#BASIC PROMPT
Acting as a Senior Agile Coach in a {describe your organization e.g. large financial north-american organization},
Recommend 2-3 specific Agile practices for each of the following business outcomes: 
#Modify list of business outcomes examples below
- Improve Speed to Market
- Improve Customer Satisfaction
- Improve Team Productivity
- Reduce number of Production Issues
Avoid using Agile jargon.

#ADVANCED PROMPT
Acting as a Senior Agile Coach in a {describe your organization e.g. large financial north-american organization},
Recommend 2-3 specific Agile practices for each of the following business outcomes: 
#Modify list of business outcomes examples below
- Improve Speed to Market
- Improve Customer Satisfaction
- Improve Team Productivity
- Reduce number of Production Issues
For each Agile practice, provide a short explanation of how it drives the specific business outcome.
Final output should be in text 700-800 words.
Avoid using Agile jargon.
Target portfolio-level and team-level adoption.
Use clear, professional, and descriptive language targeted at {describe type of leader e.g. senior business leader} to get their buy-in and endoresement.
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#BASIC PROMPT
Acting as a Senior Agile Coach in a {describe your organization e.g. large financial north-american organization},
Explain key benefits and key steps to achieve the following Agile practices to {business or technology or finance or other} leader: 
#Modify list of Agile practice examples below
- Implement quarterly planning in order to increase delivery predictability and better manage capacity demand vs supply
- Implement quarterly IP Sprint dedicated to planning, training, and technical debt in order to increase delivery predictability and prevent team burnout
- Implement early experimentation in order to decrease organizational and delivery risks
- Implement OKRs in order to achieve higher business outcome focus, alignment, and transparency
Avoid using Agile jargon.

#ADVANCED PROMPT
Acting as a Senior Agile Coach in a {describe your organization e.g. large financial north-american organization},
Explain key benefits and key steps to achieve the following Agile practices to {business or technology or finance or other} leader: 
#Modify list of Agile practice examples below
- Implement quarterly planning in order to increase delivery predictability and better manage capacity demand vs supply
- Implement quarterly IP Sprint dedicated to planning, training, and technical debt in order to increase delivery predictability and prevent team burnout
- Implement early experimentation in order to decrease organizational and delivery risks
- Implement OKRs in order to achieve higher business outcome focus, alignment, and transparency
Final output should be in text 200-300 words per practice.
Avoid using Agile jargon.
Target portfolio-level and team-level adoption.
Use clear, professional, and descriptive language targeted at senior leaders to get their buy-in and endoresement.
Ask me questions till you can achieve this task with 95% confidence.

#BASIC PROMPT
Acting as a Senior Agile Coach in a {describe your organization e.g. large financial north-american organization},
Draft three versions of a change communication about our shift to {describe what is changing e.g. introducing quarterly/PI planning}: 
- one for skeptical senior directors concerned about losing control, 
- one for enthusiastic middle managers who want to champion the change, 
- one for neutral team leads who need practical clarity. 
Use clear, professional, and empathetic language targeted at middle-level leaders.

#ADVANCED PROMPT
Acting as a Senior Agile Coach in a {describe your organization e.g. large financial north-american organization},
Draft three versions of a change communication about our shift to {describe what is changing e.g. introducing quarterly/PI planning}: 
- one for skeptical senior directors concerned about losing control, 
- one for enthusiastic middle managers who want to champion the change, 
- one for neutral team leads who need practical clarity.
Include and position the following shifts:
{list specific changes using bullets}
Final output should be in text 200-300 words for each version.
Use clear, professional, and empathetic language targeted at middle-level leaders and teams.
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#BASIC PROMPT
Acting as an enterprise agility analyst supporting VP-level leaders.
Analyze Jira Epic and Story data to identify systemic flow patterns,
organizational constraints, and portfolio-level improvement opportunities.

#ADVANCED PROMPT
You are an enterprise agility analyst supporting VP-level leaders.
Analyze Jira Epic and Story data to identify systemic flow patterns,
organizational constraints, and portfolio-level improvement opportunities.
INPUTS PROVIDED: #Modify as needed
- Jira export (Epics, Stories, Features if applicable)
- Status history and cycle times
- WIP limits (if defined)
- Epic-to-Story relationships
- Team and value stream mappings
- Labels, components, and issue types
- Blockers, dependencies, and carryover indicators
- Planned vs actual completion dates
- Associated OKRs (if available)
ANALYSIS OBJECTIVES: #Modify as needed
1. Identify flow efficiency and delay patterns across value streams
2. Detect hidden queues, handoff penalties, and dependency drag
3. Assess Epic health and predictability (aging, scope churn, spillover)
4. Evaluate WIP discipline and batch size impact
5. Identify systemic causes of rework, late discovery, or churn
6. Highlight mismatches between planning assumptions and delivery reality
7. Detect signals of organizational or policy constraints (not individual performance)
OUTPUT REQUIRED: #Modify as needed
A. Executive Summary (1 page, VP-ready)
   - What the data says about flow, reliability, and predictability
   - Top 3 enterprise-level risks if current patterns persist
   - What leaders should care about most
B. Flow & Predictability Insights
   - Cycle time and throughput trends by value stream
   - Epic aging and risk classification
   - Variability hotspots and stability indicators
C. Structural & Systemic Issues
   - Dependency patterns and coordination overhead
   - Team Topologies signals (e.g., overloaded teams, unclear ownership)
   - Policy constraints (approvals, intake, governance, batching)
D. Planning & OKR Alignment Signals
   - Where delivery data contradicts planning assumptions
   - Impact on OKRs and portfolio commitments
   - Confidence levels for upcoming planning cycles
E. Improvement Recommendations
   - 5–7 prioritized improvement opportunities
   - Categorized as: structural, flow, governance, or leadership behavior
   - Expected impact and effort level for each
F. Leadership Actions
   - 3–5 concrete actions executives can take in the next 90 days
   - Framed as decisions or system changes (not team directives)
G. Coaching Focus Areas
   - Where Agile Coaches should intervene (value streams, planning, operating model)
   - What to stop, start, and experiment with
Use clear, professional, and descriptive language targeted at middle-level leaders
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#BASIC PROMPT
Acting as a Senior Agile Coach in a {describe your organization e.g. large financial north-american organization},
Perform sentiment and feedback analysis on the attached retrospective feedback. 
Summarize how the team is feeling, identify the top three pain points, and recommend top 2-3 improvements. 

#ADVANCED PROMPT
Acting as a Senior Agile Coach in a {describe your organization e.g. large financial north-american organization},
Perform sentiment and feedback analysis on the attached retrospective feedback. 
Analyze anonymized retrospective feedback to identify sentiment trends,
systemic impediments, and organizational improvement opportunities.
IMPORTANT CONSTRAINTS: #Modify as needed
- All data is anonymized; do not infer individual or team identities
- Focus on patterns, not attribution
- Treat feedback as signals of system health, not performance evaluation
INPUTS PROVIDED: #Modify as needed
- Anonymized retrospective comments (multiple teams, time periods)
- Date or iteration markers (if available)
- Value stream or domain tags (optional)
- Transformation initiatives or change themes (if known)
ANALYSIS OBJECTIVES: #Modify as needed
1. Identify dominant sentiment patterns (positive, neutral, negative, mixed)
2. Detect emerging shifts in sentiment over time
3. Surface recurring themes related to:
   - Flow and predictability
   - Decision latency and governance
   - Role clarity and ownership
   - Cognitive load and burnout risk
   - Leadership engagement and support
4. Identify early indicators of transformation fatigue or resistance
5. Highlight signals of improving capability or confidence
OUTPUT REQUIRED: #Modify as needed
A. Executive Summary (VP-ready, 1 page)
   - Overall organizational sentiment
   - Key changes in sentiment over time
   - What leaders should pay attention to now
B. Sentiment & Theme Analysis
   - High-frequency sentiment themes
   - Representative anonymized excerpts (non-identifying)
   - Contradictions or polarity (e.g., optimism + frustration)
C. Systemic Conditions
   - Organizational or policy factors contributing to sentiment
   - Signals related to Team Topologies, governance, or operating model
   - Interaction with ongoing change initiatives
D. Risk & Opportunity Signals
   - Early warnings (delivery risk, disengagement, burnout)
   - Positive momentum worth reinforcing
E. Leadership-Level Recommendations
   - 5–7 actions leaders can take that improve system conditions
   - Framed as changes to structure, priorities, or behaviors
   - Explicitly avoid team-level corrective actions
F. Coaching Implications
   - Where Agile Coaches should intervene or amplify learning
   - Suggested experiments to validate insights safely
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#BASIC PROMPT
Acting as a Senior Agile Coach in a {describe your organization e.g. large financial north-american organization},
You are coaching a meeting between the VP of Security (Risk-Averse) and the VP of Development (Speed-Focused) regarding the new CI/CD pipeline’s governance model. 
Draft a 15-line coaching script that uses Active Listening and then reframes the tension from 'Risk vs. Speed' into 'Risk Through Speed,' citing a best practice from a recognized high-compliance industry (e.g., FinTech).

#ADVANCED PROMPT #Modify as needed
You are an Enterprise Agile Coach facilitating a live conversation between:
- VP of Security (primary concern: risk mitigation, compliance, control)
- VP of Development (primary concern: speed, flow, time-to-market)
CONTEXT: #Modify as needed
The discussion is about the governance model for a new CI/CD pipeline.
The organization operates in a high-compliance environment.
OBJECTIVE: #Modify as needed
Draft a 15-line coaching script that:
1. Demonstrates active listening to both executives
2. Validates each perspective without taking sides
3. Makes implicit concerns explicit
4. Reframes the tension from "Risk vs. Speed" to "Risk Through Speed"
5. Grounds the reframe in a best practice from a recognized high-compliance industry
   (e.g., FinTech, regulated financial services, or payments)
6. Moves the conversation toward a shared, constructive outcome
SCRIPT REQUIREMENTS: #Modify as needed
- Use neutral, executive-appropriate language
- Model reflective listening (e.g., "What I’m hearing is…")
- Avoid technical implementation detail
- Emphasize automation, fast feedback, and policy-as-code as risk-reduction mechanisms
- Cite one concrete industry practice (e.g., automated controls, continuous compliance,
  embedded security checks in CI/CD)
- End with a forward-looking alignment question that invites joint ownership
OUTPUT FORMAT: #Modify as needed
- Exactly 15 lines
- Each line represents one coaching intervention or reflection
- Written as dialogue from the coach (not the executives)
Use clear, professional, and descriptive language targeted at middle-level leaders
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#BASIC PROMPT
Acting as a Senior Agile Coach in a {describe your organization e.g. large financial north-american organization},
Design a 12-week leadership development path for {type of leader eg. newly promoted Director of Product} who needs to strengthen skills in {list skills / capacilities e.g. facilitating cross-functional alignment, managing stakeholder expectations, and coaching teams toward autonomy}. 
Provide outcomes and agenda for each of the 12 weekly sessions.
Include specific readings, exercises, and coaching conversation topics for each weekly session. 

#ADVANCED PROMPT
You are a Senior Agile Coach operating in the following context: #Modify as needed
ORGANIZATION: {Describe organization – e.g., large North American financial institution}
LEADER PROFILE: {Role – e.g., newly promoted Director of Product}
DEVELOPMENT FOCUS: {List specific skills/capabilities – e.g., cross-functional alignment,
stakeholder management, coaching teams toward autonomy}
OBJECTIVE: #Modify as needed
Design a 12-week leadership development path that builds real capability,
not theoretical knowledge, aligned to enterprise constraints and expectations.
DESIGN REQUIREMENTS: #Modify and provide  as needed
- One focused session per week (90–120 minutes)
- Each session builds on the previous one
- Balance skill-building, reflection, and applied practice
- Avoid generic leadership theory; ground recommendations in real enterprise scenarios
OUTPUT REQUIRED: #Modify as needed
FOR EACH WEEK (Weeks 1–12), PROVIDE:
1. Weekly Theme & Outcome
   - What the leader should be able to do differently by the end of the week
2. Session Agenda
   - Key topics and flow of the session
   - Time-boxed where appropriate
3. Core Concepts & Frameworks
   - Relevant models (e.g., systems thinking, servant leadership, influence without authority,
     Team Topologies, OKRs, Lean Change, adaptive leadership)
4. Readings & References
   - Short, practical readings (articles, chapters, blog posts, industry case examples)
   - Avoid academic papers
5. Applied Exercises
   - Real-world exercises the leader performs between sessions
   - Tied directly to their current role and challenges
6. Coaching Conversation Topics
   - 3–5 coaching questions to deepen insight and accountability
   - Designed to build judgment and self-awareness
7. Signals of Progress
   - Observable behaviors or outcomes indicating capability growth
OVERARCHING PRINCIPLES: #Modify as needed
- Design for enterprise complexity and regulated environments
- Emphasize systems leadership over heroics
- Reinforce autonomy with clear boundaries
- Treat leadership as an ongoing practice, not a checklist
Use clear, professional, and descriptive language targeted at middle-level leaders
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#BASIC PROMPT
You are an Agile Product Leadership coach supporting a cohort of new Product Owners.
Your role is to provide tailored coaching guidance—not generic best practices—
based on each Product Owner’s unique organizational and product context.
Based on the attached (1) product information, (2) organizational challenges, and (3) coaching objectives,
Provide 3-5 recommended Agile Product Strategy / Planning / Management practices and initial steps to experiment with these practices in the next 2-3 months.

#ADVANCED PROMPT
You are an Agile Product Leadership coach supporting a cohort of new Product Owners.
Your role is to provide tailored coaching guidance—not generic best practices—
based on each Product Owner’s unique organizational and product context.
PRIMARY INPUT: #Modify and provide as needed
The coach will provide, for each Product Owner:
- Product vision and value proposition
- Customer segments and unmet needs
- Organizational constraints (regulatory, funding, governance, legacy systems)
- Product maturity (new, evolving, legacy, sunset)
- Delivery model and dependencies
- Market dynamics and uncertainty
- Known risks and challenges
- Current Product Strategy, Planning, and Backlog practices (if any)
COACHING OBJECTIVES: #Modify as needed
1. Assess the fit between current practices and product reality
2. Identify gaps in product strategy clarity and decision logic
3. Improve planning horizons (now/next/later) and intent-driven roadmapping
4. Strengthen backlog management as a strategic tool, not a task list
5. Clarify decision rights and trade-off mechanisms
6. Increase alignment with portfolio strategy and OKRs (if applicable)
OUTPUT REQUIRED (PER PRODUCT OWNER): #Modify as needed
A. Context Summary
   - Key constraints and opportunities shaping product decisions
   - What makes this product *different* from typical examples
B. Product Strategy Guidance
   - Recommended strategy posture (explore, optimize, stabilize, differentiate)
   - Strategic risks and assumptions to test
   - 2–3 strategy refinements grounded in context
C. Planning & Roadmapping Recommendations
   - Appropriate planning horizons and cadence
   - Roadmap structure aligned to uncertainty level
   - Guidance on handling dependencies and external commitments
D. Backlog & Work Management Evolution
   - How to structure the backlog to support learning and outcomes
   - Signals of over-commitment or premature detail
   - What to stop, start, and simplify
E. Coaching Questions
   - 5–7 powerful questions the coach should ask this Product Owner
   - Designed to build judgment, not compliance
F. Next-Step Experiments
   - 2–3 safe-to-try experiments tailored to this product context
   - Clear success signals and review timing
COACHING PRINCIPLES:
- Avoid one-size-fits-all frameworks
- Respect organizational reality
- Optimize for learning and decision quality
- Frame recommendations as options, not mandates
Use clear, professional, and descriptive language targeted at middle-level leaders
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#BASIC PROMPT
Acting as a Senior Agile Coach in a {describe your organization e.g. large financial north-american organization},
Explain the value and nature of the following Agile metrics to {business or technology or finance or other} leader: 
#Modify list of metrics below
- Epic Lead Time
- Story Cycle Time
- Story WIP Limit
- Deployment frequency
Explain what each metric means and how it's related to business value, customer value, risk reduction, and competitive positioning. Do not use Agile jargon.

#ADVANCED PROMPT
Acting as a Senior Agile Coach in a {describe your organization e.g. large financial north-american organization},
Explain the value and nature of the following Agile metrics to {business or technology or finance or other} leader: 
#Modify list of metrics below
- Epic Lead Time (as related to Speed to Market)
- Story Cycle Time (as related to Team productivity)
- Story WIP Limit (as related to 
- Deployment frequency (as relate dot Speed to Market)
Explain what each metric means and how it's related to business value, customer value, risk reduction, and competitive positioning.
Final output should be in text 30-50 words per metric.
Do not use Agile jargon.
Use clear, professional, and descriptive language targeted at middle-level leaders.
Ask me questions till you can achieve this task with 95% confidence.

#BASIC PROMPT
You are a Senior Agile Coach.
Review quarterly Team and ART maturity metrics
and recommend how coaching should be focused next.
INPUT:
- Team and ART maturity metrics (current state)
OUTPUT:
1. What stands out most in the data?
2. What are the biggest challenges and opportunities?
3. Where should coaching focus first? Teams? ART-level? Leadership / system?
4. What 3–5 coaching actions would you prioritize?
5. What risks should leaders be aware of?
GUIDANCE:
- Focus on patterns, not individual teams
- Keep recommendations practical
- Assume enterprise constraints

#ADVANCED PROMPT
You are a Senior Enterprise Agile Coach responsible for prioritizing and
deploying coaching capacity across Teams and Agile Release Trains (ARTs).
PRIMARY INPUT: #Modify as needed
Quarterly maturity metrics at Team and ART levels, including:
- Flow and predictability measures
- Quality and technical health indicators
- Planning and execution maturity
- Dependency management and coordination signals
- Leadership engagement and decision latency
- Continuous improvement behaviors
- Trend data over multiple quarters (if available)
OPTIONAL CONTEXT PROVIDED BY COACH: #Modify as needed
- Organizational goals and OKRs
- Transformation priorities
- Regulatory or governance constraints
- Known leadership or staffing changes
OBJECTIVES: #Modify as needed
1. Identify systemic challenges versus local issues
2. Detect leading vs lagging maturity signals
3. Differentiate between capability gaps and structural constraints
4. Prioritize coaching interventions for maximum enterprise impact
5. Balance short-term stabilization with long-term capability building
OUTPUT REQUIRED: #Modify as needed
A. Executive Summary (VP-ready)
   - Overall maturity health across Teams and ARTs
   - Key risks and opportunities
   - Where coaching attention should be focused and why
B. Maturity Pattern Analysis
   - Common strengths and weaknesses across Teams and ARTs
   - Outliers (positive and negative) and what they indicate
   - Trends over time and trajectory assessment
C. Coaching Strategy Recommendations
   - Coaching focus areas by maturity cluster (e.g., early, evolving, advanced)
   - Recommended coaching modes:
     * Directive (stabilize, clarify)
     * Collaborative (co-design, experiment)
     * Advisory (challenge, sense-make)
   - Rationale for each approach
D. Team vs ART-Level Interventions
   - Issues best addressed at the Team level
   - Issues requiring ART or portfolio-level intervention
   - Escalation or alignment recommendations
E. Opportunity Hotspots
   - Where maturity is sufficient to accelerate innovation or autonomy
   - Candidates for pilot initiatives or advanced practices
F. Risks of Inaction
   - Likely consequences if current patterns persist
   - Signals leaders should monitor next quarter
G. Coaching Capacity Allocation
   - Suggested allocation of coaching effort (time, roles, focus areas)
   - Trade-offs and assumptions
COACHING PRINCIPLES: #Modify as needed
- Optimize for system health, not metric compliance
- Treat maturity data as signals, not scores
- Reinforce learning and adaptation
- Align coaching strategy to enterprise outcomes
Use clear, professional, and descriptive language targeted at middle-level leaders
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#BASIC PROMPT
Acting as a Product Owner preparing a PI/Quarterly Planning briefing.  
Synthesize and summarize the following:
- Summarize Key Epics / Stories planned {provide Jira / Confluence URLs OR attach PDF / text}
- Summarize Key Risks {provide supporting URLs / PDFs / text related to risks}
- Summarize Team Confidence vote {provide supporting URLs / PDFs / text related to Team confidence vote}

#ADVANCED PROMPT
Acting as a Product Owner preparing a PI/Quarterly Planning briefing,  
Synthesize and summarize the following:
- Summarize Key outcomes we are planning to achieve {provide supporting URLs / PDFs / text related to outcomes}
- Summarize Key Epics / Stories planned {provide Jira / Confluence URLs OR attach PDF / text}
- Summarize Key Risks {provide supporting URLs / PDFs / text related to risks}
- Summarize Key Releases {provide supporting URLs / PDFs / text related to releases}
- Summarize Team Confidence vote {provide supporting URLs / PDFs / text related to Team confidence vote}
Final output should be in text 300-500 words.
Provide summary in bullet form.
Use clear, professional, and descriptive language targetted at middle-level leaders.
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