Correct. Breaking something into N tickets is one way of approaching OKRs.
It does not go against the spirit of OKRs. Reducing tech debt and making a metric out of the number if Jira tickets can work, and is a workable approach if there is business value from reducing tech debt. If you can align it to "reduce page load time", why would you not use it? Don't conflate business value with how you measure things. OKRs should align to business value. OKRs should be measurable. You can have things aligned to business value that are harder to measure. You can have measurable things which provide little business value.
There is no rule that says that you can not measure the number of tasks that get completed as part of an OKR. It's true that the smaller N gets the less sense it makes, and that N=1 is a binary goal. OKRs are better for larger N numbers, as those show progress better. Going from memory, "Measure What Matters", the OKR bible, has examples of OKRs where the goal
Nothing is stopping you from using OKRs for small N. But I have seen people come up with all sorts of excuses why "it won't work" so your milage may vary. My suggestion is always "try it fullheartedly before you knock it."
The generalization won't work once N is large, or is continuous, or does not make sense as separate Jira tickets. Luckily, it does not need to and you can track such metrics without the help of a ticketing system.
Examples that won't work as Jira tickets but can be good OKRs, if they align to a business goal:
- improve the Core Web Vitals cumulative layout shift (CLS) by 0.3 points. (can align to "reduce bounce rate" as CLS affects the perceived load time and quality)
- increase test coverage by 15% (can align to "reduce churn", if churn is caused by poor product quality, and test coverage can improve quality)
It does not go against the spirit of OKRs. Reducing tech debt and making a metric out of the number if Jira tickets can work, and is a workable approach if there is business value from reducing tech debt. If you can align it to "reduce page load time", why would you not use it? Don't conflate business value with how you measure things. OKRs should align to business value. OKRs should be measurable. You can have things aligned to business value that are harder to measure. You can have measurable things which provide little business value.
There is no rule that says that you can not measure the number of tasks that get completed as part of an OKR. It's true that the smaller N gets the less sense it makes, and that N=1 is a binary goal. OKRs are better for larger N numbers, as those show progress better. Going from memory, "Measure What Matters", the OKR bible, has examples of OKRs where the goal
Nothing is stopping you from using OKRs for small N. But I have seen people come up with all sorts of excuses why "it won't work" so your milage may vary. My suggestion is always "try it fullheartedly before you knock it."
The generalization won't work once N is large, or is continuous, or does not make sense as separate Jira tickets. Luckily, it does not need to and you can track such metrics without the help of a ticketing system.
Examples that won't work as Jira tickets but can be good OKRs, if they align to a business goal:
- improve the Core Web Vitals cumulative layout shift (CLS) by 0.3 points. (can align to "reduce bounce rate" as CLS affects the perceived load time and quality)
- increase test coverage by 15% (can align to "reduce churn", if churn is caused by poor product quality, and test coverage can improve quality)