There are three types of default confidence statuses for objectives.
At Risk
Lagging
On Track
Once the objective is created and set the due date, the progress should be made on regular basis. If the ideal pace of progress is maintained then confidence status will always be on track. Actual calculations are as follow -
If actual progress is equal to or greater than 0.95x ideal progress, obj is 'on track'
If actual progress is less than 0.95x ideal progress and more than 0.75x ideal progress, obj is 'falling behind'
If actual progress is less than 0.75x ideal progress, obj is 'at risk'
Following are some examples of confidence statuses.
At Risk
Lagging
On Track
Once an objective moves into Ready for grading the confidence status stops appearing. It is also not displayed for Abandoned, closed, Carried forward statuses. The reason is, post all these statuses objective stops making progress.
In some cases, users should see Confidence staus as Not available. This is when objective is just created and no progress and confidence score updates have happed on KRs or alignments.
If the objective confidence status and scores are set to automatic, confidence scores of KRs and alignments are considered for objective confidence score and status. Let us see an example.
As shown in the image below, there is no objective progress updated via KRs (since there are no KRs). However, the alignments are there which is why the main objective progress is 0% at the top. For the First alignment, there is no progress but the confidence score is updated as At risk and it also reflects below objective progress at the top.
At the same time, another alignment has not made any progress nor it has the confidence score updated which is why the Not available status is shown for that alignment.
In this image below for the same objective, now that the progress and confidence score are updated, of all KRs and alignment, the same reflects for objective in the top section.
To show the confidence score and status of the objective, system considers confidence score of all alignments and KRs. Weighted average of those KR's and aliment's confidence score is shown as the final confidence status score of the objective. See below formula and calculations based on the objective shown in below image.
In case of To do and Metric KRs, the confidence score can be updated manually, user can update it from the punch-in pop-up of KR. The below example shows the metric type KR punch-in pop-up.
In case of Jira issues and Jira issue (via JQL) KRs, since the progress updates will be automated based on the configuration, users can use Update score option under KR actions and punch in the confidence score. Refere image below.
Confidence score calculation
Confidence score of the objective = (Confidence score of the KR1*weightage of KR1) + (Confidence score of the KR2*weightage of KR2) + (Confidence score of the KR3*weightage of KR3) + (score of alignment1 * weightage of alignment) / (weightage of KR1 + weightage of KR2 + weightage of KR3 + weightage of alignment)
Here. as per scores in the image, the calculation will be done as shown below -
Confidence score of the objective = (10*40)+ (10*40)+ (5*60)+(0*60)/(40+40+60+60)
= 400+400+300+0/200
=1100/200
= 5.5
After all above calculations, system rounds off the score that is why in above image objective confidence status is 6 in the image. If you mouse over on that score, system displays actual score/value upto 2 decimals.
Since the 4 is the final score of the objective, system looks for the range defined by your admin for each confidence status. Here four falls under yellow confidence status that is why the confidence status of the objective is yellow. See below image for better understanding. Note you will be able to see these settings in your UpRaise instance only if you are an admin/super admin.
Same confidence score range is applicable for KRs and alignments as well. For example - In above image, confidence score of the first 2 KRs is 10, that fall under green confidence status, which is why confidence status of these KRs is green.
