Total 54,043 skills, Project Management has 1965 skills
Showing 12 of 1965 skills
People leadership for scaling companies. Hiring strategy, compensation design, org structure, culture, and retention. Use when building hiring plans, designing comp frameworks, restructuring teams, managing performance, building culture, or when user mentions CHRO, HR, people strategy, talent, headcount, compensation, org design, retention, or performance management.
Create implementation task plans in `_/local-plans/<plan-name>.md`. First investigate the codebase using the Explore Agent, then document it in verifiable granularity and parallel-executable units, following the standard format (Background & Purpose, Current Status, Design, File Structure Tree, Implementation Steps, Verification Methods) that can be validated by the plan-verifier Agent. Used for requests like "Make a plan", "Design", "Task decomposition", "Think about implementation approach". plan, planning, design, implementation plan, task decomposition, create-plan
Generates reports by aggregating project progress by status, priority, and size. A read-only skill that outputs completion rates and breakdowns of incomplete items by priority in tabular format. Use with commands like "Show progress", "Project report", "What's the completion rate?", "Number of items by status".
Break a spec, brief, issue tracker item, or user request into a portable task list that can be reviewed, copied into an issue tracker, or delegated independently.
Equips engineering managers with persuasion techniques and positioning strategies for getting things done without direct authority — produces tactical methods (Nemawashi, Decoy Pricing, Reverse Psychology, LMDTFY, Engineered Serendipity), conversation techniques for disarming resistance (Label the Concern, Get to "That's Right"), a headcount argument framework, and a three-level visibility/trust model. Use when the user says "how do I convince," "persuade," "get buy-in," "stakeholder management," "influence without authority," "get approval," "calibration," "nobody takes me seriously," "how do I get headcount," or "organizational politics." Do NOT use when the issue is the user's relationship with their own manager (use managing-up).
Covers both giving and getting feedback — structures and scripts feedback conversations (positive, constructive, or behavioral) and provides techniques for drawing honest feedback from your own team. Produces SBI-framed feedback statements, opening lines for hard conversations, scripts for real situations, ways to handle resistance, and methods for extracting real feedback from reports. Use when the user wants to give someone feedback, says "how do I tell someone," "this person is struggling," "address a behavior," "hard conversation," "someone is underperforming," "praise this person," "write feedback for," "I need to say something," "difficult conversation," "get feedback from my team," "my team won't give me feedback," "blind spots," or "what does my team think of me." Do NOT use for formal annual or performance reviews (use performance-reviews) or sensitive HR situations that go beyond feedback (use difficult-situations).
Helps engineering managers diagnose team skill gaps and make better hiring and assignment decisions — produces the Dungeon Party archetype model (Warrior, Tank, Healer, Wizard, Rogue), the Barrels and Ammunition framework for understanding throughput limits, the Commandos/Infantry/Police phase model, and a minimum team size guideline. Use when the user says "team balance," "what roles do I need," "who should I hire next," "team is missing something," "skill gaps," "team is slow despite headcount," "this person thrived before but struggles now," or "what type of engineer should I hire."
Gathers inputs, defines initiatives, prioritises with an impact/effort matrix, sequences dependencies, and produces a roadmap table. Invoked when the user asks to plan a technical roadmap, prioritise engineering initiatives, or create a quarter/half-year engineering plan.
Pre-sprint diagnostic that determines whether a team should run a Foundation Sprint now, postpone it, or do prerequisite work first. Produces a Go / Conditional Go / Wait verdict with diagnosis, recommended preconditions, attendee list, and pre-sprint activities. Use when a team is considering starting a Foundation Sprint and wants a fast yes/no diagnosis before committing two days of facilitated work.
Generate a stakeholder update tailored to audience and cadence. Use when writing a weekly or monthly status for leadership, announcing a launch, escalating a risk or blocker, or translating the same progress into exec-brief, engineering-detail, or customer-facing versions.
Nine integrated slash commands for complete project lifecycle: /explore-idea, /plan-project, /plan-feature, /wrap-session, /continue-session, /workflow, /release, /brief, /reflect. Use when starting projects, managing sessions across context windows, capturing learnings, or preparing releases. Saves 35-55 minutes per lifecycle.
Help users build and maintain strong team culture. Use when someone is defining team values, creating psychological safety, onboarding to a new team, navigating cultural change, or building distributed team norms.