{"id":220576,"date":"2026-03-09T18:54:18","date_gmt":"2026-03-09T17:54:18","guid":{"rendered":"https:\/\/caroli.org\/en\/?p=220576"},"modified":"2026-03-09T18:54:47","modified_gmt":"2026-03-09T17:54:47","slug":"pqp-strategy-okr","status":"publish","type":"post","link":"https:\/\/caroli.org\/en\/pqp-strategy-okr\/","title":{"rendered":"PQP Strategy: Using OKRs in Project-Driven Organizations"},"content":{"rendered":"<p data-start=\"376\" data-end=\"477\"><strong data-start=\"376\" data-end=\"477\">PQP Strategy is a pragmatic way to use OKRs in organizations that are heavily driven by projects.<\/strong><\/p><div id=\"ez-toc-container\" class=\"ez-toc-v2_0_88 counter-hierarchy ez-toc-counter ez-toc-grey ez-toc-container-direction\">\n<div class=\"ez-toc-title-container\">\n<p class=\"ez-toc-title\" style=\"cursor:inherit\">Sum\u00e1rio<\/p>\n<span class=\"ez-toc-title-toggle\"><a href=\"#\" class=\"ez-toc-pull-right ez-toc-btn ez-toc-btn-xs ez-toc-btn-default ez-toc-toggle\" aria-label=\"Toggle Table of Content\"><span class=\"ez-toc-js-icon-con\"><span class=\"\"><span class=\"eztoc-hide\" style=\"display:none;\">Toggle<\/span><span class=\"ez-toc-icon-toggle-span\"><svg style=\"fill: #999;color:#999\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"list-377408\" width=\"20px\" height=\"20px\" viewBox=\"0 0 24 24\" fill=\"none\"><path d=\"M6 6H4v2h2V6zm14 0H8v2h12V6zM4 11h2v2H4v-2zm16 0H8v2h12v-2zM4 16h2v2H4v-2zm16 0H8v2h12v-2z\" fill=\"currentColor\"><\/path><\/svg><svg style=\"fill: #999;color:#999\" class=\"arrow-unsorted-368013\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"10px\" height=\"10px\" viewBox=\"0 0 24 24\" version=\"1.2\" baseProfile=\"tiny\"><path d=\"M18.2 9.3l-6.2-6.3-6.2 6.3c-.2.2-.3.4-.3.7s.1.5.3.7c.2.2.4.3.7.3h11c.3 0 .5-.1.7-.3.2-.2.3-.5.3-.7s-.1-.5-.3-.7zM5.8 14.7l6.2 6.3 6.2-6.3c.2-.2.3-.5.3-.7s-.1-.5-.3-.7c-.2-.2-.4-.3-.7-.3h-11c-.3 0-.5.1-.7.3-.2.2-.3.5-.3.7s.1.5.3.7z\"\/><\/svg><\/span><\/span><\/span><\/a><\/span><\/div>\n<nav><ul class='ez-toc-list ez-toc-list-level-1 ' ><li class='ez-toc-page-1 ez-toc-heading-level-1'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/caroli.org\/en\/pqp-strategy-okr\/#Why_I_wrote_this_article\" >Why I wrote this article<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-1'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/caroli.org\/en\/pqp-strategy-okr\/#The_real_tension_OKRs_in_project-driven_organizations\" >The real tension: OKRs in project-driven organizations<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-1'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/caroli.org\/en\/pqp-strategy-okr\/#Accepting_reality_projects_exist_and_thats_fine\" >Accepting reality: projects exist (and that\u2019s fine)<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-1'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/caroli.org\/en\/pqp-strategy-okr\/#Project_Quarter_the_trick_that_changes_the_game\" >Project Quarter: the trick that changes the game<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-1'><a class=\"ez-toc-link ez-toc-heading-5\" href=\"https:\/\/caroli.org\/en\/pqp-strategy-okr\/#An_example_to_make_this_more_concrete\" >An example to make this more concrete<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-6\" href=\"https:\/\/caroli.org\/en\/pqp-strategy-okr\/#Objective\" >Objective<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-7\" href=\"https:\/\/caroli.org\/en\/pqp-strategy-okr\/#Key_Results\" >Key Results<\/a><\/li><\/ul><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-1'><a class=\"ez-toc-link ez-toc-heading-8\" href=\"https:\/\/caroli.org\/en\/pqp-strategy-okr\/#People_before_the_objective\" >People before the objective<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-1'><a class=\"ez-toc-link ez-toc-heading-9\" href=\"https:\/\/caroli.org\/en\/pqp-strategy-okr\/#What_changes_in_practice_and_what_doesnt\" >What changes in practice (and what doesn\u2019t)<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-1'><a class=\"ez-toc-link ez-toc-heading-10\" href=\"https:\/\/caroli.org\/en\/pqp-strategy-okr\/#Why_PQP_Strategy_works\" >Why PQP Strategy works<\/a><\/li><\/ul><\/nav><\/div>\n\n<p data-start=\"479\" data-end=\"569\">OKRs have become a widely known practice. Books, courses, and case studies are everywhere.<\/p>\n<p data-start=\"571\" data-end=\"682\">Still, when we move from theory to the day-to-day reality of large organizations, one question keeps coming up:<\/p>\n<p data-start=\"684\" data-end=\"776\"><strong data-start=\"684\" data-end=\"776\">How do you use OKRs in an environment where everything already revolves around projects?<\/strong><\/p>\n<p data-start=\"778\" data-end=\"1042\">This article is not about replacing projects with OKRs, nor about introducing yet another framework.<br data-start=\"878\" data-end=\"881\" \/>It\u2019s about dealing with reality as it is \u2014 and finding a more honest and effective way to connect strategy, execution, and teams in project-driven organizations.<\/p>\n<p data-start=\"778\" data-end=\"1042\"><\/p>\n<h1 data-section-id=\"1rd7e9c\" data-start=\"1049\" data-end=\"1075\"><span class=\"ez-toc-section\" id=\"Why_I_wrote_this_article\"><\/span>Why I wrote this article<span class=\"ez-toc-section-end\"><\/span><\/h1>\n<p data-start=\"1077\" data-end=\"1150\">I wrote a book about OKRs, <a href=\"https:\/\/caroli.org\/en\/livro\/team-okr\/\">Team OKR in Action<\/a>.<br data-start=\"1103\" data-end=\"1106\" \/>But this story started long before the book.<\/p>\n<p data-start=\"1152\" data-end=\"1529\">My first contact with OKRs was in 2008 at Google, when I was still living in Silicon Valley. Starting in 2013, I began using OKRs more frequently. By 2019, already living in Spain, I was facilitating strategic workshops with senior leadership, almost always using OKRs as a tool for strategic alignment \u2014 usually derived from the highest-level OKRs defined by the organization.<\/p>\n<p data-start=\"1531\" data-end=\"1610\">Up to that point, nothing too different from what many people have experienced.<\/p>\n<p data-start=\"1612\" data-end=\"1656\">The most significant shift happened in 2022.<\/p>\n<p data-start=\"1658\" data-end=\"1811\">That was when I decided to invest less energy in strategic OKRs and much more focus on <strong data-start=\"1745\" data-end=\"1762\">tactical OKRs<\/strong>, especially those written and executed by teams.<\/p>\n<p data-start=\"1813\" data-end=\"1849\">What I started calling <strong data-start=\"1836\" data-end=\"1848\">Team OKR<\/strong>.<\/p>\n<p data-start=\"1851\" data-end=\"2016\">In this approach, the protagonism is not in leadership defining everything, but in the team taking real responsibility for an objective and the outcomes that matter.<\/p>\n<p data-start=\"2018\" data-end=\"2097\">That shift eventually led me to write the book <strong data-start=\"2065\" data-end=\"2077\">Team OKR<\/strong>, published in 2025.<\/p>\n<p data-start=\"2099\" data-end=\"2336\">But more important than the book itself was what I started noticing during that process. I worked with many different organizations \u2014 from different countries, industries, and sizes \u2014 and I began to see the same pattern repeating itself.<\/p>\n<p data-start=\"2338\" data-end=\"2432\">Large organizations. Structured. Well-intentioned.<br data-start=\"2388\" data-end=\"2391\" \/>Trying to implement OKRs \u201cthe right way.\u201d<\/p>\n<p data-start=\"2434\" data-end=\"2482\">And at the same time, deeply <strong data-start=\"2463\" data-end=\"2481\">project-driven<\/strong>.<\/p>\n<p data-start=\"2484\" data-end=\"2614\">Projects already approved.<br data-start=\"2510\" data-end=\"2513\" \/>Projects with defined budgets.<br data-start=\"2543\" data-end=\"2546\" \/>Projects with named sponsors.<br data-start=\"2575\" data-end=\"2578\" \/>Projects that span several quarters.<\/p>\n<p data-start=\"2616\" data-end=\"2677\">And then comes the attempt to fit OKRs into this environment.<\/p>\n<p data-start=\"2679\" data-end=\"2731\">That tension is exactly what motivated this article.<\/p>\n<h1 data-section-id=\"ygn4vf\" data-start=\"2738\" data-end=\"2794\"><span class=\"ez-toc-section\" id=\"The_real_tension_OKRs_in_project-driven_organizations\"><\/span>The real tension: OKRs in project-driven organizations<span class=\"ez-toc-section-end\"><\/span><\/h1>\n<p data-start=\"2796\" data-end=\"2831\">In theory, everything seems simple.<\/p>\n<p data-start=\"2833\" data-end=\"2966\">The company defines its strategy.<br data-start=\"2866\" data-end=\"2869\" \/>Then strategic OKRs are defined.<br data-start=\"2901\" data-end=\"2904\" \/>Then tactical OKRs are cascaded.<br data-start=\"2936\" data-end=\"2939\" \/>And finally, teams execute.<\/p>\n<p data-start=\"2968\" data-end=\"3044\">The problem is that, in practice, teams are not asked to execute objectives.<\/p>\n<p data-start=\"3046\" data-end=\"3085\">They are asked to execute <strong data-start=\"3072\" data-end=\"3084\">projects<\/strong>.<\/p>\n<p data-start=\"3087\" data-end=\"3124\">And that\u2019s where the collapse begins.<\/p>\n<blockquote>\n<p data-start=\"3126\" data-end=\"3194\">Executing a project is not the same thing as achieving an objective.<\/p>\n<\/blockquote>\n<p data-start=\"3196\" data-end=\"3265\">Projects speak the language of <strong data-start=\"3227\" data-end=\"3264\">scope, deliverables, and planning<\/strong>.<\/p>\n<p data-start=\"3267\" data-end=\"3335\">Objectives speak the language of <strong data-start=\"3300\" data-end=\"3334\">impact, learning, and outcomes<\/strong>.<\/p>\n<p data-start=\"3337\" data-end=\"3415\">In many organizations I work with, the dominant logic is not objective-driven.<\/p>\n<p data-start=\"3417\" data-end=\"3450\">It is clearly <strong data-start=\"3431\" data-end=\"3449\">project-driven<\/strong>.<\/p>\n<p data-start=\"3452\" data-end=\"3634\">Planning happens through projects \u2014 sometimes called initiatives or programs, depending on the organization, but in this article I\u2019ll use \u201cprojects,\u201d since it\u2019s the most common term.<\/p>\n<p data-start=\"3636\" data-end=\"3774\">Budget allocation happens through projects.<br data-start=\"3679\" data-end=\"3682\" \/>Governance happens through projects.<br data-start=\"3718\" data-end=\"3721\" \/>Committees approve projects.<br data-start=\"3749\" data-end=\"3752\" \/>Sponsors own projects.<\/p>\n<p data-start=\"3776\" data-end=\"3879\">By the time the year starts \u2014 or when strategic planning ends \u2014 the projects have already been decided.<\/p>\n<p data-start=\"3881\" data-end=\"3958\">That\u2019s when tactical OKRs, usually at the team level, enter the conversation.<\/p>\n<p data-start=\"3960\" data-end=\"4007\">And often they enter in a slightly awkward way.<\/p>\n<p data-start=\"4009\" data-end=\"4054\">The project already exists, but someone asks:<\/p>\n<p data-start=\"4056\" data-end=\"4095\"><strong data-start=\"4056\" data-end=\"4095\">\u201cWhat is the OKR for this project?\u201d<\/strong><\/p>\n<p data-start=\"4097\" data-end=\"4106\">Or worse:<\/p>\n<p data-start=\"4108\" data-end=\"4155\"><strong data-start=\"4108\" data-end=\"4155\">\u201cHow do we fit this project into the OKRs?\u201d<\/strong><\/p>\n<p data-start=\"4157\" data-end=\"4212\">From that moment, the classic symptoms begin to appear:<\/p>\n<ul>\n<li data-start=\"4214\" data-end=\"4405\">Key Results become renamed milestones<\/li>\n<li data-start=\"4214\" data-end=\"4405\">Objectives describe phases or deliverables instead of outcomes<\/li>\n<li data-start=\"4214\" data-end=\"4405\">Teams \u201cinherit\u201d OKRs they didn\u2019t write<\/li>\n<li data-start=\"4214\" data-end=\"4405\">Autonomy becomes rhetoric instead of practice<\/li>\n<\/ul>\n<p data-start=\"4407\" data-end=\"4457\">And when you look closely, no one is really wrong.<\/p>\n<p data-start=\"4459\" data-end=\"4523\">The problem is not lack of willingness. Nor lack of knowledge.<\/p>\n<p data-start=\"4525\" data-end=\"4561\">It\u2019s a <strong data-start=\"4532\" data-end=\"4560\">collision between models<\/strong>.<\/p>\n<blockquote>\n<p data-start=\"4563\" data-end=\"4623\">OKRs come from a logic of <strong data-start=\"4589\" data-end=\"4622\">focus, learning, and outcomes<\/strong>.<\/p>\n<p data-start=\"4625\" data-end=\"4688\">Projects come from a logic of <strong data-start=\"4655\" data-end=\"4687\">scope, planning, and control<\/strong>.<\/p>\n<\/blockquote>\n<p data-start=\"4690\" data-end=\"4824\">When you try to hammer an OKR framework into an organization that is already fully structured around projects, friction is inevitable.<\/p>\n<p data-start=\"4826\" data-end=\"4940\">And that\u2019s when those who believe in OKRs \u2014 myself included \u2014 end up thinking, even if they don\u2019t say it out loud:<\/p>\n<p data-start=\"852\" data-end=\"907\"><strong data-start=\"852\" data-end=\"907\">\u201cWait\u2026 how are we supposed to make this work here?\u201d<\/strong><\/p>\n<p data-start=\"909\" data-end=\"1105\">In Brazilian Portuguese, there\u2019s a very common expression people use in moments like that \u2014 when they are facing a frustrating situation and trying to figure out how something is supposed to work.<\/p>\n<p data-start=\"1107\" data-end=\"1134\">That expression is <strong data-start=\"1126\" data-end=\"1133\">PQP<\/strong>.<\/p>\n<p data-start=\"1136\" data-end=\"1181\">It\u2019s a bit like saying <strong data-start=\"1159\" data-end=\"1169\">\u201cWTF?\u201d<\/strong> in English.<\/p>\n<p data-start=\"1183\" data-end=\"1209\">Now here\u2019s the funny part.<\/p>\n<p data-start=\"1211\" data-end=\"1294\">The acronym <strong data-start=\"1223\" data-end=\"1230\">PQP<\/strong> in this article actually stands for <strong data-start=\"1267\" data-end=\"1293\">Project Quarter People<\/strong>.<\/p>\n<p data-start=\"1296\" data-end=\"1344\">But that coincidence wasn\u2019t entirely accidental.<\/p>\n<p data-start=\"1346\" data-end=\"1643\">The idea first appeared during a piece of work I did with a global organization that had a strong presence in Brazil and teams spread across several countries. Because of that, everything needed to be written and structured in English, even though many of the conversations happened in Portuguese.<\/p>\n<p data-start=\"1645\" data-end=\"1796\">At the time, I started using the concept of <strong data-start=\"1689\" data-end=\"1708\">Project Quarter<\/strong> to talk about focus and execution one quarter at a time. Naturally, that became <strong data-start=\"1789\" data-end=\"1795\">PQ<\/strong>.<\/p>\n<p data-start=\"1798\" data-end=\"1953\">At some point, while emphasizing the importance of making it clear who was responsible for making that quarter happen, I added the final piece: <strong data-start=\"1942\" data-end=\"1952\">People<\/strong>.<\/p>\n<p data-start=\"1955\" data-end=\"1980\">Project. Quarter. People.<\/p>\n<p data-start=\"1982\" data-end=\"1986\">PQP.<\/p>\n<p data-start=\"1988\" data-end=\"2019\">At first, I didn\u2019t even notice.<\/p>\n<p data-start=\"2021\" data-end=\"2128\">Only later, when I started talking about this idea again in Portuguese, did the coincidence become obvious.<\/p>\n<p data-start=\"2130\" data-end=\"2171\">And suddenly the name made perfect sense.<\/p>\n<p data-start=\"2173\" data-end=\"2305\">Because <strong data-start=\"2181\" data-end=\"2197\">PQP Strategy<\/strong> was born exactly from that moment when someone looks at a complex, project-driven organization and wonders:<\/p>\n<p data-start=\"2307\" data-end=\"2358\"><strong data-start=\"2307\" data-end=\"2358\">\u201cWait\u2026 how is this supposed to work with OKRs?\u201d<\/strong><\/p>\n<p data-start=\"2360\" data-end=\"2391\">Not as a rejection of projects.<\/p>\n<p data-start=\"2393\" data-end=\"2567\">But as an honest attempt to deal with reality \u2014 without pretending projects don\u2019t exist, without romanticizing autonomy, and without introducing yet another layer of process.<\/p>\n<h1 data-section-id=\"376iyi\" data-start=\"6890\" data-end=\"6943\"><span class=\"ez-toc-section\" id=\"Accepting_reality_projects_exist_and_thats_fine\"><\/span>Accepting reality: projects exist (and that\u2019s fine)<span class=\"ez-toc-section-end\"><\/span><\/h1>\n<p data-start=\"6945\" data-end=\"7037\">Before any attempt to improve alignment or execution, one thing needs to be said explicitly:<\/p>\n<p data-start=\"7039\" data-end=\"7058\"><strong data-start=\"7039\" data-end=\"7058\">Projects exist.<\/strong><\/p>\n<p data-start=\"7060\" data-end=\"7117\">And in large organizations, they don\u2019t exist by accident.<\/p>\n<p data-start=\"7119\" data-end=\"7182\">Projects are how these organizations make investment decisions.<\/p>\n<p data-start=\"7184\" data-end=\"7287\">That\u2019s how budgets are approved.<br data-start=\"7216\" data-end=\"7219\" \/>That\u2019s how priorities are negotiated.<br data-start=\"7256\" data-end=\"7259\" \/>That\u2019s how governance works.<\/p>\n<p data-start=\"7289\" data-end=\"7326\">Ignoring this reality is not agility.<\/p>\n<p data-start=\"7328\" data-end=\"7339\">It\u2019s na\u00efve.<\/p>\n<p data-start=\"7341\" data-end=\"7446\">In many contexts where I work, when the conversation about OKRs begins, the projects are already defined.<\/p>\n<p data-start=\"7448\" data-end=\"7585\">The macro scope has already been approved.<br data-start=\"7490\" data-end=\"7493\" \/>There is a named sponsor.<br data-start=\"7518\" data-end=\"7521\" \/>There is an expected duration \u2014 often spanning several quarters.<\/p>\n<p data-start=\"7587\" data-end=\"7677\">Trying to erase that or pretend it doesn\u2019t exist usually creates more friction than value.<\/p>\n<p data-start=\"7679\" data-end=\"7749\">So the first decision of <strong data-start=\"7704\" data-end=\"7720\">PQP Strategy<\/strong> is a decision of acceptance.<\/p>\n<p data-start=\"7751\" data-end=\"7763\">Accept that:<\/p>\n<ul>\n<li data-start=\"7765\" data-end=\"7904\">projects will continue to exist<\/li>\n<li data-start=\"7765\" data-end=\"7904\">projects may last more than one quarter<\/li>\n<li data-start=\"7765\" data-end=\"7904\">projects have real constraints of budget, scope, and governance<\/li>\n<\/ul>\n<p data-start=\"7906\" data-end=\"7956\">The question is not whether projects should exist.<\/p>\n<p data-start=\"7958\" data-end=\"8007\">The question is <strong data-start=\"7974\" data-end=\"8006\">how to deal with them better<\/strong>.<\/p>\n<p data-start=\"8009\" data-end=\"8160\">The real problem begins when a long project is treated as a single continuous block of execution, with no real pauses for focus, learning, or decision.<\/p>\n<p data-start=\"8162\" data-end=\"8262\">Everything becomes uninterrupted execution, quarter after quarter, until the project finally \u201cends.\u201d<\/p>\n<p data-start=\"8264\" data-end=\"8374\">That\u2019s where focus is lost, responsibility becomes diluted, and real outcomes are always postponed to the end.<\/p>\n<p data-start=\"8376\" data-end=\"8471\">Accepting the existence of projects does not mean accepting this model of continuous execution.<\/p>\n<p data-start=\"8473\" data-end=\"8533\">It means creating a smarter way to work within that reality.<\/p>\n<p data-start=\"8535\" data-end=\"8602\">That\u2019s where the concept of <strong data-start=\"8563\" data-end=\"8582\">Project Quarter<\/strong> enters the picture.<\/p>\n<h1 data-section-id=\"tle3e0\" data-start=\"8609\" data-end=\"8659\"><span class=\"ez-toc-section\" id=\"Project_Quarter_the_trick_that_changes_the_game\"><\/span>Project Quarter: the trick that changes the game<span class=\"ez-toc-section-end\"><\/span><\/h1>\n<p data-start=\"8661\" data-end=\"8746\">Once you accept that projects exist and will continue to exist, the question changes.<\/p>\n<p data-start=\"8748\" data-end=\"8763\">It stops being:<\/p>\n<p data-start=\"8765\" data-end=\"8817\"><strong data-start=\"8765\" data-end=\"8817\">\u201cHow do I eliminate projects to implement OKRs?\u201d<\/strong><\/p>\n<p data-start=\"8819\" data-end=\"8831\">And becomes:<\/p>\n<p data-start=\"8833\" data-end=\"8912\"><strong data-start=\"8833\" data-end=\"8912\">\u201cHow do I execute projects with more focus, learning, and better outcomes?\u201d<\/strong><\/p>\n<p data-start=\"8914\" data-end=\"8995\">The concept of <strong data-start=\"8929\" data-end=\"8948\">Project Quarter<\/strong> comes directly from that shift in perspective.<\/p>\n<p data-start=\"8997\" data-end=\"9016\">The idea is simple.<\/p>\n<p data-start=\"9018\" data-end=\"9129\">Any project that lasts longer than one quarter should not be treated as a single continuous block of execution.<\/p>\n<p data-start=\"9131\" data-end=\"9220\">Instead, it should be treated as a <strong data-start=\"9166\" data-end=\"9190\">sequence of quarters<\/strong>, each with a clear objective.<\/p>\n<p data-start=\"9222\" data-end=\"9269\">Project Quarter does not eliminate the project.<\/p>\n<p data-start=\"9271\" data-end=\"9320\">It <strong data-start=\"9274\" data-end=\"9319\">breaks the project into time-based cycles<\/strong>.<\/p>\n<p data-start=\"9322\" data-end=\"9344\">The project still has:<\/p>\n<ul>\n<li data-start=\"9346\" data-end=\"9405\">a sponsor<\/li>\n<li data-start=\"9346\" data-end=\"9405\">a budget<\/li>\n<li data-start=\"9346\" data-end=\"9405\">a macro scope<\/li>\n<li data-start=\"9346\" data-end=\"9405\">an expected duration<\/li>\n<\/ul>\n<p data-start=\"9407\" data-end=\"9455\">What changes is the way execution is approached.<\/p>\n<p data-start=\"9457\" data-end=\"9677\">Instead of a detailed annual plan trying to predict everything, you work with <strong data-start=\"9535\" data-end=\"9569\">explicit quarterly commitments<\/strong> \u2014 commitments focused on outcomes that make sense within that quarter and contribute to the larger project.<\/p>\n<p data-start=\"9679\" data-end=\"9716\">Each quarter becomes a clear unit of:<\/p>\n<ul>\n<li data-start=\"9718\" data-end=\"9745\">focus<\/li>\n<li data-start=\"9718\" data-end=\"9745\">learning<\/li>\n<li data-start=\"9718\" data-end=\"9745\">decision<\/li>\n<\/ul>\n<p data-start=\"9747\" data-end=\"9800\">At the beginning of the quarter, it becomes explicit:<\/p>\n<ul>\n<li data-start=\"9802\" data-end=\"9926\">which part of the project we will focus on now<\/li>\n<li data-start=\"9802\" data-end=\"9926\">what outcome we expect to achieve<\/li>\n<li data-start=\"9802\" data-end=\"9926\">who is responsible for making it happen<\/li>\n<\/ul>\n<p data-start=\"9928\" data-end=\"9975\">At the end of the quarter, it is also explicit:<\/p>\n<ul>\n<li data-start=\"9977\" data-end=\"10084\">what results were achieved<\/li>\n<li data-start=\"9977\" data-end=\"10084\">what we actually learned<\/li>\n<li data-start=\"9977\" data-end=\"10084\">whether it makes sense to continue, adjust, or stop<\/li>\n<\/ul>\n<p data-start=\"10086\" data-end=\"10150\">Project Quarter creates <strong data-start=\"10110\" data-end=\"10149\">short cycles inside long projects<\/strong>.<\/p>\n<p data-start=\"10152\" data-end=\"10228\">Not cycles created for bureaucracy \u2014 but cycles created for decision-making.<\/p>\n<p data-start=\"10230\" data-end=\"10280\">This simple shift solves several problems at once:<\/p>\n<ul>\n<li data-start=\"10282\" data-end=\"10463\">it reduces the illusion of control created by annual plans<\/li>\n<li data-start=\"10282\" data-end=\"10463\">it forces conversations about focus and priority<\/li>\n<li data-start=\"10282\" data-end=\"10463\">it creates legitimate moments to review direction and partial results<\/li>\n<\/ul>\n<p data-start=\"10465\" data-end=\"10486\">Projects still exist.<\/p>\n<p data-start=\"10488\" data-end=\"10568\">But instead of continuous lines, they become a <strong data-start=\"10535\" data-end=\"10567\">sequence of quarterly cycles<\/strong>.<\/p>\n<p data-start=\"101\" data-end=\"146\"><strong data-start=\"101\" data-end=\"146\">Visually, the difference looks like this:<\/strong><\/p>\n<div id=\"attachment_220577\" style=\"width: 990px\" class=\"wp-caption alignnone\"><img loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-220577\" class=\"wp-image-220577 size-full\" src=\"https:\/\/caroli.org\/en\/wp-content\/uploads\/sites\/5\/2026\/03\/estrategia-pqp-like-this-980x480-1.png\" alt=\"project quarter strategy\" width=\"980\" height=\"480\" srcset=\"https:\/\/caroli.org\/en\/wp-content\/uploads\/sites\/5\/2026\/03\/estrategia-pqp-like-this-980x480-1.png 980w, https:\/\/caroli.org\/en\/wp-content\/uploads\/sites\/5\/2026\/03\/estrategia-pqp-like-this-980x480-1-480x235.png 480w\" sizes=\"(min-width: 0px) and (max-width: 480px) 480px, (min-width: 481px) 980px, 100vw\" \/><p id=\"caption-attachment-220577\" class=\"wp-caption-text\">PQP Strategy with OKRs focused on a Project Quarter within an ongoing project<\/p><\/div>\n<p data-start=\"148\" data-end=\"341\">The image above shows an OKR focused on a Project Quarter, creating focus and clarity without breaking the continuity of the project. In contrast with:<\/p>\n<div id=\"attachment_220578\" style=\"width: 990px\" class=\"wp-caption alignnone\"><img loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-220578\" class=\"wp-image-220578 size-full\" src=\"https:\/\/caroli.org\/en\/wp-content\/uploads\/sites\/5\/2026\/03\/estrategia-pqp-not-this-980x469-1.png\" alt=\"OKR as project phases\" width=\"980\" height=\"469\" srcset=\"https:\/\/caroli.org\/en\/wp-content\/uploads\/sites\/5\/2026\/03\/estrategia-pqp-not-this-980x469-1.png 980w, https:\/\/caroli.org\/en\/wp-content\/uploads\/sites\/5\/2026\/03\/estrategia-pqp-not-this-980x469-1-480x230.png 480w\" sizes=\"(min-width: 0px) and (max-width: 480px) 480px, (min-width: 481px) 980px, 100vw\" \/><p id=\"caption-attachment-220578\" class=\"wp-caption-text\">An incorrect example of OKRs being used as project phases<\/p><\/div>\n<p data-start=\"343\" data-end=\"502\"><br data-start=\"404\" data-end=\"407\" \/>The image shows OKRs used as phases of the project, turning into milestones and losing their focus on outcomes.<\/p>\n<blockquote>\n<p data-start=\"10570\" data-end=\"10608\">In the PQP Strategy: Team OKRs do not follow the entire project. They create focus <strong data-start=\"10628\" data-end=\"10651\">within each quarter<\/strong>.<\/p>\n<\/blockquote>\n<h1 data-section-id=\"buiimk\" data-start=\"567\" data-end=\"606\"><span class=\"ez-toc-section\" id=\"An_example_to_make_this_more_concrete\"><\/span>An example to make this more concrete<span class=\"ez-toc-section-end\"><\/span><\/h1>\n<p data-start=\"608\" data-end=\"716\">Let\u2019s look at a simple example of how this works in practice.<\/p>\n<p data-start=\"608\" data-end=\"716\">Imagine a global organization, with operations across all continents and offices in more than thirty cities.<\/p>\n<p data-start=\"718\" data-end=\"923\">One of the strategic projects approved for the year is the migration of the internal collaboration tool \u2014 a large initiative with a defined budget, a named sponsor, and an impact on thousands of employees.<\/p>\n<p data-start=\"925\" data-end=\"1187\">Beyond the technological simplification, there is also a clear strategic expectation of <strong data-start=\"1013\" data-end=\"1031\">cost reduction<\/strong> associated with this project. In traditional project models, this kind of benefit usually appears only at the very end, after the final phase is completed.<\/p>\n<p data-start=\"1189\" data-end=\"1294\">In a more traditional project management approach, this initiative would likely be organized into phases:<\/p>\n<ul>\n<li data-start=\"1296\" data-end=\"1427\">Phase 1: pilot in selected regions<\/li>\n<li data-start=\"1296\" data-end=\"1427\">Phase 2: gradual expansion<\/li>\n<li data-start=\"1296\" data-end=\"1427\">Phase 3: global rollout<\/li>\n<li data-start=\"1296\" data-end=\"1427\">Phase 4: stabilization and optimization<\/li>\n<\/ul>\n<p data-start=\"1429\" data-end=\"1483\">There is nothing inherently wrong with this structure.<\/p>\n<p data-start=\"1485\" data-end=\"1699\">The change happens when the project stops being treated as a fixed sequence of phases and instead becomes structured as a sequence of <strong data-start=\"1619\" data-end=\"1639\">Project Quarters<\/strong>, each with a clear objective \u2014 including business outcomes.<\/p>\n<p data-start=\"1701\" data-end=\"1931\">In this example, the first Project Quarter replaces what would traditionally be called <strong data-start=\"1788\" data-end=\"1799\">Phase 1<\/strong>. The difference is that the quarter does not exist only to test the solution, but also to start capturing value from the beginning.<\/p>\n<p data-start=\"1933\" data-end=\"2185\">During this first quarter, the work takes place with teams in Brazil and Argentina. The goal is not to immediately shut down the previous collaboration tool, but to <strong data-start=\"2098\" data-end=\"2134\">measurably reduce its dependency<\/strong> while the new solution is validated in daily work.<\/p>\n<p data-start=\"2187\" data-end=\"2432\">Once the quarter is defined, the project sponsor identifies the group of people responsible for making that cycle happen. Only then does that group take ownership of a <strong data-start=\"2355\" data-end=\"2367\">Team OKR<\/strong> \u2014 not for the entire project, but specifically for that quarter.<\/p>\n<h3 data-section-id=\"16s1dnt\" data-start=\"2434\" data-end=\"2447\"><span class=\"ez-toc-section\" id=\"Objective\"><\/span>Objective<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p data-start=\"2449\" data-end=\"2716\">Build confidence in the new collaboration tool in the daily work of teams in Brazil and Argentina, while generating learning, early signals of cost efficiency, and sufficient evidence to decide on the next steps of the collaboration tool migration in future quarters.<\/p>\n<h3 data-section-id=\"106r5mz\" data-start=\"2718\" data-end=\"2733\"><span class=\"ez-toc-section\" id=\"Key_Results\"><\/span>Key Results<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p data-start=\"2735\" data-end=\"2904\">\u2013 More than 60% of participating teams in Brazil and Argentina adopt the new tool as their primary collaboration platform and use it consistently throughout the quarter.<\/p>\n<p data-start=\"2906\" data-end=\"3088\">\u2013 User perception in those countries is on average equal to or better than the current tool, measured through comparative feedback surveys focused on meeting quality and ease of use.<\/p>\n<p data-start=\"3090\" data-end=\"3258\">\u2013 Usage of the previous tool by teams in Brazil and Argentina is reduced by at least 50%, creating real flexibility for reviewing licenses and costs in future quarters.<\/p>\n<p data-start=\"3260\" data-end=\"3387\">\u2013 Operations remain stable during the pilot, with no critical incidents that disrupt the daily work of the participating teams.<\/p>\n<p data-start=\"3389\" data-end=\"3446\">At the end of the quarter, the conversation is no longer:<\/p>\n<p data-start=\"3448\" data-end=\"3483\">\u201cDid we complete Phase 1?\u201d (output)<\/p>\n<p data-start=\"3485\" data-end=\"3515\">Instead, the question becomes:<\/p>\n<ul>\n<li data-start=\"3517\" data-end=\"3661\">Do we have enough evidence?<\/li>\n<li data-start=\"3517\" data-end=\"3661\">Have we already started capturing value?<\/li>\n<li data-start=\"3517\" data-end=\"3661\">Do we have the information needed to decide the next quarter? (outcome)<\/li>\n<\/ul>\n<p data-start=\"3663\" data-end=\"3715\">The project still exists.<br data-start=\"3688\" data-end=\"3691\" \/>Governance still exists.<\/p>\n<p data-start=\"3717\" data-end=\"3783\">What changes is how the project is <strong data-start=\"3752\" data-end=\"3782\">thought about and executed<\/strong>.<\/p>\n<p data-start=\"3785\" data-end=\"3992\">Instead of being a sequence of phases where benefits only appear at the end, it becomes a sequence of <strong data-start=\"3887\" data-end=\"3991\">quarters with clear objectives, explicit responsibility, and value capture from the very first cycle<\/strong>.<\/p>\n<h1 data-section-id=\"1m4i9l6\" data-start=\"10659\" data-end=\"10688\"><span class=\"ez-toc-section\" id=\"People_before_the_objective\"><\/span>People before the objective<span class=\"ez-toc-section-end\"><\/span><\/h1>\n<p data-start=\"10690\" data-end=\"10801\">When you start working with Project Quarters, the natural temptation is to jump directly to the wrong question:<\/p>\n<p data-start=\"10803\" data-end=\"10847\"><strong data-start=\"10803\" data-end=\"10847\">\u201cWhat is the objective of this quarter?\u201d<\/strong><\/p>\n<p data-start=\"10849\" data-end=\"10882\">I prefer to start somewhere else.<\/p>\n<p data-start=\"10884\" data-end=\"10926\">Before talking about the objective, I ask:<\/p>\n<p data-start=\"10928\" data-end=\"11002\"><strong data-start=\"10928\" data-end=\"11002\">Who is the group of people responsible for making this quarter happen?<\/strong><\/p>\n<p data-start=\"11004\" data-end=\"11025\">This is not a detail.<\/p>\n<p data-start=\"11027\" data-end=\"11051\">It is a change in logic.<\/p>\n<p data-start=\"11053\" data-end=\"11141\">In my book <em data-start=\"11064\" data-end=\"11074\">Team OKR<\/em>, I define a team as <strong data-start=\"11095\" data-end=\"11140\">a group of people with a common objective<\/strong>.<\/p>\n<p data-start=\"11143\" data-end=\"11160\">Notice the order.<\/p>\n<p data-start=\"11162\" data-end=\"11222\">First comes the group of people.<br data-start=\"11194\" data-end=\"11197\" \/>Then comes the commitment to the objective.<\/p>\n<p data-start=\"11224\" data-end=\"11284\">In project-driven organizations, the opposite often happens.<\/p>\n<p data-start=\"11286\" data-end=\"11406\">The project is defined first, and only afterward do people try to \u201callocate\u201d teams, areas, or individuals to execute it.<\/p>\n<p data-start=\"11408\" data-end=\"11503\">When that happens, the focus naturally shifts to <strong data-start=\"11457\" data-end=\"11468\">outputs<\/strong> \u2014 the deliverables of the project.<\/p>\n<p data-start=\"11505\" data-end=\"11621\">Instead of discussing what outcome needs to be achieved, the conversation quickly moves toward tasks and activities.<\/p>\n<p data-start=\"11623\" data-end=\"11734\">That\u2019s why, in <strong data-start=\"11638\" data-end=\"11654\">PQP Strategy<\/strong>, the final P \u2014 <strong data-start=\"11670\" data-end=\"11680\">People<\/strong> \u2014 comes before defining the objective of the quarter.<\/p>\n<p data-start=\"11736\" data-end=\"11782\">For each Project Quarter, it becomes explicit:<\/p>\n<ul>\n<li data-start=\"11784\" data-end=\"11872\">who the responsible group of people is<\/li>\n<li data-start=\"11784\" data-end=\"11872\">who is actually part of that group<\/li>\n<li data-start=\"11784\" data-end=\"11872\">who is not<\/li>\n<\/ul>\n<p data-start=\"11874\" data-end=\"11987\">This group may be an existing team.<br data-start=\"11909\" data-end=\"11912\" \/>It may be a temporary group.<br data-start=\"11940\" data-end=\"11943\" \/>It may include internal and external people.<\/p>\n<p data-start=\"11989\" data-end=\"12031\">The structure matters less than one thing: <strong data-start=\"12033\" data-end=\"12073\">real responsibility for the outcome.<\/strong><\/p>\n<p data-start=\"12075\" data-end=\"12136\">Only after this group (or better, this team) is clearly defined does it make sense to look at:<\/p>\n<ul>\n<li data-start=\"12138\" data-end=\"12216\">the strategic OKRs defined by leadership<\/li>\n<li data-start=\"12138\" data-end=\"12216\">the context of the approved project<\/li>\n<\/ul>\n<p data-start=\"12218\" data-end=\"12253\">And then answer the right question:<\/p>\n<p data-start=\"12255\" data-end=\"12328\"><strong data-start=\"12255\" data-end=\"12328\">\u201cWhat objective will we, as a real team, commit to for this quarter?\u201d<\/strong><\/p>\n<p data-start=\"12330\" data-end=\"12375\">That\u2019s when the team writes its <strong data-start=\"12362\" data-end=\"12374\">Team OKR<\/strong>.<\/p>\n<p data-start=\"12377\" data-end=\"12418\">Not a cascaded OKR.<br data-start=\"12396\" data-end=\"12399\" \/>Not an imposed OKR.<\/p>\n<p data-start=\"12420\" data-end=\"12441\">But an <strong data-start=\"12427\" data-end=\"12440\">owned OKR<\/strong>.<\/p>\n<p data-start=\"12443\" data-end=\"12494\">And when that happens, something important changes.<\/p>\n<blockquote>\n<p data-start=\"12496\" data-end=\"12548\">The objective stops being \u201cthe project\u2019s objective.\u201d It becomes <strong data-start=\"12561\" data-end=\"12585\">the team\u2019s objective<\/strong>.<\/p>\n<\/blockquote>\n<h1 data-section-id=\"6vrncr\" data-start=\"12593\" data-end=\"12638\"><span class=\"ez-toc-section\" id=\"What_changes_in_practice_and_what_doesnt\"><\/span>What changes in practice (and what doesn\u2019t)<span class=\"ez-toc-section-end\"><\/span><\/h1>\n<p data-start=\"12640\" data-end=\"12703\">When I present PQP Strategy, one reaction is almost inevitable:<\/p>\n<p data-start=\"12705\" data-end=\"12769\">\u201cOkay, I understand the logic\u2026 but does this change everything?\u201d<\/p>\n<p data-start=\"12771\" data-end=\"12798\">The short answer is <strong data-start=\"12791\" data-end=\"12797\">no<\/strong>.<\/p>\n<p data-start=\"12800\" data-end=\"12863\">The honest answer is that it changes <strong data-start=\"12837\" data-end=\"12862\">what actually matters<\/strong>.<\/p>\n<p data-start=\"12865\" data-end=\"12902\">Let\u2019s start with what doesn\u2019t change.<\/p>\n<p data-start=\"12904\" data-end=\"13063\">Projects continue to exist.<br data-start=\"12931\" data-end=\"12934\" \/>They are still approved by committees.<br data-start=\"12972\" data-end=\"12975\" \/>They still have sponsors, budgets, and macro scopes.<br data-start=\"13027\" data-end=\"13030\" \/>Governance still works as before.<\/p>\n<p data-start=\"13065\" data-end=\"13145\">Strategy continues to be defined in longer cycles.<br data-start=\"13115\" data-end=\"13118\" \/>Strategic OKRs still exist.<\/p>\n<p data-start=\"13147\" data-end=\"13208\">None of this needs to be dismantled for PQP Strategy to work.<\/p>\n<p data-start=\"13210\" data-end=\"13272\">What changes is <strong data-start=\"13226\" data-end=\"13271\">how execution happens within that context<\/strong>.<\/p>\n<p data-start=\"13274\" data-end=\"13353\">Instead of long projects running continuously and diffusely, you begin to have:<\/p>\n<ul>\n<li data-start=\"13355\" data-end=\"13436\">explicit quarterly focus<\/li>\n<li data-start=\"13355\" data-end=\"13436\">clear expectations of outcomes<\/li>\n<li data-start=\"13355\" data-end=\"13436\">real decision moments<\/li>\n<\/ul>\n<p data-start=\"13438\" data-end=\"13544\">You work with groups of people who have clear responsibility and autonomy to decide how execution happens.<\/p>\n<p data-start=\"13546\" data-end=\"13601\">And OKRs stop being disguised task lists or milestones.<\/p>\n<p data-start=\"13603\" data-end=\"13642\">They return to the role they play best:<\/p>\n<ul>\n<li data-start=\"13644\" data-end=\"13750\">creating focus<\/li>\n<li data-start=\"13644\" data-end=\"13750\">guiding decisions<\/li>\n<li data-start=\"13644\" data-end=\"13750\">making learning explicit<\/li>\n<li data-start=\"13644\" data-end=\"13750\">and, as a consequence, delivering outcomes<\/li>\n<\/ul>\n<p data-start=\"13752\" data-end=\"13798\">PQP Strategy does not add a new process layer. It creates <strong data-start=\"13811\" data-end=\"13822\">clarity<\/strong>.<\/p>\n<p data-start=\"13825\" data-end=\"13839\">Clarity about:<\/p>\n<ul>\n<li data-start=\"13841\" data-end=\"13933\">what matters now<\/li>\n<li data-start=\"13841\" data-end=\"13933\">who is responsible for it<\/li>\n<li data-start=\"13841\" data-end=\"13933\">when and based on what decisions will be made<\/li>\n<\/ul>\n<p data-start=\"13935\" data-end=\"14020\">And that clarity makes a real difference where large organizations struggle the most: <strong data-start=\"14022\" data-end=\"14047\">day-to-day execution.<\/strong><\/p>\n<h1 data-section-id=\"4xie1k\" data-start=\"14054\" data-end=\"14078\"><span class=\"ez-toc-section\" id=\"Why_PQP_Strategy_works\"><\/span>Why PQP Strategy works<span class=\"ez-toc-section-end\"><\/span><\/h1>\n<p data-start=\"14080\" data-end=\"14119\">PQP Strategy works for a simple reason.<\/p>\n<p data-start=\"14121\" data-end=\"14181\">It does not try to fight the reality of large organizations.<\/p>\n<p data-start=\"14183\" data-end=\"14218\">It starts from the assumption that:<\/p>\n<ul>\n<li data-start=\"14220\" data-end=\"14329\">projects already exist<\/li>\n<li data-start=\"14220\" data-end=\"14329\">strategy has already been defined<\/li>\n<li data-start=\"14220\" data-end=\"14329\">governance will not disappear (and it shouldn\u2019t)<\/li>\n<\/ul>\n<p data-start=\"14331\" data-end=\"14498\">Instead of trying to replace all of that, PQP Strategy operates in the space where clarity is usually missing: <strong data-start=\"14442\" data-end=\"14498\">between tactical direction and day-to-day execution.<\/strong><\/p>\n<p data-start=\"14500\" data-end=\"14599\">By breaking projects into quarters, you create a healthier rhythm of focus, learning, and decision.<\/p>\n<p data-start=\"14601\" data-end=\"14731\">By making explicit who the responsible people are in each quarter, you prevent the natural dilution that happens in long projects.<\/p>\n<p data-start=\"14733\" data-end=\"14856\">And by using OKRs at the right level \u2014 the <strong data-start=\"14776\" data-end=\"14790\">team level<\/strong> \u2014 you return the framework to the role it actually performs well.<\/p>\n<p data-start=\"14858\" data-end=\"14888\">None of this is revolutionary.<\/p>\n<p data-start=\"14890\" data-end=\"14931\">And perhaps that is exactly why it works.<\/p>\n<p data-start=\"14933\" data-end=\"15001\">PQP Strategy does not promise instant agility or unlimited autonomy.<\/p>\n<p data-start=\"15003\" data-end=\"15040\">It proposes something more pragmatic:<\/p>\n<blockquote>\n<p data-start=\"15042\" data-end=\"15143\"><strong data-start=\"15042\" data-end=\"15143\">improving the quality of decisions quarter by quarter, within the constraints that already exist.<\/strong><\/p>\n<\/blockquote>\n<p data-start=\"15145\" data-end=\"15196\">In large organizations, that is already a big step.<\/p>\n<p data-start=\"15198\" data-end=\"15267\">Projects still exist.<br data-start=\"15219\" data-end=\"15222\" \/>Strategy is still defined in longer horizons.<\/p>\n<p data-start=\"15269\" data-end=\"15346\">What changes is the way <strong data-start=\"15293\" data-end=\"15346\">strategy and projects meet in everyday execution.<\/strong><\/p>\n<p data-start=\"15348\" data-end=\"15452\">And when that meeting becomes clearer, less bureaucratic, and more outcome-oriented, execution improves.<\/p>\n<p data-start=\"15454\" data-end=\"15486\">Not because someone mandated it.<\/p>\n<p data-start=\"15488\" data-end=\"15526\">But because people finally understand:<\/p>\n<ul>\n<li data-start=\"15528\" data-end=\"15608\">what matters now<\/li>\n<li data-start=\"15528\" data-end=\"15608\">why it matters<\/li>\n<li data-start=\"15528\" data-end=\"15608\">and who is responsible for making it happen.<\/li>\n<\/ul>\n<p data-start=\"15610\" data-end=\"15678\">That is the space where <strong data-start=\"15634\" data-end=\"15650\">PQP Strategy<\/strong> starts making a difference.<\/p>\n<p data-start=\"284\" data-end=\"398\"><strong data-start=\"284\" data-end=\"398\">&#8212;&#8212;&#8211;<\/strong><\/p>\n<p data-start=\"284\" data-end=\"398\"><strong data-start=\"284\" data-end=\"398\">If you found this article useful and want to go deeper, there are a few natural paths to continue the journey.<\/strong><\/p>\n<ul>\n<li data-start=\"400\" data-end=\"611\"><strong data-start=\"403\" data-end=\"427\">If you enjoy reading<\/strong>, <a href=\"https:\/\/caroli.org\/en\/livro\/team-okr\/\">the book <em data-start=\"438\" data-end=\"448\">Team OKR<\/em><\/a> explores this topic in depth: how teams take ownership of objectives, make decisions, and execute OKRs in practice \u2014 even in complex, project-driven environments.<\/li>\n<li data-start=\"613\" data-end=\"782\"><strong data-start=\"616\" data-end=\"741\">If you want a simple and effective tool that helps teams truly focus on results and commitments<\/strong>, check out:<br data-start=\"753\" data-end=\"756\" \/><strong data-start=\"756\" data-end=\"782\"><a class=\"decorated-link\" href=\"http:\/\/www.teamokr.caroli.org\" target=\"_new\" rel=\"noopener\" data-start=\"758\" data-end=\"780\">www.teamokr.caroli.org<\/a><\/strong><\/li>\n<li data-start=\"784\" data-end=\"1032\"><strong data-start=\"787\" data-end=\"848\">And if you want to apply these ideas in your organization<\/strong> \u2014 PQP Strategy, Project Quarter, and Team OKR \u2014 explore the services we offer. Or even better, reach out to me on <a href=\"https:\/\/www.linkedin.com\/in\/paulocaroli\/\" target=\"_blank\" rel=\"noopener\">LinkedIn<\/a> or through <a href=\"https:\/\/caroli.org\/en\"><strong data-start=\"983\" data-end=\"997\">Caroli.org<\/strong><\/a> so we can schedule a conversation.<\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>PQP Strategy is a pragmatic way to use OKRs in organizations that are heavily driven by projects. Instead of trying to replace projects, it breaks them into focused quarterly cycles where teams take real ownership of outcomes.<\/p>\n","protected":false},"author":1,"featured_media":220579,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[20834],"tags":[],"inception_activities":[],"colaboradores":[],"class_list":["post-220576","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-okr-en"],"_links":{"self":[{"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/posts\/220576","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/comments?post=220576"}],"version-history":[{"count":1,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/posts\/220576\/revisions"}],"predecessor-version":[{"id":220580,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/posts\/220576\/revisions\/220580"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/media\/220579"}],"wp:attachment":[{"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/media?parent=220576"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/categories?post=220576"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/tags?post=220576"},{"taxonomy":"inception_activities","embeddable":true,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/inception_activities?post=220576"},{"taxonomy":"colaboradores","embeddable":true,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/colaboradores?post=220576"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}