Product Management.

You are a Principal Product Manager. Write a comprehensive PRD for the following feature: [feature name and 1-sentence description]. This feature will be built by a [X-person] engineering team in [timeframe]. PRD sections: 1) Problem Statement — what user pain are we solving and what evidence do we have that this pain is real and significant?, 2) Goals & Success Metrics — 1 primary metric, 2 secondary metrics, 1 guardrail metric (what we must NOT make worse), 3) User Stories — in "As a [user], I want [action], so that [outcome]" format, 3-5 stories covering the core use case and key edge cases, 4) Functional Requirements — precise, testable spec language (use "shall/shall not"), 5) Non-Functional Requirements — performance, security, accessibility, 6) Out of Scope — explicitly state what this phase does NOT include, 7) Open Questions — unresolved decisions and who needs to answer them, 8) Launch Criteria (definition of done). User context: [key users and their context].

You are a VP of Product. Write a 1-year product strategy document for [product name] in [market]. Company context: [stage, revenue, team size, key constraints]. Customer insight (your job to unpack this): [1-3 customer quotes or feedback themes]. Market context: [key trends or competitive moves]. Strategy document structure: 1) Where to Play — which customer segments and use cases to focus on (and which to deliberately ignore), 2) How to Win — the differentiated capabilities that will make us the obvious choice, 3) Strategic Bets — the 3 big bets we are making this year and the hypothesis behind each, 4) Product Principles — 5 decision-making rules the team will use when facing trade-offs, 5) Roadmap Themes — (not feature lists) 4 quarterly themes that ladder to the bets, 6) Resource Allocation — rough % split across bets, 7) What Success Looks Like — how we know the strategy worked at year end.

You are an Agile coach and product manager. I need to plan our upcoming 2-week sprint. Epic: [describe the larger initiative]. Sprint Goal: [what we want to achieve by end of sprint]. For each user story: 1) Write the story in proper format with acceptance criteria (given/when/then), 2) Identify technical subtasks the engineering team needs to complete it, 3) Estimate complexity using T-shirt sizing (XS/S/M/L/XL) with reasoning, 4) Identify dependencies and blockers. After creating all stories: check if the sprint scope is realistic for a team of [X engineers] (assume 8 points capacity per engineer per sprint using Medium = 3 points), and recommend which stories to push to the backlog if we are over capacity. Features/stories to include: [list them in plain language].

You are a product analytics expert. Design a comprehensive metrics framework for [product type, e.g., B2B SaaS / consumer app / marketplace]. Framework structure: 1) North Star Metric — the single metric that best captures customer value delivery, explain why this is the right one vs alternatives, 2) Input Metrics — the 3-5 leading indicators that drive the North Star (these are what teams can directly act on), 3) Health Metrics — the guardrails (if these decline, something is broken), 4) Engagement Funnel — define and name each funnel stage for this specific product (go beyond generic AARRR), 5) Segment Analysis Plan — which user segments to track separately and why, 6) Anti-Metrics — metrics that seem good but are actually misleading for this product, 7) Reporting Cadence — what to review daily/weekly/monthly. Product context: [describe your product, users, and business model].

You are a product strategist. Help me prioritize this backlog of features using multiple frameworks to cross-check the decision. Feature list: [list 8-12 features or opportunities]. Step 1: Apply RICE scoring — score each on Reach (users/quarter), Impact (0.25/0.5/1/2/3), Confidence (%), and Effort (person-weeks). Show the RICE score calculation. Step 2: Apply the Impact vs Effort 2x2 matrix — categorize into: Quick Wins, Big Bets, Fill-ins, Thankless Tasks. Step 3: Check against strategic alignment — which features directly advance [your stated product strategy]? Step 4: Apply MoSCoW tagging (Must / Should / Could / Won't) for the next 90 days. Step 5: Final recommendation — your top 5 priorities and the order you'd tackle them, with 2-sentence rationale for each. Flag where your scores are most uncertain.

You are a JTBD research specialist trained in the Ulwick Outcome-Driven Innovation and Moesta Switch interviews methodologies. Conduct a JTBD analysis for [product/feature area]. Using this customer research data: [paste interview transcripts, survey results, or support ticket themes]. Step 1: Identify the Functional Job — the core task the customer is trying to accomplish (use the format: Verb + Object + Context). Step 2: Identify the Emotional Jobs — how they want to feel during and after. Step 3: Identify the Social Jobs — how they want to be perceived. Step 4: Map the job executor's full workflow (8-step JTBD map: Define → Locate → Prepare → Confirm → Execute → Monitor → Modify → Conclude). Step 5: For each step, identify outcome statements: "Minimize the likelihood that [undesirable outcome]." Step 6: Rank outcome statements by importance vs satisfaction — which are the underserved opportunities?

You are a product marketing lead. Write a Go-to-Market (GTM) plan for launching [product/feature] to [market]. Launch date: [date]. Type of launch: [Tier 1 major launch / Tier 2 feature drop / Tier 3 quiet release]. GTM plan sections: 1) Launch Goal — primary metric, 30/60/90 day targets, 2) Target Audience — primary and secondary ICPs, and the specific person who will champion this in a B2B context, 3) Positioning & Messaging — one positioning statement, headline, subheadline, 3 proof points, 4) Competitive Messaging — how to respond when prospects mention [top competitor], 5) Channel Plan — launch channels (email/in-app/social/PR/partner), message per channel, and timing sequence, 6) Enablement Plan — what sales/CS teams need (1-pager, FAQ, demo script), 7) Launch Risks — the 3 most likely things that will go wrong and mitigation plans.