@forwardimpact/schema 0.3.0 → 0.6.0

package/examples/questions/capabilities/business.yaml

@@ -0,0 +1,107 @@
+# yaml-language-server: $schema=https://www.forwardimpact.team/schema/json/capability-questions.schema.json
+
+professionalQuestions:
+  working:
+    - id: biz_pro_work_decomp_1
+      text:
+        The product team wants to add a feature that will increase revenue but
+        requires significant technical investment. How would you evaluate this?
+      context:
+        The feature is an AI-powered recommendation engine. Product estimates
+        15% revenue increase. Your team estimates 4 months of work and ongoing
+        maintenance costs.
+      decompositionPrompts:
+        - What questions would you ask the product team?
+        - How would you break down the technical cost assessment?
+        - What factors would influence your recommendation?
+        - How would you present your analysis to stakeholders?
+      lookingFor:
+        - Balances business value against technical cost
+        - Considers ongoing maintenance and operational complexity
+        - Asks about success metrics and measurement approach
+        - Thinks about alternatives and build vs buy decisions
+      expectedDurationMinutes: 15
+      followUps:
+        - What if the CEO strongly favors this feature but your analysis
+          suggests otherwise?
+        - How would you handle if the revenue estimate turned out to be
+          optimistic?
+
+  practitioner:
+    - id: biz_pro_pract_decomp_1
+      text:
+        Your company is considering entering a new market that requires
+        different compliance requirements. How would you approach the technical
+        evaluation?
+      context:
+        The new market is healthcare (HIPAA compliance). Current systems handle
+        financial data but were not designed for healthcare. Leadership wants a
+        go/no-go decision in 4 weeks.
+      decompositionPrompts:
+        - What stakeholders need to be involved in this assessment?
+        - How would you structure the technical gap analysis?
+        - What are the key decision points you need to surface?
+        - How would you communicate risk and uncertainty to leadership?
+      lookingFor:
+        - Identifies compliance, security, and data handling as separate
+          workstreams
+        - Involves legal, security, and product stakeholders appropriately
+        - Creates structured assessment with clear criteria
+        - Communicates uncertainty and risk levels clearly
+      expectedDurationMinutes: 15
+      followUps:
+        - What would change if you had 3 months instead of 4 weeks?
+        - How would you handle if different stakeholders had conflicting
+          priorities?
+
+managementQuestions:
+  working:
+    - id: biz_mgmt_work_decomp_1
+      text:
+        Your engineering team is being asked to support a new business unit that
+        has different priorities than your current stakeholders. How would you
+        manage this?
+      context:
+        The new business unit wants rapid feature delivery for market testing.
+        Your current stakeholders prioritize stability and compliance. You have
+        limited capacity to serve both.
+      decompositionPrompts:
+        - How would you assess the strategic importance of each stakeholder?
+        - What process would you use to prioritize conflicting demands?
+        - How would you communicate capacity constraints to leadership?
+        - What organizational changes might be needed?
+      lookingFor:
+        - Escalates appropriately to resolve competing priorities
+        - Creates transparent prioritization framework
+        - Considers team capacity and sustainable pace
+        - Proposes structural solutions rather than just working harder
+      expectedDurationMinutes: 15
+      followUps:
+        - What if the new business unit's executive has more organizational
+          power?
+        - How would you handle if your team felt stretched between demands?
+
+  practitioner:
+    - id: biz_mgmt_pract_decomp_1
+      text:
+        Leadership wants to build in-house capability for a technology area
+        currently handled by vendors. How would you evaluate and plan this
+        transition?
+      context:
+        The company spends $2M annually on a third-party data analytics
+        platform. Building in-house would require hiring 4 specialists and 18
+        months of development. Leadership wants your recommendation.
+      decompositionPrompts:
+        - What factors would drive your build vs buy recommendation?
+        - How would you structure the hiring and team formation?
+        - What risks would you highlight to leadership?
+        - How would you phase the transition to minimize disruption?
+      lookingFor:
+        - Evaluates total cost of ownership including hiring and retention
+        - Considers organizational capability development
+        - Plans for knowledge transfer and vendor relationship management
+        - Structures decision with clear criteria and milestones
+      expectedDurationMinutes: 15
+      followUps:
+        - What if you couldn't hire the specialists needed?
+        - How would you handle if the vendor relationship became adversarial?

package/examples/questions/capabilities/delivery.yaml

@@ -0,0 +1,104 @@
+# yaml-language-server: $schema=https://www.forwardimpact.team/schema/json/capability-questions.schema.json
+
+professionalQuestions:
+  working:
+    - id: del_pro_work_decomp_1
+      text:
+        A new client needs a dashboard that shows real-time analytics for their
+        e-commerce platform. Walk me through how you would approach this.
+      context:
+        The client has 50,000 daily active users, uses PostgreSQL for their main
+        database, and wants the dashboard within 6 weeks.
+      decompositionPrompts:
+        - What information would you need to gather first?
+        - How would you break down the technical implementation?
+        - What are the biggest risks and how would you mitigate them?
+        - How would you prioritize if you had only 3 weeks instead?
+      lookingFor:
+        - Asks clarifying questions about requirements before diving in
+        - Identifies data pipeline, storage, and visualization as separate
+          concerns
+        - Considers real-time vs near-real-time trade-offs
+        - Thinks about scalability and performance constraints
+      expectedDurationMinutes: 15
+      followUps:
+        - What would you do differently if their data was in 5 different
+          systems?
+        - How would you handle if a key team member left mid-project?
+
+  practitioner:
+    - id: del_pro_pract_decomp_1
+      text:
+        Your team needs to migrate a critical monolith to microservices while
+        keeping the system running. How would you approach this?
+      context:
+        The monolith handles payment processing, has 99.99% uptime requirements,
+        and the team has 8 engineers.
+      decompositionPrompts:
+        - How would you decide what to extract first?
+        - What's your strategy for maintaining reliability during the migration?
+        - How would you structure the team's work?
+        - What would success look like at each phase?
+      lookingFor:
+        - Proposes strangler fig or similar incremental approach
+        - Identifies domain boundaries as extraction points
+        - Plans for rollback and feature flags
+        - Considers team coordination and parallel workstreams
+      expectedDurationMinutes: 15
+      followUps:
+        - How would you handle if stakeholders wanted everything migrated in 6
+          months?
+        - What metrics would you track to know the migration is succeeding?
+
+managementQuestions:
+  working:
+    - id: del_mgmt_work_decomp_1
+      text:
+        Your team has committed to delivering a major feature, but halfway
+        through the sprint you realize the scope was underestimated. How would
+        you handle this?
+      context:
+        The feature was estimated at 2 weeks but will likely take 4 weeks. The
+        client has a marketing launch planned around the original date. Your
+        team has 5 engineers.
+      decompositionPrompts:
+        - How would you communicate the delay to stakeholders?
+        - What options would you present for moving forward?
+        - How would you support your team through this situation?
+        - What would you change to prevent this in the future?
+      lookingFor:
+        - Communicates early and transparently with stakeholders
+        - Presents options rather than just problems
+        - Protects team from blame while addressing root causes
+        - Focuses on learning and process improvement
+      expectedDurationMinutes: 15
+      followUps:
+        - What if the stakeholder insists on the original date?
+        - How would you handle if this was the third time this quarter scope was
+          underestimated?
+
+  practitioner:
+    - id: del_mgmt_pract_decomp_1
+      text:
+        You're leading a cross-functional initiative involving three teams with
+        different managers, timelines, and priorities. How would you coordinate
+        delivery?
+      context:
+        The initiative is a platform modernization requiring backend, frontend,
+        and infrastructure teams. Each team has their own roadmap commitments.
+        Executive sponsorship is strong but day-to-day coordination is
+        challenging.
+      decompositionPrompts:
+        - How would you establish governance and decision-making?
+        - What coordination mechanisms would you put in place?
+        - How would you handle conflicts between team priorities?
+        - How would you maintain momentum and visibility?
+      lookingFor:
+        - Creates clear accountability and escalation paths
+        - Establishes regular coordination touchpoints
+        - Negotiates with peer managers for alignment
+        - Uses visibility and reporting to maintain executive support
+      expectedDurationMinutes: 15
+      followUps:
+        - What if one team consistently missed their commitments?
+        - How would you handle if executive sponsorship weakened mid-project?

package/examples/questions/capabilities/people.yaml

@@ -0,0 +1,104 @@
+# yaml-language-server: $schema=https://www.forwardimpact.team/schema/json/capability-questions.schema.json
+
+professionalQuestions:
+  working:
+    - id: ppl_pro_work_decomp_1
+      text:
+        A new engineer is joining your team next month who has strong skills but
+        no experience in your tech stack. How would you plan their onboarding?
+      context:
+        They're a senior engineer from a Java/Spring background joining a
+        TypeScript/Node.js team. Your team has 5 members and is mid-sprint on a
+        critical project.
+      decompositionPrompts:
+        - What would the first week look like vs the first month?
+        - How would you balance their learning with team productivity?
+        - What pairing or mentoring structure would you set up?
+        - How would you measure whether onboarding is successful?
+      lookingFor:
+        - Structures onboarding in phases with clear milestones
+        - Considers both technical skills and team integration
+        - Protects team delivery while investing in new member
+        - Plans for feedback loops and adjustment
+      expectedDurationMinutes: 15
+      followUps:
+        - What if they were struggling after 3 weeks?
+        - How would you handle if existing team members felt burdened?
+
+  practitioner:
+    - id: ppl_pro_pract_decomp_1
+      text:
+        Two senior engineers on your team have conflicting views on the
+        technical direction. This is affecting team morale and velocity. How do
+        you address it?
+      context:
+        One wants to adopt a new framework for better developer experience. The
+        other wants to stick with the current stack for stability. Both are high
+        performers you want to retain.
+      decompositionPrompts:
+        - How would you understand the root cause of the conflict?
+        - What process would you use to reach a decision?
+        - How would you maintain both engineers' engagement regardless of
+          outcome?
+        - What would you do if the conflict persists after a decision?
+      lookingFor:
+        - Separates technical disagreement from interpersonal conflict
+        - Creates structured decision-making process
+        - Ensures both parties feel heard and respected
+        - Plans for ongoing relationship management
+      expectedDurationMinutes: 15
+      followUps:
+        - What if one engineer threatens to leave if their approach isn't
+          chosen?
+        - How would you handle if this pattern repeats with the same
+          individuals?
+
+managementQuestions:
+  working:
+    - id: ppl_mgmt_work_decomp_1
+      text:
+        One of your engineers has been underperforming for the past two months.
+        They were previously a strong contributor. How would you approach this?
+      context:
+        Their code quality has declined, they've missed two sprint commitments,
+        and other team members have started picking up slack. They haven't
+        mentioned any issues proactively.
+      decompositionPrompts:
+        - How would you prepare for a conversation with them?
+        - What would you try to understand about the situation?
+        - How would you structure support and accountability?
+        - What timeline and milestones would you set?
+      lookingFor:
+        - Approaches with curiosity rather than assumptions
+        - Considers personal and external factors
+        - Creates clear expectations with support plan
+        - Documents appropriately while maintaining trust
+      expectedDurationMinutes: 15
+      followUps:
+        - What if they revealed they're dealing with a personal crisis?
+        - How would you handle if there was no improvement after one month?
+
+  practitioner:
+    - id: ppl_mgmt_pract_decomp_1
+      text:
+        Your organization is going through a restructuring that will affect your
+        team's composition. Some team members may be moved to other teams or
+        laid off. How do you navigate this with your team?
+      context:
+        Leadership has shared preliminary plans with managers. Final decisions
+        are two weeks away. Rumors are starting to circulate. Your team has 8
+        members, 3 of whom may be affected.
+      decompositionPrompts:
+        - How would you communicate with your team during uncertainty?
+        - How would you advocate for your team members with leadership?
+        - How would you support those who are affected?
+        - How would you maintain team function during the transition?
+      lookingFor:
+        - Balances transparency with appropriate confidentiality
+        - Advocates for team while aligning with organizational needs
+        - Provides emotional support during uncertainty
+        - Maintains team effectiveness through transition
+      expectedDurationMinutes: 15
+      followUps:
+        - What if you disagreed with leadership's decisions about your team?
+        - How would you handle if remaining team members had survivor's guilt?

package/examples/questions/capabilities/reliability.yaml

@@ -0,0 +1,103 @@
+# yaml-language-server: $schema=https://www.forwardimpact.team/schema/json/capability-questions.schema.json
+
+professionalQuestions:
+  working:
+    - id: rel_pro_work_decomp_1
+      text:
+        Your service experienced three outages in the past month, each from
+        different root causes. How would you approach improving reliability?
+      context:
+        The outages were caused by database connection exhaustion, a failed
+        deployment, and an upstream dependency timeout. SLO is 99.9% and you're
+        currently at 99.5%.
+      decompositionPrompts:
+        - How would you categorize and analyze these incidents?
+        - What systematic improvements would you prioritize?
+        - How would you balance reliability investment with feature work?
+        - What would success look like 3 months from now?
+      lookingFor:
+        - Looks for patterns across incidents rather than treating in isolation
+        - Proposes both reactive fixes and proactive improvements
+        - Creates measurable reliability targets
+        - Considers observability and early warning systems
+      expectedDurationMinutes: 15
+      followUps:
+        - What if leadership is pressuring for more features over reliability
+          work?
+        - How would you structure the team's on-call rotation going forward?
+
+  practitioner:
+    - id: rel_pro_pract_decomp_1
+      text:
+        You're designing the disaster recovery strategy for a system that
+        processes customer financial transactions. Walk me through your
+        approach.
+      context:
+        The system handles $10M in daily transactions, uses AWS in us-east-1,
+        and currently has no cross-region capability. Budget for DR is $50K
+        annual.
+      decompositionPrompts:
+        - What are the key requirements you need to establish first?
+        - How would you structure the technical options analysis?
+        - What trade-offs would you present to stakeholders?
+        - How would you test and validate the DR plan?
+      lookingFor:
+        - Defines RTO/RPO requirements with business stakeholders
+        - Evaluates active-active vs active-passive vs pilot light approaches
+        - Balances cost against recovery capabilities
+        - Plans for regular testing and runbook maintenance
+      expectedDurationMinutes: 15
+      followUps:
+        - What would you do if a regional outage happened before DR was
+          complete?
+        - How would you handle if the $50K budget was cut in half?
+
+managementQuestions:
+  working:
+    - id: rel_mgmt_work_decomp_1
+      text:
+        Your team's on-call rotation is burning people out. Three engineers have
+        complained about being paged too frequently. How would you address this?
+      context:
+        The team of 6 handles on-call for 3 services. Page volume is 40 per
+        week, with 60% being false alarms or low-priority. Two engineers are
+        considering leaving due to on-call burden.
+      decompositionPrompts:
+        - How would you assess the current on-call health?
+        - What changes would you prioritize to reduce burden?
+        - How would you balance immediate relief with long-term fixes?
+        - How would you rebuild team trust around on-call?
+      lookingFor:
+        - Takes retention risk seriously
+        - Analyzes page sources to prioritize fixes
+        - Considers short-term accommodations while fixing root causes
+        - Involves team in designing sustainable solutions
+      expectedDurationMinutes: 15
+      followUps:
+        - What if you couldn't reduce page volume quickly?
+        - How would you handle if leadership wanted to add a fourth service?
+
+  practitioner:
+    - id: rel_mgmt_pract_decomp_1
+      text:
+        After a major incident, your team's postmortem revealed significant
+        process and communication failures. How would you drive organizational
+        improvements?
+      context:
+        The incident lasted 4 hours and impacted $500K in transactions. Root
+        causes included unclear escalation paths, lack of runbooks, and poor
+        cross-team communication. Multiple teams were involved.
+      decompositionPrompts:
+        - How would you prioritize the improvements identified?
+        - How would you build consensus across teams and leadership?
+        - What governance would you establish to ensure follow-through?
+        - How would you measure whether improvements are working?
+      lookingFor:
+        - Focuses on systemic issues rather than individual blame
+        - Creates cross-functional alignment on improvements
+        - Establishes accountability for action items
+        - Builds culture of continuous reliability improvement
+      expectedDurationMinutes: 15
+      followUps:
+        - What if other teams resisted changes to their processes?
+        - How would you handle pressure to move on without implementing fixes?

package/examples/questions/capabilities/scale.yaml

@@ -0,0 +1,103 @@
+# yaml-language-server: $schema=https://www.forwardimpact.team/schema/json/capability-questions.schema.json
+
+professionalQuestions:
+  working:
+    - id: scl_pro_work_decomp_1
+      text:
+        Your API currently handles 100 requests per second but needs to handle
+        1000 RPS in 6 months due to a new partnership. How would you approach
+        this?
+      context:
+        The API is a monolithic Node.js application backed by PostgreSQL.
+        Response time P99 is currently 200ms and must stay under 500ms.
+      decompositionPrompts:
+        - What would you need to measure and understand first?
+        - How would you identify the scaling bottlenecks?
+        - What architectural changes would you consider?
+        - How would you phase the work and validate progress?
+      lookingFor:
+        - Profiles current system before jumping to solutions
+        - Considers horizontal vs vertical scaling trade-offs
+        - Identifies database as likely bottleneck
+        - Plans incremental validation with load testing
+      expectedDurationMinutes: 15
+      followUps:
+        - What if the partnership deal accelerated and you had only 3 months?
+        - How would you handle if the new load had very different access
+          patterns?
+
+  practitioner:
+    - id: scl_pro_pract_decomp_1
+      text:
+        Your team maintains a data pipeline that processes events from multiple
+        sources. It's becoming increasingly difficult to add new sources. How
+        would you redesign it?
+      context:
+        Currently there are 15 event sources, each with custom integration code.
+        Adding a new source takes 3 weeks. The team receives requests for 5 new
+        sources per quarter.
+      decompositionPrompts:
+        - How would you analyze the current pain points systematically?
+        - What abstractions or patterns would improve extensibility?
+        - How would you migrate existing sources without disruption?
+        - How would you measure the success of the redesign?
+      lookingFor:
+        - Identifies common patterns across existing integrations
+        - Proposes schema standardization or adapter pattern
+        - Plans migration that doesn't break existing functionality
+        - Sets concrete targets for new source onboarding time
+      expectedDurationMinutes: 15
+      followUps:
+        - What if different sources had fundamentally incompatible data models?
+        - How would you get buy-in if the team is skeptical of a major rewrite?
+
+managementQuestions:
+  working:
+    - id: scl_mgmt_work_decomp_1
+      text:
+        Your team's codebase has grown significantly and new engineers are
+        taking much longer to become productive. How would you address this?
+      context:
+        Onboarding time has increased from 2 weeks to 6 weeks. The codebase has
+        300K lines of code with limited documentation. You're planning to hire 3
+        more engineers this quarter.
+      decompositionPrompts:
+        - How would you assess what's causing the onboarding slowdown?
+        - What investments would you prioritize to improve the situation?
+        - How would you balance documentation work with feature delivery?
+        - How would you measure improvement over time?
+      lookingFor:
+        - Investigates root causes systematically
+        - Considers documentation, tooling, and mentorship investments
+        - Creates sustainable approach that doesn't overburden existing team
+        - Sets concrete onboarding time targets
+      expectedDurationMinutes: 15
+      followUps:
+        - What if senior engineers resisted taking time for documentation?
+        - How would you handle pressure to start new hires on features
+          immediately?
+
+  practitioner:
+    - id: scl_mgmt_pract_decomp_1
+      text:
+        Your organization wants to scale from 3 engineering teams to 8 teams
+        over the next year. You've been asked to help plan the team structure
+        and architecture evolution. How would you approach this?
+      context:
+        Current teams are organized by layer (frontend, backend,
+        infrastructure). The product is a B2B SaaS platform with 5 major feature
+        areas. Current architecture is a monolith with some extracted services.
+      decompositionPrompts:
+        - What factors would drive your team topology recommendations?
+        - How would you align architecture changes with team growth?
+        - What challenges do you anticipate and how would you mitigate them?
+        - How would you phase the transition?
+      lookingFor:
+        - Considers domain-driven team boundaries
+        - Aligns architecture evolution with organizational design
+        - Plans for communication overhead and coordination costs
+        - Anticipates cultural and process challenges of rapid growth
+      expectedDurationMinutes: 15
+      followUps:
+        - What if leadership wanted to move faster than you recommended?
+        - How would you handle if existing teams resisted reorganization?

package/examples/questions/skills/architecture_design.yaml

@@ -1,53 +1,104 @@
 # yaml-language-server: $schema=https://www.forwardimpact.team/schema/json/skill-questions.schema.json
 
-awareness:
-  - id: arch_aware_1
-    text: What do you understand by 'separation of concerns' in software design?
-    lookingFor:
-      - Basic understanding of modularity
-      - Recognition that different parts of a system should handle different
-        things
-    expectedDurationMinutes: 5
-foundational:
-  - id: arch_found_1
-    text:
-      Walk me through a recent feature you built. How did you decide on the
-      structure?
-    followUps:
-      - What alternatives did you consider?
-      - What would you do differently?
-    lookingFor:
-      - Evidence of thoughtful design decisions
-      - Understanding of common patterns
-    expectedDurationMinutes: 8
-working:
-  - id: arch_work_1
-    text:
-      Describe a system you designed. What were the key trade-offs you had to
-      make?
-    followUps:
-      - How did you validate these decisions?
-    lookingFor:
-      - Clear articulation of trade-offs
-      - Evidence of independent design work
-    expectedDurationMinutes: 8
-practitioner:
-  - id: arch_pract_1
-    text:
-      Tell me about a time when you had to guide a team through a significant
-      architectural decision.
-    followUps:
-      - How did you handle disagreements?
-    lookingFor:
-      - Leadership in technical decisions
-      - Ability to build consensus
-    expectedDurationMinutes: 8
-expert:
-  - id: arch_expert_1
-    text:
-      How do you approach defining and evolving architectural standards for an
-      organization?
-    lookingFor:
-      - Strategic thinking about architecture
-      - Experience with organizational influence
-    expectedDurationMinutes: 8
+professionalQuestions:
+  awareness:
+    - id: arch_pro_aware_1
+      text:
+        What do you understand by 'separation of concerns' in software design?
+      lookingFor:
+        - Basic understanding of modularity
+        - Recognition that different parts of a system should handle different
+          things
+      expectedDurationMinutes: 5
+  foundational:
+    - id: arch_pro_found_1
+      text:
+        Walk me through a recent feature you built. How did you decide on the
+        structure?
+      followUps:
+        - What alternatives did you consider?
+        - What would you do differently?
+      lookingFor:
+        - Evidence of thoughtful design decisions
+        - Understanding of common patterns
+      expectedDurationMinutes: 8
+  working:
+    - id: arch_pro_work_1
+      text:
+        Describe a system you designed. What were the key trade-offs you had to
+        make?
+      followUps:
+        - How did you validate these decisions?
+      lookingFor:
+        - Clear articulation of trade-offs
+        - Evidence of independent design work
+      expectedDurationMinutes: 8
+  practitioner:
+    - id: arch_pro_pract_1
+      text:
+        Tell me about a time when you had to guide a team through a significant
+        architectural decision.
+      followUps:
+        - How did you handle disagreements?
+      lookingFor:
+        - Leadership in technical decisions
+        - Ability to build consensus
+      expectedDurationMinutes: 8
+  expert:
+    - id: arch_pro_expert_1
+      text:
+        How do you approach defining and evolving architectural standards for an
+        organization?
+      lookingFor:
+        - Strategic thinking about architecture
+        - Experience with organizational influence
+      expectedDurationMinutes: 8
+
+managementQuestions:
+  awareness:
+    - id: arch_mgmt_aware_1
+      text: How do you ensure your team considers architecture in their work?
+      lookingFor:
+        - Basic awareness of architecture importance
+        - Understanding of team guidance needs
+      expectedDurationMinutes: 5
+  foundational:
+    - id: arch_mgmt_found_1
+      text:
+        How do you support your team members in making sound design decisions?
+      followUps:
+        - What resources or guidance do you provide?
+      lookingFor:
+        - Team enablement approach
+        - Design decision support practices
+      expectedDurationMinutes: 8
+  working:
+    - id: arch_mgmt_work_1
+      text:
+        How do you balance architectural quality with delivery timelines in your
+        team?
+      followUps:
+        - How do you handle technical debt decisions?
+      lookingFor:
+        - Trade-off management
+        - Team architecture governance
+      expectedDurationMinutes: 8
+  practitioner:
+    - id: arch_mgmt_pract_1
+      text:
+        How do you build architectural capability and maturity within your team?
+      followUps:
+        - How do you identify and develop architecture skills?
+      lookingFor:
+        - Team capability development
+        - Architecture skill growth strategies
+      expectedDurationMinutes: 8
+  expert:
+    - id: arch_mgmt_expert_1
+      text:
+        How do you shape architectural governance and decision-making across
+        multiple teams?
+      lookingFor:
+        - Cross-team architecture leadership
+        - Organizational architecture strategy
+      expectedDurationMinutes: 10