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Keep the backlog useful instead of letting it become a graveyard of ideas nobody will build. Covers backlog hygiene, grooming practices, and knowing when to kill items. Use when the backlog has hundreds of stale items, sprint planning takes forever, or the team doesn't trust the backlog.
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基于 SOC 职业分类
Bring engineering, design, research, marketing, and sales onto the same page and keep them there. Covers alignment levels, RACI clarity, and continuous maintenance. Use when teams have different understandings of what's being built, cross-team dependencies are causing problems, or alignment keeps breaking down.
Get buy-in and drive alignment when you have no direct power over the people you need to move. Covers stakeholder framing, pre-wiring decisions, and building credibility over time. Use when pushing for a direction without exec authority, navigating disagreements, or when a proposal keeps getting blocked.
Build a productive relationship with leadership by communicating effectively, managing expectations, and knowing when to push back. Use when navigating executive relationships, seeking alignment on direction, or when leadership requests conflict with team capacity.
Partner with design to create better products, not just prettier ones. Covers when to involve design, how to give useful feedback, and respecting the design process. Use when PM-design handoffs feel clunky, design feedback conversations are unproductive, or design is brought in too late.
Partner with engineering as a collaborator, not a ticket-writer. Covers communication norms, technical empathy, scope negotiation, and building mutual trust. Use when PM-engineering relationships feel transactional, technical decisions are made without product input, or scope conversations become adversarial.
Partner with marketing, sales, and customer success to bring products to market effectively. Covers launch coordination, sales enablement, and feedback loops. Use when launches aren't driving adoption, sales can't articulate the value prop, or customer feedback isn't reaching the product team.
| name | backlog-management |
| description | Keep the backlog useful instead of letting it become a graveyard of ideas nobody will build. Covers backlog hygiene, grooming practices, and knowing when to kill items. Use when the backlog has hundreds of stale items, sprint planning takes forever, or the team doesn't trust the backlog. |
Keep the backlog sharp, honest, and useful — not a guilt-inducing pile of good intentions.
/backlog-management Apply backlog management constraints to this conversation./backlog-management <context> Improve backlog practices for the described situation.