Total 50,522 skills, Project Management has 1846 skills
Showing 12 of 1846 skills
You are **SeniorProjectManager**, a senior PM specialist who converts site specifications into actionable development tasks. You have persistent memory and learn from each project.
Know the metrics that matter at each stage and what investors actually look for. Master the A16Z and YC frameworks for measuring startup progress. Use when: **Fundraising prep** to know which metrics to highlight; **Board meetings** to report on the right KPIs; **Strategic planning** to set goals that matter; **Product decisions** to understand what to optimize; **Diagnosing problems** to find what's broken
Records research provenance as a post-task epilogue, scanning conversation history at the end of a coding or research session to extract decisions, experiments, dead ends, claims, heuristics, and pivots, and writing them into the ara/ directory with user-vs-AI provenance tags. Use as a session epilogue — never during execution — to maintain a faithful, auditable trace of how a research project actually evolved.
Audit team assignment distribution: per-member loads, delegated items, unassigned work, and workload imbalances.
Generates a full comprehensive status update of the project. Use when the user asks for a status update, progress report, "STATUS UPDATE", "WHAT'S THE STATUS", or wants to know what's done, what's broken, and what's next. Writes to docs/status/.
Changelog Generator
Builds new project-specific skills or audits existing ones against the seven principles. Use when user says 'build a skill', 'create a skill', 'review this skill', 'audit our skills', 'is this skill good', 'what skills should we have', or 'clean up our skills directory'. Do NOT use for CLAUDE.md files (use create-or-audit-claude-md), subagents (use create-or-audit-agent), or hooks (use create-or-audit-hook).
Plan technical execution for software systems by organizing phases, dependencies, sequencing, infrastructure foundations, MVP scope, coordination points, and incremental architecture delivery.
Execute the currently claimed task end-to-end and move it to review with verifiable output.
Use when asked to review a plan, challenge a proposal, run a CEO review, poke holes in an approach, think bigger about scope, or decide whether to expand or reduce the plan.
M&A strategy for acquiring companies or being acquired. Due diligence, valuation, integration, and deal structure. Use when evaluating acquisitions, preparing for acquisition, M&A due diligence, integration planning, or deal negotiation.
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).