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last-responsible-moment

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Last Responsible Moment

最后责任时刻（Last Responsible Moment）

Apply to the current workflow without restarting it or expanding scope. Bring learning forward, not commitment. Preserve options without stalling delivery.
应用于当前工作流，不重启流程，也不扩大范围。 提前促成学习，而不是提前作出承诺；在不拖延交付的同时保留选择空间。

Decision triage

决策分流

Consider the next increment, reversibility, cost of delay, expected learning, and required lead time.
  • Decide now: the choice is necessary to move forward or define verifiable behavior; waiting disproportionately increases cost or risk, or eliminates an important option.
  • Investigate now: an uncertainty could invalidate the approach. Seek evidence in code, documents, measurements, or minimal experiments without requiring a definitive commitment.
  • Choose provisionally: to move forward, adopt the simplest alternative when reversal is cheap, no important option is lost, and authority has been delegated. Do not invent requirements or business rules.
  • Defer deliberately: keep an unnecessary choice open when the cost of waiting is acceptable, especially when relevant learning is still ahead. Record only the question, reason, and observable trigger; allow lead time to investigate, implement, and validate.
考虑下一增量、可逆性、延期成本、预期学习收益以及所需提前期。
  • 立即决定： 该选择对于推进工作或界定可验证行为是必要的；继续等待会不成比例地增加成本或风险，或者消除重要选项。
  • 立即调查： 某项不确定性可能使当前方案失效。应从代码、文档、测量结果或最小化实验中寻找证据，而无需作出最终承诺。
  • 暂定选择： 为继续推进，在回退成本低、不会失去重要选项且决策权限已获下放的情况下，采用最简单的替代方案。不得臆造需求或业务规则。
  • 有意推迟： 当等待成本可以接受时，尤其是相关学习仍可继续推进时，将不必要的选择保持开放。仅记录问题、原因和可观察的触发条件；同时为调查、实施和验证留出充足时间。

Boundaries

边界

Also defer branches that depend on deferred decisions, except for independently relevant risks. Out of scope does not imply a future commitment.
Prefer evidence over preference questions. When user input is needed, present one decision at a time, a recommendation, and why the decision is needed now.
YAGNI: preserve ease of change, not speculative abstractions, configuration, or infrastructure. Do not confuse importance with irreversibility, or deferring a solution with deferring investigation.
Distinguish decisions, hypotheses, and deferrals in existing documents. Record only what affects continuity; do not create exhaustive inventories or an ADR for every pending issue. Reassess commitments and triggers as new evidence emerges.
对于依赖已推迟决策的分支，也应推迟处理，但可独立评估的相关风险除外。范围之外并不意味着未来必须作出承诺。
优先依据证据，而不是偏好问题。需要用户输入时，每次只呈现一个决策、一项建议，以及为什么现在必须决定。
YAGNI： 保持变更的便利性，而不是引入推测性的抽象、配置或基础设施。不要将重要性与不可逆性混为一谈，也不要将推迟解决方案等同于推迟调查。
在现有文档中区分决策、假设和延期事项。仅记录影响工作连续性的内容；不要为每个待决问题创建详尽清单或 ADR。随着新证据出现，应重新评估承诺和触发条件。

Stopping criterion

停止标准

In planning and questioning, replace exhaustive exploration of the decision tree with readiness of the next increment: clear, executable, and verifiable, with no hidden business assumptions or unaddressed material risks.
End deliberation once this criterion is met. Proceed within existing authorization. Communicate only relevant adjustments and blockers; do not turn this skill into another planning ceremony.
在规划和提问过程中，以下一增量的就绪状态取代对决策树的全面探索：下一增量应清晰、可执行、可验证，且不包含隐藏的业务假设或尚未处理的重大风险。
达到此标准后即结束讨论。在现有授权范围内继续执行。仅沟通相关调整和阻塞项；不要把这个 skill 变成另一场规划仪式。