engineering-weekly-report
GitHub生成结构化的工程团队周报，涵盖交付进度、指标、决策与风险。适用于向干系人同步Sprint状态或团队动态，确保内容简洁易读。
触发场景
安装
npx skills add mohitagw15856/pm-claude-skills --skill engineering-weekly-report -g -y
SKILL.md
Frontmatter
{
"name": "engineering-weekly-report",
"description": "Write a weekly engineering status report for a team, service, or initiative. Use when asked to write a team update, weekly engineering report, sprint status email, or standing team communication to stakeholders. Produces a concise, scannable weekly report covering shipping progress, metrics, decisions, blockers, and next-week priorities."
}
Engineering Weekly Report
Produce a weekly engineering status report that a team can send to stakeholders, their engineering manager, and the team itself. The format is fixed week-over-week so readers know exactly where to look — shipping progress at the top, decisions in the middle, risks and next steps at the bottom. The report must be readable in under 2 minutes. Avoid prose walls: use bullet points, status tags, and short tables. If metrics are not provided, leave the metrics section with [data needed] markers rather than fabricating numbers.
Required Inputs
Ask for these if not already provided:
- Team name and report period — team name plus week number or date range (e.g., "Platform Team, Week 21, May 12–16")
- Work items shipped this week — what was completed and released or merged
- Work items in progress — what is actively being worked on, with rough percent-complete if known
- Blocked items — what is blocked, who owns the block, and what is needed to unblock
- Key decisions made — any architecture, process, or priority decisions made this week
- Decisions needed next week — any decisions that need to be made soon and who needs to make them
- Risks and escalations — anything that threatens next week's commitments or needs leadership visibility
- Next week's top priorities — the 3–5 things the team plans to accomplish next week
Optional but useful:
- Key metrics — reliability (error rate, p99 latency), velocity (story points completed), or other health indicators
- Team health notes — PTO, new joins, attrition, morale signals worth noting
- Sprint or iteration number — if the team runs sprints
Output Format
Engineering Weekly Report — [Team Name]
Week: [Week Number] | [Date Range, e.g., May 12–16, 2025] Author: [Name or Team Lead] Distribution: [e.g., Eng leadership, Product, Team]
Shipping Progress
Shipped This Week
| Item | Description | Impact |
|---|---|---|
| [Feature / Fix / Infra change] | [One-line description] | [Who benefits / what it unblocks] |
| [Feature / Fix / Infra change] | [One-line description] | [Who benefits / what it unblocks] |
| [Feature / Fix / Infra change] | [One-line description] | [Who benefits / what it unblocks] |
In Progress
| Item | Owner | Status | Target Ship |
|---|---|---|---|
| [Work item] | [Name] | [~40% / On Track / At Risk] | [Date or Sprint] |
| [Work item] | [Name] | [~70% / On Track / At Risk] | [Date or Sprint] |
| [Work item] | [Name] | [~20% / On Track / At Risk] | [Date or Sprint] |
Blocked
| Item | Blocked Since | Blocker Description | Owner | Needed To Unblock |
|---|---|---|---|---|
| [Work item] | [Date] | [What is blocking progress] | [Name] | [Specific ask — decision, resource, dependency] |
If no items are blocked: No active blockers.
Key Metrics
Metrics reported as of [Date]. Prior week in parentheses.
| Metric | This Week | Last Week | Trend | Target |
|---|---|---|---|---|
| Error rate (5xx) | [X%] | [X%] | [↑ / ↓ / →] | < [threshold] |
| p99 latency | [Xms] | [Xms] | [↑ / ↓ / →] | < [threshold] |
| Deployment frequency | [X deploys] | [X deploys] | [↑ / ↓ / →] | [target] |
| Story points completed | [X] | [X] | [↑ / ↓ / →] | [sprint target] |
| On-call page volume | [X pages] | [X pages] | [↑ / ↓ / →] | < [threshold] |
Metrics notes: [Any context that makes the numbers meaningful — e.g., "Error rate spike on Tuesday tied to downstream dependency outage, resolved by EOD."]
If metrics are not provided: replace table rows with [data needed — provide metric values for this section].
Decisions
Made This Week
| Decision | Rationale | Owner | Stakeholders Informed |
|---|---|---|---|
| [Decision description] | [Why — 1 sentence] | [Name] | [Yes / No — who] |
| [Decision description] | [Why — 1 sentence] | [Name] | [Yes / No — who] |
If no decisions were made: No major decisions this week.
Needed Next Week
| Decision | Context | Deadline | Decision Owner |
|---|---|---|---|
| [What needs to be decided] | [Why it matters, what happens if delayed] | [Date] | [Name or role] |
If no decisions are pending: No decisions pending.
Risks and Escalations
| Risk | Likelihood | Impact | Mitigation | Escalate To |
|---|---|---|---|---|
| [Risk description] | [High/Med/Low] | [High/Med/Low] | [What we're doing about it] | [Name/role if escalation needed] |
Escalations this week: [Any item that needs immediate leadership attention — call it out explicitly here, do not bury it in a table row. If none: "None."]
Team Health
| Item | Status |
|---|---|
| Team capacity this week | [X of Y people at full capacity] |
| PTO / out of office | [Names and dates, or "None"] |
| New joins / departures | [Name, role, and date, or "None"] |
| On-call this week | [Name] |
| On-call next week | [Name] |
Team notes: [Any morale, workload, or team dynamic signals worth surfacing — keep this factual and constructive. If nothing to note: omit this line.]
Next Week's Priorities
The [3–5] things this team will ship or meaningfully advance next week.
- [Priority item] — [One sentence: what done looks like and who owns it]
- [Priority item] — [One sentence: what done looks like and who owns it]
- [Priority item] — [One sentence: what done looks like and who owns it]
- [Priority item] — [One sentence: what done looks like and who owns it]
- [Priority item] — [One sentence: what done looks like and who owns it]
Capacity risk: [If the team is at reduced capacity next week (PTO, incidents, etc.), note it here so stakeholders calibrate expectations.]
Appendix: Sprint Scorecard (if applicable)
| Sprint | Committed | Completed | Completion Rate | Carried Over |
|---|---|---|---|---|
| Sprint [N-1] | [X pts] | [X pts] | [X%] | [X pts] |
| Sprint [N] (current) | [X pts] | [X pts — partial] | [X% at midpoint] | TBD |
Questions or corrections: [Slack channel or email] | Next report: [Date]
Quality Checks
- Every blocked item names a specific owner and states what is concretely needed to unblock it — not just "waiting on X"
- Decisions-needed table includes a deadline and a named decision owner, not a vague "TBD"
- Metrics table is either populated with real numbers or explicitly marked
[data needed]— no fabricated metrics - Next week's priorities are written as outcomes ("ship X", "complete Y migration") not as activities ("work on X")
- Escalations that need leadership attention are called out explicitly in the Risks section — not just buried in a table row
- The entire report is readable in under 2 minutes — if it is longer than one printed page, trim it
- Report period (week number and date range) is clearly stated in the header
Anti-Patterns
- Do not fabricate metrics — if data is not available, mark the field as
[data needed]rather than estimating; stakeholders making decisions on invented numbers is actively harmful - Do not write next week's priorities as activities ("work on X") — they must be outcomes ("ship X", "complete Y migration") so stakeholders can evaluate whether the team delivered
- Do not bury escalations inside a risk table row — anything needing leadership attention must be called out explicitly in the Escalations section
- Do not list blocked items without naming a specific owner and a concrete unblocking action — "waiting on X" is not a blocker entry, it is a placeholder
- Do not write a report that exceeds two printed pages — length signals the author has not done the editorial work of deciding what matters to stakeholders
版本历史
- a38bc30 当前 2026-07-05 11:34
