product-management-skills

Route product-management work to the smallest relevant set of operational PM skills. Use when the user invokes /pm, asks a broad or ambiguous product question, needs help choosing a PM method, or requests discovery, strategy, positioning, pricing, metrics, experiments, prioritization, roadmaps, requirements, launch, stakeholder, AI-product, or product-review work.

Design an AI-product evaluation system connecting task quality, user outcomes, failure taxonomies, datasets, human judgment, automated checks, release thresholds, and production monitoring. Use when defining AI quality, comparing models or prompts, deciding launch readiness, or diagnosing regressions.

Decide whether a product problem should use AI and define the appropriate human-AI workflow. Use when a team starts with a model or agent idea, must compare AI with deterministic software or process change, needs an AI use-case brief, or must assess data, uncertainty, value, feasibility, cost, and fallback fit.

Review AI-product safety, reliability, privacy, security, fairness, uncertainty, human oversight, fallback, monitoring, drift, latency, and cost risks. Use for AI launch gates, agent actions, high-impact automation, incident preparation, production failure analysis, or system feasibility review.

Discover and validate product opportunities before committing to delivery. Use when a team has feature requests but weak problem evidence, needs to identify customer opportunities, must reduce value or usability risk, or wants a continuous discovery plan tied to an outcome.

Design the smallest reliable experiment or assumption test capable of changing a product decision. Use when the user has a hypothesis, wants an A/B test or prototype test, needs causal evidence, must choose an evidence standard, or wants success, guardrail, stop, and interpretation rules.

Plan, conduct, or analyze non-leading customer interviews that produce behavioral evidence. Use when the user needs an interview guide, wants to evaluate interview notes, must distinguish signal from compliments or hypothetical intent, or needs a recruiting and synthesis plan.

Plan or review a product launch, staged rollout, adoption loop, readiness gate, and post-launch learning plan. Use when a team must decide whether to release, how to sequence exposure, what messaging and support are required, or how to measure adoption, retention, reliability, and rollback.

Assess product-market fit as evidence across a specific customer, problem, value proposition, behavior, retention, and viable business model. Use when the user asks whether a product has fit, which segment to pursue, why adoption or retention is weak, or what evidence is required before scaling.

Define product success measures, metric trees, lifecycle metrics, guardrails, instrumentation requirements, and one decision-driving focus metric. Use when goals are vague, teams rely on vanity metrics, a roadmap lacks measures, or the user needs metrics tied to a business model and product stage.

Build or critique an Opportunity Solution Tree linking a measurable outcome to customer opportunities, alternative solutions, assumptions, and tests. Use when a team is converging too early, has a feature list without rationale, needs to compare options, or wants a discovery map.

Define or critique product positioning from competitive alternatives, differentiated capabilities, customer value, best-fit segments, and market category. Use when customers do not understand a product, sales and marketing tell inconsistent stories, a launch needs context, or the user asks for positioning before messaging.

Write or critique a lean product brief, PRD, or PR/FAQ that frames the customer, outcome, evidence, risks, constraints, measures, and open decisions before implementation detail. Use when requirements are solution-heavy, scope is unclear, or a team needs an executable product definition.

Design or critique product pricing, packaging, willingness-to-pay research, and value metrics. Use when the user asks what to charge, how to package capabilities, whether freemium or usage pricing fits, how to test willingness to pay, or how pricing changes product behavior and unit economics.

Prioritize product bets under strategic, capacity, evidence, dependency, and risk constraints. Use when a backlog is overloaded, stakeholders compete for priority, a team asks for RICE or scoring, resources must be allocated, or explicit trade-offs and sequencing are required.

Run a structured review of a product bet, initiative, roadmap, launch, or evidence packet and return a decision with gaps and next actions. Use when the user asks for critique, a product review, a go/no-go decision, an executive review, or an audit across value, usability, feasibility, viability, evidence, and operations.

Create or audit an outcome-based product roadmap that connects strategy to sequenced bets, evidence checkpoints, dependencies, and adaptation rules. Use when a roadmap is a feature calendar, stakeholders demand dates without uncertainty, or a team needs Now/Next/Later planning.

Map stakeholders, prepare product decisions, resolve alignment risks, and write evidence-based product updates. Use when ownership is unclear, teams disagree, an executive decision is needed, incentives conflict, or the user must communicate trade-offs, status, risks, and asks.

Develop or critique a product strategy by diagnosing the central obstacle, choosing a guiding policy, and defining coherent actions and non-goals. Use when priorities compete, a roadmap lacks rationale, a team has goals but no choices, or a strategy reads like aspirations or a feature list.