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Health Metrics Template for Product Analytics
Define and track product health metrics across engagement, performance, revenue, and support dimensions.
Updated 2026-03-05
Health Metrics
| # | Metric | Target | Current | Progress % | Owner | Status | |
|---|---|---|---|---|---|---|---|
| 1 | 140 | ||||||
| 2 | 98 | ||||||
| 3 | 84 | ||||||
| 4 | 75 | ||||||
| 5 | 75 |
#1
140
#2
98
#3
84
#4
75
#5
75
Edit the values above to try it with your own data. Your changes are saved locally.
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Frequently Asked Questions
How many health metrics should I track?+
Eight to sixteen is the sweet spot. Fewer than eight and you have blind spots across dimensions. More than sixteen and the scorecard becomes too complex to review weekly. Start with two metrics per dimension and add as you learn what matters most for your product.
Should health metrics be the same as OKR key results?+
They overlap but are not identical. OKR key results track progress toward strategic goals. Health metrics track whether the product is functioning well, regardless of strategy. A health metric like "uptime >99.9%" is not a strategic goal; it is a baseline expectation. Some metrics (like activation rate) may appear in both.
What if a metric is always green?+
If a metric has been green for 6+ consecutive months, it is either (a) a genuinely stable area that no longer needs monitoring, or (b) the threshold is too lenient. Tighten the threshold first. If it stays green with tighter thresholds, consider removing it from the weekly scorecard and checking it monthly instead.
How do I set thresholds for a new product with no historical data?+
Start with industry benchmarks as your green threshold, then adjust after 4-6 weeks of data. For SaaS products, common starting thresholds are: activation rate >25%, monthly churn <5%, NPS >30, uptime >99.5%. These are deliberately lenient. Tighten them as your product matures. The [glossary entry on churn rate](/glossary/churn-rate) provides benchmark data.
Who should own the health scorecard?+
The product manager or product operations lead. They own the scorecard, pull the data weekly, and escalate yellow and red metrics. Engineering owns performance metrics operationally. Support owns ticket metrics operationally. But the PM synthesizes all four dimensions into a single view. ---
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