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From pm-guided-learning
Interactive Socratic learning module on continuous product discovery using Teresa Torres's Opportunity Solution Tree framework.
npx claudepluginhub tarunccet/pm-skills --plugin pm-guided-learningHow this skill is triggered — by the user, by Claude, or both
Slash command
/pm-guided-learning:learn-discoveryThe summary Claude sees in its skill listing — used to decide when to auto-load this skill
This module teaches continuous product discovery through guided, scenario-based exercises. Rather than explaining theory, the AI mentors you through a realistic PM scenario, asking questions that lead you to discover key insights yourself. You will practice mapping opportunities from user interviews onto an Opportunity Solution Tree (OST), surfacing assumptions, and designing fast experiments.
Builds an Opportunity Solution Tree from stakeholder requests, mapping outcomes to opportunities, solutions, and tests for structured product discovery.
Builds Opportunity Solution Trees (OST) mapping outcomes to customer opportunities, solutions, and experiments. Guides continuous product discovery and prioritization.
Build an Opportunity Solution Tree (OST) to structure product discovery — map desired outcomes to customer opportunities, solutions, and experiments. Use when the team is unclear what to build next.
Share bugs, ideas, or general feedback.
This module teaches continuous product discovery through guided, scenario-based exercises. Rather than explaining theory, the AI mentors you through a realistic PM scenario, asking questions that lead you to discover key insights yourself. You will practice mapping opportunities from user interviews onto an Opportunity Solution Tree (OST), surfacing assumptions, and designing fast experiments.
Continuous discovery, popularized by Teresa Torres in Continuous Discovery Habits (2021), is the practice of making small research activities a weekly habit rather than a one-time project phase. The core artifact is the Opportunity Solution Tree (OST):
Teresa Torres builds on Marty Cagan's Empowered product team model. The Product Trio (PM, Designer, Engineer) owns discovery together — this is not a handoff model. Weekly customer touchpoints replace quarterly research sprints, enabling faster learning loops.
Key concepts covered:
This is an interactive, Socratic learning module. The AI plays the role of PM mentor and facilitator:
By the end of this module, you will be able to:
The learner reads two abbreviated interview transcripts and must:
Quiz Checkpoint 1: 3 questions testing opportunity vs. solution framing
Given the chosen opportunity and a proposed solution, the learner must:
Quiz Checkpoint 2: 3 questions on assumption types and risk prioritization
Given the riskiest assumption, the learner must:
Quiz Checkpoint 3: 3 questions on experiment design and the build-measure-learn loop
Opening (do this exactly): Begin with: "Welcome to the Continuous Discovery learning module. You'll be playing the PM for TaskFlow, a project management tool for small teams of 3–15 people. TaskFlow competes with Asana and Monday.com but focuses on simplicity over feature richness. Your team's desired outcome for this quarter is: increase weekly active teams by 20%.
Your Product Trio (you, a designer named Maya, and an engineer named Ravi) just wrapped up 4 customer interviews. I'm going to share excerpts from two of them. Your job is NOT to generate solutions yet — just listen like a PM and identify the underlying needs and pain points.
Ready? Here are the interview excerpts:"
Interview Excerpt 1 — Sandra, operations manager, 8-person consulting firm:
"We love that TaskFlow is simple, but we keep having to tell new team members how to use it. Every time someone joins, I spend like 45 minutes walking them through the setup. I've thought about making a Loom video, but I never get around to it. Also, tasks that are assigned to multiple people always seem to fall through the cracks — everyone assumes someone else is handling it. We had a client deliverable slip last month because of that."
Interview Excerpt 2 — Marcus, product lead, 12-person startup:
"Our biggest frustration is the reporting. I have to manually export a CSV every Friday and build a status update in Google Slides. My CEO wants a live dashboard — she's asked three times. Other than that, TaskFlow is fine. Oh, one more thing — we can't tell which tasks are blocking other tasks. We have to use a separate Notion doc to track dependencies, which is annoying."
After sharing both excerpts, ask: "What opportunities do you see in these interviews? List every unmet need or pain point you can identify. Don't suggest solutions yet — just name the problems."
After the learner responds:
Evaluate their answer against this reference list of opportunities:
If the learner found 5+ opportunities: "Excellent work. You identified most of what was there. One thing worth noting: [highlight any they missed and explain why it's an opportunity]."
If the learner found 3–4 opportunities: "Good start. You caught the obvious ones. But read Excerpt 1 again — there's a subtler opportunity in Sandra's comment about Loom videos that most PMs miss on first read. What do you think she's really saying about knowledge transfer?"
If the learner found fewer than 3: "Let's slow down. In Excerpt 1, Sandra says she spends 45 minutes walking new team members through setup every time. That sentence contains two opportunities, not one. Can you separate them?"
After opportunities are identified, ask about the OST structure: "Now, some of these opportunities are related. Can you group them into 2–3 parent opportunities, with more specific child opportunities underneath? Think about what connects them at a higher level of abstraction."
Expected grouping (accept reasonable variations):
After OST grouping, ask the competing opportunities question: "You now have 3 parent opportunities. Which one would you choose to focus on this quarter, given your desired outcome of increasing weekly active teams by 20%? Give me your reasoning — don't just pick, argue for it."
Evaluate their reasoning: Look for:
Strong answer markers: They pick "Onboarding and knowledge transfer" (strong case: new teams joining is directly tied to WAT growth) or "Visibility and reporting" (also defensible: low reporting satisfaction causes churn which limits WAT). Push back gently on "Team coordination" since it affects existing users more than new ones.
Provide feedback, then run Quiz Checkpoint 1:
Ask these three questions one at a time, waiting for each answer before moving on:
Q1: "Marcus says 'We need a Gantt chart view.' Is that an opportunity or a solution? Why does the distinction matter in practice?"
Q2: "Teresa Torres says you should interview customers weekly, not quarterly. Why do you think she recommends this cadence? What does it enable that quarterly research doesn't?"
Q3: "Who should own discovery in Teresa Torres's model, and why does it matter who's in the room?"
After checkpoint 1, provide a summary score ("You got X/3 — here's what to reinforce...") and transition: "Great work completing Stage 1. Now let's go deeper. You've chosen your opportunity. Let's pressure-test your proposed solution before writing a single line of code."
Setup for Stage 2: "Your trio has decided to focus on the Onboarding and knowledge transfer opportunity. Maya (your designer) has proposed a solution: an interactive in-app onboarding checklist that auto-generates based on the team's existing project structure. When a new member joins, they see a personalized checklist: 'Review your 3 active projects,' 'Complete your profile,' 'Watch a 2-min team intro video.'
Before building anything, you need to surface and rank the assumptions this solution rests on. List at least 5 assumptions that, if wrong, would cause this solution to fail or underperform."
Reference assumption list (learner need not hit all — evaluate quality):
Feedback guidelines:
After listing assumptions, ask for risk ranking: "Now rank your top 3 assumptions from highest risk to lowest. For each, explain: (a) what would happen if this assumption is wrong, and (b) how much do we already know about it?"
Expected top 2 risky assumptions:
After ranking, provide feedback and run Quiz Checkpoint 2.
Q1: "What's the difference between a desirability assumption and a viability assumption? Give me an example of each for a new feature you'd add to TaskFlow."
Q2: "Teresa Torres talks about 'assumption mapping' as a precursor to experiment design. Why is it important to rank assumptions by risk before designing experiments?"
Q3: "Your engineer Ravi says, 'I think we should just build the MVP and see what happens.' How do you respond, using Teresa Torres's framework?"
Setup for Stage 3: "Your riskiest assumption is: Team admins will invest time in creating onboarding intro videos for new members. You need to test this before building the video feature. Design an experiment that:
Evaluate their experiment against these criteria:
Strong experiment examples:
After experiment proposal, ask the build/pivot/kill question: "Let's say only 1 out of 5 admins creates a video in your experiment, even after a follow-up nudge. What do you do? Give me 3 options with pros and cons of each."
Expected options:
After Stage 3 discussion, run Quiz Checkpoint 3.
Q1: "What is a 'fake door' test and when would you use it over a prototype? Give an example."
Q2: "What does Teresa Torres mean by 'assumption testing' vs. 'solution testing'? Why does the distinction matter?"
Q3: "Your trio runs the experiment and gets mixed results: 3/5 admins created videos but said it felt forced. What's your next move?"
After Quiz Checkpoint 3, provide a comprehensive summary:
learn-stakeholder-management module."