product-operations-and-governance
Product Operations and Governance
Define and operate the recurring product governance system: who decides what, with what evidence, on what cadence, and what happens when decisions are contested or evidence is missing. This skill owns the product-level operating model — the connective tissue between product strategy, portfolio choices, experimentation, adoption, and lifecycle learning. It does not own executive governance or technical delivery gates.
Governance Boundary (Read First)
This skill owns product governance: the recurring system for intake, portfolio review, roadmap decisions, experiment review, launch decisions, and lifecycle/health review. Product governance answers: what are we building, in what order, with what evidence, reviewed by whom, on what cadence?
This skill explicitly does not own:
- Executive governance — capital allocation, org structure, strategic bets at the company level, M&A evaluation. Route to chief-of-staff-methodology for decision-memo and executive-office methods, and strategy-frameworks for strategic planning frameworks.
- Technical delivery gates — CI/CD pipelines, release approval workflows, deployment checklists, infrastructure change review. Route to release-engineering for release mechanics and spec-driven-development for specification-phase gates.
The three governance layers — product, executive, and delivery — are distinct. A product governance decision ("approve this experiment to proceed to launch review") is not an executive decision ("allocate $2M to the payments platform") and not a delivery gate ("the deployment pipeline must pass integration tests"). See references/discovery-brief.md for the full boundary analysis.