Gets people to actually use what was delivered — stakeholder analysis, communication, training, resistance, and measuring adoption. Use this to plan a rollout, recover an implementation nobody is using, handle resistance to a change, sequence communications, or work out why a technically successful project changed nothing.
インストールする前に、エージェントに与えられる指示の中身を確認できます。
The characteristic expensive failure is a system delivered on time, on budget, to specification, and not used. The project succeeded and the investment did not.
Stakeholder analysis usually stops at influence and interest. The operative question is what each group loses: status, autonomy, expertise that took years to build, a workaround they were proud of, or simply a routine that worked.
Resistance is almost always rational from where the person stands. Treating it as ignorance produces more communication aimed at the wrong problem, and confirms to the affected group that nobody understands their work.
The sequence that works is why, then what, then how, then when — and organizations reliably lead with what and when, which is the project's perspective rather than the audience's.
State what is changing for this audience specifically. A general announcement is heard as not applying to anyone in particular.
Be honest about costs. A change presented as pure benefit, where the audience can see the cost, loses the credibility needed for everything said afterwards. Naming the downside is what makes the upside believable.
People adopt what respected colleagues adopt. A message from an executive establishes that the change is sanctioned; it does not establish that it is sensible.
Find the people others actually ask, involve them early enough to influence the outcome, and let them carry it. Involvement after the decisions are made is recognized as decoration and costs more credibility than it buys.
Training delivered weeks ahead of availability is forgotten. Deliver close to go-live, in the context of the real work, with support available in the first days when everyone hits the same three obstacles.
people:learning-and-development covers building durable capability; this is landing a specific
change.
Licenses deployed, accounts created and sessions logged measure nothing about whether the work changed. Measure the behavior: is the new process being followed, is the old path still being used, have the outcomes moved?
Watch for the workaround. Where people have quietly kept the old spreadsheet, adoption is nominal — and the workaround is data about what the new system fails to do, not merely non-compliance.
Adoption is the mechanism by which pmo:benefits-realization becomes possible; without it there is
nothing to realize.
references/sources.md in this skill lists the outside authorities that settle the questions
here — what each one is authoritative for, and what you may do with it. Check them before
answering on anything they cover, and cite what you used. Most are free to read and not free
to reproduce; the use note on each is binding.
まだレビューはありません。使ってみた感想をお寄せください。
概要と使いどころ
Designs and audits who can reach what — authentication, authorization models, privileged access, service credentials, and joiner-mover-leaver process. Use this to design a permissions model, run an access review, reduce standing privilege, handle offboarding, set up SSO or MFA, manage service and machine credentials, or diagnose why permissions have sprawled.
日本語の概要は準備中です。原文の説明を表示しています。
Concentrates marketing and sales effort on a named set of accounts rather than on volume — qualifying whether the model fits your economics at all, building the account list and the buying group inside each, tiering effort against account value, coordinating so the account experiences one campaign rather than several, and measuring account progression instead of leads. Use this to decide whether to run an account-based program, build one, or work out why an existing one produces activity and no pipeline.
日本語の概要は準備中です。原文の説明を表示しています。
Gets new users from signup to first real value — signup flow, onboarding, time-to-value, and the early experience that determines whether someone becomes a user or a lapsed account. Use this to design or fix signup and onboarding, diagnose why signups do not convert to active use, reduce time-to-value, or decide what a new user must accomplish first.
日本語の概要は準備中です。原文の説明を表示しています。
Designs orchestrator-and-subagent hierarchies for a repository — splitting agents by exclusive write surface, pairing every producer with an independent auditor, and enforcing the split with a script that runs in CI. Use this whenever the user wants to set up, expand, audit, or fix a multi-agent or subagent structure for a codebase; asks how to divide work between agents; wants agent charters, roles, or a surface map written; or is hitting agents that collide on the same files, review their own work, or drift from their remit. Also use when sizing a roster or deciding whether a new agent is justified.
日本語の概要は準備中です。原文の説明を表示しています。
Governs models and AI systems in production — intended use, evaluation, monitoring, human oversight, documentation, and the decision to deploy or retire. Use this before deploying a model or AI feature, when defining evaluation criteria, when a model's behavior has drifted, when assessing AI risk or regulatory exposure, or when deciding whether an AI system is fit for a consequential decision.
日本語の概要は準備中です。原文の説明を表示しています。
Produces executive-level research — market sizing, competitor mapping, trend analysis, and strategic intelligence — grounded in cited sources with the confidence in each claim made explicit. Use this to analyze a market or industry, map competitors, evaluate a market-entry or build-versus-buy decision, produce a research brief, or assemble evidence for a decision. Also use when comparing options that need a structured, evidence-based verdict rather than an opinion.
日本語の概要は準備中です。原文の説明を表示しています。