
○Try thisRecruit 20 people for study track cohort 1
○Try this15 of 20 in cohort 1 post a first result
○Try thisInvite 5 graduates to organize cohort 2
Common combinations
OKR + KPI side by side · dashboard and steering wheel
What it is
KPIs are the dashboard: they tell you whether speed and fuel are normal. An OKR is the steering wheel: it decides where to turn this period. Keep 3 or fewer gauges and one wheel together.
Fits when
When keeping and changing both matter, as in a 5–20 person team or a launched service
In Perplz terms
Project intro — a one-line purpose
Missions — 1–2 changes (OKR objectives) + 1 line to hold (KPI bundle)
Tasks — key results under changes, upkeep metrics under the line
Example · 12-person B2B service team
MissionClinics say no-shows have dropped
MissionMonthly revenue and churn stay in normal range
TaskCut clinic no-show rate from 12% to 8%
TaskKeep monthly churn at 3% or less all quarter
North Star metric + input metrics
What it is
Name the core value your product gives customers as one metric (the North Star), and split the input metrics that move it across the team. Look at inputs as breadth (how many), depth (how deeply), frequency (how often) and efficiency (how easily).
Fits when
When a product team wants to gather scattered metrics into one customer value
In Perplz terms
Project intro — the North Star in one line
Missions — the state each input metric should reach
Tasks — each input metric's from → to
Example · habit app (North Star: weekly logs)
MissionNewcomers leave 3 logs in their first week
MissionPeople who log open the app more often
TaskRaise 3-logs-in-week-one from 20% to 35%
TaskGrow weekly app opens from 2 to 4
Amplitude, The North Star Playbook
Task examples by role
In a combined setup, one person often owns one change and one line to hold.
Planner
✕BeforeMetric tracking
○Try thisShare 5 KRs and upkeep metrics on 1 page weekly
✕BeforePrioritizing
○Try thisGet team sign-off on 2 changes and 3 lines
✕BeforeCustomer interviews
○Try thisInterview 5 churned users, find 3 causes
✕BeforeExperiment design
○Try thisRun 2 onboarding tests for 2 weeks each
Designer
✕BeforeOnboarding design
○Try thisCut the first-log screen from 3 steps to 1
✕BeforeDesign QA
○Try thisFix all 5 reported screen errors within 1 week
✕BeforeUsability testing
○Try thisTest with 5 new users, find 3 sticking points
✕BeforeDesign improvement
○Try thisCut signup drop-off from 40% to 25%
Engineer
✕BeforeServer ops
○Try thisKeep 99% of responses under 1 second, 4 weeks
✕BeforeFeature work
○Try thisShip invites and get 100 invites in 2 weeks
✕BeforeStability
○Try thisKeep crash-free users at 99.5%
✕BeforeData work
○Try thisConnect 4 input metrics to the North Star board
Wildcard
✕BeforeCommunity care
○Try thisReply to every new post within 24h, 4 weeks
✕BeforeMarketing
○Try thisRaise invitee sign-up rate from 10% to 20%
✕BeforeCS
○Try thisCut repeat-inquiry rate from 30% to 15%
✕BeforeContent
○Try thisAdd 3 first-week tip pieces inside the app
Scoring
In a combined setup, score each mission by its kind. Changes use average key-result progress like OKR; lines to hold use how well the range held, like KPI
Mission to change = average key-result progress (OKR tab)
Line to hold = share of periods each upkeep metric stayed in range, averaged (KPI tab)
Example · Current users keep using it without friction (line to hold)
Weeks with churn ≤ 3%, out of 475%
Weeks with alert delivery ≥ 99%, out of 4100%
Average 90% → Partial
1
Don't merge both kinds into one number
Score changes and lines to hold per mission. Average them together and a broken line hides behind a successful change.
2
The mix shifts over time
Weigh the line to hold more right after launch, and changes more in growth phases. Set next quarter's mix in the retro.
When it struggles
If you see thisTry this
Missions multiply and focus scattersCut to 1–2 changes and 1 line to hold
The line broke, but only changes get attentionBelow the alert line, find the cause first that week
The North Star is an outcome number like revenueSwitch to a metric that counts moments customers get value
Nobody owns the input metricsGive each input metric one owner
Sources · Amplitude, The North Star Playbook · Kaplan & Norton, The Balanced Scorecard (1992)
Whatever the method — check with SMART
SMART isn't a method; it's a way to check sentences. Whether you write OKR, KPI or MBO, hold your finished missions and tasks up to it once.
S
Specific · Specific
Instead of broad words like “run” or “improve”, can you see the target?
M
Measurable · Measurable
On the due date, is it clearly done or not done?
A
Assignable · Someone can own it
Can one person own it? It's often remembered as “Achievable”, but the original A is about who owns it
R
Realistic · Realistic
A bit hard, but within reach of your resources and time?
T
Time-related · Has a deadline
Is there a set end date?
Doran wrote that not every goal needs all five. Use it as a check, not a checklist.
Doran (1981), There's a S.M.A.R.T. way to write management's goals and objectives
If it's your first time — learning goals
Whatever the method, make unfamiliar work about what you learned and found, not a result number. Chasing numbers before you know the method makes you anxious and blocks learning.
MissionI can build screens in Flutter on my own
○Try thisBuild 1 Flutter tutorial app step by step
○Try thisBuild 3 of my own screens without a tutorial
MissionWe understand what keeps people watching
○Try thisFind 3 things 5 fast-growing channels share
○Try thisPost 2 videos applying those 3 things
MissionWe can explain contest criteria in our words
○Try thisRead 10 past winners, make a 1-page checklist
○Try thisCheck our plan with it and fix 3 gaps
Seijts & Latham (2005)
Along the way — a 10-minute weekly check
Goals stay alive when you look at them more often than you set them. Whatever the method, meet for 10 minutes on the same day each week.
2 min
Numbers
Say each task's current value, no explanations. In team projects, the leader updates mission achievement here
3 min
What we learned
One line each on something new from the past week — whether the numbers look good or bad
3 min
What's stuck
Say who could help with what, and pick the helper right there
2 min
Change anything?
If something below applies, change the mission or task and note why
OK to change when
○Try thisYou have evidence the direction was wrong
○Try thisConditions like timeline or team size changed
○Try thisYou learned a task's number doesn't really measure the mission
Don't change when
✕BeforeThe numbers aren't coming and an easier goal looks tempting
✕BeforeSomething more fun came along
✕BeforeIt's about one person's situation (change the owner instead)
When you change something, post one line in the feed about why. A goal that changes without a reason wasn't changed — it was abandoned.
Scoring achievement
In team project rooms, the leader can record each mission's achievement (0–200%, in 10% steps) at any time. When the project ends, those values pre-fill the final review. The math follows your team's method.
KPIActual vs. target, or share of periods kept in range
MBOSet with the lead, based on achievement × weight across individual goals
CombinedChanges like OKR, lines to hold like KPI — per mission
The “Reference: n/m tasks done” in the popover is the simplest starting point. If your tasks carry numbers, the method's own math is more accurate.
Bands
0–69%
Below
70–99%
Partial
100–129%
Met
130%+
Exceeded
1
Low numbers mid-project are normal
30% in week 3 may be right on plan even with a “Below” badge. Read the bands as of the end.
2
Decide first what the rate is for
OKR scores don't go straight into pay formulas; MBO feeds reviews, with adjustment rules agreed up front. Whatever the method, don't use it to rank people against each other.
Personal projects have a done check instead of a percentage. When the tasks are done, check the mission off, and post the current numbers in the feed at each weekly check.
Common mistakes
These show up whatever the method. How each method struggles is in its own tab.
If you see thisDo this
The mission is a feature name or a to-doRewrite it as what will be different, or the number you'll keep
A task is one word, like “Design” or “Study”Add a number for what and how much
A task takes a month with no midpoint checkSplit it, or add a midpoint check to its steps
The leader writes everyone's tasksLook at the mission together and each write your own
Nobody looks at it againPick a weekly 10-minute check day
A method that doesn't fit the team was copied as isPick again with the three questions in “Which method fits?”
Writing with AI
Task AI reads your mission sentence and suggests tasks and steps. Pick a method (OKR, KPI, MBO or Combined) in the AI window and it suggests by that method's rules.
Let AI organize and check; let the team decide what the goal is. The moment AI proposes a more polished goal, it stops being one the team chose.
A check prompt you can copy
Check the missions and tasks below against [our method: OKR, KPI or MBO].
1. Is each mission written, per our method, as a state to reach, a metric to keep or an agreed result — not a to-do?
2. Does each task have a number or standard, so its due date shows done or not done?
3. Does each task have one owner and a deadline?
4. Does each mission have 2–5 tasks?
5. Is it clear which mission each task leads to?
6. Is anything missing from SMART (specific, measurable, assignable, realistic, time-related)?
Mark each criterion pass or fail, and suggest one rewritten sentence for each fail.
Rewrites are only suggestions — don't change what the goal is.
[Paste your missions and tasks here]
FAQ
A mission is the goal your team reaches this period. A task is a result one person owns on the way there, with a number or standard, one owner and a due date.
It's less about which is better and more about timing. OKR fits when something needs to change, KPI when you're keeping work that already runs, and MBO when each person's commitments must be recorded. If you need more than one, mix them.
Yes. The Perplz tracker was designed in the OKR shape, but the same fields work as they are. With KPIs, a mission holds a metric and its target level, and tasks are the actions that hold it. With MBO, a mission holds the agreed team goal, and tasks are individual goals.
Two or three is enough. Make them stops on the way, in order, and make the first one checkable within two weeks. Give each mission two to five tasks.
Count outputs or checks: “Run 3 core features end to end in a demo”, “All 5 friend testers sign up on their own”. Once you have real users, go for from → to numbers.
In team project rooms, the leader can record each mission's achievement at any time. The math follows your method — average task progress for OKR, actual vs. target for KPI, achievement × weight for MBO. Low numbers mid-project are normal.
Yes, if you have evidence the direction was wrong or conditions like timeline or team size changed. Not because the numbers aren't coming. Post one line in the feed about why.
No. Achievement isn't a report card — it tells you what help comes next. 70% of a hard mission can be worth more than 100% of an easy one.
Ready to write your first mission?
Pick a method, and two or three missions with a few tasks are enough to start
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