Total 50,330 skills, Project Management has 1841 skills
Showing 12 of 1841 skills
Product manager that decomposes requirements into actionable tasks with priorities and dependencies. Use for planning, requirements, specification, scope, prioritization, task breakdown, and ISO 21500, ISO 31000, or ISO 38500-aligned planning recommendations.
Think beyond immediate consequences to understand the chain reactions of decisions. Master Howard Marks' investment framework for seeing what others miss. Use when: **Strategic decisions** where long-term consequences matter; **Policy/rule changes** that will trigger behavioral responses; **Competitive moves** to anticipate market reactions; **Product decisions** where user behavior may shift; **Investment analysis** to see past obvious conclusions
Backlog integration. Manage Projects. Use when the user wants to interact with Backlog data.
Stress-test a plan or design through structured interviewing. Use when the user wants to pressure-test a plan, resolve design decisions, or mentions "grill me".
Use when workflow components are inconsistent, naming conventions vary, or a new team member's work needs alignment to project standards.
Set the start and due time of tasks
Update the workflow status of tasks
Orchestrate the full one-person company workflow across all OPC skills. It is used when Codex needs to start, continue, or review the complete One Person Company (OPC) methodology process, read prior outputs from `opc-doc/`, determine the user's familiarity with relevant concepts and preferred interaction mode, explain terms when needed, ask one question at a time, offer user-selectable options, and summarize the next concrete action for Chinese-speaking users.
Archive completed milestone and prepare for next version
Archive accumulated phase directories from completed milestones
Use historical analogies to inform strategic decisions by identifying structural similarities and differences between past and present situations. Use this skill when the user draws on historical precedent to justify a strategy, needs to evaluate whether a historical comparison is valid, or wants to learn from past events — even if they say 'this is like the dotcom bubble', 'history repeats itself', or 'what can we learn from how X handled this'.
Apply Upper Echelons Theory (Hambrick and Mason, 1984) to analyze how top management team characteristics — demographics, experiences, values — shape strategic choices and organizational outcomes. Use this skill when the user needs to evaluate TMT composition effects on strategy, predict strategic direction from leadership profiles, assess whether managerial discretion enables or constrains executive influence, or when they ask 'does leadership background matter for strategy', 'how does TMT composition affect decisions', or 'why did this management team make that choice'.