Total 50,503 skills, Project Management has 1846 skills
Showing 12 of 1846 skills
Plan technical execution for software systems by organizing phases, dependencies, sequencing, infrastructure foundations, MVP scope, coordination points, and incremental architecture delivery.
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.
Markdown チェックリスト・YAML タスクリスト・要件定義書などからプロジェクトアイテムを一括作成する。タイトル・本文・Priority・Size をパースして `gh project item-create` + `item-edit` でフィールド設定。「要件書からアイテム作って」「タスクをプロジェクトに追加」「ロードマップを取り込んで」などで使用。
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).
Helps engineering managers understand and act on what drives each engineer — produces a three-driver framework (Growth, Connection, Impact), techniques for identifying someone's primary driver, driver-aligned delegation patterns, and a team composition diagnostic. Use when the user says "this person isn't motivated," "nobody picks up tasks," "I keep reminding people," "what drives my engineers," "how do I motivate my team," "what should I delegate to this person," "engineer seems disengaged," or "what growth activity should I give this person." Do NOT use when someone is actively leaving or at risk of quitting (use retaining-developers) or when the engineer is a high performer with specific management challenges (use managing-high-performers).
Helps engineering managers write messages, announcements, and stakeholder updates that land well — produces a 3-Step Writing Framework (Prepare / Write Simply / Run a Garbage Collector), the Async Re-Explanation Trap (calling out missed messages), and the Compression/Decompression model for diagnosing why messages are misunderstood. Use when the user says "draft a message," "write an announcement," "communicate this change," "how do I word this," "message for my team," "write an update," or "how do I communicate X." Do NOT use for verbal feedback or difficult conversations (use `feedback` or `difficult-situations`).
Processes for routing community insights/actions and communicating outcomes back to members.
Track progress across sessions using SESSION.md with git checkpoints and concrete next actions. Converts IMPLEMENTATION_PHASES.md into trackable session state. Use when: resuming work after context clears, managing multi-phase implementations, or troubleshooting lost context.
Help users set and hit realistic deadlines. Use when someone is planning project timelines, struggling to hit deadlines, dealing with timeline pressure from stakeholders, or trying to improve estimation accuracy.
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.
Analyze team capacity, plan resource allocation, and balance workload across projects. Forecast staffing needs and optimize team utilization while maintaining sustainable pace.