Combining OKRs With SAFe PI Planning

In an earlier post (OKRs vs. PI Objectives in SAFe) we discussed how SAFe advises against using OKRs as PI Objectives in PI Planning. OKRs are a goal-setting framework and can play an effective role in PI pre-planning to define business objectives as an input to the PI Planning process. Used in this way, OKRs can strengthen the alignment between strategy and execution.

In this approach Key Results can be translated into items in the ART Backlog, and from there, can be mapped directly to PI Objectives.

OKR Planning Cycle Recap:

OKRs are a goal-setting framework used to drive alignment and measurable progress. A typical OKR cycle involves:

1. Set Objectives: Define 3–5 high-level objectives aligned with business strategy.
2. Define Key Results: Identify 2–5 measurable success criteria per objective to track success. 
3. Align & Cascade: Teams and individuals align their OKRs to the top-level objectives.
4. Execute & Track: During the cycle (usually quarterly), teams track and review progress
5. Reflect & Reset: At the end of the cycle, assess outcomes and reset for the next cycle.

Note: Key Results (KRs) can be delivered incrementally —such as one per quarter for a year-long Objective— this is both practical and strategically sound, especially when aligning OKRs with agile practices like quarterly PI Planning in SAFe. This enables focused execution, reflection, and adaptation every quarter/PI.

SAFe PI Planning Overview

In SAFe, Program Increment (PI) Planning is a cadence-based planning event that happens every 8–12 weeks (roughly quarterly). A more detailed description is provided here. At a high level, PI Planning comprises:

• Business Context & Vision: Presented by executives and product management
• Team Planning: Teams plan their iterations and identify risks
• PI Objectives: Teams provide business summaries of what they will deliver
• Confidence Vote: Teams vote to express confidence in the plan

Combining OKRs with SAFe PI Planning

The OKR and PI Planning cycles can be integrated as follows:

• Set Objectives: During PI pre-planning, SAFe Product Managers and Business Stakeholders define strategic objectives (OKRs) that guide PI Planning.
• Define Key Results: Key results are the measurable success criteria for each objective. These can be translated into measurable PI objectives.
• ART Backlog Creation: The ART Backlog represents everything needed (features and technology enablers) to implement the defined Objectives and Key Results. Translate the Key Results into ART Backlog items, such as Features that describe what work must be delivered to achieve that KR. Here’s is how they connect:

• PI Planning: Each team on an ART owns a specific subset of the ART Backlog. During PI Planning teams elaborate their ART Backlog items into stories, then estimate the stories and reconcile the estimates with their available capacities. This may result in adjusting the scope of requested features and associated PI Objectives that the team can deliver in the PI. Each team’s PI Objectives are business summaries of what they believe can actually be achieved. These should be expressed in the same language used for the KRs, but suitably refined to reflect the results of their planning. For example: Repeat Visitors PI Objective scaled back to 25% (vs. 50%) to reflect the scope of what can actually be delivered. Thus the high-level flow to get to PI Objectives is:

Objectives -> KRs -> ART Backlog (Features) -> PI Planning -> Scope Adjustments -> PI Objectives

• PI Execution/Tracking: As teams work to complete features throughout the PI, various governance events (ART Syncs) are used to track progress – feature completion charts, burnup charts and so on. Added to this should be a view of OKR completion based on objective evidence – Key Results act like measurable Acceptance Criteria for Objectives. An Objective has been achieved – i.e. is ‘Done’ when it’s KRs are done. Team progress rolls up to report on OKR progress. An RTE can create an aggregated view of Key Results achieved for the overall ART.

• Reflection/Inspect & Adapt: The PI System Demo and Inspect & Adapt event includes a demo of all objectives/KRs completed in the PI. Here is where completed objectives are scored by business stakeholders. The PI concludes with a PI retrospective and problem-solving (identify opportunities for improvement) workshop. Inspect & Adapt sessions should review progress on Key Results. Retrospectives can reflect on what helped or hindered progress.

Conclusion

The OKR Cycle can be integrated with the SAFe product delivery framework to provide strong alignment between strategy and execution. It is important to keep OKRs outcome-focused, not task oriented. Connecting ART Backlogs to OKRs is a great way to ensure organizational alignment around business priorities. OKRs should be referenced during PI Planning Kickoffs, and progress on KR completion should be tracked and reviewed at ART Syncs and other ART governance events.

With OKRs touching PI pre-planning, PI Planning, PI Execution and PI Inspect & Adapt/Reflection we are having a continuous discussion on strategy at all levels of the organization. This brings focus to what really matters, and helps delivery teams prioritize their work.

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