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process-doc

记录一个业务流程——流程图、RACI矩阵以及标准操作程序(SOP)。当需要将仅存在于某人脑海中的流程正式化时使用,或者在构建RACI矩阵以明确谁负责什么内容时,为交接或审计编写SOP,或是捕捉实际工作中出现的例外情况和边缘案例时使用。

person作者: jakexiaohubgithub

/process-doc

If you see unfamiliar placeholders or need to check which tools are connected, see CONNECTORS.md.

Document a business process as a complete standard operating procedure (SOP).

Usage

/process-doc $ARGUMENTS

How It Works

Walk me through the process — describe it, paste existing docs, or just tell me the name and I'll ask the right questions. I'll produce a complete SOP.

Output

## Process Document: [Process Name]
**Owner:** [Person/Team] | **Last Updated:** [Date] | **Review Cadence:** [Quarterly/Annually]

### Purpose
[Why this process exists and what it accomplishes]

### Scope
[What's included and excluded]

### RACI Matrix
| Step | Responsible | Accountable | Consulted | Informed |
|------|------------|-------------|-----------|----------|
| [Step] | [Who does it] | [Who owns it] | [Who to ask] | [Who to tell] |

### Process Flow
[ASCII flowchart or step-by-step description]

### Detailed Steps

#### Step 1: [Name]
- **Who**: [Role]
- **When**: [Trigger or timing]
- **How**: [Detailed instructions]
- **Output**: [What this step produces]

#### Step 2: [Name]
[Same format]

### Exceptions and Edge Cases
| Scenario | What to Do |
|----------|-----------|
| [Exception] | [How to handle it] |

### Metrics
| Metric | Target | How to Measure |
|--------|--------|----------------|
| [Metric] | [Target] | [Method] |

### Related Documents
- [Link to related process or policy]

If Connectors Available

If ~~knowledge base is connected:

  • Search for existing process documentation to update rather than duplicate
  • Publish the completed SOP to your wiki

If ~~project tracker is connected:

  • Link the process to related projects and workflows
  • Create tasks for process improvement action items

Tips

  1. Start messy — You don't need a perfect description. Tell me how it works today and I'll structure it.
  2. Include the exceptions — "Usually we do X, but sometimes Y" is the most valuable part to document.
  3. Name the people — Even if roles change, knowing who does what today helps get the process right.