Pm Product Spec

Product Spec / PRD Writer Skill

How this skill behaves (read first)

Claude's default already produces a plausible-looking PRD on request — which is exactly the problem. The default tends to: invent requirements before the problem is pinned down, write vague targets ("fast", "user-friendly"), skip dependencies and assumptions, and phrase user stories as engineering tasks. A document that looks complete but is built on an unvalidated problem and untestable requirements is worse than no document, because teams build from it.

So this skill is generative but gated, and it enforces quality rather than just filling a template:

1. Gate on the problem first. Don't draft requirements until there's a clear, fact-based problem statement. If the user hasn't supplied one, build it with them — or flag that the spec rests on unverified assumptions.
2. Write the right document. PRD and spec are different artifacts for different audiences and moments — pick deliberately (see below).
3. Enforce measurability. Every requirement must be testable; every user story must express value; every assumption must be flagged as a risk.
4. Self-audit before delivering (built-in review pass — see final section).

Step 0 — PRD or spec? Write the right one.

These are different documents; writing the wrong one (or blurring them) is a common failure.

Rule of thumb: requirements set priorities (what/why); specs define dependencies and behavior (how). If the user is still deciding what to build, they need a PRD. If what-to-build is settled and they need a build blueprint, they need a spec. Confirm which before writing.

The problem gate (do this before any requirements)

A specification built on a poorly-defined problem fails no matter how well-written. A complete problem statement has three parts:

• Problem — the gap between the current and desired state (facts, not assumptions).
• Consequences — the negative outcomes for users or the business.
• Goal — the improvement to achieve, not the solution.

Enforce these checks before proceeding:

• Causes, not symptoms. "Low retention" is a symptom; "onboarding doesn't convey core value" is a cause. Push past the symptom.
• Specific, not broad. "Improve the user experience" is not a problem — it produces an endless task list. Narrow it.
• Facts, not assumptions. "The process is inefficient" / "users are unhappy" hide the real cause and measurable impact. Tie to evidence (feedback, data) where possible.
• Clarity test. Could someone in design, eng, or leadership understand what the problem is, who it affects, and why it matters without extra explanation? If not, refine.

If the user can't supply evidence, proceed but explicitly mark the problem as an unvalidated assumption to be tested — don't paper over it.

Spec / PRD structure

Build from this structure (adapt to the doc type from Step 0). Every section traces back to the problem statement.

1. Summary — what it is, why it exists now, who it serves.
2. Problem statement — from the gate above.
3. Scope — in and out. State explicitly what is excluded, not just included. Unstated scope is where misalignment hides.
4. Personas & user stories — who, and what they need (format below).
5. Requirements — what the product must do, each testable (rules below).
6. Acceptance criteria — what "done" looks like for each requirement.
7. Dependencies, constraints & assumptions (DCA) — what could derail delivery (below).
8. Success metrics — how the outcome will be measured, in specific terms.

Requirement quality — make every requirement testable

Replace subjective descriptions with measurable targets. This is the highest-leverage thing the skill does.

• ❌ "The app should load quickly." → ✅ "The dashboard loads within 2 seconds on a standard mobile network."
• ❌ "Make checkout user-friendly." → ✅ "A returning user can complete checkout in ≤ 3 steps without re-entering saved details."
• Describe complete workflows, not isolated features.
• A requirement is testable when QA (or anyone) could write a pass/fail check from it without asking what you meant.

User stories — express value, not tasks

Use the formula: "As a [persona], I want to [action], so that [benefit]." Tie each story to a real persona (goals + frustrations from research), so the backlog stays rooted in authentic needs.

Apply INVEST — Independent, Negotiable, Valuable, Estimable, Small, Testable.

Flag weak stories — these describe tasks, not user value, and should be rewritten:

• ❌ "Add login feature" / "Improve dashboard performance" (tasks, no who/why)
• ✅ "As a returning user, I want to log in quickly so I can access my saved data."

Dependencies, Constraints & Assumptions (DCA)

The section the default most often omits — and where delivery actually breaks.

• Dependencies — one step enabling the next. Distinguish internal (within the team — manageable via planning) from external (legal approval, third-party vendors, other teams — higher risk). Map the chain so a single delay's downstream impact is visible.
• Constraints — the boundaries: budget, deadlines, legacy tech, legal/compliance. Name them early to avoid unrealistic plans.
• Assumptions — what the team believes but hasn't confirmed. Turn each assumption into a measurable check with an owner. An untested assumption left sitting is a hidden risk; surface it as one.

Early-warning signals to call out if reviewing an existing spec: vague ownership of a critical dependency, inconsistent timelines across teams, assumptions still unverified after several sprints.

Self-audit before delivering (built-in review pass)

Before presenting the document, run this quality check on your own output — this is what separates the skill from a template fill:

• Every requirement is measurable/testable (no "fast", "intuitive", "user-friendly" left undefined).
• Every user story expresses value (has a who + why), passes INVEST, and isn't a disguised task.
• Scope explicitly lists what's out, not only what's in.
• Each requirement traces back to the problem statement.
• Assumptions are flagged as risks with a way to test them; dependencies note internal vs. external.
• Success is defined in specific, measurable terms.

Then hand the document to the audit lenses. These are candidate lenses — posture per docs/orchestration-policy.md, or route the whole artifact through pm-product-review. Here assumption-rigor is the always-relevant lens (auto-runs); the others are offered, tied to what the artifact actually contains. If the user invoked this skill for one specific thing, respect that scope.

In a full idea-to-plan build, this spec is the final rung of pm-idea-to-plan — it should arrive already resting on a framed problem, discovery evidence, and a tested riskiest assumption, and stay proportionate to them. A spec produced before those rungs is a polished PRD on an unvalidated bet, which is the exact failure that front door exists to prevent.

Hand-offs name each lens by its installable skill name. Invoke one only if that skill is installed; if it isn't, this skill's own self-audit checklist above already carries these rules — proceed without it rather than blocking.

• pm-assumption-rigor-audit (auto-runs) — when the spec rests on material unvalidated assumptions: whether the riskiest one is being tested, with a right-fidelity method and pre-set success criteria, rather than left as a belief dressed up as a fact.
• pm-spec-quality-audit (offer — if it writes a spec) — the full document review: testability of every requirement, complete flows vs. happy paths, scope exclusions, DCA completeness, validation evidence, layer-mixing, audience fit.
• pm-okr-metric-validity-audit (offer — if it names success metrics) — the success metrics specifically: vanity metrics, unfalsifiable targets, outputs disguised as outcomes, and gameable metrics missing guardrails.

Report anything that can't be satisfied (e.g. "Success metric for requirement 3 is undefined — needs a target") rather than silently filling it with plausible-sounding text. Note that a spec is a living document: requirements should be revalidated after sprint reviews and releases.

Common do/don't patterns

Source lessons (Uxcel)

• Understanding Product Specifications
• Product Specs vs. Product Requirements Documents
• Defining Problems for Effective Specifications
• Dependencies, Constraints, and Assumptions
• Reviewing and Validating Specifications
• Understanding Users and Framing User Stories