writing-prdlisted

Author product requirements — PRDs, product specs, one-pagers, PR-FAQs, product briefs — that lead with the problem, define testable success metrics and acceptance criteria, and make non-goals explicit. Use when the user asks to write a PRD, write/define product requirements, write a product spec, write a one-pager, write a PR-FAQ, "write a spec", "define requirements", scope a feature, or draft a product brief. Also use when the request is a half-baked feature idea that needs a problem framed before any solution. Not for engineering design docs / the technical "how" — that is a separate design doc (the PRD owns the what/why, the design doc owns the how).
Cristhianzl/claude-skills-czl · ★ 5 · AI & Automation · score 78

Install: claude install-skill Cristhianzl/claude-skills-czl

# Writing a PRD Produce a product requirements artifact that states the **problem before the solution**, ties to a measurable outcome, makes **non-goals explicit**, and defines acceptance criteria a team can test. The PRD is the *what* and *why*; the *how* belongs in a separate engineering design doc. Match the artifact's weight to the bet's scope and risk — a one-pager for a small change, a full PRD for a new product, a PR-FAQ for a strategic bet whose desirability is unproven. ## Read first (always) List `learnings/` and read every file relevant to the current product area, team, or artifact type. Project-specific section templates, required metrics, approval workflows, naming, or "what counts as a non-goal here" live there and override the defaults in this SKILL.md. If a learning conflicts with this file, **the learning wins** — mention it to the user. If `learnings/` holds only its README, proceed with the defaults below. ## Workflow 1. **Decide whether — and what — to write.** Run a lightweight opportunity assessment before committing to a heavy artifact. Use the SVPG/Cagan 10 questions ([Inspired, Marty Cagan](https://www.svpg.com/assessing-product-opportunities/)): what problem, for whom, how big is the opportunity, what alternatives exist, why are we best suited, why now, how will we go to market, how will we measure success, what are the critical factors to succeed, and — given all that — what is the recommendation. For strategic or ambiguous bets where desirab