「initiatives」の検索結果

Allocate a finite budget or headcount across competing initiatives by return and strategic fit. Use when asked to allocate budget, decide where to invest, build a funding/portfolio plan, or make trade-offs across initiatives under a cap. Produces a capital-allocation plan — initiatives scored by expected return × strategic fit per dollar, a funded/unfunded split against the cap, the cut line, and the reasoning.

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Linear expert for workspace/team admin, Cycles, Projects, Initiatives, Roadmaps, GraphQL API queries, triage workflows, GitHub integration, bulk operations, and Jira-to-Linear migration.

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Structures 100-day and long-term value creation plans with revenue growth, margin improvement, and capital efficiency initiatives. Use when building value creation plans, tracking improvement initiatives, or preparing operating partner reviews.

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Create and manage tickets — initiatives, epics, stories, bugs. Use when the user says "create a new initiative", "slice this initiative", "split this epic up", "break this into stories", "incept this epic", "make a ticket", "refine this ticket", "what's ready", "status of a story", "publish ticket changes", "validate these tickets", "set up the ticket store".

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Senior Project Manager for enterprise software, SaaS, and digital transformation projects. Specializes in portfolio management, quantitative risk analysis, resource optimization, stakeholder alignment, and executive reporting. Uses advanced methodologies including EMV analysis, Monte Carlo simulation, WSJF prioritization, and multi-dimensional health scoring. Use when a user needs help with project plans, project status reports, risk assessments, resource allocation, project roadmaps, milestone tracking, team capacity planning, portfolio health reviews, program management, or executive-level project reporting — especially for enterprise-scale initiatives with multiple workstreams, complex dependencies, or multi-million dollar budgets.

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Transform an output-focused roadmap into an outcome-focused one that communicates strategic intent. Rewrites initiatives as outcome statements reflecting user and business impacts. Use when shifting to outcome roadmaps, making a roadmap more strategic, or rewriting feature lists as outcomes.

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Pre-mortem analysis that imagines a plan has failed, then works backward to identify causes and preventions. Use before launches, major decisions, or risky initiatives to surface hidden risks.

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Governs the portfolio of work — intake, prioritization, stage gates, resource contention, and stopping things. Use this to set up intake and prioritization, run a stage gate, decide between competing initiatives, resolve resource contention across projects, or work out why everything is in flight and nothing is finishing.

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Pressure-tests a decision, plan, or idea before it is committed to — surfacing the assumption it rests on, the case against it, and what would have to be true for it to work. Use this when weighing options, when a plan needs challenging before commitment, when you have already decided and want a genuine gut check, when processing meeting notes into decisions, or when competing initiatives need ranking. Distinct from `chief-executive`, which owns direction; this one interrogates a specific decision.

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Decides where capital and attention go across business lines, products, and markets — what to fund, hold, harvest, or exit, and on what evidence. Use this to allocate budget across businesses, evaluate whether a product line should continue, decide whether to exit one, structure a portfolio review, or when several initiatives compete for the same limited investment.

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Finds the single constraint currently limiting a business's growth and the highest-leverage moves against it, rather than producing a list of everything that could be improved. Use this when growth has stalled or slowed, when deciding where to spend limited time or budget, when revenue rises but profit does not, when prioritizing growth initiatives, or when a business feels busy without compounding.

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Plan a feature or initiative through a computed route: the conductor derives the canon delta and assembles the document package — from a zero-document null route for small fixes to an umbrella PRD with one spec per capability for large initiatives. Modes, named as the first word: sdd (full package), sources (MRD → BRD → URD) for market research, customer discovery, and business or user requirements, iso (BRS → StRS → SyRS → SRS) for ISO 29148 and regulated work, research for a technical investigation — never market research — that the research instrument closes either by scope coverage (a research document) or by a recommendation (an rnd). Explicit form: plan research <topic>. Use for 'plan the X redesign', 'create a roadmap', 'plan a new feature', 'I need market research before we plan', 'we're regulated — start the ISO requirements cascade', 'investigate X before we plan', 'compare the alternatives for Y' — a new investigation, not a finished report already in hand. Not for recording a decision or documenting existing code — use /archcore:document. Not for checking docs against code — use /archcore:review.

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Choose up to three immediate priorities from competing initiatives. Use when everything is urgent and the customer needs a defensible order with explicit deferrals.

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Build a multi-quarter roadmap from a backlog of ideas, requests, and ongoing initiatives. Use this skill when planning the next quarter, sequencing dependent work, balancing build vs improve vs maintain, or making the case for what NOT to do. Triggers on roadmap, quarterly planning, what should we build next, sequencing, prioritization, OKR planning, capacity planning, what's on the roadmap, plan the year, what to ship next quarter. Also triggers when stakeholders are pulling in different directions and the team needs a defensible plan.

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Produce the Part 8 yearly planner: quarterly themes and monthly initiatives. "plan the whole year month by month"

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When you want to manage projects across your businesses using a kanban + Eisenhower methodology. One kanban per business (whatever portfolio of businesses, projects, or initiatives you run). Tool-agnostic — connects via API/MCP to whatever PM tool each business uses (Notion, GitHub Projects, Plane, Linear, Obsidian file-based, or manual mode). Async-first output. Six modes — setup (scaffold a new board for a business), triage (Eisenhower-sort the backlog), next (pick the next thing to work on, single board or across all), status (paste-ready async snapshot), unblock (diagnose Review/Blocked column), weekly (Friday pulse + week planning). Triggers on "/pm," "/pm setup," "/pm triage," "/pm next," "/pm status," "/pm unblock," "/pm weekly," "what should I work on next," "kanban status," "Eisenhower this," "triage my backlog," "what's blocked."

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Estimate and communicate business impact of insights. Use when sizing opportunities discovered in analysis, calculating ROI of recommended actions, or prioritizing initiatives by potential impact.

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Guides the creation of agile epics with comprehensive definition including business value, success criteria, and breakdown into user stories. Use when the user wants to create an agile epic, define large bodies of work, break down features into user stories, or document strategic initiatives. This should trigger for requests such as Create an agile epic; Write an epic; I need to create an epic; Define an epic; Epic definition. Part of Plinth Toolkit

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Use when managing multiple initiatives across time horizons (now/next/later, H1/H2/H3), balancing risk vs return across portfolio, sizing and sequencing bets with dependencies, setting exit/scale criteria for experiments, allocating resources across innovation types (core/adjacent/transformational), or when user mentions portfolio planning, roadmap horizons, betting framework, initiative prioritization, innovation portfolio, or resource allocation across horizons.

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When the user needs to organize product initiatives into a prioritized, time-sequenced plan with outcomes and dependencies.

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Use when planning with fixed deadline or target outcome, working backward from future goal to present, defining milestones and dependencies, mapping critical path, identifying what must happen when, planning product launches with hard dates, multi-year strategic roadmaps, event planning, transformation initiatives, or when user mentions "backcast", "work backward from", "reverse planning", "we need to launch by", "target date is", or "what needs to happen to reach".

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Use when ranking backlogs, deciding what to do first based on effort vs impact (quick wins vs big bets), prioritizing feature roadmaps, triaging bugs or technical debt, allocating resources across initiatives, identifying low-hanging fruit, evaluating strategic options with 2x2 matrix, or when user mentions prioritization, quick wins, effort-impact matrix, high-impact low-effort, big bets, or asks "what should we do first?".

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Use when designing organizational structure (team topologies, Conway's Law alignment), mapping stakeholders by power-interest for change initiatives, defining team interface contracts (APIs, SLAs, decision rights, handoffs), assessing capability maturity (DORA, CMMC, agile maturity models), planning org restructures (functional to product teams, platform teams, shared services), or when user mentions "org design", "team structure", "stakeholder map", "team interfaces", "capability maturity", "Conway's Law", or "RACI".

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ACTIVATE when developing long-term strategy, setting OKRs, creating vision statements, building SWOT analyses, designing strategic frameworks, defining company direction, planning multi-year initiatives, or aligning organizational strategy with business goals. Executive must think through market positioning, competitive advantage, and measurable strategic objectives.

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