lean-pm-skills

Build a complete business case for a product investment — strategic rationale, financial model, risk assessment, and recommendation. Use when you need executive approval for a major initiative.

Run ROI, IRR, NPV, payback period, and cost-benefit analysis for product investments. Use when you need to quantify the financial case for building something.

Decompose a large problem, epic, or initiative into independently shippable slices. Use when work is too big to build in one sprint and you need to find the seams.

Deep dive into product analytics — investigate a question, surface insights, build a data narrative. Use when you need to go beyond dashboards to understand what's happening.

Define an epic with strategic context, feature breakdown, milestones, and success metrics. Use when scoping a large body of work for planning and tracking.

Write a detailed feature spec with requirements, edge cases, and technical constraints. Use when a feature needs formal documentation before engineering begins.

Write a complete PRD from problem statement to builder-ready spec. Use when you need a formal product requirements document for a new initiative.

Write user stories with testable acceptance criteria, edge cases, and splitting guidance. Use when you need developer-ready stories for sprint planning.

Design and run lean experiments — hypothesis, cheapest test, success criteria, decision. Use when you need to validate before you build.

Translate strategy and OKRs into a sequenced product roadmap. Use when you need to communicate what's next, why, and in what order.

Evaluate whether to build in-house, buy a vendor solution, or partner. Use when facing a make-or-buy decision for a capability.

Assess and respond to a competitor move within 24-48 hours. Use when a competitor launches, changes pricing, or makes a strategic shift.

Plan and communicate a feature or product end-of-life. Use when deprecating features, sunsetting products, or managing migration off legacy systems.

Run a regular metrics review — pull data, spot patterns, translate numbers into narrative. Use for weekly or biweekly product health checks.

Set OKRs or quarterly goals — define objectives, decompose key results, align with strategy. Use at the start of a planning cycle.

Run a structured post-mortem after a failure, missed target, or incident. Use when you need to learn from what went wrong without blame.

Plan sprints and releases — break epics into stories, model capacity, flag risks. Use for weekly sprint planning or release scoping.

Run a compressed 5-day product discovery cycle. Use when validating whether a problem is worth solving before committing engineering resources.

Build a go-to-market plan for a launch — messaging, channels, enablement, timeline. Use when you're shipping something that needs coordinated market entry.

Diagnose churn, retention, or growth problems with data. Use when metrics are declining and you need to find the root cause, not just report the numbers.

Design or evaluate pricing and packaging strategy. Use when setting prices for a new tier, adjusting existing pricing, or restructuring packages.

Craft a product vision, strategic narrative, or north star in a focused session. Use when leadership needs a strategy document or when the team needs direction.

Align stakeholders on priorities, scope, or direction when there's disagreement. Use when you need buy-in fast, not just a status update.

Quantify and communicate tech debt as a business decision. Use when engineering needs investment in infrastructure and you need to make the case to leadership.

Plan and execute user research — interviews, surveys, usability tests. Use when you need primary evidence to inform a product decision.