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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. |