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team-brief

Write an empowered team brief. Use when the user says "team brief", "product brief", "give the team a problem", "empowered team", "how do I brief engineering", "delegate to the team", "product mission", or wants to give a team clear goals without dictating the solution - even if they don't say "team brief".

qa-aman/claude-skills

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Overview

Based on Empowered by Marty Cagan. The difference between a feature team and an empowered product team is what they're asked to deliver. Feature teams get a roadmap of features to build. Empowered teams get a problem to solve and the autonomy to figure out how.

A team brief is the artifact that makes empowerment concrete. It gives the team a clear outcome to own, context to understand the problem, and constraints to work within - without prescribing the solution.

Workflow

Step 1: Define the team's mission (one sentence)

The mission is why this team exists. It should be stable for 12-24 months. Format: "Enable [user type] to [achieve outcome] so that [business result]."

Example: "Enable [your product] users to onboard independently so that time-to-first-value drops under 3 days."

Step 2: Set the objective (this quarter)

One specific outcome the team owns this quarter. This is NOT a feature - it's a measurable change in user or business behavior.

Bad: "Build a new onboarding flow" Good: "Increase onboarding completion rate from 45% to 70%"

Step 3: Provide context

Give the team what they need to make good decisions:

Customer insight - what you know about the problem from discovery
Business context - why this matters to the company now
Constraints - technical, legal, or business limits they must work within
What's already been tried - avoid sending them down known dead ends

Step 4: Define success metrics

Quantify the objective:

Primary metric (the one that matters most)
Guard metrics (things the team must NOT break)

Guard metrics are as important as success metrics. A team that hits the primary metric by breaking something else hasn't succeeded.

Step 5: Set the time horizon

How long does the team have to achieve this objective? Cagan's guidance: long enough to make meaningful progress (a quarter minimum), short enough to create accountability.

Step 6: State what's NOT their problem

Explicit scope boundary. Prevents teams from expanding into adjacent problems and losing focus.

Anti-Patterns

1. Briefing solutions, not problems Bad: "Your brief is to build a dashboard with these 5 widgets." Good: "Your brief is to help [user type] track their progress. You decide how."

2. Too many objectives Bad: Team brief with 4-5 objectives. Good: One primary objective per quarter. Cagan: focus is the most important gift you can give a team.

3. No guard metrics Bad: Brief with only success metric. Good: Always include what must NOT get worse. Teams optimize for what's measured.

4. Brief without context Bad: Handing a team a metric without customer insight. Good: Brief includes what you know from discovery so the team doesn't start from zero.

Quality Checklist

Mission is stable (12-24 months), objective is this quarter
Objective is an outcome (behavior change), not an output (feature shipped)
Context includes customer insight, business reason, and constraints
Primary success metric is defined and measurable
Guard metrics listed (what must not break)
Out-of-scope boundary is explicit
Time horizon is clear

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11-star-framework

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Rate any product, feature, or experience on the 11-star scale (Brian Chesky's Airbnb thought experiment). Use when user says "rate this experience", "11-star", "star rating", "experience audit", "how good is this", "experience rating", "product audit", "quality assessment", or wants to evaluate product quality and identify improvement paths. Also trigger when user wants to benchmark a feature, assess where a product stands, or map out what "great" looks like - even if they don't explicitly say "11-star".

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。