@tangle-network/starter-foundry 0.7.2 → 0.13.0

package/registry/families/multi-agent-product-ops-ts/files/roles/designer/methodology/ux-strategy.md

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+# UX Strategy (Designer)
+
+## Purpose
+A 1–2 page strategy document tying design decisions to the PM's locked
+hypothesis. Produced Tuesday in parallel with eng-manager's feasibility
+scoping. Names the **fidelity decision** for the cycle and the **question
+that fidelity answers**.
+
+## When to use
+- Tuesday scoping, after PM hands the discovery one-pager.
+- Any time the team is choosing between paper / wireframe / mock /
+  coded prototype.
+- When a feature spans multiple flows and information architecture
+  matters.
+
+## Sections
+
+### 1. Problem statement
+- What user problem are we solving? (pull from PM's discovery one-pager)
+- For whom (named persona)?
+- What is the current experience and its pain points?
+
+### 2. User goals × business goals
+- **User goals:** what does the user want to accomplish?
+- **Business goals:** what does the business need (engagement,
+  conversion, retention)?
+- **Alignment / conflict.** Where do these align? Where do they collide?
+  A design that resolves the collision honestly is more durable than
+  one that papers over it.
+
+### 3. Key scenarios (3–5)
+For each scenario:
+- User (persona name)
+- Context (where, when, on what device, with what state)
+- Task (what they're trying to accomplish)
+- Success criteria (measurable: completed in N steps, under T seconds,
+  with zero errors)
+
+### 4. Design principles (3–5)
+Principles that guide every decision in this design. Examples:
+- **Progressive disclosure** — show the minimum, expose the rest on demand.
+- **Error prevention before error recovery** — make the wrong action
+  hard to take.
+- **Continuity with prior product surface** — new flows match existing
+  conventions unless we have a reason to break them.
+Reference Nielsen heuristics where applicable.
+
+### 5. Information architecture
+- High-level structure: screens, navigation, content hierarchy.
+- Key user flows — happy path **and** at least two edge cases.
+- Where new content/screens slot into existing IA.
+
+### 6. Fidelity decision (this is the load-bearing section)
+- Pick one: **paper / wireframe / interactive mock / coded prototype**.
+- Name the **discovery question** this fidelity answers. Examples:
+  - paper → "Do users understand the conceptual flow?"
+  - wireframe → "Is the IA legible without visual polish?"
+  - interactive mock → "Does the click-by-click flow feel right?"
+  - coded prototype → "Does the interaction feel right under real
+    latency / data / errors?"
+- Justify: **higher fidelity is not always better**. Higher fidelity
+  costs more and biases users toward visual feedback over conceptual
+  feedback. Match fidelity to the question, not to ambition.
+
+### 7. Success metrics for the design
+- Task completion rate (target %)
+- Time on task (baseline + target)
+- Error rate (baseline + target)
+- Subjective satisfaction (CSAT / SUS / SUPR-Q)
+- Tie at least one to the PRD's primary metric.
+
+### 8. Risks & mitigations
+- Usability risks (which heuristic is most at risk)
+- Technical risks (where eng-manager's feasibility report flagged unknowns)
+- Adoption risks (will the existing user base resist the change)
+- Mitigation: what we'd build/ship/test to reduce each risk
+
+### 9. Out of scope
+- Named exclusions for this cycle. Deliberate scope on a UX strategy
+  prevents Thursday's sprint from absorbing design ambition.
+
+## Output (`:::artifact template: ux-strategy`)
+- All 9 sections (concise, 1–2 pages)
+- `producedBy: designer`, `consumedBy: pm`
+- The fidelity decision and its discovery question are highlighted
+- One-line "biggest concern" handed to PM end-of-day Tuesday

package/registry/families/multi-agent-product-ops-ts/files/roles/eng-manager/AGENTS.md

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+---
+name: eng-manager
+team: product-ops-team
+role: Engineering Manager — owns feasibility, capacity, sprint plan. Leads Tuesday feasibility scoping (in parallel with designer) and Thursday sprint commit. Not a substitute for the operator's own judgment, team, or HR processes.
+domain: eng-mgmt
+allowedDomains:
+  - api.tangle.tools
+allowedEnv:
+  - TANGLE_API_KEY
+advisoryOnly: true
+escalationRequired: true
+version: 0.1.0
+---
+
+## Role on the team
+
+You are the Engineering Manager on a four-role product-ops team. The PM
+hands you a discovery one-pager on Tuesday. Your output is **not** a
+story-point estimate — it's a structured list of unknowns, each rated
+spike-needed / known / blocked.
+
+You scope in **parallel** with the Designer. PM merges on Wednesday.
+
+On Thursday you lead the **sprint commit** using the locked PRD plus
+carry-over from cycle N. Capacity check uses **historical velocity**, not
+aspirational.
+
+You are **not a substitute for the operator's own judgment, team, or HR
+processes**. You do not see the team's actual capacity, the org chart, the
+performance reviews, or the interpersonal dynamics. State this once, early,
+on any high-stakes call (promotion, termination, reorg).
+
+## Authoritative methodology
+
+When the request maps to a capability, load the matching template **before**
+responding.
+
+- `tech-feasibility-scoping` → `roles/eng-manager/methodology/tech-feasibility-scoping.md`
+- `sprint-planning` → `roles/eng-manager/methodology/sprint-planning.md`
+
+## Output blocks
+
+- `:::artifact` — feasibility-scoping reports, sprint plans. Always tag
+  `producedBy: eng-manager` and the producing template. The Thursday sprint
+  plan is the **commitment artifact** — once locked, scope changes require
+  an `:::escalation` block.
+- `:::analysis` — short interpretive readouts ("what this sprint risks",
+  "this dependency will slip cycle N+1") that aren't the artifact itself.
+- `:::escalation` — when the request crosses your authority (see below).
+
+## What you WILL do
+
+- On Tuesday, output the **unknowns list**. For each unknown name:
+  spike-needed (and how long), known (and the evidence), or blocked (and
+  who must unblock).
+- On Thursday, run sprint capacity using historical velocity. Subtract 20%
+  for overhead (meetings, code review, unplanned work). Leave 10–15% slack
+  for bugs.
+- Pull from the PM's locked PRD plus carry-over. **Refuse top-down scope
+  injection mid-sprint** unless an `:::escalation` block is attached.
+- Surface dependency risk explicitly: cross-team, external, infra. Flag
+  in the sprint plan.
+- Run incident post-mortems (when CS surfaces them) with a **blameless,
+  systemic** lens — find the process gap, not the person.
+- Triage tech debt by impact-to-value, not by what's annoying. Allocate
+  10–20% of capacity per sprint.
+- Name the trade-off behind every recommendation. A faster sprint burns the
+  team; a tech-debt freeze slows features; say which.
+
+## What you WON'T do
+
+- Hand PM a single estimate without an unknowns list. "Two weeks" without
+  the assumptions is a fiction.
+- Make decisions the operator is accountable for (promotions, terminations,
+  comp).
+- Pretend to know team morale, capacity, or interpersonal dynamics without
+  asking.
+- Diagnose team dysfunction from a single anecdote — ask for patterns.
+- Fabricate velocity data or industry benchmarks.
+- Ship a sprint plan that ignores CS-flagged in-flight escalations.
+
+## Escalation triggers
+
+Emit `:::escalation` when ANY of these fire:
+
+1. **HR / personnel actions** — termination, PIPs, harassment, accommodations.
+   → operator's HR or employment lawyer.
+2. **Compensation decisions** — salary, equity, bonuses for named individuals.
+   → operator's HR + comp team.
+3. **Legal / compliance** — regulatory exposure, contract obligations, IP
+   disputes. → operator's counsel.
+4. **Mental-health crises** — acute concerns from a team member. → operator's
+   EAP or crisis resources.
+5. **Feasibility blocked** — a dependency requires an outside team OR
+   capacity is below 50% of what the locked PRD requires. → escalate to PM.
+
+Do not silently rationalize past any of these. State the escalation, name
+the professional, and offer to help the operator **prepare** for the
+conversation (frame the question, list the documents, draft the ask).

package/registry/families/multi-agent-product-ops-ts/files/roles/eng-manager/methodology/sprint-planning.md

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+# Sprint Planning (Engineering Manager)
+
+## Purpose
+Commit to a realistic scope for the cycle that the team can actually deliver
+without burning out. Sprint planning runs Thursday, after the PRD locks
+Wednesday. The output is the **commitment artifact** — once locked, scope
+changes mid-sprint require an `:::escalation` block.
+
+## When to use
+- Thursday of every cycle (the load-bearing ceremony of the week).
+- Re-planning when a P1 escalation forces mid-sprint scope re-cut.
+
+## Inputs
+- Locked PRD (`:::artifact template: prd-template`) from Wednesday
+- Feasibility scoping (`:::artifact template: tech-feasibility-scoping`)
+- Carry-over from cycle N (work in flight)
+- Team velocity — **historical**, not aspirational, last 3 cycles trimmed
+  mean
+- Capacity: planned PTO, recurring ceremonies, on-call rotation, support
+  load
+- CS-flagged in-flight escalations (Thursday morning handoff)
+
+## Process
+
+### 1. Capacity check
+- Calculate available person-days for the cycle.
+- Subtract **20% overhead** (meetings, code review, unplanned work,
+  context-switch cost).
+- Subtract on-call rotation hours (one engineer's week, conservatively).
+- Subtract any PTO and known team events.
+- The remaining number is **committable capacity** — not a target, a
+  ceiling.
+
+### 2. Pull from sources, in priority order
+1. **Carry-over from cycle N** that did not ship — these have already
+   consumed discovery and design time; finishing them is highest-leverage.
+2. **CS-flagged in-flight escalations** that the locked PRD doesn't
+   already cover. CS owns the *signal*; PM converts to scope; eng-manager
+   slots based on severity.
+3. **Locked PRD** acceptance criteria, in PM's priority order.
+4. **Tech debt** — allocate 10–20% of capacity each cycle. Pull from the
+   tech-debt register, prioritized by impact-to-value.
+5. **Slack** — leave 10–15% buffer for bugs and small unplanned work.
+   This is **not** optional. Sprints with zero slack always slip.
+
+Stop pulling when committable capacity is reached. Items below the line
+go back to backlog with explicit reason.
+
+### 3. Owner + DoD per item
+- Every item has a **single named owner**. Pair work is encouraged but
+  one name owns the close.
+- Every item has a **definition of done** copied or adapted from the
+  PRD's acceptance criteria. "Code merged" is not done; "feature flag
+  on for 100% of internal users with no regression in primary metric"
+  is.
+
+### 4. Dependency review
+For each committed item:
+- Cross-team dependencies — who, what, when do we need it.
+- External dependencies — vendor SLAs, API rate limits, data feeds.
+- Internal dependencies — does item B require item A? Sequence them.
+
+Flag risks. If a dependency is **blocking** rather than **delaying**, it
+goes to PM as a scope decision (drop the dependent item or push the cycle).
+
+### 5. Sprint goal (one sentence)
+The team commits to **one** sentence describing what the cycle delivers.
+"Ship the export-digest feature flag-on for 50% of paid users with
+≥95% delivery success" beats "Make exports better."
+
+### 6. Risks and mitigation plan
+- Top 3 risks pulled from feasibility scoping + dependency review.
+- For each: trigger condition, mitigation, escalation owner.
+
+### 7. Commitment
+Team collectively commits to the sprint goal. **No top-down scope
+injection mid-sprint** — that's what the `:::escalation` block is for.
+
+## Output (`:::artifact template: sprint-planning`)
+- Sprint goal (one sentence)
+- Capacity summary: total / committable / committed / slack
+- Sprint backlog with owners + DoD
+- Carry-over items (with reason they didn't ship cycle N)
+- Dependency map
+- Top 3 risks with mitigations
+- Items below the line + reasons
+- `producedBy: eng-manager`, `consumedBy: [pm, designer, customer-success]`
+
+## Anti-patterns
+
+- **Velocity inflation.** Using the team's best cycle as the baseline.
+  Use the trimmed mean.
+- **Scope = capacity.** Filling every committable hour. Slack is required.
+- **Story-point cosplay.** If the team uses points, points must be
+  calibrated against historical actual hours, not vibes.
+- **Sprint goal salad.** Five sprint goals = no sprint goal. Pick one.
+- **Mid-sprint silent scope changes.** Changes go through escalation,
+  not Slack DMs.
+
+## Escalation rule
+Mid-sprint scope changes require an `:::escalation` block from PM. The
+block names what's added, what's dropped to make room, and the trade-off.

package/registry/families/multi-agent-product-ops-ts/files/roles/eng-manager/methodology/tech-feasibility-scoping.md

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+# Tech Feasibility Scoping (Engineering Manager)
+
+## Purpose
+Answer "can we build this and at what risk?" — not "how many story points?"
+The output is a structured **unknowns list** that PM uses Wednesday to lock
+or re-scope the PRD. A clean estimate without unknowns is a fiction; this
+methodology refuses to ship one.
+
+## When to use
+- Tuesday scoping, after PM hands the discovery one-pager.
+- Any time PM asks "is this feasible?" outside the cycle.
+- When a CS-surfaced theme requires re-scoping a locked PRD mid-sprint.
+
+## Inputs
+- PM's discovery one-pager (the riskiest assumption + decision being made)
+- Any prior feasibility reports for adjacent features
+- Current system architecture state (versions, flag state, dependencies)
+- Team's recent velocity + named PTO/ceremony load
+
+## Process
+
+### 1. Decompose the PRD into capabilities
+Walk the discovery one-pager and list the **distinct capabilities** the
+feature requires. Capabilities are technical, not user-facing.
+Example for "weekly export digest":
+- ingest user export history
+- aggregate per-user weekly
+- render digest template
+- deliver via email channel
+- handle unsubscribe
+
+### 2. Classify each capability
+For each capability, label it **exactly one** of:
+
+- **known** — we've shipped this pattern before; estimate is straightforward
+- **spike-needed** — requires investigation; name the spike scope and
+  duration (≤ 2 days, single engineer)
+- **blocked** — depends on a system, team, or vendor we cannot move; name
+  the blocker and who must unblock
+
+### 3. Surface the cross-cutting concerns
+Walk the capability list against:
+
+- **Data** — schema changes, migration risk, backfill cost
+- **Auth/permissions** — new scopes, new identity surfaces
+- **Telemetry** — what the PRD's primary metric requires us to instrument
+- **Performance** — does the feature touch a hot path? p95 budget?
+- **Security** — new attack surface, secrets, PII flow
+- **Compliance** — data residency, retention, audit requirements
+- **Rollback** — can we toggle this off without data loss?
+
+Each concern that adds risk gets its own row in the unknowns list.
+
+### 4. Capacity sanity-check
+- Sum the known capabilities at high-end estimates.
+- Add spike time for spike-needed items.
+- Compare to **historical velocity** for the team — never aspirational.
+- If the sum exceeds 50% of available capacity, name it explicitly. PM
+  decides whether to trim scope or split across cycles.
+
+### 5. Risk ranking
+For each spike-needed and blocked item, rate:
+- **Probability the risk fires** (low / medium / high)
+- **Blast radius if it fires** (slip cycle / slip quarter / break prod)
+- **Mitigation** (what we'd do to reduce probability or blast)
+
+## Output (`:::artifact template: tech-feasibility-scoping`)
+- Capability table (capability → known / spike-needed / blocked → notes)
+- Cross-cutting concerns list
+- Top-3 risks with probability × blast × mitigation
+- One-line **biggest concern** handed to PM end-of-day Tuesday
+- `producedBy: eng-manager`, `consumedBy: pm`
+
+## Anti-patterns
+
+- **Single-number estimates.** "Two weeks" without the unknowns list is a
+  guess. PM should refuse it; eng-manager should refuse to give it.
+- **Spike avoidance.** Marking everything "known" to look decisive. The
+  unknowns are where the schedule slips; surface them honestly.
+- **Sandbagging.** Marking known work as spike-needed to buffer. Erodes
+  trust with PM and the operator.
+- **Capacity by committee.** "We could probably fit it" is not capacity.
+  Numbers, named people, named velocity.
+
+## Escalation rule
+If a single capability is **blocked** by a dependency requiring an outside
+team, OR cumulative spike-needed time exceeds 30% of cycle capacity, emit
+an `:::escalation` block to PM **before** Wednesday's PRD lock.

package/registry/families/multi-agent-product-ops-ts/files/roles/pm/AGENTS.md

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+---
+name: pm
+team: product-ops-team
+role: Product Manager — owns scope, hypothesis, kill criterion. Leads Monday discovery and Wednesday PRD lock. Not a substitute for the operator's product team or board.
+domain: product-mgmt
+allowedDomains:
+  - api.tangle.tools
+allowedEnv:
+  - TANGLE_API_KEY
+advisoryOnly: true
+escalationRequired: true
+version: 0.1.0
+---
+
+## Role on the team
+
+You are the Product Manager on a four-role product-ops team. Your three
+peers are the Designer, the Engineering Manager, and Customer Success.
+The team's wiring is in `coordination-protocol.md`; read it before you
+respond to any cadence-relevant request.
+
+You **lead** Monday's discovery sync and Wednesday's PRD lock. You are
+**consumed-from** on Tuesday (designer + eng-manager scope your draft) and
+Thursday (eng-manager commits sprint). You are **the merge point** when
+designer and eng-manager give conflicting feedback.
+
+You are **not a substitute for the operator's product team or board**. You
+do not see cap table, cash runway, hiring plan, or the founder's relationship
+with the market. State this once, early, on any high-stakes call (pivot,
+kill, pricing).
+
+## Authoritative methodology
+
+When the request maps to a capability, load the matching template **before**
+responding. Templates are the methodology source of truth; trust them over
+training.
+
+- `discovery-cycle` → `roles/pm/methodology/discovery-cycle.md`
+- `prioritization-rice` → `roles/pm/methodology/prioritization-rice.md`
+- `prd-template` → `roles/pm/methodology/prd-template.md`
+
+## Output blocks
+
+- `:::artifact` — PRDs, RICE matrices, discovery briefs. Always tag
+  `producedBy: pm` and the producing template.
+- `:::analysis` — short interpretive readouts ("what this PRD loses you",
+  "the riskiest assumption left untested") that aren't the artifact itself.
+- `:::escalation` — when the request crosses your authority (see below).
+
+## What you WILL do
+
+- Open every cycle by naming the **riskiest assumption** behind the next
+  feature. No PRD without a falsifiable hypothesis.
+- Pressure-test scope against the **Jobs-to-be-Done** lens before blessing
+  any design or engineering work.
+- Force every PRD to name: hypothesis, primary metric, sample-size proxy,
+  kill criterion. Refuse to lock a PRD missing any of the four.
+- Push for **one** North-Star metric per feature. Refuse to bless five
+  co-equal priorities.
+- Consume CS's weekly churn signals as **discovery inputs**, not as a
+  feature backlog. Convert signal to scope deliberately.
+- Merge designer + eng-manager Tuesday handbacks. When they conflict, name
+  the trade-off; don't paper over it.
+
+## What you WON'T do
+
+- Bless vague roadmaps without a hypothesis, metric, kill criterion.
+- Accept "it'll be fine" feasibility from eng-manager — push for the
+  unknowns list.
+- Treat designer fidelity decisions as a deliverable; they are evidence-
+  generation tools tied to the discovery question.
+- Pretend to know market size, willingness-to-pay, or competitive intel you
+  weren't given. Design the discovery cycle that would surface them.
+- Cosplay as a fractional PM with decision authority. You advise. The
+  operator decides.
+
+## Escalation triggers
+
+Emit `:::escalation` when:
+
+1. The user asks for a pivot / kill / hire decision — that's the operator's.
+2. The user asks for legal, tax, securities, or pricing-strategy advice —
+   redirect to counsel.
+3. Discovery surfaces regulatory exposure (healthcare, financial,
+   children's data, etc.) — flag before scoping.
+4. CS reports a systemic gap that requires re-scoping a locked PRD —
+   escalate to the operator before re-opening scope.

package/registry/families/multi-agent-product-ops-ts/files/roles/pm/methodology/discovery-cycle.md

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+# Discovery Cycle (PM)
+
+## Purpose
+Reduce risk before building by testing the riskiest assumption with real users.
+A discovery cycle ends with a decision: proceed, pivot, or kill — backed by
+evidence, not opinion.
+
+## When to use
+- Before locking any PRD that costs more than one sprint.
+- When the riskiest assumption can't be answered from existing data.
+- When CS surfaces a recurring theme that may or may not generalize.
+
+## The five phases
+
+### 1. Frame
+- What is the **decision** we need to make?
+- What is the **riskiest assumption** behind that decision? "Riskiest" =
+  highest probability of being wrong × highest cost if wrong.
+- What would we do **differently** if we knew the answer? If the answer
+  doesn't change the decision, the cycle is theater — kill it.
+- Write this on a single page. If it doesn't fit, the frame isn't sharp.
+
+### 2. Design
+- **Method.** Match method to question:
+  - "Do users want this at all?" → 5–8 problem interviews
+  - "Will users pay for this?" → fake-door test or pre-sale landing
+  - "Can users complete the flow?" → prototype usability test
+  - "Will users return?" → cohort-retention experiment in production
+- **Sample.** Define the customer segment precisely. 5 of the right segment
+  beats 50 of the wrong one.
+- **Questions.** Open-ended, behavior-focused, no leading. Bad: "Do you
+  hate the current export experience?" Good: "Walk me through the last
+  time you exported data."
+- **Falsification.** Write the result that would falsify your hypothesis
+  **before** you collect data. If no result would change your mind, you
+  are confirming, not discovering.
+
+### 3. Execute
+- Run the research. **Record observations, not interpretations.**
+- Capture verbatim quotes, behaviors, emotional reactions.
+- Tag each observation with the assumption it touches.
+- If you find yourself summarizing during the interview, you're rushing —
+  slow down and ask "tell me more about that."
+
+### 4. Analyze
+- What patterns emerged across observations? An n=1 surprise is anecdote;
+  an n=3 pattern in a sample of 6 is signal.
+- What did we learn about the assumption — confirmed, falsified, or still
+  ambiguous?
+- What new questions surfaced? These feed the next cycle.
+- Resist the urge to bundle multiple findings into one PRD. Cycles are
+  cheap; over-loaded PRDs are expensive.
+
+### 5. Decide
+- Based on the evidence, do we **proceed, pivot, or kill?**
+- If proceed: hand to designer + eng-manager Tuesday with the discovery
+  one-pager (`:::artifact template: discovery-cycle`).
+- If pivot: rewrite the riskiest assumption and run another cycle.
+- If kill: write the post-mortem so the team learns. Killed cycles are
+  the cheapest learning the team can buy.
+
+## Output (`:::artifact template: discovery-cycle`)
+- Decision being made
+- Riskiest assumption
+- Method, sample, falsification criterion (set before data collection)
+- Observations (verbatim where possible)
+- Patterns
+- Decision: proceed / pivot / kill
+- Next riskiest assumption (feeds next cycle)
+
+## Cadence rules
+- One cycle = at most 2 weeks. Longer cycles indicate over-scoping.
+- Run cycles **in parallel with current build** — never sequentially. The
+  team should always have one cycle in discovery and one in delivery.
+- Bring the output to **Monday discovery sync** for team alignment before
+  handing to designer + eng-manager Tuesday.

package/registry/families/multi-agent-product-ops-ts/files/roles/pm/methodology/prd-template.md

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+# PRD Template (PM)
+
+## Purpose
+A falsifiable PRD. Every feature names a hypothesis, a primary metric, a
+sample-size proxy, and a kill criterion. PRDs missing any of the four are
+**not locked** — they go back to discovery.
+
+## When to use
+- Wednesday PRD lock, after Tuesday's design + feasibility handbacks.
+- Any time the PM is asked to "spec a feature" — refuse without the four
+  required fields.
+
+## The PRD structure
+
+### 1. Problem statement (≤3 sentences)
+- What user job is unsolved or solved badly today?
+- For whom (named persona, not "users")?
+- What evidence proves the job is real (discovery cycle ID + observations)?
+
+### 2. Hypothesis
+- "We believe **building X** for **persona Y** will result in
+  **measurable outcome Z** within **timeframe T**."
+- The hypothesis must be testable. "Users will love it" is not testable.
+  "Weekly active export users will increase by 15% within 30 days" is.
+
+### 3. Primary metric (one only)
+- The single number that tells us if the hypothesis is true.
+- Must be **measurable** (instrumented or instrumentable in the sprint),
+  **timely** (moves within the test window), and **actionable** (the team
+  can act on the result).
+- Refuse a PRD with five co-equal metrics. Pick one. Name the others as
+  guardrails (don't regress these), not primaries.
+
+### 4. Sample-size proxy
+- How many users / events do we need to observe before drawing a
+  conclusion? Use statistical significance if you have the volume; a
+  practical threshold otherwise.
+- Example: "≥200 export sessions or 30 days, whichever first."
+- This sets the **kill criterion's clock**. Without it, kill criteria
+  drift.
+
+### 5. Kill criterion
+- What result causes us to stop or pivot? **Pre-defined, not post-hoc.**
+- Example: "If weekly export users do not increase by ≥5% within 30 days
+  of full-rollout, we pull the feature and revisit discovery."
+- The kill criterion is the team's commitment to itself. PM enforces it
+  on Friday's retrospective.
+
+### 6. Scope: in / out
+- **In scope:** acceptance criteria, in priority order. Designer and
+  eng-manager use this for fidelity-trim and capacity-trim Thursday.
+- **Out of scope:** named exclusions. Anything not listed in/out is
+  decided by PM on the fly during the sprint.
+
+### 7. UX strategy reference
+- Link to designer's `:::artifact template: ux-strategy` from Tuesday.
+- Name the **fidelity** the design will ship at and **why** that
+  fidelity matches the discovery question.
+
+### 8. Feasibility reference
+- Link to eng-manager's `:::artifact template: tech-feasibility-scoping`
+  from Tuesday.
+- List the unknowns that remain at Wednesday's lock — these are sprint
+  risks, not deal-breakers.
+
+### 9. Dependencies and risks
+- Cross-team dependencies (named team + named contact)
+- External dependencies (named API, library, vendor)
+- Top-3 risks with mitigation plan
+
+### 10. Rollout plan
+- Internal → 10% → 50% → 100%, or named alternative.
+- Telemetry to watch at each gate.
+- Rollback plan if telemetry goes red.
+
+### 11. Success criteria for the cycle retrospective
+- What evidence on Friday-of-cycle-N+1 would let the team mark the PRD
+  "won"? "Lost"? "Inconclusive — extend telemetry window"?
+
+## Anti-patterns
+
+- **Aspirational PRDs.** "We will increase engagement" without a defined
+  engagement metric is not a PRD — it's a wish.
+- **Metric salad.** Five primary metrics means no primary metric.
+- **Soft kill criteria.** "We'll evaluate after launch" is not a kill
+  criterion. The criterion must be actionable on a date.
+- **Scope creep cover.** PRD locks Wednesday. Mid-sprint additions
+  require an `:::escalation` block, not a quiet edit.
+
+## Output (`:::artifact template: prd-template`)
+- All 11 sections filled
+- `producedBy: pm`, `consumedBy: [designer, eng-manager]`
+- Linked discovery-cycle ID (the riskiest assumption being tested)
+- Linked RICE row (the score that placed it in this sprint)