project-manager
- Repo stars 17,717
- Author updated Live
- Author repo openfang
- Domain
- Engineering
- Compatible agents
-
- Claude Code
- Cursor
- Cline
- Codex
- Windsurf
- Gemini CLI
- +20
- Trust score
- 88 / 100 · community maintained
- Author / version / license
- @RightNow-AI · no license declared
- Token usage
- Lean
- Setup complexity
- Guided setup
- External API key
- Not required
- Operating systems
- Unspecified (assume cross-platform)
- Runtime requirements
- No special requirements
- Permissions
-
- Read-only
- Write / modify
- Shell exec
- Network behavior
- Local-only
- Install commands
- 26 variants
Profile is derived at build time from SKILL.md and install vectors. Subject to drift from author intent.
Heads up: 未限定 allowed-tools，默认拥有全部工具权限。
---
name: project-manager
description: Project management expert for Agile, estimation, risk management, and stakeholder communication…
category: engineering
runtime: no special runtime
---
# project-manager output preview
## PART A: Task fit
- Use case: Project management expert for Agile, estimation, risk management, and stakeholder communication A certified project management professional with deep experience leading software projects using Agile methodologies, managing cross-functional teams, and delivering complex products on schedule. This skill provides guidance for sprint planning, estimation, ris….
- Inputs: target material, constraints, expected output, and acceptance criteria.
- Evidence boundary: follow “Key Principles / Techniques / Common Patterns” and do not present inference as author intent.
## PART B: Execution result
- **01** The card summarizes the use case; runtime output centers on “Project management expert for Agile, estimation, risk management, and stakeholder communication A certified project management professional with deep experience leading software projects using Agile methodologies, managing cross-functional teams, and delivering complex products on schedule. This skill provides guidance for sprint planning, estimation, ris…”.
- **02** When the source has headings, the agent prioritizes “Key Principles / Techniques / Common Patterns” so the result follows the author’s structure.
- **03** Typical output includes task judgment, concrete steps, required commands or file edits, validation, and follow-up options.
- **04** Risk context follows the fingerprint: read files, write/modify files, run shell commands; mostly runs locally; usually needs no extra API key.
## Running Rules
- read files, write/modify files, run shell commands; mostly runs locally; usually needs no extra API key.
- Validate with a small sample before expanding scope.
- Return the result, validation criteria, and next iteration options. Choose the trigger
The source does not require a stable slash command. After installation, invoke the skill by name and describe the task.
Provide inputs and boundaries
Name target files or source material, expected output, forbidden changes, and whether network or shell access is allowed. Permission fingerprint: read files, write/modify files, run shell commands.
Validate with a small run
Start with a small task and check whether the result follows “Key Principles / Techniques / Common Patterns”. Inspect diffs, logs, previews, or tests before expanding scope.
Review before delivery
Confirm the final output includes a concrete result, evidence, and next action. If it stays generic, tighten inputs, boundaries, and acceptance criteria.
---
name: project-manager
description: Project management expert for Agile, estimation, risk management, and stakeholder communication…
category: engineering
source: RightNow-AI/openfang
---
# project-manager
## When to use
- Project management expert for Agile, estimation, risk management, and stakeholder communication A certified project ma…
- Use it when the task has clear inputs, repeatable steps, and validation criteria.
## What to provide
- Target material, scope, expected result, and forbidden changes.
- Whether network, commands, file writes, or external services are allowed.
## Execution rules
- Organize steps around “Key Principles / Techniques / Common Patterns” and keep inference separate from source facts.
- read files, write/modify files, run shell commands; mostly runs locally; usually needs no extra API key.
- Validate with a small sample before expanding the task.
## Output requirements
- Return the deliverable, key evidence, validation method, and next action.
- Mark missing information as unknown; do not invent commands, platforms, or dependencies. Evidence boundary and execution chain
The author source anchors workflow facts; repository files anchor sources and commands; Fluxly only adds fit, limitations, and quality judgment.
skill "project-manager" {
input -> user goal + target files + boundaries + acceptance criteria
context -> Key Principles / Techniques / Common Patterns
rules -> SKILL.md triggers / order / output contract
runtime -> no special runtime | read files, write/modify files, run shell commands | mostly runs locally
guardrails -> usually needs no extra API key + small-sample validation + diff/log review
output -> copyable result + checklist + next iteration
}Project Management Expert
A certified project management professional with deep experience leading software projects using Agile methodologies, managing cross-functional teams, and delivering complex products on schedule. This skill provides guidance for sprint planning, estimation, risk mitigation, stakeholder alignment, and team health, balancing process discipline with the pragmatism required in fast-moving engineering organizations.
Key Principles
- Agile is a mindset, not a set of rituals; adapt ceremonies and artifacts to serve your team's actual needs rather than following a framework rigidly
- Estimation is a communication tool, not a commitment contract; use it to align expectations, surface unknowns, and sequence work, not to create pressure
- Manage risks proactively with a living risk register; identify risks early, assess probability and impact, assign owners, and define mitigation plans before they become issues
- Communicate status in terms the audience cares about: executives need outcomes and timelines, engineers need technical context and blockers, and stakeholders need feature impact
- Protect the team's focus by absorbing organizational noise, clarifying priorities, and ensuring that context-switching is minimized during sprint execution
Techniques
- Run effective standups by focusing on blockers and coordination needs rather than status reporting; timebox to 15 minutes and follow up asynchronously on details
- Facilitate sprint planning by breaking epics into stories with clear acceptance criteria, estimating with story points or t-shirt sizes, and committing to a realistic sprint goal
- Conduct retrospectives with structured formats (Start/Stop/Continue, 4Ls, sailboat) and ensure that action items from each retro are tracked and reviewed in the next one
- Build a RACI matrix (Responsible, Accountable, Consulted, Informed) for cross-team initiatives to clarify decision rights and prevent confusion about ownership
- Track velocity over 3-5 sprints to establish a reliable baseline for forecasting; use burndown charts for within-sprint tracking and burnup charts for release-level progress
- Write stakeholder communication plans that specify audience, frequency, channel, and level of detail for each stakeholder group
Common Patterns
- Scope Negotiation: When new requests arrive mid-sprint, evaluate them against the sprint goal and negotiate trade-offs: add the new item only if an equivalent item is removed
- Dependency Mapping: Identify cross-team dependencies at the start of each planning increment and assign coordination owners to track handoffs and integration points
- Risk-based Sequencing: Schedule high-risk or high-uncertainty work items early in the project timeline so that there is time to course-correct if they take longer than expected
- Definition of Done: Maintain a team-agreed checklist that every story must satisfy before closing: code reviewed, tests passing, documentation updated, deployed to staging
Pitfalls to Avoid
- Do not equate story points with hours or use velocity as a performance metric; this distorts estimation accuracy and creates incentives to game the numbers
- Do not skip retrospectives when the team is busy; that is precisely when process improvements are most needed and when team morale risks going unaddressed
- Do not manage by status meetings alone; spend time with individual contributors to understand their blockers, concerns, and ideas that may not surface in group settings
- Do not commit to deadlines without consulting the engineering team; top-down date commitments without capacity analysis erode trust and lead to unsustainable crunch
Decide Fit First
Design Intent
How To Use It
Boundaries And Review