justin/pm-claude-skills

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mohitagw15856 036511ab3e Windsurf + Aider targets, MCP server, and demo placement (#33 )

Broadens both reach (more tools) and content types (an MCP server), continuing
the multi-platform story.

Windsurf + Aider:
- build-exports.mjs gains two platforms: exports/windsurf/*.md (workspace rules,
  trigger: model_decision) and exports/aider/*.md (conventions for `aider --read`).
  Now 5 platforms (ChatGPT, Gemini, Cursor, Windsurf, Aider).
- install.sh + bin/cli.mjs install both (windsurf -> .windsurf/rules, aider ->
  .aider/skills with a --read hint); generated README index is excluded from copies.
- One-line windsurf-install.sh / aider-install.sh wrappers for parity.

MCP server (new content type):
- mcp/server.mjs — zero-dependency stdio MCP server exposing list_skills,
  search_skills, get_skill. Published as a second bin (pm-claude-skills-mcp).
  Logs to stderr; reads bundled skills/ at startup. mcp/README.md documents
  client config.

Also: README hero "See it in action" demo placement (ready to swap in a GIF;
recording guide in web/docs-assets/README.md), Works-With table + exports +
install docs updated, CHANGELOG Unreleased. package.json files/bin updated.


Claude-Session: https://claude.ai/code/session_016JWn5jRD5tcEFKrubjQ6Px

Co-authored-by: Claude <noreply@anthropic.com>

2026-06-17 23:15:38 +01:00

5.0 KiB

Raw Blame History

Roadmap Presentation Skill

Build roadmaps that tell a strategy story — not just a list of features with dates. Every roadmap output is audience-calibrated: executives get outcomes, teams get specificity, customers get value.

Required Inputs

Ask the user for these if not provided:

Audience (executive/board, cross-functional, engineering, customers — changes format significantly)
Prioritised initiative list with rough timelines or quarters
Company OKRs or strategic goals (to anchor the narrative)
Period covered (Q1, H1, full year, etc.)

Audience Calibration

Always ask who the audience is before building:

Audience	They care about	Format
Executive / Board	Business outcomes, revenue, risk, strategic alignment	Outcome-led, 3 columns (Now / Next / Later), no sprint detail
Cross-functional stakeholders	Dependencies, timelines, their team's involvement	Theme-based, with dependency callouts
Engineering team	Specificity, sequencing, technical constraints	Detailed, with epics and rough sizing
Customers / External	Value delivered, no internal detail	Benefits-focused, no dates — "Coming soon / In progress / Done"

The Now / Next / Later Framework

Standard output structure:

NOW (Current quarter — high confidence, committed)

What we're building and why
Expected outcomes

NEXT (Following quarter — medium confidence, directional)

Themes and initiatives
Key hypotheses being tested

LATER (6–12 months — low confidence, aspirational)

Strategic bets
Dependencies that need to resolve first

⚠️ Never put specific dates on "Later" items. Use quarters or halves.

Roadmap Narrative Template

Every roadmap needs a narrative, not just a timeline. Structure it as:

Where we are — current product state and key metrics
The problem we're solving — what's holding customers or the business back
Our strategic bets — the themes that guide this roadmap
What we're building — Now / Next / Later breakdown
How we'll know it's working — success metrics per theme
What we're not doing — explicit deprioritisation with rationale

Output Format

Product Roadmap — [Product Area] — [Quarter/Year]

Audience: [Executive / Team / Customer] Roadmap Owner: [PM Name] Last Updated: [Date] Confidence Level: Now = High | Next = Medium | Later = Low

Strategic Context:

[2–3 sentences: what company/product goal does this roadmap serve?]

Guiding Themes This Period:

[Theme 1] — [1-line rationale]
[Theme 2] — [1-line rationale]
[Theme 3] — [1-line rationale]

NOW — [Quarter]

Theme	Initiative	Outcome Expected	Team	Status
[Theme]	[What we're building]	[Metric it moves]	[Owner]	In Progress / Starting

NEXT — [Quarter]

Theme	Initiative	Hypothesis	Dependencies
[Theme]	[What we plan to build]	[If we build X, we expect Y]	[What needs to be true first]

LATER — [H2 / Next Year]

Theme	Strategic Bet	Why Later
[Theme]	[What we might build]	[What's blocking or uncertain]

What We're NOT Building (and Why):

[Requested initiative] — Deprioritised because: [reason]
[Requested initiative] — Deprioritised because: [reason]

Success Metrics for This Roadmap:

Metric	Now Target	End of Year Target
[Metric]	[X]	[Y]

Guidelines

Never let a roadmap become a commitment list — frame everything outside "Now" as directional
Always include a "not doing" section — it prevents the roadmap from becoming a wish list in disguise
For executive audiences: lead with the outcome the roadmap delivers to the business, not the features
Recommend a roadmap review cadence: monthly for Now items, quarterly for Next/Later
If dates are demanded for Later items: use quarters (Q3 2026), not specific dates

Quality Checks

Format matches the audience (executives don't get sprint-level detail)
NOW items are committed with owners; NEXT items are directional; LATER items are aspirational
"What We're NOT Building" section has at least 2 items with rationale
Success metrics are specified per theme (not just a list of features)
Language is free of internal jargon — tested by asking: "could an external stakeholder understand this?"

Anti-Patterns

Do not put specific dates on NEXT or LATER items — use quarters or halves to signal appropriate confidence levels
Do not show the same level of detail to executives and engineers — calibrate depth to audience or you lose both
Do not omit the "What We're NOT Building" section — a roadmap without explicit deprioritisation becomes a wish list
Do not present LATER items as commitments — frame everything outside NOW as directional, not promised
Do not skip the success metrics section — without it, stakeholders cannot evaluate whether the roadmap is working