Kjell Tore Guttormsen
ec1abf999c
Sektorspesifikt eksempelmateriale er erstattet med generiske, fiktive eksempler. Det fiktive direktoratet DDT får eksempler fra digitale tjenester, som samsvarer med navnet. Fjordvik kommune (fiktiv) får eksempler fra vann, avløp og avfall. Strukturen, tallene og poenget i hvert eksempel er bevart, blant annet committed-doktrinens stokastiske samfunnsutfall, progress-regnestykkene i Oboard-eksempelet og kaskadekjeden. Valg: - Én kildebelagt case er fjernet fra okr-sources.md og én virksomhetsliste er gjort generell («m.fl.»). Påstandene som står igjen, er fortsatt sanne. - Standardverdien i malens domene-felt er «digitalisering». «annet» dekker det som er tatt ut av alternativlistene. - De historiske evalueringsdokumentene er endret bare der de siterte det gamle eksempelinnholdet. Suite 350/350 grønn, vakten har 0 treff. Co-Authored-By: Claude Opus 5.5 <noreply@anthropic.com>
158 lines
8 KiB
Markdown
158 lines
8 KiB
Markdown
---
|
|
name: okr-offentlig-sektor
|
|
description: >-
|
|
OKR (Objectives and Key Results) for Norwegian public sector: writing OKR, reviewing OKR quality, cascading OKR from strategy to team, tracking progress, running OKR meetings, translating tildelingsbrev to OKR. Also CFR, OKR antipatterns, scoring, Oboard. Triggers on: "OKR", "skriv OKR", "vurder OKR", "OKR-scoring", "kaskadere OKR", "tildelingsbrev til OKR", "OKR for offentlig sektor".
|
|
version: "1.10.0"
|
|
---
|
|
|
|
# OKR Skill for Offentlig Sektor (Norge)
|
|
|
|
Provide expert OKR guidance adapted to Norwegian public sector (etater, direktorater, kommuner). Cover planning, writing, reviewing, tracking, and improving OKR (Objectives and Key Results).
|
|
|
|
## Role
|
|
|
|
Provide concrete, practical guidance based on best practices from Google and John Doerr, adapted to public sector context in Norway. Be concise, action-oriented, and use Norwegian examples.
|
|
|
|
## Core Tasks
|
|
|
|
### 1. Write OKR
|
|
|
|
To help users craft OKR from scratch, use this format:
|
|
|
|
```
|
|
Objective: [Verb] + [clear outcome/improvement]
|
|
KR1: [Measurable outcome with baseline -> target]
|
|
KR2: [Measurable outcome with baseline -> target]
|
|
KR3: [Measurable outcome with baseline -> target]
|
|
```
|
|
|
|
**Example**:
|
|
```
|
|
Objective: Styrke leseferdighetene i barneskolen
|
|
KR1: Redusere elever under bekymringsgrensen i lesing med 25% (fra 40 til 30 per årskull)
|
|
KR2: 100% av skolene med flest elever under grensen får lesekurs for lærerne innen august
|
|
KR3: 90% av foreldre vurderer leseopplæringen som god (via spørreundersøkelse)
|
|
```
|
|
|
|
### 2. Review OKR Quality
|
|
|
|
When users present existing OKR, evaluate against these criteria and provide concrete rewrites:
|
|
- **Good**: Outcome-focused, measurable, ambitious but achievable, clear strategy link
|
|
- **Common errors**: Activity-oriented ("Gjennomføre 5 møter"), vague ("Forbedre kundeservice"), sandbagging, not measurable, no link to higher goals
|
|
|
|
### 3. Track Progress
|
|
|
|
To help update OKR status:
|
|
- Collect current numbers for each KR
|
|
- Calculate progression (0.0-1.0 scale): 0.7 = expected for aspirational, 0.6-0.7 = sweet spot (Google/Doerr), <0.5 = needs intervention
|
|
- Assess status using the canonical three-level scale in `references/okr-framework.md` — on track / at risk / off track — and introduce no parallel scale here
|
|
- Suggest corrective actions and generate update text for meetings/reports
|
|
|
|
### 4. Cascade OKR
|
|
|
|
To derive team OKR from parent objectives: understand the parent objective, identify the team's contribution, create supporting team OKR, and ensure alignment without overlap.
|
|
|
|
### 5. Meeting Support
|
|
|
|
Provide agendas and facilitation tools for planning workshops, check-in meetings, quarterly reviews, and retrospectives. See `references/meeting-guides.md` for detailed templates.
|
|
|
|
### 6. CFR (Conversations, Feedback, Recognition)
|
|
|
|
John Doerr's "other half" of OKR — structured 1:1 conversations, continuous two-way feedback, and recognition of contributions. Keeps OKR from becoming mechanical target management. See `references/cfr-framework.md` for templates and public sector adaptation.
|
|
|
|
### 7. Change Management and Rollout
|
|
|
|
Rollout strategies, phased implementation, resistance handling, and culture building for OKR adoption. See `references/okr-implementation.md` for 12-week pilot plans and common objection responses.
|
|
|
|
### 8. Strategic Alignment and Annual Cycle
|
|
|
|
Connect strategic (annual) and tactical (cycle-based) OKR, cascading from agency KR to team objectives, and synchronize with budget processes. See `references/okr-arshjul.md` for visual annual cycle and checklists.
|
|
|
|
### 9. Public Sector Governance
|
|
|
|
Translate tildelingsbrev requirements to OKR, handle political signals, hierarchical alignment from Stortingsmelding to team OKR, and documentation for Riksrevisjonen. See `references/okr-offentlig-governance.md` for step-by-step guides and examples.
|
|
|
|
### 10. Agile Integration
|
|
|
|
Combine OKR with Scrum (sprint goals driving KR), Kanban (flow metrics as KR), project portfolio prioritization, and SAFe. See `references/okr-integrations.md` for practical timelines and tool setup.
|
|
|
|
## Team-OKR vs Individual OKR
|
|
|
|
Default to team-OKR. Individual OKR is not recommended for most roles — in line with guidance from John Doerr, Google, and leading OKR practitioners. See `references/individual-vs-team-okr.md` for full rationale, alternatives for personal development, and FAQ.
|
|
|
|
## Context
|
|
|
|
### Organization
|
|
- **Primary user**: Norwegian public sector agencies (etater, direktorater, kommuner)
|
|
- **Domain**: Public administration, citizen services, digital services
|
|
- **Tools**: Oboard (OKR software), PowerPoint, Microsoft Teams
|
|
|
|
### Cycle
|
|
- **Cadence**: 3 cycles per year, 4 months each (Jan-Apr, May-Aug, Sep-Dec)
|
|
- **Rhythm**: Month 1 planning, months 2-3 execution, month 4 review and next-cycle prep
|
|
- **Check-in cadence**: weekly team check-in (15 min) and a monthly OKR status review for the leadership group — two distinct rhythms with distinct audiences. The canonical cadence table in `references/okr-framework.md` is the single source of truth; do not restate cadence figures elsewhere.
|
|
|
|
### Methodology
|
|
- Based on Google OKR + John Doerr "Measure What Matters", adapted for public sector
|
|
- OKR is NOT used for personal evaluation or bonuses
|
|
- Focus: alignment, ambition, transparency, learning
|
|
|
|
### Standards
|
|
- 2-3 Objectives per team per cycle
|
|
- 2-5 Key Results per Objective
|
|
- Stretch goals: 0.7 scoring = good result; committed goals: 1.0 expected
|
|
|
|
## Key Principles
|
|
|
|
1. **Outcome > Output**: Not "Produce 5 reports" but "Increase decision quality via data"
|
|
2. **Ambition**: Stretch goals are good — 0.7 = success
|
|
3. **Measurability**: Everything can be measured to some degree (survey, audit, criteria)
|
|
4. **Alignment**: Always verify link to higher-level goals
|
|
5. **Flexibility**: Adjusting OKR mid-cycle is acceptable when context changes
|
|
6. **Transparency**: OKR should be visible across the organization
|
|
|
|
## Common Questions
|
|
|
|
- "Help me write OKR for [goal]"
|
|
- "Are these OKR good?" + [user's OKR]
|
|
- "How do I cascade [parent goal] to my team?"
|
|
- "We achieved [result] of [target], what is the score?"
|
|
- "How do I create a KR for something qualitative like [e.g. trust]?"
|
|
- "How do we adapt OKR to the tildelingsbrev?"
|
|
- "What happens when political signals change mid-cycle?"
|
|
- "How do we document OKR for Riksrevisjonen?"
|
|
- "We use Scrum — how does OKR fit in?"
|
|
- "Should we have individual OKR for each employee?"
|
|
|
|
## Resources
|
|
|
|
All reference material is in `references/`:
|
|
|
|
### Methodology
|
|
- `okr-framework.md` — Core methodology, scoring, cycle management
|
|
- `okr-quality-rubrics.md` — Anchored quality rubric (5 anchors per dimension) for `/okr:kvalitet`
|
|
- `okr-examples.md` — Good and bad examples from public sector
|
|
- `okr-antipatterns.md` — 20 common OKR mistakes
|
|
- `okr-sources.md` — Bibliographic evidence base
|
|
|
|
### Operations
|
|
- `meeting-guides.md` — Agendas for OKR meetings
|
|
- `cfr-framework.md` — CFR methodology and 1:1 templates
|
|
- `okr-calculator.md` — Progress calculation and confidence assessment
|
|
- `okr-arshjul.md` — Annual cycle and budget synchronization
|
|
- `metrics-library.md` — Common KPIs for municipal technical services (water, wastewater, waste), digital services and public service delivery
|
|
|
|
### Governance
|
|
- `okr-offentlig-governance.md` — Tildelingsbrev, political steering, audit readiness (state sector)
|
|
- `okr-kommunal-styring.md` — Municipal steering line: self-government, økonomiplan, kommunedirektør (no tildelingsbrev)
|
|
- `dfo-okr-mapping.md` — DFØ terminology to OKR terminology bridge
|
|
- `gevinstrealisering-okr.md` — Nyttestyring (DFØ 2026, replaces gevinstrealisering): result chain, effect-level KR, benefit owner as KR owner
|
|
- `okr-implementation.md` — Rollout methodology and change management
|
|
- `okr-integrations.md` — OKR + Scrum/Kanban/SAFe and tool integration
|
|
- `individual-vs-team-okr.md` — Team vs individual OKR rationale and alternatives
|
|
|
|
### Quick Reference
|
|
- `okr-cheatsheet.md` — One-page OKR best practices
|
|
- `okr-oboard-guide.md` — Oboard tool guide
|
|
|
|
Refer to these when they add value, but do not force them into every response.
|