TeamPulse links objectives to portfolios, portfolios to projects, and projects to the targets in each person’s performance agreement, so any number on the board pack traces down to the work that produced it, and the people accountable for it.
FY26 strategic plan
4 perspectives · 19 objectives
Grow recurring revenue 30%
Company · Financial perspective
Growth Platform
3 programmes · 11 projects · $4.82M
PRJ-104 Self-serve onboarding
Gate: Design · conditional go
A. Mensah: deliver PRJ-104 by Q3
Weight 25% of FY26 agreement
Calibrated rating: Exceeds
9-box: high performance, high potential
The tour
The five moves between writing a strategy and finding out whether anyone delivered it. It plays on its own, jump to whichever part is your problem.
Objectives sit under the four scorecard perspectives, carry weights and KPIs, and cascade from company to team to person. Nothing in the plan floats free of an owner.
The platform
A strategy tool nobody updates, a project tool the PMO lives in, and an HR tool that asks managers to retype what already happened. TeamPulse is one record across all three, the only reason a target can point at a project and a project can point at an objective.
Write the plan somewhere it can be measured, and cascade it until every objective has an owner.
Run the portfolio that moves the plan, with baselines that make variance mean something.
Give each person targets that trace upward, then score them consistently across managers.
The golden thread
Most organisations can tell you a strategic objective is behind. Far fewer can tell you which project caused it, or who had that project on their targets. The link exists in TeamPulse because each record stores the one above it, not because someone maintains a spreadsheet that maps them.
Perspective, weight, KPI, owner
Grow recurring revenue 30%
The objective it serves
Growth Platform · $4.82M
Its programme, goal and key result
PRJ-104 Self-serve onboarding
Targets pointing at a goal or KPI
Deliver PRJ-104 · weight 25%
Weighted achievement, evidence
A. Mensah · 78%
One question
Internal process is sitting at 48% against a 70% plan.
Two of seven objectives under that perspective are behind.
Both trace to Growth Platform, schedule variance −3.1%.
PRJ-118 Partner API is red: 41% complete, blocked at the design gate.
Four agreements carry a target on it. Here are their names and weights.
What the click lands on
Same records the agreements are scored from. Nobody assembled this view for the meeting.
The same thread runs from a national plan reference to an officer’s performance contract. Built for ministries, parastatals and county governments that have to evidence service delivery, not just report on it.
See delivery trackingWhat changes
Dashboards are easy. What matters is whether the number moved, whether it moved in time to act, and whether anyone can explain to a board why it moved.
Teams that re-baseline whenever a date moves report no variance at all. Freeze the plan once and a slipped gate moves the number the same week, while the sponsor can still do something about it.
Every line of a performance agreement points at a goal, a key result or a project. A target that cannot point anywhere is usually a task, and the constraint is what surfaces that.
A strategy deck, an OKR tool, a project tool, a BI dashboard and two spreadsheets. The spreadsheets are always the last to go, and they go when the reporting finally reconciles without them.
Connections
TeamPulse reads from the tools your team already works in, so nobody has to enter the same thing twice for the analytics to be worth trusting.
200+ integrations we build, monitor, and repair when a vendor changes their API.
Every object readable and writable, with event subscriptions for anything you build yourself.
Push scored people data into Snowflake, BigQuery, or your warehouse of choice on a schedule.
Straight answers
Buying this means answering to your PMO, your CFO and your employees at once. Here is what we tell all three.
Read the documentationNot on day one. TeamPulse can read from Jira, Asana, Linear and MS Project so delivery status flows in while your teams keep working where they are. What you gain immediately is the link upward — each imported project points at the objective it serves, and downward to the agreements that carry it. Most teams move the portfolio layer in first and leave day-to-day task tracking where it already lives.
Start reading
Thirty days, your own data, no card. If the signal does not tell you something you did not already know, walk away and keep the export.
Import your objectives and project register.
Portfolios link to objectives and baselines are frozen.
Agreements scored from live delivery data, not memory.
