Total 50,396 skills, Project Management has 1845 skills
Showing 12 of 1845 skills
Helps engineering managers break down knowledge silos and build sustainable documentation and collaboration practices — produces a four-root-cause diagnostic for silos, an Engineering Guilds framework, a minimum-viable documentation approach using ADRs, a structured onboarding model, and a cross-team request decision framework. Use when the user says "knowledge silos," "reinventing the wheel," "nobody reads docs," "onboarding is bad," "teams don't talk," "documentation culture," "cross-team friction," "information doesn't flow," or "new hires struggle to ramp up."
Helps engineering managers prevent and respond to engineer attrition by diagnosing retention risk, choosing the right intervention, and preparing retention conversations. Use when the user says "developer quit," "attrition," "someone is disengaged," "how do I retain," "engineer is leaving," "developer unhappy," "keeping the team," "someone seems checked out," "engineer received another offer," "retention risk," or "my best engineer may leave." Produces a five-state diagnostic, action plan, conversation script, compensation/equity guidance, zero-budget recognition ideas, and warning signs. Do NOT use when the issue is day-to-day motivation only; use engineer-motivation.
Helps engineering managers support direct report growth — produces a stage-by-stage model of engineering impact (Circles of Influence), a framework for non-linear career planning (Tarzan Method), diagnostic signals for stalled growth, conversation scripts for career talks, and a promotion readiness vs. timing distinction. Use when the user says "career growth," "promotion," "career path," "this person wants to grow," "career conversation," "what's next for this person," "career ladder," "IC vs manager track," "how do I help my report advance," "help someone grow," or "engineer wants a promotion." Do NOT use for formal written performance reviews or underperformance — use performance-reviews instead.
Guides engineering managers through the specific challenges of managing top engineers — produces a four-quadrant ability/confidence diagnostic, the Rock Star vs. Superstar distinction, common mistakes to avoid, a stagnation diagnostic (Diminishing XP), and a Pusher vs. Puller framework for managing burnout and team friction. Use when the user says "rockstar engineer," "superstar," "high performer," "brilliant jerk," "wants promotion," "hardest to manage," "overconfident," "my best developer is burning out," "engineer is frustrated," or "my best developer is pushing me." Do NOT use for standard underperformance (use performance-reviews) or general motivation questions (use engineer-motivation).
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."
Structured group-decision mechanic that captures silent ideation, voting summaries, and Decider sign-off in a single bundled artifact. Use when a small team needs to make a fast decision with diverse input, when groupthink is a risk, or when a workshop moment demands silent contribution before discussion. Applicable to Foundation Sprint, Design Sprint, and any participatory decision context.
Day 2 morning move of a Foundation Sprint. Forces generation of 3 to 7 candidate approaches as one-page summaries before the team converges on a top bet. Use after Day 1 is signed and before Magic Lenses on Day 2 afternoon. Enforces a minimum of 3 approaches to prevent first-idea anchoring. Each approach summary names what it is, why it serves the differentiators, and includes a simple visual.
Create or update a feature specification from a natural language feature description.
Reconcile the project's FPF state with recent repository changes
Triage and categorize GitHub issues with priority labels. Use when user says "triage issues", "check issues", "review open issues", or during regular maintenance of GitHub issue backlog.
Use when asked to "thinking in bets", "make decisions under uncertainty", "think probabilistically", "avoid resulting", "separate decision quality from outcomes", or "reduce bias in decisions". Helps make explicit bets and evaluate decisions on process, not results. The Thinking in Bets framework (from Annie Duke) applies poker strategy to business and life decisions.
Plan and execute organizational or technical changes. Trigger with "we're changing", "rolling out", "migration plan", "how do we communicate this change", "change management plan", or when the user is planning a change that affects people, processes, or systems.