ma-agents 3.4.8 → 3.5.0

package/.opencode/skills/bmad-cis-innovation-strategy/template.md

@@ -1,189 +0,0 @@
-# Innovation Strategy: {{company_name}}
-
-**Date:** {{date}}
-**Strategist:** {{user_name}}
-**Strategic Focus:** {{strategic_focus}}
-
----
-
-## 🎯 Strategic Context
-
-### Current Situation
-
-{{current_situation}}
-
-### Strategic Challenge
-
-{{strategic_challenge}}
-
----
-
-## 📊 MARKET ANALYSIS
-
-### Market Landscape
-
-{{market_landscape}}
-
-### Competitive Dynamics
-
-{{competitive_dynamics}}
-
-### Market Opportunities
-
-{{market_opportunities}}
-
-### Critical Insights
-
-{{market_insights}}
-
----
-
-## 💼 BUSINESS MODEL ANALYSIS
-
-### Current Business Model
-
-{{current_business_model}}
-
-### Value Proposition Assessment
-
-{{value_proposition}}
-
-### Revenue and Cost Structure
-
-{{revenue_cost_structure}}
-
-### Business Model Weaknesses
-
-{{model_weaknesses}}
-
----
-
-## ⚡ DISRUPTION OPPORTUNITIES
-
-### Disruption Vectors
-
-{{disruption_vectors}}
-
-### Unmet Customer Jobs
-
-{{unmet_jobs}}
-
-### Technology Enablers
-
-{{technology_enablers}}
-
-### Strategic White Space
-
-{{strategic_whitespace}}
-
----
-
-## 🚀 INNOVATION OPPORTUNITIES
-
-### Innovation Initiatives
-
-{{innovation_initiatives}}
-
-### Business Model Innovation
-
-{{business_model_innovation}}
-
-### Value Chain Opportunities
-
-{{value_chain_opportunities}}
-
-### Partnership and Ecosystem Plays
-
-{{partnership_opportunities}}
-
----
-
-## 🎲 STRATEGIC OPTIONS
-
-### Option A: {{option_a_name}}
-
-{{option_a_description}}
-
-**Pros:** {{option_a_pros}}
-
-**Cons:** {{option_a_cons}}
-
-### Option B: {{option_b_name}}
-
-{{option_b_description}}
-
-**Pros:** {{option_b_pros}}
-
-**Cons:** {{option_b_cons}}
-
-### Option C: {{option_c_name}}
-
-{{option_c_description}}
-
-**Pros:** {{option_c_pros}}
-
-**Cons:** {{option_c_cons}}
-
----
-
-## 🏆 RECOMMENDED STRATEGY
-
-### Strategic Direction
-
-{{recommended_strategy}}
-
-### Key Hypotheses to Validate
-
-{{key_hypotheses}}
-
-### Critical Success Factors
-
-{{success_factors}}
-
----
-
-## 📋 EXECUTION ROADMAP
-
-### Phase 1: Immediate Impact
-
-{{phase_1}}
-
-### Phase 2: Foundation Building
-
-{{phase_2}}
-
-### Phase 3: Scale & Optimization
-
-{{phase_3}}
-
----
-
-## 📈 SUCCESS METRICS
-
-### Leading Indicators
-
-{{leading_indicators}}
-
-### Lagging Indicators
-
-{{lagging_indicators}}
-
-### Decision Gates
-
-{{decision_gates}}
-
----
-
-## ⚠️ RISKS AND MITIGATION
-
-### Key Risks
-
-{{key_risks}}
-
-### Mitigation Strategies
-
-{{risk_mitigation}}
-
----
-
-_Generated using BMAD Creative Intelligence Suite - Innovation Strategy Workflow_

package/.opencode/skills/bmad-cis-innovation-strategy/workflow.md

@@ -1,315 +0,0 @@
----
-name: bmad-cis-innovation-strategy
-description: 'Identify disruption opportunities and architect business model innovation. Use when the user says "lets create an innovation strategy" or "I want to find disruption opportunities"'
-standalone: true
-main_config: '{project-root}/_bmad/cis/config.yaml'
----
-
-# Innovation Strategy Workflow
-
-**Goal:** Identify disruption opportunities and architect business model innovation through rigorous market analysis, option development, and execution planning.
-
-**Your Role:** You are a strategic innovation advisor. Demand brutal truth about market realities, challenge assumptions ruthlessly, balance bold vision with pragmatic execution, and never give time estimates.
-
----
-
-## INITIALIZATION
-
-### Configuration Loading
-
-Load config from `{main_config}` and resolve:
-
-- `output_folder`
-- `user_name`
-- `communication_language`
-- `date` as the system-generated current datetime
-
-### Paths
-
-- `skill_path` = `{project-root}/_bmad/cis/workflows/bmad-cis-innovation-strategy`
-- `template_file` = `./template.md`
-- `innovation_frameworks_file` = `./innovation-frameworks.csv`
-- `default_output_file` = `{output_folder}/innovation-strategy-{date}.md`
-
-### Inputs
-
-- If the caller provides context via the data attribute, load it before Step 1 and use it to ground the session.
-- Load and understand the full contents of `{innovation_frameworks_file}` before Step 2.
-- Use `{template_file}` as the structure when writing `{default_output_file}`.
-
-### Behavioral Constraints
-
-- Do not give time estimates.
-- After every `<template-output>`, immediately save the current artifact to `{default_output_file}`, show a clear checkpoint separator, display the generated content, present options `[a] Advanced Elicitation`, `[c] Continue`, `[p] Party-Mode`, `[y] YOLO`, and wait for the user's response before proceeding.
-
-### Facilitation Principles
-
-- Demand brutal truth about market realities before innovation exploration.
-- Challenge assumptions ruthlessly; comfortable illusions kill strategies.
-- Balance bold vision with pragmatic execution.
-- Focus on sustainable competitive advantage, not clever features.
-- Push for evidence-based decisions over hopeful guesses.
-- Celebrate strategic clarity when achieved.
-
----
-
-## EXECUTION
-
-<workflow>
-
-<step n="1" goal="Establish strategic context">
-Understand the strategic situation and objectives:
-
-Ask the user:
-
-- What company or business are we analyzing?
-- What's driving this strategic exploration? (market pressure, new opportunity, plateau, etc.)
-- What's your current business model in brief?
-- What constraints or boundaries exist? (resources, timeline, regulatory)
-- What would breakthrough success look like?
-
-Load any context data provided via the data attribute.
-
-Synthesize into clear strategic framing.
-
-<template-output>company_name</template-output>
-<template-output>strategic_focus</template-output>
-<template-output>current_situation</template-output>
-<template-output>strategic_challenge</template-output>
-</step>
-
-<step n="2" goal="Analyze market landscape and competitive dynamics">
-Conduct thorough market analysis using strategic frameworks. Explain in your own voice why unflinching clarity about market realities must precede innovation exploration.
-
-Review market analysis frameworks from `{innovation_frameworks_file}` (category: market_analysis) and select 2-4 most relevant to the strategic context. Consider:
-
-- Stage of business (startup vs established)
-- Industry maturity
-- Available market data
-- Strategic priorities
-
-Offer selected frameworks with guidance on what each reveals. Common options:
-
-- **TAM SAM SOM Analysis** - For sizing opportunity
-- **Five Forces Analysis** - For industry structure
-- **Competitive Positioning Map** - For differentiation analysis
-- **Market Timing Assessment** - For innovation timing
-
-Key questions to explore:
-
-- What market segments exist and how are they evolving?
-- Who are the real competitors (including non-obvious ones)?
-- What substitutes threaten your value proposition?
-- What's changing in the market that creates opportunity or threat?
-- Where are customers underserved or overserved?
-
-<template-output>market_landscape</template-output>
-<template-output>competitive_dynamics</template-output>
-<template-output>market_opportunities</template-output>
-<template-output>market_insights</template-output>
-</step>
-
-<step n="3" goal="Analyze current business model">
-<energy-checkpoint>
-Check in: "We've covered market landscape. How's your energy? This next part - deconstructing your business model - requires honest self-assessment. Ready?"
-</energy-checkpoint>
-
-Deconstruct the existing business model to identify strengths and weaknesses. Explain in your own voice why understanding current model vulnerabilities is essential before innovation.
-
-Review business model frameworks from `{innovation_frameworks_file}` (category: business_model) and select 2-3 appropriate for the business type. Consider:
-
-- Business maturity (early stage vs mature)
-- Complexity of model
-- Key strategic questions
-
-Offer selected frameworks. Common options:
-
-- **Business Model Canvas** - For comprehensive mapping
-- **Value Proposition Canvas** - For product-market fit
-- **Revenue Model Innovation** - For monetization analysis
-- **Cost Structure Innovation** - For efficiency opportunities
-
-Critical questions:
-
-- Who are you really serving and what jobs are they hiring you for?
-- How do you create, deliver, and capture value today?
-- What's your defensible competitive advantage (be honest)?
-- Where is your model vulnerable to disruption?
-- What assumptions underpin your model that might be wrong?
-
-<template-output>current_business_model</template-output>
-<template-output>value_proposition</template-output>
-<template-output>revenue_cost_structure</template-output>
-<template-output>model_weaknesses</template-output>
-</step>
-
-<step n="4" goal="Identify disruption opportunities">
-Hunt for disruption vectors and strategic openings. Explain in your own voice what makes disruption different from incremental innovation.
-
-Review disruption frameworks from `{innovation_frameworks_file}` (category: disruption) and select 2-3 most applicable. Consider:
-
-- Industry disruption potential
-- Customer job analysis needs
-- Platform opportunity existence
-
-Offer selected frameworks with context. Common options:
-
-- **Disruptive Innovation Theory** - For finding overlooked segments
-- **Jobs to be Done** - For unmet needs analysis
-- **Blue Ocean Strategy** - For uncontested market space
-- **Platform Revolution** - For network effect plays
-
-Provocative questions:
-
-- Who are the NON-consumers you could serve?
-- What customer jobs are massively underserved?
-- What would be "good enough" for a new segment?
-- What technology enablers create sudden strategic openings?
-- Where could you make the competition irrelevant?
-
-<template-output>disruption_vectors</template-output>
-<template-output>unmet_jobs</template-output>
-<template-output>technology_enablers</template-output>
-<template-output>strategic_whitespace</template-output>
-</step>
-
-<step n="5" goal="Generate innovation opportunities">
-<energy-checkpoint>
-Check in: "We've identified disruption vectors. How are you feeling? Ready to generate concrete innovation opportunities?"
-</energy-checkpoint>
-
-Develop concrete innovation options across multiple vectors. Explain in your own voice the importance of exploring multiple innovation paths before committing.
-
-Review strategic and value_chain frameworks from `{innovation_frameworks_file}` (categories: strategic, value_chain) and select 2-4 that fit the strategic context. Consider:
-
-- Innovation ambition (core vs transformational)
-- Value chain position
-- Partnership opportunities
-
-Offer selected frameworks. Common options:
-
-- **Three Horizons Framework** - For portfolio balance
-- **Value Chain Analysis** - For activity selection
-- **Partnership Strategy** - For ecosystem thinking
-- **Business Model Patterns** - For proven approaches
-
-Generate 5-10 specific innovation opportunities addressing:
-
-- Business model innovations (how you create/capture value)
-- Value chain innovations (what activities you own)
-- Partnership and ecosystem opportunities
-- Technology-enabled transformations
-
-<template-output>innovation_initiatives</template-output>
-<template-output>business_model_innovation</template-output>
-<template-output>value_chain_opportunities</template-output>
-<template-output>partnership_opportunities</template-output>
-</step>
-
-<step n="6" goal="Develop and evaluate strategic options">
-Synthesize insights into 3 distinct strategic options.
-
-For each option:
-
-- Clear description of strategic direction
-- Business model implications
-- Competitive positioning
-- Resource requirements
-- Key risks and dependencies
-- Expected outcomes and timeline
-
-Evaluate each option against:
-
-- Strategic fit with capabilities
-- Market timing and readiness
-- Competitive defensibility
-- Resource feasibility
-- Risk vs reward profile
-
-<template-output>option_a_name</template-output>
-<template-output>option_a_description</template-output>
-<template-output>option_a_pros</template-output>
-<template-output>option_a_cons</template-output>
-<template-output>option_b_name</template-output>
-<template-output>option_b_description</template-output>
-<template-output>option_b_pros</template-output>
-<template-output>option_b_cons</template-output>
-<template-output>option_c_name</template-output>
-<template-output>option_c_description</template-output>
-<template-output>option_c_pros</template-output>
-<template-output>option_c_cons</template-output>
-</step>
-
-<step n="7" goal="Recommend strategic direction">
-Make bold recommendation with clear rationale.
-
-Synthesize into recommended strategy:
-
-- Which option (or combination) is recommended?
-- Why this direction over alternatives?
-- What makes you confident (and what scares you)?
-- What hypotheses MUST be validated first?
-- What would cause you to pivot or abandon?
-
-Define critical success factors:
-
-- What capabilities must be built or acquired?
-- What partnerships are essential?
-- What market conditions must hold?
-- What execution excellence is required?
-
-<template-output>recommended_strategy</template-output>
-<template-output>key_hypotheses</template-output>
-<template-output>success_factors</template-output>
-</step>
-
-<step n="8" goal="Build execution roadmap">
-<energy-checkpoint>
-Check in: "We've got the strategy direction. How's your energy for the execution planning - turning strategy into actionable roadmap?"
-</energy-checkpoint>
-
-Create phased roadmap with clear milestones.
-
-Structure in three phases:
-
-- **Phase 1 - Immediate Impact**: Quick wins, hypothesis validation, initial momentum
-- **Phase 2 - Foundation Building**: Capability development, market entry, systematic growth
-- **Phase 3 - Scale & Optimization**: Market expansion, efficiency gains, competitive positioning
-
-For each phase:
-
-- Key initiatives and deliverables
-- Resource requirements
-- Success metrics
-- Decision gates
-
-<template-output>phase_1</template-output>
-<template-output>phase_2</template-output>
-<template-output>phase_3</template-output>
-</step>
-
-<step n="9" goal="Define metrics and risk mitigation">
-Establish measurement framework and risk management.
-
-Define success metrics:
-
-- **Leading indicators** - Early signals of strategy working (engagement, adoption, efficiency)
-- **Lagging indicators** - Business outcomes (revenue, market share, profitability)
-- **Decision gates** - Go/no-go criteria at key milestones
-
-Identify and mitigate key risks:
-
-- What could kill this strategy?
-- What assumptions might be wrong?
-- What competitive responses could occur?
-- How do we de-risk systematically?
-- What's our backup plan?
-
-<template-output>leading_indicators</template-output>
-<template-output>lagging_indicators</template-output>
-<template-output>decision_gates</template-output>
-<template-output>key_risks</template-output>
-<template-output>risk_mitigation</template-output>
-</step>
-
-</workflow>

package/.opencode/skills/bmad-cis-problem-solving/SKILL.md

@@ -1,6 +0,0 @@
----
-name: bmad-cis-problem-solving
-description: 'Apply systematic problem-solving methodologies to complex challenges. Use when the user says "guide me through structured problem solving" or "I want to crack this challenge with guided problem solving techniques"'
----
-
-Follow the instructions in [workflow.md](workflow.md).

package/.opencode/skills/bmad-cis-problem-solving/bmad-skill-manifest.yaml

@@ -1 +0,0 @@
-type: skill

package/.opencode/skills/bmad-cis-problem-solving/solving-methods.csv

@@ -1,31 +0,0 @@
-category,method_name,description,facilitation_prompts
-diagnosis,Five Whys Root Cause,Drill down through layers of symptoms to uncover true root cause by asking why five times,Why did this happen?|Why is that the case?|Why does that occur?|What's beneath that?|What's the root cause?
-diagnosis,Fishbone Diagram,Map all potential causes across categories - people process materials equipment environment - to systematically explore cause space,What people factors contribute?|What process issues?|What material problems?|What equipment factors?|What environmental conditions?
-diagnosis,Problem Statement Refinement,Transform vague complaints into precise actionable problem statements that focus solution effort,What exactly is wrong?|Who is affected and how?|When and where does it occur?|What's the gap between current and desired?|What makes this a problem?
-diagnosis,Is/Is Not Analysis,Define problem boundaries by contrasting where problem exists vs doesn't exist to narrow investigation,Where does problem occur?|Where doesn't it?|When does it happen?|When doesn't it?|Who experiences it?|Who doesn't?|What pattern emerges?
-diagnosis,Systems Thinking,Map interconnected system elements feedback loops and leverage points to understand complex problem dynamics,What are system components?|What relationships exist?|What feedback loops?|What delays occur?|Where are leverage points?
-analysis,Force Field Analysis,Identify driving forces pushing toward solution and restraining forces blocking progress to plan interventions,What forces drive toward solution?|What forces resist change?|Which are strongest?|Which can we influence?|What's the strategy?
-analysis,Pareto Analysis,Apply 80/20 rule to identify vital few causes creating majority of impact worth solving first,What causes exist?|What's the frequency or impact of each?|What's the cumulative impact?|What vital few drive 80%?|Focus where?
-analysis,Gap Analysis,Compare current state to desired state across multiple dimensions to identify specific improvement needs,What's current state?|What's desired state?|What gaps exist?|How big are gaps?|What causes gaps?|Priority focus?
-analysis,Constraint Identification,Find the bottleneck limiting system performance using Theory of Constraints thinking,What's the constraint?|What limits throughput?|What should we optimize?|What happens if we elevate constraint?|What's next constraint?
-analysis,Failure Mode Analysis,Anticipate how solutions could fail and engineer preventions before problems occur,What could go wrong?|What's likelihood?|What's impact?|How do we prevent?|How do we detect early?|What's mitigation?
-synthesis,TRIZ Contradiction Matrix,Resolve technical contradictions using 40 inventive principles from pattern analysis of patents,What improves?|What worsens?|What's the contradiction?|What principles apply?|How to resolve?
-synthesis,Lateral Thinking Techniques,Use provocative operations and random entry to break pattern-thinking and access novel solutions,Make a provocation|Challenge assumptions|Use random stimulus|Escape dominant ideas|Generate alternatives
-synthesis,Morphological Analysis,Systematically explore all combinations of solution parameters to find non-obvious optimal configurations,What are key parameters?|What options exist for each?|Try different combinations|What patterns emerge?|What's optimal?
-synthesis,Biomimicry Problem Solving,Learn from nature's 3.8 billion years of R and D to find elegant solutions to engineering challenges,How does nature solve this?|What biological analogy?|What principles transfer?|How to adapt?
-synthesis,Synectics Method,Make strange familiar and familiar strange through analogies to spark creative problem-solving breakthrough,What's this like?|How are they similar?|What metaphor fits?|What does that suggest?|What insight emerges?
-evaluation,Decision Matrix,Systematically evaluate solution options against weighted criteria for objective selection,What are options?|What criteria matter?|What weights?|Rate each option|Calculate scores|What wins?
-evaluation,Cost Benefit Analysis,Quantify expected costs and benefits of solution options to support rational investment decisions,What are costs?|What are benefits?|Quantify each|What's payback period?|What's ROI?|What's recommended?
-evaluation,Risk Assessment Matrix,Evaluate solution risks across likelihood and impact dimensions to prioritize mitigation efforts,What could go wrong?|What's probability?|What's impact?|Plot on matrix|What's risk score?|Mitigation plan?
-evaluation,Pilot Testing Protocol,Design small-scale experiments to validate solutions before full implementation commitment,What will we test?|What's success criteria?|What's the test plan?|What data to collect?|What did we learn?|Scale or pivot?
-evaluation,Feasibility Study,Assess technical operational financial and schedule feasibility of solution options,Is it technically possible?|Operationally viable?|Financially sound?|Schedule realistic?|Overall feasibility?
-implementation,PDCA Cycle,Plan Do Check Act iteratively to implement solutions with continuous learning and adjustment,What's the plan?|Execute plan|Check results|What worked?|What didn't?|Adjust and repeat
-implementation,Gantt Chart Planning,Visualize project timeline with tasks dependencies and milestones for execution clarity,What are tasks?|What sequence?|What dependencies?|What's the timeline?|Who's responsible?|What milestones?
-implementation,Stakeholder Mapping,Identify all affected parties and plan engagement strategy to build support and manage resistance,Who's affected?|What's their interest?|What's their influence?|What's engagement strategy?|How to communicate?
-implementation,Change Management Protocol,Systematically manage organizational and human dimensions of solution implementation,What's changing?|Who's impacted?|What resistance expected?|How to communicate?|How to support transition?|How to sustain?
-implementation,Monitoring Dashboard,Create visual tracking system for key metrics to ensure solution delivers expected results,What metrics matter?|What targets?|How to measure?|How to visualize?|What triggers action?|Review frequency?
-creative,Assumption Busting,Identify and challenge underlying assumptions to open new solution possibilities,What are we assuming?|What if opposite were true?|What if assumption removed?|What becomes possible?
-creative,Random Word Association,Use random stimuli to force brain into unexpected connection patterns revealing novel solutions,Pick random word|How does it relate?|What connections emerge?|What ideas does it spark?|Make it relevant
-creative,Reverse Brainstorming,Flip problem to how to cause or worsen it then reverse insights to find solutions,How could we cause this problem?|How make it worse?|What would guarantee failure?|Now reverse insights|What solutions emerge?
-creative,Six Thinking Hats,Explore problem from six perspectives - facts emotions benefits risks creativity process - for comprehensive view,White facts?|Red feelings?|Yellow benefits?|Black risks?|Green alternatives?|Blue process?
-creative,SCAMPER for Problems,Apply seven problem-solving lenses - Substitute Combine Adapt Modify Purposes Eliminate Reverse,What to substitute?|What to combine?|What to adapt?|What to modify?|Other purposes?|What to eliminate?|What to reverse?