القائمة
Run a product sunset end to end — decide, align, plan, prepare, announce, close. Use when you need the whole EOL process, not just one artifact.
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npx skills add https://github.com/TuYv/ccpm --skill eol-processيبقى الأمر في سطر واحد. مرّر أفقيًا لمراجعته كاملًا قبل النسخ.
تفضّل نسخة محلية؟ نزّل الملفات المتاحة حاليًا لدى SkillsMP.
Use when auditing a paid ad account for incremental contribution, wasted spend, or measurement integrity before scaling; runs a typed 20-item ROAS profile with verified vetoes and a SHIP/FIX/BLOCK/UNDECIDED gate on own exported data. Not for campaign structure design — use campaign-architect; not for creative production — use ad-creative-builder. 付费广告账户审计/ROAS评分
Use when the user asks to "write ad copy", "generate RSA headlines", or "build ad creative at volume"; produces ad units — RSA headlines/descriptions, hooks, and an angle matrix — message-matched to the destination landing page. Not for scoring an ad account — use ad-account-auditor; not for the post-click page — use landing-optimizer; not for organic articles — use content-writer. 广告创意/广告文案/RSA标题
Use when the user asks to "design an A/B test", "set up a creative/landing test", "run an incrementality test", or "is this result statistically and practically material?"; produces a hypothesis, variant matrix, sample-size/duration/power plan, and a documented effect/uncertainty read from own exported results. It applies only a precommitted owner-approved action rule; the statistical helper never chooses a business action. Not for producing variants — use ad-creative-builder; not for reading back one shipped change — use paid-measurement-loop. 广告AB测试设计/实验设计/显著性判定/增效测试
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عرض SKILL.md
| name | eol-process |
| argument-hint | [product being retired, and where you are in the process] |
| description | Run a product sunset end to end — decide, align, plan, prepare, announce, close. Use when you need the whole EOL process, not just one artifact. |
| intent | Orchestrate a complete product end-of-life from the go/no-go decision through post-retirement review, sequencing the decision, stakeholder alignment, operational plan, internal enablement, customer announcement, and closure. Right-sized so a feature deprecation runs in a week and a regulated hardware retirement runs across quarters. Use this to lose the product without losing the customer. |
| type | workflow |
| theme | eol-transition |
| best_for | ["Running a full product sunset from decision through post-EOL review","Knowing what has to happen before you can announce — and in what order","Rescuing a sunset already in motion by finding which phase got skipped"] |
| scenarios | ["We've decided to retire a product and I own the whole thing — walk me through it end to end","We announced an EOL and it's going badly; what did we skip and what do we do now?"] |
| estimated_time | 30-60 min to plan; weeks to quarters to execute |
Run a product retirement end to end: decide whether to do it, align the people who can stop it, build the operational plan, ready the teams who will face customers, announce it, and close it out properly. Six phases with decision points between them.
The governing goal, and the sentence worth keeping in your head the whole way through: lose the product without losing the customer. Most of what follows exists to protect the second half of that sentence.
This is an orchestration skill. It doesn't replace the artifact skills — it tells you which one to reach for, when, and what has to be true before you move on.
Works best with: The product being retired and where you currently are — considering it, decided, mid-plan, or already announced and struggling.
Also useful: Scale (customers, revenue, contracts), whether a replacement exists, and who already knows.
Anything supplied with the invocation itself — text after the skill name, a pasted context dump, or
an appended ARGUMENTS: line — counts as answers already given. Use it and skip whatever it
covers; don't re-ask.
Arriving empty-handed? That works too. The process opens by establishing what's being retired and where you are in it, then routes you to the right phase. If you're mid-sunset and something is going wrong, say so — the diagnostic in "Entering Mid-Stream" finds the skipped phase.
Example invocations:
Run the full EOL process for our legacy reporting module — decision made, nothing else started.We announced a sunset three weeks ago and Support is drowning. What did we skip?| # | Phase | Question it answers | Primary artifact |
|---|---|---|---|
| 1 | Decide | Should we retire this, and how big is this? | Readiness assessment + intensity level |
| 2 | Align | Who can stop this, and what do they know that we don't? | Stakeholder sequence |
| 3 | Plan | What has to happen, when, and who owns it? | Phase-gated checklist |
| 4 | Prepare | Are our people ready before our customers hear? |
| Internal enablement pack |
| 5 | Announce | What do customers hear, and when? | Customer EOL message |
| 6 | Close | Did we finish, and what did we learn? | Post-EOL review |
Phase 6 is the one everyone skips. It's also the phase that makes your next sunset cheaper. Budget for it up front, because nobody volunteers for it afterward.
Every skill in this suite stands alone. None requires another to have run first. This process is a recommended route through independent stops, not a conveyor belt — which means:
The order earns its keep because each phase surfaces what the next one needs. Deviate deliberately, not accidentally.
Not all EOLs play out the same. The process compresses or expands with the sunset:
| Level 1 — Light | Level 2 — Standard | Level 3 — Heavy | |
|---|---|---|---|
| Typical scope | Feature, internal tool, API | Commercial product, active customers | Revenue-critical, hardware, regulated |
| Elapsed time | Days to weeks | 6-12 months | 12-24 months |
| Phase 2 stops | 3-4 | 7-8 | 10+ |
| Phase 3 gates | 2-3 phases, no gate criteria | 4-5 phases with gates | All 6 phases, gates with approvers |
| Phase 4 output | Support FAQ | + Sales points, objections, escalation | + Channel brief, training |
| Phase 5 message | Brief notice | Standard with phase table | Full, phased, with compliance |
| Phases 2-4 | Often collapse into one sitting | Distinct, sequential | Distinct, with their own workstreams |
Level 2 is the default. Set the level in Phase 1, and let it size everything downstream. Never default to Level 3 — process theater on a small sunset teaches everyone to ignore the process on a big one.
Most people find this skill in the middle of a sunset, often a troubled one. Symptoms map to the phase that got skipped:
| Symptom | Phase skipped | What to do now |
|---|---|---|
| "Legal just found a contract problem" | 2 (Align) | Stop. Return to Phase 1 — the decision may not survive |
| "Sales says they promised this forever" | 2 (Align) | Inventory field commitments before any further comms |
| "Support is drowning in tickets" | 4 (Prepare) | Ship the FAQ and escalation ladder today; backfill the rest |
| "Customers say they never heard" | 5 (Announce) | Re-announce with dates; the first notice didn't land |
| "Nobody knows who owns what" | 3 (Plan) | Build the checklist; unowned items are the failure |
| "We shut it off and things broke" | 3 (Plan) | Downstream readers were never inventoried |
| "We did it and learned nothing" | 6 (Close) | Run the review now — memory decays fast |
Use workshop-facilitation as the interaction protocol when
running any phase conversationally. Give the heads-up, take context dumps, offer numbered choices,
and let people bail to a specific phase.
Use template.md as the one-page tracker for a sunset in flight.
This workflow orchestrates 6 phases with a decision point after each. Elapsed time runs from days at Level 1 to two years at Level 3 — set the level in Phase 1 and let it size the rest. Each phase names the skill that produces its artifact, but every one of those skills also runs standalone, so enter wherever you actually are.
Question: Should we retire this, and how big is this?
Run eol-readiness-advisor for this phase.
If the landing place isn't ready, you may proceed through Phases 2-4 but not Phase 5. Do not announce a transition you can't yet support.
Question: Who can stop this, and what do they know that we don't?
Run eol-stakeholder-sequence for this phase.
This is the most important gate in the process, and the one teams treat as a formality.
Returning to Phase 1 here is cheap. Discovering the same thing after Phase 5 is not.
Question: What has to happen, when, and who owns it?
Run eol-checklist for this phase.
TBD, or Not scheduled with the precondition. An invented
EOL date is a promise you will break in publicQuestion: Are our people ready before our customers hear?
Run eol-internal-enablement for this phase.
This gates the announcement. The cardinal sin of EOL communication is handing Support and Sales the announcement five minutes before customers get it.
Test it: ask a rep who they'd call about a churn threat, and ask them to answer the hardest objection out loud. If either answer is a shrug, you are not ready to announce.
Question: What do customers hear, and when?
Run eol-message for this phase.
Before sending, check three things:
Question: Did we finish, and what did we learn?
Closure is not the shutdown date. It's when the data is gone or delivered, the contracts are settled, the money is recognized, and someone has written down what happened. If the review hasn't been run, the sunset isn't finished — it's just quiet.
PHASE 1: DECIDE -> eol-readiness-advisor
Trigger -> signals -> intensity level -> landing place
DP1: Go / Go-with-conditions / Hold / Harvest
Landing place not ready? Phases 2-4 OK, Phase 5 blocked
|
PHASE 2: ALIGN -> eol-stakeholder-sequence
Legal -> Finance -> Sales -> Marketing -> CS -> difficult customers
-> Engineering -> Support (+ Execs, Channel, Regulatory at L3)
DP2: Did anything invalidate the decision? --[yes]--> back to Phase 1
|
PHASE 3: PLAN -> eol-checklist
Gates in scope -> items with owners -> gate criteria -> data,
contracts, access, money -> enablement date BEFORE announce date
DP3: Every item owned? Every date real?
|
PHASE 4: PREPARE -> eol-internal-enablement
Support FAQ -> sales points with gaps -> objections (offers
pre-approved) -> escalation ladder -> channel brief + training (L3)
DP4: Enablement complete? --[no]--> DO NOT ANNOUNCE
|
PHASE 5: ANNOUNCE -> eol-message
Size -> path -> draft -> sticky-note test -> segment -> comms calendar
DP5: Legal read it? Consistent with field promises? Support has it?
|
PHASE 6: CLOSE -> (this skill)
Walk gates -> track progress -> close data/contracts/money ->
LESSONS-LEARNED REVIEW -> own any deferred decisions
DP6: Data settled, contracts closed, review written?
Level 1 compression: Phases 2, 3, and 4 often collapse into one sitting — a short stakeholder list, a punch list, and a support FAQ. Phases 1, 5, and 6 still happen. Especially 6.
examples/sample.md — Fieldlight Classic Dispatch (SaaS, Level 2, all six phases across ten
months)examples/sample-industrial.md — NFA-200 controller line (industrial, Level 3, where Phase 2
sends the process back to Phase 1 and changes the outcome)Symptom: The first artifact anyone builds is the customer announcement.
Consequence: You announce, then discover the contract terms, the field promises, and the missing migration path — in public, with a date already committed.
Fix: The announcement is the fifth phase for a reason. Everything before it exists to make it survivable.
Symptom: Stakeholder conversations happen, findings get noted, the plan proceeds unchanged.
Consequence: You held the conversations and ignored them, which is worse than skipping them — you now have witnesses who warned you.
Fix: DP2 is a real gate. If Legal or your difficult customers surfaced something material, return to Phase 1 and reassess. That loop is the process working.
Symptom: Phase 4 and Phase 5 land in the same week, or Phase 4 slips and Phase 5 doesn't.
Consequence: Support improvises for three days and their improvisations become your de facto policy — inconsistently.
Fix: DP4 gates DP5 on the plan, with separate dates. If enablement slips, the announcement slips.
Symptom: A deprecated feature gets ten stakeholder stops and a training program.
Consequence: Everyone learns EOL process is bureaucracy and skips it next time — and next time is the one with the contracts.
Fix: Set the level in Phase 1 honestly. A Level 1 sunset that runs in an afternoon and closes properly is a success.
Symptom: The product shuts off, the team moves on, nobody writes anything down.
Consequence: The next sunset repeats every mistake, and the data-deletion and contract-closure items quietly go undone.
Fix: Put the review on the Phase 3 checklist with a named owner while people still care. Closure is not the shutdown date.
Symptom: Every phase is executed competently, measured entirely in internal completion.
Consequence: A clean retirement and a churn spike. You ran a good process and still lost the relationship.
Fix: Track retention as the outcome measure, not checklist completion. The goal is losing the product without losing the customer — if the second half didn't happen, the process didn't succeed.
Every skill below stands alone. This process recommends a route through them; none of them requires this skill, and this skill doesn't require you to run all of them. Carry context between phases by saying "Level 2" and pasting what you have.
eol-readiness-advisor — Phase 1eol-stakeholder-sequence — Phase 2eol-checklist — Phase 3eol-internal-enablement — Phase 4eol-message — Phase 5workshop-facilitation — interaction protocol throughoutpositioning-statement — for the Phase 5 transition solutionstakeholder-map — general mapping, if Phase 2 needs breadth firsthttps://github.com/deanpeters/product-manager-prompts repo.