3.1천건 · 관련도순
Manage a project’s execution plan and lifecycle across multiple agents. Track task dependencies or repeated work cycles, identify tasks ready to start, handle pauses and completion, and prepare project status reports and final results.
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Install a .NET SDK, the tools used to build .NET projects, inside a project folder. Configure version selection and shared setup scripts to test previews or reproduce team and CI environments without changing the system installation.
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Prepare a /hunt security assessment by loading skills for the selected mode and, for red team work, detected platforms. Summarize the loaded set, select reporting formats, and check supplied credentials before authenticated testing.
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Set up Diverga through an interactive researcher profile wizard. It records your discipline, experience, statistical tools, database access, and collaboration preferences, then saves configuration that guides explanations, code suggestions, and database recommendations.
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Create a copy-ready prompt teammates can give their AI agents to apply a fix, upgrade, or setup change. It includes tested commands, verification steps, stopping conditions, and what to report, with enough context to work independently.
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Make a website's team or about page photos look like one set — scan the headshot folder locally, flag photos whose aspect ratio, brightness, colour temperature, background or resolution differ from the rest, write a shared photo spec, and optionally export every photo at the same crop and size. Use when building or fixing a team page, "our team photos look inconsistent", "make all headshots the same size", "standardize staff photos", or when adding a new hire's photo to an existing page. Uses the free ProfessionalHeadshot.io MCP for framing guidance and photo scores when connected; the local scan works without it.
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Build empowered product teams using discovery and delivery dual-track. Use when the user mentions "product discovery", "empowered teams", "feature factory", "opportunity assessment", "product vision", "product strategy", "what should we build", or "our roadmap is just a feature list". Also trigger when restructuring teams away from output-driven models, or deciding what to build next based on outcomes. Covers discovery techniques, team structure, opportunity assessment, vision/strategy, and continuous delivery. For customer interviews, see mom-test. For ongoing discovery systems, see continuous-discovery.
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Designs how an organization is structured — reporting lines, team boundaries, spans and layers, role definition, and workforce planning against the strategy. Use this to structure a new team, restructure an existing one, resolve unclear ownership between teams, plan headcount, or diagnose why a team underperforms for structural rather than individual reasons.
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Rewrites technical research content into a structured lay summary that cross-disciplinary teams can quickly understand and act on. Use when the user wants to explain research to colleagues outside their specialty — clinicians, wet-lab scientists, bioinformaticians, product managers, or leadership. Trigger on: "lay summary", "explain my research to the team", "non-technical summary", "cross-disciplinary summary", "translate my findings", "align our team on the study", or any request to communicate research goals, findings, or next steps to a mixed or non-specialist audience. Part of the AIPOCH Academic Writing skill hub. Sits midstream: after research content is clarified, before downstream deliverables like slide decks or graphical abstracts.
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Find LinkedIn profiles of a specific team or department at a company. Use when asked to get LinkedIn profiles, find team members, or look up people in a particular team/department/group at a company.
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Adds Microsoft Teams connector to a Power Apps code app. Use when sending Teams messages, posting to channels, or integrating with Teams chat.
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ClawTeam导演智囊团——基于ClawTeam多智能体框架的世界著名导演协同创作系统。 整合31位全球顶级导演的风格思想，通过多智能体协作机制（顺序链、辩论投票、主席团模式） 辅助剧本创作、影像风格设计和叙事决策。 触发词：「导演智囊团」「ClawTeam」「多导演协作」「剧本创作」「影像风格」 适用场景：编剧、导演、创意策划、影视教育、AI影像创作
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Run the measurement and ceremony layer of a delivery team: the metric set, estimation and capacity, the five sprint ceremonies, and the sprint report and quarterly rollup. Use this skill whenever the user is acting as PMO or scrum lead, planning a sprint, running standup, refinement, review, or retro, measuring velocity, cycle time, or throughput, checking capacity, or reporting on how a team is doing. Triggers on PMO, sprint planning, plan the sprint, standup, refinement, backlog grooming, sprint review, retro, velocity, capacity, cycle time, lead time, throughput, WIP, burndown, carryover, sprint report, story points to hours, how is the team doing, delivery metrics, agent lanes. Also triggers when the user asks how much work fits in a sprint or whether a team is on track, even if they never say sprint or PMO.
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Dung khi can danh gia CON NGUOI trong team marketing dua tren du lieu — KPI scorecard theo tung vai tro writer, designer, media buyer; diem manh co vi du that; diem can cai thien; development plan 30-90 ngay; rubric cham 1-5. Kich hoat khi user nhac 'danh gia nhan vien', 'performance review', 'review nhan su', '1:1 review thang', 'nguoi nay lam duoc khong', 'co nen tang luong khong', 'feedback cho team member'. Khong dung cho — tong ket mot campaign thay vi con nguoi thi dung skill 63-campaign-retrospective; duyet chat luong mot output cu the thi dung skill 62-marketing-review; giao viec va dat deadline thi dung skill 64-team-brief.
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Dung khi can GIAO VIEC cho tung nguoi trong team marketing hoac chuan bi hop — task cu the, deadline theo gio, definition of done, rang buoc, diem check-in, kem template agenda va bien ban hop lien phong ban co action item. Kich hoat khi user nhac 'giao task cho team', 'brief cho nhan vien', 'phan cong cong viec', 'brief 1:1', 'definition of done', 'template hop', 'agenda hop marketing', 'giao viec xong lam sai y'. Khong dung cho — brief tong the ca chien dich thi dung skill 02-brief-chien-dich; duyet output nguoi ta nop len thi dung skill 62-marketing-review; danh gia hieu suat dinh ky thi dung skill 65-team-performance-review; giao viec ra ben ngoai thi dung skill 67-agency-vendor-brief.
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Use when a leader must review or approve TEXT-based team output before it ships — content briefs checked for angle, pillar, and CTA, ad copy and creative checked for substantiated claims, on-brand tone, a hook inside the first 125 characters, and platform policy, ending in an Approve, Revise, or Redo verdict with point-by-point feedback. Trigger on 'review this brief', 'approve the ad copy', 'check ads before launch', 'review team output', 'is this good enough to publish', 'my team keeps sending me drafts'. Not for — reviewing a visual design, see `47-design-review-global`; evaluating a person over a period, see `65-team-performance-review-global`; writing the copy yourself, see `05-ad-copy-global`.
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Use when a specific campaign needs a brief the whole team can execute from — context, objective, audience, core message, creative direction, channels, deliverables, week-by-week timeline, approval gates, and risks. Trigger on 'campaign brief', 'creative brief', 'launch brief', 'brief the team on this campaign', 'we are running a promo next month', 'what is the plan for this campaign'. Also use when the user describes a promotion out loud and asks for something the team can actually run. Not for — the whole period plan, see `00-marketing-plan-global`; the list of design files needed, see `41-campaign-asset-list-global`; assigning work to one person, see `64-team-brief-global`; a new product launch sequence, see `59-go-to-market-global`.
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Unified team skill for performance optimization. Coordinator orchestrates pipeline, workers are team-worker agents. Supports single/fan-out/independent parallel modes. Triggers on "team perf-opt".
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Unified team skill for testing team. Progressive test coverage through Generator-Critic loops, shared memory, and dynamic layer selection. Triggers on "team testing".
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Builds a comprehensive breach response team playbook defining CSIRT and privacy team structure with named roles (incident commander, legal counsel, communications, IT forensics, DPO), escalation matrices, communication templates, pre-negotiated vendor contacts, and regulatory authority contacts organized by jurisdiction. Keywords: breach response playbook, CSIRT, incident response team, escalation matrix, communication templates, vendor contacts.
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想法群聊室主持人 — 把一句话想法丢给多角色 AI 团队（调研员/反方/类比者）做查漏补缺。每个角色有自己的 voice，他们互相 @ 接话；你随时插话。**这是创意扩展工具，不打分、不否决、不堵路**。Use when 用户说"组个团队聊一下"、"开会讨论这个想法"、"找几个角度看看"、"群聊一下 X"、"team review X"，或调用插件命令 `/idea-coach:idea-team`。Do NOT use when 用户已决定做这个想法只要 PRD（用 `idea-to-product`）、或用户要单独某个角色 skill、或用户只想自由 brainstorm（不需要 team 结构）。
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Your first 10 hires determine your company culture. Your first 50 determine your execution capacity. Hiring is the most leveraged activity a founder does, and the most common source of expensive mistakes. This skill covers when to hire, who to hire first, how to sequence roles, compensation and equity, interviewing and closing, and the many ways hiring goes wrong at startups. Use when "hiring, first hire, when to hire, who to hire, compensation, equity, salary, recruiting, interview process, offer negotiation, team building, engineer hire, sales hire, founding team, hiring, team, compensation, equity, recruiting, interviews, offers, startups, founding-team" mentioned.
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亚马逊管理之道 (亚马逊管理之道 (The Amazon Way — Amazon 自身的领导力与运营操作系统) — 这个 master skill 蒸馏的不是『在亚马逊平台上开店卖货』(那是跨境电商运营,已由 cross-border-ecommerce 另蒸),也不是 AWS 云技术架构;而是亚马逊这家公司『怎么运营自己、怎么做决策、怎么招人、怎么创新、怎么规划』的一整套可迁移的管理机制(mechanisms)与心智操作系统。面向想在自己团队/公司引入亚马逊式机制的创始人/CEO/高管/运营负责人(COO)、产品经理与技术产品经理(PM/PMT)、组织与流程设计者(chief of staff / ops)、以及在亚马逊工作或准备面试亚马逊(著名的 LP 行为面试 + Bar Raiser)的人。覆盖: (a) 第一性张力 — 亚马逊 OS 的核心世界观分歧: **机制 > 良好意图(Good intentions don't work, mechanisms do:问题不能靠『下次更努力』修复,要装一个带检查闭环的自我强化流程) ⇄ 可控输入指标 vs 滞后输出指标(管你能控制的 input 如选品/价格/在库/配送速度,而非 revenue/股价这类滞后又不可控的 output) ⇄ 长期主义 vs 季度业绩(Day 1、willing to be misunderstood、用现金流+飞轮长期投入,宁可牺牲短期利润) ⇄ 客户执念 vs 竞争对手执念(working backwards 从客户倒推,而非从竞品或『我们能造什么』正推) ⇄ 叙事备忘录 vs PPT(6-pager + 开会前静默阅读、动手前先写 PR/FAQ;写作逼出清晰思考,禁 PowerPoint) ⇄ 单线程负责人/两个披萨团队 vs 协调税(separable、autonomous、one owner per initiative,砍掉跨团队依赖) ⇄ 高标准可学习可传递 vs 与生俱来(insist on the highest standards + Bar Raiser 招聘门,标准是 domain-specific 且能教的) ⇄ 节俭催生创造力 vs 血汗文化(frugality/约束驱动发明 —— 但 frugality + 高压 bar + URA 强制淘汰 = 文化阴暗面批判) ⇄ 两类决策(Type 1 不可逆/单向门 慎重 vs Type 2 可逆/双向门 高判断力个人快速决策,别用重流程拖慢))**; (b) 核心机制(mechanisms,本行的『工具栈』其实是一套运营机制而非软件) — Leadership Principles(14 条→2021 增至 16 条,是一套运营语言和决策仲裁器)、Working Backwards(从客户倒推:动手前先写新闻稿+常见问答 PR/FAQ)、叙事备忘录(6-pager narrative / 1-pager + silent reading 静默阅读、禁 PPT)、Weekly Business Review(WBR + metrics deck 指标看板)、input/output metrics(可控输入指标体系、DMAIC 式指标选择)、年度规划(OP1/OP2 + S-Team goals)、Bar Raiser(招聘机制,独立于用人经理的抬杠者拥有一票否决)、Two-Pizza Team / Single-Threaded Leader STL / separable teams、Correction of Errors(COE 事故复盘 + 5 Whys 五问法)、Andon Cord(安灯绳,借自丰田,一线可拉停)、Flywheel(飞轮:低价→更多客户→更多卖家→更多选品→更低成本结构→更低价)、Type 1/Type 2(单向门/双向门决策分级)、Regret Minimization Framework(遗憾最小化,贝索斯创业决策法); (c) 心智模型层 — customer obsession(客户执念是所有 LP 之首)、long-term thinking / Day 1(第二天就是停滞衰亡)、invent and simplify、ownership(主人翁,不说 that's not my job)、bias for action(可逆决策就快,speed matters)、disagree and commit(充分反对后即便不同意也全力执行)、frugality、dive deep(深入细节、不靠代理指标脱离一线)、think big、are right a lot(用强判断力和证伪自己的能力多做对的判断)、earn trust、deliver results; (d) 工作流/SOP — 用亚马逊方式发起一个新产品/业务(先写 PR/FAQ→评审→倒推着造)、如何跑一场 WBR、如何写和评审一份 6-pager(叙事流程 + 静默阅读)、Bar Raiser 招聘 loop、年度规划(OP1/OP2→S-Team goals→输入指标追踪)、事故后的 Correction of Errors; (e) 知识正典(en-primary,极其丰富且可取一手) — 贝索斯致股东信 1997-2021(1997 首封是奠基文本,每年附在信末;Day 1、遗憾最小化、long term)、《Working Backwards》Colin Bryar & Bill Carr(2021,运营机制圣经)、《The Everything Store》Brad Stone(2013,公司史)、《Amazon Unbound》Brad Stone(2021,权力与阴暗面续作)、《Invent and Wander》贝索斯文集(2020)、《The Amazon Way》/《Think Like Amazon》John Rossman(前亚马逊高管)、Amazon 官方 Leadership Principles 页(amazon.jobs,一手)、HBR『The Institutional Yes』(2007 贝索斯访谈); (f) 行业大佬/figures — Jeff Bezos(创始人,源头教义)、Andy Jassy(现任 CEO,OS 超越创始人的证据 + AWS 缔造者)、Colin Bryar(前贝索斯影子/TPM,《Working Backwards》作者)、Bill Carr(前数字媒体 VP,《Working Backwards》作者)、Jeff Wilke(前全球消费者 CEO,运营架构师)、John Rossman(前亚马逊、机制布道者/顾问)、Brad Stone(记者/编年史作者,批判性外部视角); (g) 争议/批判(必须保留,不能洗白) — 文化阴暗面(NYT 2015『Inside Amazon: Wrestling Big Ideas in a Bruising Workplace』揭露高压职场)、仓储与一线劳工争议、URA(unregretted attrition 强制淘汰)与 stack-ranking 的残酷、frugality + 高 bar = 燃尽(burnout);机制能否迁出亚马逊(cargo-culting:在初创或非科技公司照搬 PR/FAQ/输入指标/Bar Raiser 常失败);是贝索斯个人天才(personality)还是制度化机制(institution)—— OS 在贝索斯卸任后于 Jassy 治下延续,是机制派的证据; (h) 流派/思想谱系 — **信徒/机制布道派(Bryar & Carr《Working Backwards》+ 前亚马逊 operator 顾问圈,信 mechanisms 可移植、任何公司可安装)** vs **批判派(Brad Stone《Amazon Unbound》+ NYT + 劳工视角,认为 OS 与高淘汰的残酷机器不可分割,不该被浪漫化)** vs **情境/规模怀疑派(机制之所以有效是因为亚马逊特定的规模/现金流/创始人权力,照搬到小公司=cargo cult)** vs **创始人中心 vs 制度中心之争(是贝索斯个人 vs 可传承的机制)**。不含: 在亚马逊开店卖货/选品/PPC/FBA 的卖家运营(=cross-border-ecommerce)、AWS 云技术架构与运维、通用 MBA 管理理论泛泛而谈、把普通商业常识包装成『亚马逊独家秘诀』。) Master OS — automated mastery of 亚马逊管理之道 (The Amazon Way — Amazon 自身的领导力与运营操作系统) — 这个 master skill 蒸馏的不是『在亚马逊平台上开店卖货』(那是跨境电商运营,已由 cross-border-ecommerce 另蒸),也不是 AWS 云技术架构;而是亚马逊这家公司『怎么运营自己、怎么做决策、怎么招人、怎么创新、怎么规划』的一整套可迁移的管理机制(mechanisms)与心智操作系统。面向想在自己团队/公司引入亚马逊式机制的创始人/CEO/高管/运营负责人(COO)、产品经理与技术产品经理(PM/PMT)、组织与流程设计者(chief of staff / ops)、以及在亚马逊工作或准备面试亚马逊(著名的 LP 行为面试 + Bar Raiser)的人。覆盖: (a) 第一性张力 — 亚马逊 OS 的核心世界观分歧: **机制 >
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メールと Teams に届いた本部通達を読み、自店でやること・期限・担当・売場変更の段取りに分けて一覧にするスキル。チャットにグラフ（Render UI）と一覧、整理の考え方を説明した HTML レポートも作る。必要なら To Do / Planner への登録案も作る（登録は承認後）。 Use when ユーザーが「本部の通達を整理して」「今日やることをまとめて」「通達から売場変更の段取りを作って」と依頼したとき。 Microsoft 365 の標準機能（メール・Teams・To Do / Planner）を使う。Dataverse MCP コネクタ（describe / read_query）は「今日」の日付と、通達に関係する在庫を確かめるときだけ読み取りで使う。
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