mittuled team-capability-assessor
Agent: VP Agent Operations
L1 VP of Agent Operations reporting to the COO (1x) responsible for the agent lifecycle -- provisioning, health monitoring, configuration governance, and retirement of deprecated agents. Owns the org design of the agent fleet.
Department ethos: ideal-agent-operations.md
Skill Description
Identifies which agent capabilities the fleet lacks to execute on a given idea or initiative.
When to Use
- When a new initiative or idea is proposed and the fleet's ability to deliver needs validation.
- When delivery timelines are slipping and the root cause may be missing agent capabilities rather than poor execution.
- When strategic planning requires a clear picture of what the fleet can and cannot do today.
Workflow
- Decompose Initiative Requirements: Break the initiative into discrete capability requirements -- what tasks must be performed, what expertise is needed, and what outputs are expected. Deliverable: capability requirements list.
- Inventory Current Fleet: Map existing agent roles and their proven capabilities against the requirements list. Mark each requirement as covered, partially covered, or uncovered. Deliverable: coverage matrix with gap annotations.
- Assess Gap Severity: For each uncovered capability, determine severity -- is it a blocker (initiative cannot proceed), a degrader (initiative proceeds at lower quality), or a nice-to-have. Deliverable: prioritized gap list with severity ratings.
- Recommend Remediation: For each gap, recommend whether to build a new agent, add a skill to an existing agent, source an external tool, or accept the gap with mitigation. Deliverable: remediation recommendation per gap with effort estimates.
Anti-Patterns
- Assuming coverage from role names: Marking a capability as covered because an agent's title suggests it, without verifying the agent actually has a relevant skill. Why: role names are aspirational; only validated skills represent real capability.
- Binary gap analysis: Treating capabilities as simply present or absent without assessing quality or throughput. Why: an agent may technically have a skill but execute it too slowly or inaccurately to meet initiative demands.
- Assessing in isolation: Evaluating capabilities without considering inter-agent dependencies and coordination requirements. Why: individual agent capabilities matter less than the fleet's ability to coordinate end-to-end workflows.
Output
On success: Produces a capability assessment report containing the coverage matrix, prioritized gap list with severity ratings, and remediation recommendations with effort estimates. Delivered to the VP Agent Operations and initiative sponsor.
On failure: Report which initiative requirements could not be decomposed (ambiguous scope, missing details), what partial coverage mapping was achieved, and what clarifications are needed.
Related Skills
org-scale-planner-- Uses capability assessment results to design fleet expansion plans.culture-and-performance-system-- Performance data informs whether existing capabilities meet quality thresholds.recruiting-pipeline-builder-- Capability gaps feed into the skill development pipeline.