「management」の検索結果

【非推奨】要求の整合性チェックは requirement-management の reqctl.py validate に統合された。既存の docs/sdd/ を保守する場合にのみ使用する。SDDドキュメントの整合性チェック、実装同期確認、アーカイブ（CLAUDE.md同期含む）、ファイル最適化を行う。Do NOT use for 要求の矛盾検出（requirement-management を使用すること）。

Extract AmeriFlux BASE-BADM/BIF crop management records into EcoSIM-editable plant-management and soil-management Excel workbooks that can be converted to EcoSIM NetCDF files. Use when asked to derive EcoSIM planting, harvest, fertilizer, or tillage management inputs from AMF *_BIF_*.xlsx or BIF CSV files, especially for crop sites where management details live in GRP_DM_* records and DM_COMMENT fields.

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Managing third-party dependencies — version pinning, security auditing, license compliance, update workflows, lockfile management, supply chain security. Activate on "npm audit", "dependabot", "renovate", "pin versions", "dependency update", "supply chain", "license compliance", "lockfile", "security advisory", "typosquatting", "SBOM". NOT for internal monorepo package management (use monorepo-management) or publishing your own packages to npm/PyPI.

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ReactやNext.jsの画面を実装・レビューするために、部品の組み立て、状態管理、データ取得、表示速度、フォームや操作性の改善パターンを示すスキル。

• Reactの部品を再利用したいとき
• 状態管理とデータ取得の見直し
• 長い一覧の表示を軽くしたいとき

Flutter/Dartのコードを、状態管理ライブラリごとの慣習に沿ってレビューします。画面構成や非同期処理から、性能・テスト・アクセシビリティ・安全性まで点検します。

• Flutterアプリの公開前レビュー
• 状態管理の設計を確認したいとき
• 不要な画面再構築を調べたいとき

Deep management assessment — the 'buying a stock is buying a person' layer. For a company or a named executive, evaluate integrity (promise-vs-delivery tracking, crisis behavior, stakeholder treatment), ability (strategic foresight, execution, capital-allocation record) and governance (equity structure, compensation, related-party deals). Outputs a weighted score across integrity / ability / capital-allocation / governance plus Duan Yongping's 3-question verdict ('would you hand this person your money for 10 years'). Use when standard research leaves management quality uncertain, or when management IS the investment thesis.

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KubeSphere extension management Skill. Use when user requests to install, configure, upgrade, uninstall extensions, or query extension info/troubleshoot issues. Includes extension discovery, dependency management, install configuration, version management.

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Manage for output using Grove's "High Output Management": a manager's output is their organization's output, raised by high-leverage activities. Use when the user mentions "high output management", "managerial leverage", "one-on-ones", "1:1 agenda", "OKRs", "performance review", "task-relevant maturity", "delegation", "meeting overload", "new manager", "how do I run a 1:1", or "just got promoted to manager". Also trigger when structuring a manager's calendar and meeting cadence, designing team metrics, running planning, coaching delegation, or preparing performance reviews. Covers leverage, production principles, meetings as the medium of management, decisions, OKRs, and task-relevant maturity. For intrinsic motivation, see drive-motivation. For a company operating system, see traction-eos.

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Draft a funder-compliant Data Management Plan (NSF DMP, NIH DMS Policy 2023, ERC, Horizon Europe) by composing the confidential-data and environment-capture primitives. Sections cover data description, formats/metadata, storage/backup, access/sharing, preservation/archiving, and roles. Use when user says "data management plan", "DMP", "DMSP", "NIH data sharing plan", "write the data plan for my grant", or when a grant proposal needs a data-management section. NOT a submission tool — produces a draft the user pastes into the funder portal (DMPTool, NIH ASSIST, Horizon Europe portal).

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Create a structured change management plan for any organisational change. Use when asked to write a change management plan, manage a change initiative, plan a system rollout, or lead an organisational transformation. Produces a plan covering stakeholder analysis, impact assessment, communication strategy, and resistance management.

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Expert CIS Controls v8 (CIS Top 18) advisor — implementation group scoping (IG1/IG2/IG3), control gap assessments, safeguard-level guidance, asset inventory, software inventory, data protection, secure configuration, account management, access control, continuous vulnerability management, audit log management, email and web browser protections, malware defenses, network infrastructure management, network monitoring and defense, application software security, incident response, penetration testing, and CIS Controls mapping to NIST CSF, ISO 27001, SOC 2, and CMMC. Use for any question about CIS Controls, CIS Benchmarks, Implementation Groups, or prioritized cyber hygiene for any organization size.

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Expert CIS Controls v8 (CIS Top 18) advisor — implementation group scoping (IG1/IG2/IG3), control gap assessments, safeguard-level guidance, asset inventory, software inventory, data protection, secure configuration, account management, access control, continuous vulnerability management, audit log management, email and web browser protections, malware defenses, network infrastructure management, network monitoring and defense, application software security, incident response, penetration testing, and CIS Controls mapping to NIST CSF, ISO 27001, SOC 2, and CMMC. Use for any question about CIS Controls, CIS Benchmarks, Implementation Groups, or prioritized cyber hygiene for any organization size.

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Prepare management meeting materials and question lists for A-share investment due diligence. Adapted from the original dd-meeting-prep skill for Chinese business culture and management meeting conventions. Triggers on "A股尽调会议准备", "管理层会议准备", "management meeting China", "DD meeting prep", "管理層访谈准备", or "prepare for management meeting [company]".

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Guides audit findings remediation program management including finding prioritization by severity (critical, high, medium, low), owner assignment, remediation planning, deadline tracking, verification testing, closure criteria, escalation protocols, and management reporting. Covers remediation lifecycle from finding issuance to verified closure. Keywords: audit remediation, finding management, prioritization, verification testing, closure criteria, remediation tracking.

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Expert in running the day-to-day operations of thriving communities. Covers moderation systems, onboarding flows, crisis management, scaling operations, and team management. The engine room that keeps communities healthy and safe. Use when "community operations, community moderation, community management, onboarding flow, crisis management, trust and safety, community team, " mentioned.

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管理咨询 (管理咨询 (Management Consulting) — 战略与管理咨询的职业认知操作系统，从业者/咨询顾问/想入行者/采购咨询服务的客户视角。覆盖: (a) 第一性张力 — 假设驱动 (hypothesis-driven / answer-first / Day-1 answer) 的「先有答案再验证」⇄ 数据驱动 (data-led / bottom-up) 的「先穷尽事实再归纳」，这行的核心张力是「先射箭再画靶 vs 先画靶再射箭」，资深人偏 top-down 假设树减少 boil-the-ocean，但要时刻防 confirmation bias; 以及更深层的张力 — 「卖洞见 (insight / so-what) vs 卖工时 (analysis / 体力)」，「客户影响 (client impact / 落地) vs 智识严谨 (intellectual rigor / 漂亮 deck)」; (b) 方法论正典 (最标准化、最易蒸出高质量) — MECE (相互独立完全穷尽)、issue tree / logic tree (问题树/逻辑树)、hypothesis-driven problem solving (假设驱动)、Pyramid Principle (Minto 金字塔原理: SCQA 情境-冲突-疑问-回答 + 结论先行 + 自上而下 + 归纳/演绎)、80/20 (帕累托/抓大放小)、so-what (所以呢/洞见提炼)、storyline (故事线/ghost deck 鬼影稿)、driver tree / profit tree、2x2 矩阵、value chain、frameworks (Porter 五力/3C/4P/7S/BCG 矩阵/价值链) 既是脚手架也是陷阱 (套框架 vs 真洞见); (c) 行业结构 — MBB (McKinsey/BCG/Bain 战略三巨头) vs Big Four 咨询臂 (Deloitte/PwC Strategy&/EY-Parthenon/KPMG) vs 精品战略所 (Oliver Wyman/Kearney/Roland Berger/L.E.K./Arthur D. Little) vs 专业/职能 boutique (运营/数字化/PE 尽调); up-or-out (非升即走)、leverage model (杠杆模型: 1 个合伙人带多个 EM/咨询师/分析师的金字塔)、partner/principal/EM(项目经理)/associate(咨询师)/analyst(分析师) 职级; (d) 项目交付模型 (the case/study/engagement) — 提案/SOW (scope of work)、problem definition (问题定义/真问题 vs 表象问题)、workplan (工作计划)、hypothesis tree (假设树)、analysis (分析/建模)、synthesis (综合)、recommendation (建议)、implementation (落地); 客户管理 (steering committee 指导委员会、stakeholder 利益相关方、对齐); (e) 产出物 — the deck (PPT 幻灯片是咨询的母语)、executive summary、action title (行动标题/每页一句话结论)、ghost deck (先搭骨架后填数据)、Excel 财务模型、framework 图; (f) 职业/招聘 — case interview 生态 (案例面试: Victor Cheng LOMS/Case in Point/market sizing 市场估算/估算题/fit 行为面)、网申-笔试-案例面、up-or-out、exit options (退出路径: PE/VC/corp dev 企业发展/战略岗/创业/industry); (g) 争议/批判 — 咨询的价值之辩 (「借你的表告诉你时间」「frameworks 是剧场表演 vs 真洞见」Matthew Stewart《The Management Myth》)、McKinsey 的丑闻 (Purdue 阿片类/独裁政府/ICE/利益冲突, Bogdanich & Forsythe《When McKinsey Comes to Town》)、咨询 vs 自建战略部、generalist 通才 vs specialist 专才之争、AI/GenAI 对初级分析师工作的冲击; (h) 流派 — 战略经典 (Porter 定位学派/五力 vs 资源基础观 RBV vs 蓝海战略 Kim&Mauborgne vs 颠覆式创新 Christensen vs Mintzberg 应急战略批判 planning school); 三巨头气质分野 (McKinsey 事实驱动/CEO 信任/通才, BCG 概念/思想领导力/经验曲线/增长-份额矩阵, Bain 结果导向/NPS 净推荐值/PE 关系/与客户深度绑定)。不含: 投行 M&A/财务顾问 (估值/承销超出范畴)、纯 IT 实施/系统集成 (SI 人力外包)、纯审计/税务、纯人力 RPO/猎头、内部战略部 only (虽相关但本 skill 聚焦专业服务咨询的外部视角)。) Master OS — automated mastery of 管理咨询 (Management Consulting) — 战略与管理咨询的职业认知操作系统，从业者/咨询顾问/想入行者/采购咨询服务的客户视角。覆盖: (a) 第一性张力 — 假设驱动 (hypothesis-driven / answer-first / Day-1 answer) 的「先有答案再验证」⇄ 数据驱动 (data-led / bottom-up) 的「先穷尽事实再归纳」，这行的核心张力是「先射箭再画靶 vs 先画靶再射箭」，资深人偏 top-down 假设树减少 boil-the-ocean，但要时刻防 confirmation bias; 以及更深层的张力 — 「卖洞见 (insight / so-what) vs 卖工时 (analysis / 体力)」，「客户影响 (client impact / 落地) vs 智识严谨 (intellectual rigor / 漂亮 deck)」; (b) 方法论正典 (最标准化、最易蒸出高质量) — MECE (相互独立完全穷尽)、issue tree / logic tree (问题树/逻辑树)、hypothesis-driven problem solving (假设驱动)、Pyramid Principle (Minto 金字塔原理: SCQA 情境-冲突-疑问-回答 + 结论先行 + 自上而下 + 归纳/演绎)、80/20 (帕累托/抓大放小)、so-what (所以呢/洞见提炼)、storyline (故事线/ghost deck 鬼影稿)、driver tree / profit tree、2x2 矩阵、value chain、frameworks (Porter 五力/3C/4P/7S/BCG 矩阵/价值链) 既是脚手架也是陷阱 (套框架 vs 真洞见); (c) 行业结构 — MBB (McKinsey/BCG/Bain 战略三巨头) vs Big Four 咨询臂 (Deloitte/PwC Strategy&/EY-Parthenon/KPMG) vs 精品战略所 (Oliver Wyman/Kearney/Roland Berger/L.E.K./Arthur D. Little) vs 专业/职能 boutique (运营/数字化/PE 尽调); up-or-out (非升即走)、leverage model (杠杆模型: 1 个合伙人带多个 EM/咨询师/分析师的金字塔)、partner/principal/EM(项目经理)/associate(咨询师)/analyst(分析师) 职级; (d) 项目交付模型 (the case/study/engagement) — 提案/SOW (scope of work)、problem definition (问题定义/真问题 vs 表象问题)、workplan (工作计划)、hypothesis tree (假设树)、analysis (分析/建模)、synthesis (综合)、recommendation (建议)、implementation (落地); 客户管理 (steering committee 指导委员会、stakeholder 利益相关方、对齐); (e) 产出物 — the deck (PPT 幻灯片是咨询的母语)、executive summary、action title (行动标题/每页一句话结论)、ghost deck (先搭骨架后填数据)、Excel 财务模型、framework 图; (f) 职业/招聘 — case interview 生态 (案例面试: Victor Cheng LOMS/Case in Point/market sizing 市场估算/估算题/fit 行为面)、网申-笔试-案例面、up-or-out、exit options (退出路径: PE/VC/corp dev 企业发展/战略岗/创业/industry); (g) 争议/批判 — 咨询的

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DevOps 与站点可靠性工程 (SRE) — 平台 / 基础设施 / 可靠性工程师的认知操作系统, 覆盖软件交付 + 运维全生命周期 (CI/CD 与发布工程 trunk-based + 渐进式发布 canary/blue-green/feature flag + GitOps Argo CD/Flux / 基础设施即代码 Terraform/OpenTofu/Pulumi/Ansible + policy-as-code OPA / 容器与编排 Docker/Kubernetes + Helm/Kustomize + service mesh Istio/Linkerd / 可观测性 Prometheus + Loki + OpenTelemetry + Honeycomb + eBPF + RED/USE / SLO-SLI-error budget 与可靠性工程 Google SRE 学科 + 容量规划 + 优雅降级 / 事件管理与 on-call 事件指挥 + PagerDuty + runbook + 无指责复盘 + MTTR / 云平台与 FinOps AWS/GCP/Azure + 成本优化 + 弹性伸缩 / 平台工程与开发者体验 IDP + Backstage + golden path + Team Topologies / DevSecOps 与供应链安全 shift-left + SBOM + SLSA + sigstore + Vault / 韧性与混沌工程 fault injection + game day + 安全科学 / DORA 指标与工程效能 部署频率 + 变更前置时间 + 变更失败率 + Accelerate 研究 / 数据库与有状态运维 schema 迁移 + 备份容灾) — 不含 通用应用开发 / 纯云销售认证速成 / 'DevOps = 跑 Jenkins 的岗位' 窄化误解 / ITIL 工单文化传统运维 (旧范式仅做边界) / 把手工运维 ClickOps 当稳态 (是 toil, 本 skill 核心反模式) (DevOps & Site Reliability Engineering — the cognitive operating system of platform / infrastructure / reliability practitioners who own the full software delivery + operational lifecycle, covering (a) CI/CD & release engineering (build pipelines, trunk-based development, progressive delivery — canary / blue-green / feature flags, GitOps with Argo CD / Flux), (b) Infrastructure as Code (Terraform / OpenTofu, Pulumi, CloudFormation, Ansible, Crossplane — module design, state management, drift, policy-as-code OPA / Sentinel / Checkov), (c) containers & orchestration (Docker / OCI, Kubernetes — scheduling, networking CNI, storage CSI, operators / CRDs, Helm / Kustomize, service mesh Istio / Linkerd), (d) observability (the three pillars + beyond — metrics Prometheus / VictoriaMetrics, logs Loki / ELK, traces OpenTelemetry / Jaeger / Tempo, high-cardinality observability Honeycomb, eBPF, RED / USE methods, SLO-based alerting), (e) SLO / SLI / error budgets & reliability engineering (Google SRE discipline — service level objectives, error budget policy, toil budgets, capacity planning, load shedding, graceful degradation), (f) incident management & on-call (incident command, PagerDuty / Opsgenie, runbooks, blameless postmortems, MTTR / MTTD, error budget burn), (g) cloud platforms & FinOps (AWS / GCP / Azure well-architected, multi-region, cost optimization, autoscaling), (h) platform engineering & developer experience (internal developer platforms, Backstage, golden paths, self-service, Team Topologies), (i) DevSecOps & supply-chain security (shift-left, SAST / DAST, SBOM, SLSA, sigstore / cosign, secrets management Vault), (j) resilience & chaos engineering (chaos experiments, fault injection, game days, resilience engineering / safety science), (k) DORA metrics & engineering effectiveness (deployment frequency, lead time, change failure rate, MTTR, the Accelerate research), (l) databases & stateful operations (schema migrations, backups / DR, replication); NOT generic software development / app feature coding (是 平行学科, DevOps/SRE 关注 delivery + operability 不是 product feature), NOT pure cloud sales / certification cram without operational depth, NOT 'DevOps = a job title that runs Jenkins' 的窄化误解 (DevOps 是 文化 + 实践, SRE 是 Google 对 reliability 的工程化具体实现), NOT ITIL-heavy 传统运维 工单文化 (是 被 DevOps 取代的旧范式, 仅做边界标注), NOT manual ops / ClickOps as a steady state (是 toil, 本 skill 的核心反模式).) Master OS — automated mastery of DevOps & Site Reliability Engineering — the cognitive operating system of platform / infrastructure / reliability practitioners who own the full software delivery + operational lifecycle, covering (a) CI/CD & release engineering (build pipelines, trunk-based development, progressive delivery — canary / blue-green / feature flags, GitOps with Argo CD / Flux), (b) Infrastructure as Code (Terraform / OpenTofu, Pulumi, CloudFormation, Ansible, Crossplane — module design, state management, drift, policy-as-code OPA / Sentinel / Checkov), (c) containers & orchestration (Docker / OCI, Kubernetes — scheduling, networking CNI, storage CSI, operators / CRDs, He

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MBB-level management consultant with mastery over structured thinking, frameworks, guesstimation, industry analysis, and executive-grade deliverables. Use this skill for: solving business problems, structuring cases, market sizing, profitability analysis, market entry, M&A, pricing, operations, digital transformation, org design, and any consulting deliverable (deck, memo, one-pager). Trigger on: "consulting framework", "MECE", "issue tree", "hypothesis-driven", "80/20", "McKinsey", "Bain", "BCG", "strategy consulting", "management consulting", "problem statement", "root cause", "executive summary", "due diligence", "case study", Porter's Five Forces, 3C's, Ansoff, value chain, or any structured business problem-solving and strategic analysis task.

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Act as a project-management copilot (PM/PMO) for the delivery loop: charters, plans and schedules, estimates, risk registers, status reports, scope changes, stakeholder communication, meeting actions, lessons learned, and portfolio roll-ups, in a per-project `_project/` workspace. Use whenever the user wants to start, plan, track, rescue, or report on a project: "kick off this project", "make a project plan / timeline / WBS", "what date can I commit to", "build a risk register", "run a pre-mortem", "write the weekly status report", "the deadline slipped, what now", "turn this meeting into action items", "review my project portfolio", in any language ("quản lý dự án", "gestion de projet", "プロジェクト管理", "项目管理"), even when they never say "project management". Also use whenever a `_project/` directory exists and the user asks about schedule, deadline, risk, status, scope, budget, or stakeholders. Not for what to build (product-manager) or company-level bets (strategy-board).

Structures management presentation materials for buyer meetings with business overview, strategy, and financial deep-dives. Use when preparing management presentations, coaching management teams, or organizing buyer meetings.

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"Corporate innovation-governance toolkit integrating Stage-Gate process, 3 Horizons model, innovation portfolio management, open innovation, corporate venture capital (CVC), innovation KPIs, and intrapreneurship. Use for innovation-portfolio design, second-curve planning, innovation-project review gating, open-innovation evaluation, CVC setup, innovation-KPI design, or managing tension between core and new businesses. Triggers: 『第二曲線』『創新專案怎麼管』『新事業孵化』『收購投資新創』『Stage-Gate』『研發投資組合』『內部創業』『開放式創新』『CVC』『3 Horizons』『創新 KPI』. For Taiwan EMBA innovation-management/strategy/technology-management cases (台大／中山). Startup basics: use Asgard `ux-lean-startup`; innovation theory: use Asgard `grad-disruptive-innovation`, `grad-ambidexterity`; 家族二代接班治理: use `biz-corporate-governance` 或 `ops-talent-strategy`; ESG/淨零策略結合: use `biz-net-zero-transition`.".

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Rebate Management setup: rebate types, payout calculations, accruals, partner rebates, program setup, compliance reporting. NOT for Sales Agreements or channel revenue management — use integration/manufacturing-cloud-setup. NOT for CPQ discounts on quotes — use admin/cpq-pricing-rules.

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Configuring or troubleshooting the Nonprofit Success Pack Program Management Module (PMM) - program delivery, cohort setup, service scheduling, service delivery recording, and attendance tracking for beneficiaries. Trigger keywords: program management module, PMM, Program__c, ProgramEngagement__c, ServiceDelivery__c, cohort setup, bulk service delivery, service schedule, service participant. NOT for designing which outcomes and indicators to measure - use admin/program-outcome-tracking-design. NOT for NPSP donor, household and giving-rollup data - use data/nonprofit-data-architecture.

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Configure and manage Field Service Lightning inventory: ProductItem (stock at locations), ProductTransfer (stock movement), ProductConsumed (parts used on work orders), ProductRequest/ProductRequestLineItem (replenishment ordering), ProductItemTransaction (audit trail). NOT for work orders, work types, or service appointments — use admin/fsl-work-order-management. NOT for ERP parts and inventory sync — use architect/fsl-integration-patterns. NOT for Omnichannel Inventory (OCI) — use architect/order-management-architecture.

日本語の概要は準備中です。原文の説明を表示しています。