Engineering OKR Examples

Page Highlights

  • Important introductory notes for Engineering
  • Engineering processes and KPIs that helps shape finance team OKRs
  • Engineering OKR examples to inspire you

Engineering teams build the products that solve customer problems, deliver a great customer experience and ultimately a competitive advantage. These are also the products marketing and sales sell, customer teams support, and investors want to invest in. 

So building the products and features that matter, at speed is foundational to success, and OKRs for Engineering teams are what can direct those efforts. OKRs are not trying to replicate your roadmap or be how you manage your sprints and epics. Your OKRs are how you will describe the end-state you’re trying to achieve and how you will measure success.

The strategic pillars of engineering teams are often geared around development velocity, code / product quality and release frequency. Put simply, you want to create the features that customers want, they need to work as planned, and the business and the customers want them shipped ASAP and frequently.

How you structure your teams, how you engineer your products, how you manage your engineering teams, are using and optimizing systems, processes, tools and frameworks. How you know you’re running a healthy product and department is using KPIs or Heath Metrics. These metrics can be customer centric like speed, usage frequency, feature usage, and retention. They can be measures of quality like issues and critical bug counts and code coverage. And of course they can be measures of efficiency like story-points.

Here you will find some Engineering OKR examples that help ensure you focus on optimizing your teams output. 

Engineering OKR Examples


OBJECTIVE – Achieve Product Market Fit in Q3
KEY RESULT 1 – Achieve 100K Weekly Active Users
KEY RESULT 2 – App Store Reviews are 4 or more
KEY RESULT 3 – 25% of new customers are referred by existing customers

INITIATIVE: Launch Features X by [DATE]
INITIATIVE: Launch Features Y by [DATE]
INITIATIVE: Launch Referral Features & Nudges by [DATE]


OBJECTIVE – Convert Trials To Customers – Q3
KEY RESULT 1 – Increase Trial – Paid Sign-up Conversion from 3% to 10%

INITIATIVE: Launch New On-boarding Workflows by [DATE]
INITIATIVE: Launch Features X by [DATE]
INITIATIVE: Launch New Pricing / Billing Plans by [DATE]


OBJECTIVE – Automated Product System Releases –  Q3
KEY RESULT 1 – Releases take under ten minutes and needs no humans to intervene 

INITIATIVE: Review Deployment Pipeline Process & Make Recommendations by [DATE]
INITIATIVE: Automate Testing to ensure code changes haven’t broken the app. by [DATE]


OBJECTIVE – Support rarely get asked ‘how questions’ and customers are sticking with us –  Q3
KEY RESULT 1 – ‘How do you’ support requests are reduced to zero in a quarter from 134
KEY RESULT 2 – The 3 actions we need new customers to do are being done with 24 hours of sign-up by 90%
KEY RESULT 3 – WAU has increased from 135K to 250K

INITIATIVE: User Testing Lab Completed + Recommendations by [DATE]
INITIATIVE: New on-boarding workflows designed and built by [DATE]
INITIATIVE: Product Analytics updated by [DATE]


OBJECTIVE – We write great code first so we need to fix less later
KEY RESULT 1 – Reduce the number of Customer Reported Bugs to 10 this Quarter
KEY RESULT 2 – Reduce time to fix critical bugs in production from 2.5 Days to 0.5 Days


OBJECTIVE – Quality code by design – Q2
KEY RESULT 1 – Improve Test Code Coverage to 80%
KEY RESULT 2 – Code reviews happen 90% of the time


OBJECTIVE – Scaling Engineering fast to support product needs – Q2
KEY RESULT 1 – Increase total front-end hours available by 20% this Quarter
KEY RESULT 2 – Increase total back-end hours available by 40% this Quarter

INITIATIVE: Off-shore team operational by [DATE]
INITIATIVE: 3 target hires up and running by [DATE]

OBJECTIVE – Continuously develop Engineering talent so we build great products – Q2
KEY RESULT 1 – All engineers to propose, agree and complete 1 weeks education this Quarter

INITIATIVE: Post training survey created to ensure value is being delivered by [DATE]


OBJECTIVE – API satisfaction levels are high – Q2
KEY RESULT 1 – Survey 50 API users for feedback and satisfaction score
KEY RESULT 2 – API satisfaction score in over 80%


OBJECTIVE – Lower levels of technical debt – Q2
KEY RESULT 1 – Our technical debt ratio is under 5%


Want to see a full OKR cascade, from Strategy to Departments and team OKRs?

OKR For Engineering Conclusion

ZOKRI has worked alongside industry experts to create intuitive OKR software that provides Engineering teams with the tools and features to make OKR embedding and adoption easy in your company.

With ZOKRI, teams can measure, share and work on what matters, & improve performance quickly. A ZOKRI account ensures everyone knows and feels that they really matter.

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Matt Roberts - ZOKRI

Matt Roberts

Project Principle

Ian Harvey

Ian Harvey

Project Principle


Matt Roberts

Project Principle

Matt is the founder of ZOKRI and author of the book Force Multipliers. His career started in media planning, advertising and digital marketing. He founded his first VC backed technology company in 2009, exiting in 2016.

Having held positions like Chief Strategy Officer, and Chief Product Officer, in addition to various sales and marketing roles, Matt has a rare combination of perspectives and skills. He can seamlessly transitions between leadership conversations to being in the trenches with sales, marketing, customer service, data and HR teams.


Customer comment on Matt’s energy and passion, not just his know-how. In workshops this is an important and welcomed attribute, passion is infectious.

A guiding principle Matt lives by is ‘rapid value delivery’, and together with the team, many of the frameworks and tools used are geared towards this goal. Part of the rapid value delivery philosophy is to leverage what you know already as much as possible.

To enable this, Matt and the team will want to absorb and build on what you know and make positive changes, blending short-term opportunity with longer-term strategic advantage.

Ian Harvey

Project Principle

Ian is a Strategy and OKR thought leader with over 30 years of experience, helping organizations ranging from world leaders to ambitious startups and scale-ups.

His unique professional journey spans roles as a strategist, software engineering leader, product manager and a co-founder. This multidisciplinary background equips him with a comprehensive perspective, making him a valuable consultant capable of quickly identifying capabilities that hold an organization back.


In the last four years, Ian has focused on collaborating with C-suite executives of startups and scale-ups, aiding them in articulating their strategic vision and bringing it to life through effective OKR frameworks. His work has led to enhanced strategic clarity and execution for these organizations. He’s also helped enterprise-sized companies like Elsevier succeed with OKRs so gets the requirements of larger corporates. 

“Recognised  OKR leaders with deep expertise and our trusted OKR Advisers. They helped the Leadership Team be outcomes-driven and reduced the number of OKRs to three-driving real focus.”

James Linton, ZEGO. Head of Strategic Operations

“Pragmatic, hands-on, flexible, and business-orientated experts who can apply OKR principles in a practical way to any organization. 

Our company had over 800 OKRs and a range of complex personalities—we needed to embed them to help in a practical way, not to teach us the theory. The approach of building relationships and managing stakeholders carefully paid off through a much stronger alignment across the business.”

James Tunstall, CPO

Ian champions the philosophy that continuous learning is the cornerstone of continuous improvement. By leveraging his expertise in product management, he assists organizations in engaging more deeply with their customers, powering strategic and tactical insights.

This approach not only aligns with his belief in the transformative power of learning but also ensures organizations are primed for sustained success.