docs(commands): align create-v2mom with Salesforce V2MOM conventions

Three audit fixes. Renamed Metrics to Measures throughout to match Salesforce's term (the "vanity metrics" idiom stays, since that's the anti-pattern name). Phase 8 task migration no longer transplants the task tree into the V2MOM — tasks stay in the backlog grouped by method, and each method links to where they live, keeping strategy and execution as separate sources of truth. Obstacles now carry a mitigation, owner, and review cadence, so the section is operational rather than just candid.

1 files changed, 49 insertions, 38 deletions

diff --git a/.claude/commands/create-v2mom.md b/.claude/commands/create-v2mom.md
index a63ca50..8b5d26d 100644
--- a/.claude/commands/create-v2mom.md
+++ b/.claude/commands/create-v2mom.md
@@ -1,11 +1,11 @@
 ---
-description: Create a V2MOM (Vision, Values, Methods, Obstacles, Metrics) strategic framework for any project, goal, or domain — personal infrastructure, business strategy, health goals, financial planning, software development, career planning, or life goals. Walks the user through the five sections in order: Vision first (aspirational picture of success), then Values (2-4 principles that guide decisions), Methods (4-7 prioritized approaches with concrete actions), Obstacles (honest personal and external challenges), and Metrics (measurable outcomes, not vanity metrics). Includes an optional task-migration phase that consolidates an existing todo list under the defined Methods. Use when the user asks to create a V2MOM, build a strategic plan, set goals for a significant project, or apply ruthless prioritization without an existing framework. Do NOT use for simple todo lists, single-decision prompts (use /arch-decide), quick task brainstorming (use /brainstorm), or daily/weekly planning of routine tasks. Produces a document that becomes the project's decision-making source of truth.
+description: Create a V2MOM (Vision, Values, Methods, Obstacles, Measures) strategic framework for any project, goal, or domain — personal infrastructure, business strategy, health goals, financial planning, software development, career planning, or life goals. Walks the user through the five sections in order: Vision first (aspirational picture of success), then Values (2-4 principles that guide decisions), Methods (4-7 prioritized approaches with concrete actions), Obstacles (honest personal and external challenges), and Measures (measurable outcomes, not vanity metrics). Includes an optional task-migration phase that links existing tasks to the defined Methods without turning the V2MOM into a backlog. Use when the user asks to create a V2MOM, build a strategic plan, set goals for a significant project, or apply ruthless prioritization without an existing framework. Do NOT use for simple todo lists, single-decision prompts (use /arch-decide), quick task brainstorming (use /brainstorm), or daily/weekly planning of routine tasks. Produces a document that becomes the project's decision-making source of truth.
 disable-model-invocation: true
 ---
 
 # /create-v2mom — Create a V2MOM Strategic Framework
 
-Transform vague intentions into a concrete action plan using V2MOM: Vision, Values, Methods, Obstacles, Metrics. Originated at Salesforce; works for any domain.
+Transform vague intentions into a concrete action plan using V2MOM: Vision, Values, Methods, Obstacles, Measures. Originated at Salesforce; works for any domain.
 
 ## Problem Solved
 
@@ -35,7 +35,7 @@ The V2MOM is complete when:
    - Values: 2-4 principles that guide decisions
    - Methods: 4-7 concrete approaches with specific actions
    - Obstacles: Honest personal/technical challenges
-   - Metrics: Measurable outcomes (not vanity metrics)
+   - Measures: Measurable outcomes (not vanity metrics)
 2. **It's useful for decision-making:** can answer "does X fit this V2MOM?" quickly; provides priority clarity (Method 1 > Method 2 > etc.); identifies what NOT to do.
 3. **Both parties agree it's ready:** feels complete not rushed; actionable enough to start execution; honest about obstacles (not sugar-coated).
 
@@ -44,11 +44,11 @@ The V2MOM is complete when:
 - Do the values help you say "no" to things?
 - Are methods ordered by priority?
 - Can you immediately identify 3-5 tasks from Method 1?
-- Do metrics tell you if you're succeeding?
+- Do measures tell you if you're succeeding?
 
 ## Instructions
 
-Complete phases in order. Vision informs Values. Values inform Methods. Methods reveal Obstacles. Everything together defines Metrics.
+Complete phases in order. Vision informs Values. Values inform Methods. Methods reveal Obstacles. Everything together defines Measures.
 
 ### Phase 1: Ensure shared understanding of the framework
 
@@ -58,7 +58,7 @@ Confirm both parties understand what each section means:
 - **Values:** Principles that guide decisions (2-4 values, defined concretely)
 - **Methods:** How you'll achieve the vision (4-7 approaches, ordered by priority)
 - **Obstacles:** What's in your way (honest, personal, specific)
-- **Metrics:** How you'll measure success (objective, not vanity metrics)
+- **Measures:** How you'll measure success (objective, not vanity metrics)
 
 ### Phase 2: Create the document structure
 
@@ -173,7 +173,7 @@ Software Package:
 
 ### Phase 5.5: Brainstorm tasks for each method
 
-For each method, brainstorm what's missing to achieve it.
+For each method, brainstorm what's missing to achieve it. These tasks belong in the backlog (`TODO.org`, a board, issues), grouped under the method — not embedded in the V2MOM. The V2MOM names the method and points at its task list; the backlog carries the tasks.
 
 **Ask:** "What else would help achieve this method's goal?"
 
@@ -212,12 +212,14 @@ For each method, brainstorm what's missing to achieve it.
 - Help distinguish symptoms from root causes
 - Identify patterns in behavior that create obstacles
 - Acknowledge challenges without judgment
+- Push past naming the barrier to how it gets handled — every obstacle needs a mitigation, an owner, and a review cadence
 
 **Good obstacle characteristics:**
 - Honest about personal patterns
 - Specific, not generic
 - Acknowledges both internal and external obstacles
 - States real stakes (not just "might happen")
+- Paired with a concrete countermove, not left as a candid confession
 
 **Common obstacle categories:**
 - Personal: perfectionism, hard to say no, gets bored, procrastinates
@@ -225,51 +227,59 @@ For each method, brainstorm what's missing to achieve it.
 - External: limited time, limited budget, competing priorities
 - Systemic: environmental constraints, missing tools, dependencies on others
 
-**For each obstacle:** name it clearly, describe how it manifests in this project, acknowledge the stakes (what happens because of it).
+**For each obstacle, capture:**
+1. Name it clearly
+2. How it manifests in this project
+3. The stakes (what happens because of it)
+4. Mitigation — the concrete countermove that reduces or contains it
+5. Owner — who acts when it shows up (usually you, but name it; some obstacles need a third party)
+6. Review cadence — when you check whether the mitigation is holding (weekly, monthly, at each method handoff)
+
+An obstacle without these last three is a candid observation, not an operational plan. The point of naming barriers is to act on them.
 
 **Examples:**
 
 Health:
-- "I get excited about new workout programs and switch before seeing results (pattern: 6 weeks into a program)"
+- "I get excited about new workout programs and switch before seeing results (pattern: 6 weeks into a program)." Mitigation: commit one program for 12 weeks, no changes allowed before the checkpoint. Owner: me. Cadence: review at week 12.
 - "Social events involve food and alcohol — saying no feels awkward and isolating"
 - "When stressed at work, I skip workouts and eat convenient junk food"
 
 Finance:
-- "Viewing budget as restriction rather than freedom — triggers rebellion spending"
+- "Viewing budget as restriction rather than freedom — triggers rebellion spending." Mitigation: budget a "guilt-free spend" line so the rebellion has a sanctioned outlet. Owner: me. Cadence: monthly budget review.
 - "FOMO on lifestyle experiences my peers have"
 - "Limited financial literacy — don't understand investing beyond 'put money in account'"
 
 Software:
-- "Perfectionism delays releases — always 'one more feature' before v1.0"
+- "Perfectionism delays releases — always 'one more feature' before v1.0." Mitigation: freeze scope at a written v1.0 list, ship what's on it. Owner: me, with a friend as release accountability check. Cadence: review the cut line at each milestone.
 - "Maintaining documentation feels boring compared to writing features"
 - "Limited time (2-4 hours/week) and competing projects"
 
 **Time estimate:** 15-30 minutes.
 
-### Phase 7: Define the Metrics
+### Phase 7: Define the Measures
 
 **Ask:** "How will you measure success? What numbers tell you if this is working?"
 
-**Goal:** 5-10 metrics — objective, measurable, aligned with vision/values/methods.
+**Goal:** 5-10 measures — objective, measurable, aligned with vision/values/methods.
 
 **Your role:**
-- Suggest metrics based on vision, values, methods
+- Suggest measures based on vision, values, methods
 - Push for measurable numbers (not "better" — concrete targets)
 - Identify vanity metrics (look good but don't measure real progress)
-- Ensure metrics align with values and methods
+- Ensure measures align with values and methods
 
-**Metric categories:**
+**Measure categories:**
 - **Performance** — measurable outcomes of the work
 - **Discipline** — process adherence, consistency, focus
 - **Quality** — standards maintained, sustainability indicators
 
-**Good metric characteristics:**
+**Good measure characteristics:**
 - Objective (not subjective opinion)
 - Measurable (can actually collect the data)
 - Actionable (can change behavior to improve it)
 - Aligned with values and methods
 
-**For each metric, capture:** name, current state (if known), target state, how to measure, measurement frequency.
+**For each measure, capture:** name, current state (if known), target state, how to measure, measurement frequency.
 
 **Examples:**
 
@@ -293,20 +303,20 @@ Software:
 
 **Time estimate:** 20-30 minutes.
 
-### Phase 8 (optional): Migrate existing tasks
+### Phase 8 (optional): Link existing tasks to methods
 
-If there's an existing `TODO.org` or task list, migrate it under the V2MOM methods.
+If there's an existing `TODO.org` or task list, sort it against the methods — but keep the tasks in the backlog. The V2MOM is a concise alignment document, not the todo system. Strategy and execution stay separate: the V2MOM names the methods; the backlog carries the work.
 
-**Goal:** Consolidate all project tasks under V2MOM methods, eliminate duplicates, move non-fitting items to someday-maybe.
+**Goal:** Every task maps to a method (or gets retired), and each method points at where its tasks actually live. The V2MOM gains a one-line backlog link per method, not a transplanted task tree.
 
 **Process:**
 
-1. **Identify duplicates** — read existing TODO, find tasks already in V2MOM methods, check if V2MOM task has all technical details from the TODO version, enhance if needed, mark original for deletion.
-2. **Map tasks to methods** — for each remaining task, ask "which method does this serve?" Add under appropriate method with priority. Preserve task state (DOING, VERIFY, etc.).
-3. **Review someday-maybe candidates one-by-one** — for each task that doesn't fit methods, ask: keep in V2MOM (which method)? Move to someday-maybe? Delete?
-4. **Final steps** — append someday-maybe items to `docs/someday-maybe.org`; copy completed V2MOM to TODO.org (overwriting). V2MOM becomes the single source of truth.
+1. **Map tasks to methods** — read the existing TODO. For each task, ask "which method does this serve?" Tag or group it under that method *in the backlog*. Tasks that serve no method go to step 3.
+2. **Add a backlog link to each method** — under each method in the V2MOM, add a single line pointing at where its tasks live (the org file + heading, a project board, an issue label). The reader sees the method and follows the link to the live list. Don't paste the tasks into the V2MOM.
+3. **Review non-fitting tasks one-by-one** — for each task that doesn't serve a method, ask: does it reveal a missing method? Move to someday-maybe? Delete?
+4. **Final steps** — append someday-maybe items to `docs/someday-maybe.org`; keep the working tasks in `TODO.org` (now grouped by method). The V2MOM stays the strategic source of truth; the backlog stays the execution source of truth.
 
-**Keep in V2MOM:** DOING tasks (work in progress), VERIFY tasks (need testing/verification), tasks that enable method goals.
+**Keep linked to a method:** DOING tasks (work in progress), VERIFY tasks (need testing/verification), tasks that enable method goals.
 
 **Move to someday-maybe:** Doesn't directly serve a method's goal; nice-to-have without clear benefit; research task without actionable outcome; architectural change decided not to pursue; unrelated personal task.
 
@@ -325,8 +335,8 @@ Once all sections are complete, review the whole V2MOM together:
 1. **Does the vision excite you?** (If not, why not? What's missing?)
 2. **Do the values guide decisions?** (Can you use them to say no to things?)
 3. **Are the methods ordered by priority?** (Is Method 1 truly most important?)
-4. **Are the obstacles honest?** (Or are you sugar-coating?)
-5. **Will the metrics tell you if you're succeeding?** (Or are they vanity metrics?)
+4. **Are the obstacles honest, and does each have a mitigation, owner, and cadence?** (Or are you sugar-coating, or just naming barriers with no countermove?)
+5. **Will the measures tell you if you're succeeding?** (Or are they vanity metrics?)
 6. **Does this V2MOM make you want to DO THE WORK?** (If not, something is wrong.)
 
 **Refinement:** merge overlapping methods; reorder methods if priorities are wrong; add missing concrete actions; strengthen weak definitions; remove fluff.
@@ -336,7 +346,8 @@ Once all sections are complete, review the whole V2MOM together:
 - Values are generic → Need concrete definitions and examples
 - Methods have no concrete actions → Too vague, need specifics
 - Obstacles are all external → Need honesty about personal patterns
-- Metrics are subjective → Need objective measurements
+- Obstacles have no mitigation, owner, or cadence → Candid but not operational; add the countermove
+- Measures are subjective → Need objective measurements
 
 ### Phase 10: Commit and use
 
@@ -363,9 +374,9 @@ V2MOM requires brutal honesty, especially in Obstacles.
 
 Every section should have concrete examples and definitions.
 
-**Bad:** Vision "be successful" · Values "Quality, Speed, Innovation" · Methods "improve things" · Metrics "do better"
+**Bad:** Vision "be successful" · Values "Quality, Speed, Innovation" · Methods "improve things" · Measures "do better"
 
-**Good:** Vision "Complete a 5K in under 30 min, have energy to play with kids after work, sleep 7+ hours consistently" · Values "Sustainable: can maintain for 10+ years, no crash diets, no injury-risking overtraining" · Methods "Method 1: Fix sleep quality (blackout curtains, consistent bedtime, no screens 1hr before bed)" · Metrics "5K time: current 38 min → target 29 min (measure: monthly timed run)"
+**Good:** Vision "Complete a 5K in under 30 min, have energy to play with kids after work, sleep 7+ hours consistently" · Values "Sustainable: can maintain for 10+ years, no crash diets, no injury-risking overtraining" · Methods "Method 1: Fix sleep quality (blackout curtains, consistent bedtime, no screens 1hr before bed)" · Measures "5K time: current 38 min → target 29 min (measure: monthly timed run)"
 
 ### Priority ordering is strategic
 
@@ -387,24 +398,24 @@ If you can't list 3-8 concrete actions for a method, it's too vague.
 - Too vague: "Method 1: Improve health"
 - Concrete: "Method 1: Fix sleep quality → blackout curtains, consistent 10pm bedtime, no screens after 9pm, magnesium supplement, sleep tracking"
 
-### Metrics must be measurable
+### Measures must be measurable
 
-"Better" is not a metric. "Bench press 135 lbs" is a metric.
+"Better" is not a measure. "Bench press 135 lbs" is a measure.
 
-For each metric, you must be able to answer:
+For each measure, you must be able to answer:
 1. How do I measure this? (exact method or tool)
 2. What's the current state?
 3. What's the target state?
 4. How often do I measure it?
-5. What does this metric actually tell me?
+5. What does this measure actually tell me?
 
-If you can't answer these, it's not a metric yet.
+If you can't answer these, it's not a measure yet.
 
 ### V2MOM is a living document
 
-Not set in stone. As you execute, expect: method reordering (new info reveals priorities), metric adjustments (too aggressive or too conservative), new obstacles emerging, refined value definitions.
+Not set in stone. As you execute, expect: method reordering (new info reveals priorities), measure adjustments (too aggressive or too conservative), new obstacles emerging, refined value definitions.
 
-**Update when:** major priority shift occurs; new obstacle emerges that changes approach; metric targets prove unrealistic or too easy; method completion opens new possibilities; quarterly review reveals misalignment.
+**Update when:** major priority shift occurs; new obstacle emerges that changes approach; measure targets prove unrealistic or too easy; method completion opens new possibilities; quarterly review reveals misalignment.
 
 **But not frivolously:** Changing the V2MOM every week defeats the purpose. Update on major shifts, not minor tactics.