project-status

name	project-status
description	Show a founder-style executive project status briefing. Use when the user asks "project status", "where are we overall?", "give me the big picture", "executive briefing", "founder update", "program status", or wants a strategic, evidence-based view of overall progress, risks, business impact, and decisions.
allowed-tools	Read, Glob, Grep

/vibeos:project-status — Executive Project Briefing

Show a strategic, founder-friendly status briefing for the overall project or program.

Instructions

1. Read the strategic evidence base (if it exists):

   • project-definition.json — machine-readable project definition
   • docs/product/PROJECT-IDEA.md, docs/product/PRODUCT-BRIEF.md, docs/product/PRD.md — product intent
   • docs/product/PRODUCT-ANCHOR.md — product promise and experience guardrails
   • docs/ENGINEERING-PRINCIPLES.md — quality bar and anti-shortcut rules
   • docs/planning/DEVELOPMENT-PLAN.md — phases and sequencing
   • docs/planning/WO-INDEX.md — work-order coverage and completion state
   • .vibeos/findings-registry.json — remediation backlog and accepted risks
   • .vibeos/audit-reports/ and .vibeos/session-audits/ — latest evidence of quality posture
   • docs/research/RESEARCH-REGISTRY.md — freshness of external technical decisions
   • docs/decisions/DEVIATIONS.md — explicit trade-offs and compromises
   • top-level README or architecture docs, if they help identify what is already working in the product

2. Determine the overall program state:

   • What stage is the project actually in, in plain English?
   • What user-visible or business-relevant progress is real and evidenced?
   • What remains unfinished before the product reaches the next meaningful milestone?
   • What risks, governance gaps, or quality debt could change the business outcome?
   • What decisions need founder input now?

3. Translate technical progress into business meaning:

   • Do not lead with WO numbers, issue IDs, or backlog bookkeeping
   • Explain what has been accomplished in terms of product capability, delivery readiness, and business impact
   • If evidence is weak or mixed, say so clearly instead of overstating confidence

4. Report the executive briefing:

   ## Project Status
   
   **Bottom line:** [1-3 sentence executive summary]
   **Program stage:** [plain English stage]
   **Confidence:** [high / medium / low] — [why]
   **What this means for the business:** [plain English interpretation]
   
   ### Evidence-Based Progress
   - [major completed outcome]
   - [major completed outcome]
   - [what that progress means]
   
   ### What Still Needs To Happen
   - [major remaining milestone]
   - [critical unfinished area]
   - [important non-code work if relevant]
   
   ### Risks And Issues
   - [delivery risk]
   - [quality or governance risk]
   - [research freshness or dependency risk]
   
   ### Strategic Priorities
   1. [highest-leverage next priority]
   2. [second priority]
   3. [third priority]
   
   ### Decisions Needed From You
   - [decision, why it matters, and recommended direction]
   

5. If the project is not yet fully set up:

   • say so in plain English
   • explain whether the project is still in discovery, planning, remediation, or build setup
   • recommend the next best strategic step

Communication Contract

Follow the full USER-COMMUNICATION-CONTRACT.md (docs/USER-COMMUNICATION-CONTRACT.md). Key rules:

• Lead with outcome, follow with mechanism
• Present decisions with consequences
• Introduce every concept on first use with plain English definition

Skill-specific addenda:

• This is an executive briefing, not a backlog dump
• Translate technical evidence into product, delivery, risk, and business meaning
• Avoid leading with WO numbers, ticket IDs, or raw audit counts unless the user explicitly asks for them
• If a choice is needed, present options with pros, cons, and a recommendation