Governs the portfolio of work — intake, prioritization, stage gates, resource contention, and stopping things. Use this to set up intake and prioritization, run a stage gate, decide between competing initiatives, resolve resource contention across projects, or work out why everything is in flight and nothing is finishing.
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The portfolio question is not which projects are good. Most proposed work is defensible in isolation. It is which projects the organization can actually finish, given that finishing is what produces value and starting produces none.
Without a single front door, work enters through relationships and volume, and the portfolio becomes the sum of who asked most persistently.
Require the same minimum from every proposal regardless of who is asking: the outcome sought, the evidence it matters, a rough size, the accountable owner, and what will not happen if it proceeds. That last one is the honest part — capacity is fixed, so approving anything is declining something else, whether or not the decline is ever stated.
Ranking by value produces a list where everything above the line is approved and the line is
imaginary. Prioritization only means something when the cut is made at real, measured delivery
capacity — see operations:capacity-and-demand-planning for the throughput side.
Limit work in progress. An organization running twenty concurrent initiatives with capacity for eight does not deliver twenty slowly; it delivers roughly eight, considerably later, with the overhead of context-switching across all twenty. Fewer things, finished, is faster in wall-clock terms — which is counter-intuitive and is why the discipline requires governance rather than good intentions.
A gate whose only outcome is approval is a status meeting. Each gate must be able to stop, pause, or redirect, and needs a named decision-maker with the authority to do it.
Gate on what has been learned since the last one, not on whether documentation was produced. The useful question is whether the case still holds now that more is known — and it frequently does not, which is exactly the information the gate exists to surface.
Organizations start well and stop badly. Sunk cost, sponsor prestige and the discomfort of admitting error keep dead projects consuming capacity that the whole portfolio needs.
Make stopping a normal, non-punitive outcome. Where stopping is treated as failure, projects are never stopped — they are quietly starved, which is the same cost with none of the released capacity and no decision anyone can point to.
Contention across projects is resolved here, at the portfolio, not by the projects negotiating among themselves. Left to negotiation, the outcome reflects seniority of the sponsors rather than value to the organization.
Watch for the same scarce specialist appearing on the critical path of several initiatives — the most common invisible cause of portfolio-wide slippage.
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.
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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。