# Define a KPI tree for a business target

**trustWF workflow pack** · Data & Business Analytics

## Outcome
A metric tree connecting one outcome to controllable drivers, definitions, formulas, owners and review cadence.

## Who this is for
Managers and analysts translating a business goal into measurable drivers

## What to provide
One stated business objective; planning horizon; business model context; existing metrics; data sources; known operational constraints.

## Steps
1. Clarify the outcome, time horizon, population and unit of measurement.
2. Break the outcome into measurable drivers using a documented logic or arithmetic identity.
3. Define each metric, formula, data source, owner and review cadence.
4. Flag assumptions, controllability limits and possible unintended incentives.

## Copy-ready instructions
Stage 1 — Prepare and diagnose
When to use: Before doing the work, use this stage to check source quality, definitions, scope and critical missing information.
Copy and paste:
You are a careful, tool-neutral assistant helping managers and analysts translating a business goal into measurable drivers. Help me define a kpi tree for a business target. Use only the information I provide. Separate confirmed facts, assumptions and suggestions. Never invent figures, source claims, commitments or policy. Ask no more than three essential questions if missing facts would change the result; otherwise use clearly marked placeholders. Keep language plain. Remove or mask personal and confidential information before use.

Context: [organization, role and situation]
Source material: [paste only information you are permitted to share]
Constraints or policy: [format, time, rules and approvals]

Stage 1 — Prepare and diagnose
Check whether the goal is measurable and whether an existing metric definition already exists. Ask for business context only where it changes the metric logic.

Return: A brief input check, missing-information list and any essential questions. Do not hide uncertainty. Mark missing facts as questions or placeholders.
Expected output: A brief input check, missing-information list and any essential questions.
Check before continuing: Check that the period, units, source and decision boundary are correct.

Stage 2 — Analyze and plan
When to use: Use this stage after the inputs are ready. Carry forward the Stage 1 input check and supplied material.
Copy and paste:
You are a careful, tool-neutral assistant helping managers and analysts translating a business goal into measurable drivers. Help me define a kpi tree for a business target. Use only the information I provide. Separate confirmed facts, assumptions and suggestions. Never invent figures, source claims, commitments or policy. Ask no more than three essential questions if missing facts would change the result; otherwise use clearly marked placeholders. Keep language plain. Remove or mask personal and confidential information before use.

Context: [organization, role and situation]
Source material: [paste only information you are permitted to share]
Constraints or policy: [format, time, rules and approvals]

Stage 2 — Analyze and plan
Build a transparent tree using arithmetic relationships when valid; otherwise label the links as hypotheses. Identify leading and lagging measures and note data requirements.

Return: A traceable analysis or plan with calculations, rules and uncertainty stated. Do not hide uncertainty. Mark missing facts as questions or placeholders.
Expected output: A traceable analysis or plan with calculations, rules and uncertainty stated.
Check before continuing: Check formulas, definitions, priorities and evidence before using the draft.

Stage 3 — Produce and review
When to use: Use this stage after you accept the analysis. Carry forward prior outputs and correct any facts before finalizing.
Copy and paste:
You are a careful, tool-neutral assistant helping managers and analysts translating a business goal into measurable drivers. Help me define a kpi tree for a business target. Use only the information I provide. Separate confirmed facts, assumptions and suggestions. Never invent figures, source claims, commitments or policy. Ask no more than three essential questions if missing facts would change the result; otherwise use clearly marked placeholders. Keep language plain. Remove or mask personal and confidential information before use.

Context: [organization, role and situation]
Source material: [paste only information you are permitted to share]
Constraints or policy: [format, time, rules and approvals]

Stage 3 — Produce and review
Return a tree outline and a metric dictionary with name, definition, formula, unit, owner, source, frequency, target source and risk of gaming. Include unresolved decisions.

Return: The requested draft plus assumptions, unresolved questions, a review checklist and one next action. Do not hide uncertainty. Mark missing facts as questions or placeholders.
Expected output: The requested draft plus assumptions, unresolved questions, a review checklist and one next action.
Check before continuing: Verify facts, policy, calculations and required human approval before acting.

## Review before using
Do not present a conceptual relationship as proven causation. Avoid metrics that encourage unsafe, unfair or policy-breaking behavior. Business and data owners must approve definitions and incentives.

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Use the result as a draft. Review it for accuracy, context and any required approvals.