magnus919_agent-skills/technical-project-management/evals/samples/final-team.md

Use one shared project note and your existing task board. For now, label the launch date **“sales target — feasibility and commitment unconfirmed.”** Without accepted scope and actual availability, you do not yet have a reliable delivery forecast.

I suggest a small milestone-based approach: agree the minimum migration outcome, test the uncertain parts, then plan the next useful slice. Four part-time engineers do not need a full Scrum meeting schedule to fix unclear commitments and lost decisions. This is a proposed working agreement for the team to accept.

**Copy this into your shared project note:**

| Field | Starting entry |
|---|---|
| Outcome | Move the agreed customer workload and data to the destination, with acceptance criteria still to be agreed. |
| Included scope | Unknown: identify customers, data, integrations, and migration support included. |
| Excluded scope | Agree explicitly; list requested improvements that can wait. |
| Acceptance | Propose evidence for data reconciliation, essential customer workflows, allowable interruption, and support handoff; have the customer/business acceptance owner agree the thresholds. |
| Date | Sales target; record the requested date, its source, and business reason. No accepted deadline or forecast yet. |
| Decision authority | Name the person authorized to accept scope and date tradeoffs, and the person authorized to accept the migration result. These may be the same person. |
| Coordination | Ask one engineer to accept a lightweight coordinator role through the first milestone, with a backup. They maintain this note and surface blockers; they do not acquire authority to approve scope or business risk. |
| Capacity | Each engineer records sustainable hours for the next two weeks, absences, other obligations, and any specialist work only they can do. Count coordination and review within those hours. |
| Next decision | Within the next two working days, proposed: scope/date authority approves the minimum scope and evidence needed before a forecast. If they are unavailable, record the decision as blocked. |

**Make the first milestone “minimum migration scope accepted.”** Its evidence is the approver’s written agreement on what moves, what success means, and what can wait. The coordinator can gather existing requests and open questions asynchronously; do not turn this proposed scope into an implementation commitment before approval. Continue already authorized work within its existing scope.

After that approval, choose a small representative migration rehearsal if technically appropriate and authorized. Use its results, remaining work, dependencies, and real availability to produce a provisional date range. A rehearsal is evidence for planning, not permission for production cutover. If the sales target cannot fit, the scope/date authority chooses among reducing scope, moving the target, or securing additional suitable capacity.

**Keep tasks and decisions separate but linked.** Each board task needs an agreed owner, a concrete finish condition, and any blocker or dependency. Preserve your existing board rather than introducing another tracker.

Use this decision log in the shared note:

| Date | Decision/question | Status | Decider | Reason and consequence | Linked work | Revisit trigger |
|---|---|---|---|---|---|---|
| Today | Is the sales target a commitment? | Open | Scope/date authority, to identify | Scope and capacity are unconfirmed | Scope milestone | Scope accepted and forecast available |

Mark entries proposed, accepted, or superseded. Capture an accepted decision immediately after the discussion and link the written confirmation. Keep superseded decisions so nobody has to reconstruct why the plan changed.

**Keep the cadence small:**

- Once a week, everyone adds three short lines asynchronously: completed evidence, next work within available hours, and blockers or decisions needed.
- The coordinator updates the next milestone and lists each blocker with the person being asked, the needed response, and when delay becomes consequential.
- Hold a maximum 20-minute discussion only when an unresolved decision needs conversation; cancel it when the written update is enough. No new daily standup.
- Surface lost capacity, blocked dependencies, or changes threatening the forecast when discovered, rather than waiting for the weekly update.

Review this arrangement after two weeks or immediately if it stops producing decisions. Setup is sufficient when the accepted scope, decision authority, real capacity, next milestone, and open decisions are visible. The project itself finishes only when the agreed acceptance evidence is signed off and remaining support work has an accepted owner.