tool-foundation-sprint-basics

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Foundation Sprint Basics

Foundation Sprint 基础内容

Day 1 morning of a Foundation Sprint. The team makes four foundational choices explicit: who the product is for, what important problem it solves, why this team has a right to win, and what customers do today instead. The output is one coherent strategic frame, not four separable decisions.

Family contract:

docs/reference/skill-families/foundation-sprint-skills-contract.md

. This skill is a member of

foundation-sprint-skills

Foundation Sprint第一天上午的环节。团队需要明确做出四项基础选择：产品面向的用户群体、解决的核心问题、团队获胜的优势所在，以及当前用户的替代方案。产出是一个统一连贯的战略框架，而非四个独立的决策。

家族协议：

docs/reference/skill-families/foundation-sprint-skills-contract.md

。该技能属于

foundation-sprint-skills

家族。

When to Use

适用场景

Day 1 morning of a Foundation Sprint, after the brief is signed.
The team has sufficient customer and market knowledge (per readiness verdict) to make informed choices.
Each of the four sub-decisions is open or contested; the team has not pre-aligned on any of them.
The Decider is in the room and ready to sign off on the bundled output before lunch.

Foundation Sprint第一天上午，且冲刺简报已签署完成。
团队具备足够的客户与市场知识（符合就绪判定标准），能够做出有依据的选择。
四项子决策均未达成共识或存在争议；团队尚未就其中任何一项预先对齐。
决策者在场，并准备好在午餐前签署确认整合后的产出。

When NOT to Use

不适用场景

The team lacks enough customer knowledge to choose a target customer or name an important problem. Run customer research or problem framing first; revisit when readiness criterion 3 passes.
The team has already committed to a specific customer-problem pair and just wants to validate it. Use a lighter validation tool; Basics is for genuine decision-making, not ratification theater.
Day 1 morning has slipped into afternoon. Differentiation depends on Basics being complete; if Basics did not produce a coherent frame by lunch, do not start Differentiation. Reframe or postpone.

团队缺乏足够的客户知识，无法选定目标客户或明确核心问题。应先开展客户研究或问题框架搭建；待就绪标准3达标后再重新启动该环节。
团队已确定特定的客户-问题组合，仅需验证。此时应使用更轻量化的验证工具；基础内容环节用于真正的决策制定，而非走形式的批准流程。
第一天上午的日程已推迟到下午。差异化环节依赖基础内容环节的完成；若基础内容环节未在午餐前产出连贯框架，则不应启动差异化环节。需重新梳理或推迟。

What This Skill Produces

该技能产出内容

A single bundled artifact with five sections:

Target customer statement: a specific, named customer with markers (demographic, behavioral, contextual).
Important problem statement: a customer-perceived pain strong enough to drive switching from alternatives.
Team advantage inventory: the capabilities, insights, relationships, data, and timing edges that make this team credible against the problem.
Competitor and alternative map: direct competitors, substitute workflows, manual workarounds, internal tools, and the strongest baseline of all: doing nothing.
Note-and-Vote trace: a record of how each sub-decision was made, including alternatives considered and Decider rationale.

The artifact is treated as one coherent output, not four separate ones. The team signs off on the bundled frame, not on the components in isolation. See

references/TEMPLATE.md

for the canonical structure and

references/EXAMPLE.md

for the Brainshelf example.

一份包含五个部分的整合成果：

目标客户声明：具体、明确的客户群体，包含人口统计、行为、场景等特征。
核心问题声明：客户感知到的痛点，其强烈程度足以促使他们放弃现有替代方案。
团队优势清单：团队具备的能力、洞察、人脉、数据以及时机优势，这些优势让团队在解决该问题时具备可信度。
竞争对手与替代方案图谱：直接竞争对手、替代工作流程、手动解决方案、内部工具，以及最强大的基准选择：什么都不做。
记录与投票轨迹：每项子决策的制定过程记录，包括考虑过的替代方案以及决策者的理由。

该成果被视为一个统一的输出，而非四个独立部分。团队需对整合后的框架签署确认，而非单独确认各个组件。规范结构可参考

references/TEMPLATE.md

，Brainshelf示例可参考

references/EXAMPLE.md

。

The Four Sub-Decisions

四项子决策

Each sub-decision uses

tool-note-and-vote

(the silent ideation + voting + Decider supervote protocol). The skill structures the sequence but the decision protocol is the standalone note-and-vote tool.

每项子决策均使用

tool-note-and-vote

（静默构思+投票+决策者超级投票协议）。该技能负责规划流程顺序，但决策协议是独立的note-and-vote工具。

1. Target customer (25-35 minutes)

1. 目标客户（25-35分钟）

The team produces 3-7 candidate customer descriptions through silent ideation, then votes, then the Decider supervotes one. The chosen customer MUST be specific (not "SaaS PMs" but "PMs at Series-B SaaS companies between 20 and 100 engineers"). The skill rejects vague segments and prompts the team to add markers until the description names someone the team can recognize.

团队通过静默构思产出3-7个候选客户描述，随后投票，再由决策者超级投票选定一个。选定的客户必须具体（不能是“SaaS产品经理”，而应是“拥有20至100名工程师的B轮SaaS公司的产品经理”）。该技能会拒绝模糊的细分群体，并促使团队添加特征，直到描述能够让团队识别出具体的用户原型。

2. Important problem (20-30 minutes)

2. 核心问题（20-30分钟）

The team names 3-7 candidate pains the chosen customer experiences. Vote, then Decider supervote. The chosen problem MUST be painful enough to drive switching from current behavior (including doing nothing). Mild annoyances are not Important Problems; the skill enforces this by asking explicitly: "What does the customer currently do, and why would they leave it for our solution?"

团队列出选定客户面临的3-7个候选痛点。投票后由决策者超级投票选定。选定的问题必须足够痛苦，足以促使客户改变当前行为（包括什么都不做）。轻微的困扰不属于核心问题；该技能会通过明确提问来确认：“客户当前的做法是什么？他们为什么会为我们的解决方案放弃现有做法？”

3. Team advantage inventory (20-30 minutes)

3. 团队优势清单（20-30分钟）

The team enumerates its specific edges: capabilities, insights, relationships, data, technology, distribution, timing. Vote to surface the top 2-3 (multi-vote), Decider confirms. The skill rejects generic advantages ("great team," "passionate") and prompts for specific evidence ("Sam previously built X at Y company"; "Riley has a 12k-member network in our target segment").

团队列举自身的具体优势：能力、洞察、人脉、数据、技术、渠道、时机。通过多轮投票选出排名前2-3的优势，由决策者确认。该技能会拒绝笼统的优势（如“优秀团队”“充满热情”），并要求提供具体证据（如“Sam曾在Y公司打造过X产品”；“Riley在我们的目标细分群体中拥有1.2万人的人脉网络”）。

4. Competitor and alternative map (20-30 minutes)

4. 竞争对手与替代方案图谱（20-30分钟）

The team maps the full alternative space: direct competitors, substitute workflows, manual workarounds, internal tools, and "do nothing." For each, the team notes what customers use it for and why people leave (or stay). The skill enforces inclusion of "do nothing" as a competitor; many teams forget that inertia is often the strongest alternative.

团队绘制完整的替代方案图谱：直接竞争对手、替代工作流程、手动解决方案、内部工具，以及“什么都不做”。针对每个选项，团队需记录客户使用它的原因以及人们选择离开或留下的理由。该技能会强制将“什么都不做”列为竞争对手；许多团队会忽略这一点，而惯性往往是最强大的替代方案。

Inference Inputs

推理输入

Input	What the skill does with it
Sprint brief	Reads the Decision Target to scope which customers and problems are in-scope; out-of-scope candidates are flagged before voting
Customer/market context packet	Pre-populates the silent ideation board with previously-surfaced candidates so the team doesn't reinvent them
Competitor knowledge	Pre-populates the alternative map with already-known competitors; the team adds and discusses rather than starts cold
Team advantage notes	Surfaces the team's existing self-assessment; voting refines and prioritizes

输入	技能如何使用该输入
冲刺简报	读取决策目标，确定哪些客户与问题属于范畴；在投票前标记出超出范畴的候选选项
客户/市场资料包	将之前发现的候选选项预先填充到静默构思板中，避免团队重复工作
竞争对手知识	将已知的竞争对手预先填充到替代方案图谱中；团队只需补充和讨论，无需从零开始
团队优势记录	展示团队现有的自我评估；通过投票进行细化和优先级排序

Common Pitfalls

常见误区

Vague customer. "SaaS PMs" or "readers" is not a target customer. The skill prompts for markers until the team can name a specific person archetype.
Mild-annoyance problems mistaken for painful ones. If the customer would not switch from doing nothing or from a paid alternative, the problem is not painful enough. The skill tests this explicitly.
Generic team advantages. "Great engineers" is not an advantage; "Sam built the original Pocket sync engine and knows offline-first patterns" is. The skill rejects unspecific advantages and prompts for evidence.
Ignoring "do nothing" as a competitor. The most common oversight. Many teams skip it because they think of competitors as named products; the skill forces inclusion.
Treating the four sub-decisions as separable. A target customer whose important problem is not solvable by the team's advantage cannot win. The skill ratifies the BUNDLED artifact, not the components; if the components don't cohere, the team revisits.
Skipping note-and-vote trace. The decision moments are load-bearing. Without the trace, Day 1 PM Differentiation begins on a fragile foundation and may end up re-litigating Basics under a different name.

模糊的客户群体：“SaaS产品经理”或“读者”不属于目标客户。该技能会促使团队添加特征，直到能够明确具体的用户原型。
将轻微困扰误认为核心痛点。如果客户不会放弃“什么都不做”或付费替代方案，那么该问题的痛苦程度不足。该技能会对此进行明确验证。
笼统的团队优势：“优秀工程师”不属于优势；“Sam打造了最初的Pocket同步引擎，熟悉离线优先模式”才是。该技能会拒绝不具体的优势，并要求提供证据。
忽略“什么都不做”作为竞争对手：最常见的疏漏。许多团队因为只把命名产品视为竞争对手而忽略它；该技能会强制将其纳入。
将四项子决策视为独立环节：如果目标客户的核心问题无法通过团队优势解决，那么无法取得成功。该技能只会批准整合后的成果，而非单独的组件；如果组件之间不一致，团队需重新梳理。
跳过记录与投票轨迹：决策过程至关重要。如果没有轨迹记录，第一天下午的产品经理差异化环节将建立在脆弱的基础上，可能最终会以不同名义重新讨论基础内容环节的问题。

Decider Role

决策者角色

The Decider's job during Basics is to:

Frame each of the four sub-decisions (or approve the facilitator's framing).
Listen during silent ideation and vote discussion without dominating.
Supervote each sub-decision with explicit rationale when the supervote diverges from the team's top choice.
Sign off on the bundled artifact as a coherent strategic frame before Differentiation begins.

A Decider who blesses everything without challenge is not adding value; a Decider who overrides without rationale is not building trust.

在基础内容环节中，决策者的职责是：

梳理每项子决策的框架（或批准主持人的框架）。
在静默构思和投票讨论期间倾听，不主导进程。
当超级投票结果与团队的首选不同时，需给出明确理由。
在差异化环节开始前，签署确认整合后的成果为统一连贯的战略框架。

不提出质疑就全盘认可的决策者无法创造价值；不给出理由就推翻团队选择的决策者无法建立信任。

Canonical Sources

权威来源

Character Capital. "Foundation Sprint guide." Basics agenda and decision sequence.
Knapp, J., and Zeratsky, J. Click. Day 1 morning sequence.
Knapp, J., and Zeratsky, J. "Introducing the Foundation Sprint." Lenny's Newsletter. Target customer and important problem framing.

Character Capital. 《Foundation Sprint指南》。基础内容环节的议程和决策流程。
Knapp, J., 和 Zeratsky, J. Click。第一天上午的流程。
Knapp, J., 和 Zeratsky, J. “Introducing the Foundation Sprint.” Lenny's Newsletter。目标客户与核心问题的框架搭建。

Cross-Skill Usage

跨技能使用

Prerequisites:

tool-foundation-sprint-brief

. The Brief's Decision Target tells the skill which customer-problem space is in-scope.

The skill invokes

tool-note-and-vote

four times (once per sub-decision). Each invocation produces its own decision record; the four traces are aggregated into the bundled artifact.

Next invocation in the sprint:

tool-foundation-sprint-differentiation

on Day 1 afternoon, immediately after lunch.

前置条件：

tool-foundation-sprint-brief

。简报中的决策目标会告知技能哪些客户-问题空间属于范畴。

该技能会四次调用

tool-note-and-vote

（每项子决策一次）。每次调用都会生成自己的决策记录；四条轨迹会被整合到最终的成果中。

冲刺中的下一个环节：第一天下午午餐后立即启动

tool-foundation-sprint-differentiation

。

Decider Checkpoint

决策者检查点

This skill ends with a Decider Checkpoint in

references/TEMPLATE.md

. The Decider signs off on the bundled artifact as a coherent strategic frame, not on the components individually. Without sign-off, Differentiation cannot start cleanly because the inputs are still under negotiation.

该技能的结尾是

references/TEMPLATE.md

中的决策者检查点。决策者需签署确认整合后的成果为统一连贯的战略框架，而非单独确认各个组件。若未签署确认，差异化环节无法顺利启动，因为输入内容仍存在争议。