prioritizing-roadmap by refoundai/lenny-skills
npx skills add https://github.com/refoundai/lenny-skills --skill prioritizing-roadmap利用 75 位产品领导者的框架,帮助用户确定产品路线图和待办事项的优先级。
当用户寻求优先级排序方面的帮助时:
Alex Hardimen:"关键在于能够接收所有这些疯狂的输入,尝试建立一个非常结构化的模型来弄清楚,‘好吧,什么是事实?我们在哪些方面有把握?我们在哪些方面有疑问?’" 根据把握程度与疑问对输入进行分类,并围绕一个共同的背景团结团队。
Asha Sharma:"我们将其视为我们正处于哪个季节?第一季可能是 AI 原型设计,然后全是关于模型和推理模型,现在是智能体的出现。" 在快速变化的环境中,让团队围绕长期的市场转变达成一致,而不是僵化的长期路线图。
Dan Hockenmaier:"进行这种努力最困难的是制定一个通用标准,通过它你可以在不同团队的工作之间进行权衡取舍……增长模型就是让你做到这一点的函数。" 在规划过程中,使用增长模型使不同团队的预期影响具有可比性。
Eeke de Milliano:"在每个团队章程的底部,我们都有一个名为‘Think Bigger’的部分。‘如果多出 20% 的时间,你会做哪些目前列表上没有的事情?’" 在规划文档中明确要求提出宏大想法,以防止团队只专注于渐进式改进。
Adriel Frederick:"我会准备一些‘炮弹’……我也会准备一堆‘铅弹’。也许你会把 80% 的精力放在那些大的‘炮弹’上,20% 放在‘铅弹’上。" 一个健康的路线图会平衡高投入的"炮弹"和渐进式的"铅弹",以避免纯粹的渐进式思维。
Jackie Bavaro:"战略中的路线图不是承诺。相反,它是一种双重检查你的计划是否合理、是否接近可行的方法。" 使用路线图来确定你是否需要招聘更多人或者采取更大胆的行动,而不是将其视为承诺。
Ian McAllister:"在拥有相同技能、智力和资源的情况下,一个天生具备出色优先级排序能力的产品经理,其产生的影响力将是缺乏该能力者的 5 倍。" 对主题进行优先级排序,在这些主题内对项目进行排序,并将优先级排序应用于个人时间管理。
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Gibson Biddle:"这些只有 2% 使用率的功能,我会淘汰它们。如果我发布的东西只有 2% 的人使用……那就直接去掉它。" 通过移除仅被极少数用户使用且增加了不必要复杂性的功能,来保持产品的简洁性。
要查看来自 75 位嘉宾的全部 91 条见解,请参阅 references/guest-insights.md
每周安装次数
747
代码仓库
GitHub 星标数
546
首次出现
Jan 29, 2026
安全审计
安装于
opencode622
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cursor556
claude-code543
github-copilot541
Help the user prioritize product roadmaps and backlogs using frameworks from 75 product leaders.
When the user asks for help with prioritization:
Alex Hardimen: "The idea of being able to take all of these crazy inputs, trying to create a very structured model to figure out, 'Okay, what is true? Where do we have conviction? Where do we have questions?'" Categorize inputs by conviction level vs. questions and rally the team around a shared context.
Asha Sharma: "We think about it as what season are we in? Season one might've been prototyping of AI and then it was all around models and reasoning models, and now it's the advent of agents." In rapidly changing environments, align the team on secular market shifts rather than rigid long-term roadmaps.
Dan Hockenmaier: "The most difficult thing about making that kind of effort is developing a common currency by which you can trade off their efforts... The growth model is the function that lets you do that." Use growth models to make projected impacts comparable across different teams during planning.
Eeke de Milliano: "At the bottom of every team charter we have a section called, Think Bigger. 'With 20% more time, what would you do that isn't on this list already?'" Explicitly ask for big ideas in planning documents to prevent teams from only focusing on incremental improvements.
Adriel Frederick: "I'm going to have some cannonballs... and I'm going to have a bunch of lead bullets. Maybe it's 80% of your energies on those big cannonballs, 20% on the lead bullets." A healthy roadmap balances high-investment "cannonballs" with incremental "lead bullets" to avoid purely incremental thinking.
Jackie Bavaro: "A roadmap in strategy is not a commitment. Instead, it's a way to double check if your plan makes any sense at all and is even anywhere near feasible." Use roadmaps to identify if you need to hire more people or take bigger swings, not as promises.
Ian McAllister: "Given the same amount of skill intelligence and resources, a product manager with a great innate ability to prioritize is going to generate 5X the impact of someone without that skill." Prioritize themes, sequence projects within those themes, and apply prioritization to personal time management.
Gibson Biddle: "These two percenters, I would kill them. If I launched something and it was only 2%... just get rid of it." Maintain product simplicity by removing features used by only a tiny fraction of users that add unnecessary complexity.
For all 91 insights from 75 guests, see references/guest-insights.md
Weekly Installs
747
Repository
GitHub Stars
546
First Seen
Jan 29, 2026
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Installed on
opencode622
codex596
gemini-cli591
cursor556
claude-code543
github-copilot541
头脑风暴技能:AI协作设计流程,将创意转化为完整规范与实施计划
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