Task Packs

Marketing Foundation

Compact two-skill starter: clarify positioning and choose a lead magnet. Use Marketing Launch for the broader eight-skill go-to-market workflow.

Marketing Launch

Build an evidence-led marketing plan from ICP and competition through positioning, campaigns, growth and measurement.

Agent Audit Essentials

Diagnose architecture and context, plan agent-team responsibilities, then organize project context and session handoffs. Memory and cost-runtime reviews remain outside this pack.

Conversion and Activation Review

Review the journey from landing page and lead capture through registration, first value and transparent upgrades.

Campaign Content and Brand Review

Plan a campaign, draft its channel content and review the work against actual brand guidance.

Content and Launch Planning

Prioritize an editorial roadmap and plan how to launch and distribute it across suitable channels.

Customer, Market and Community Research

Understand customer needs, compare competitors and plan a community around real member value.

Lead Magnet to Lifecycle Nurture

Choose a relevant lead magnet, then draft a permission-based nurture journey with entry, suppression and exit rules.

API Contract and Observability

Define the API contract, then plan how to observe its latency, failures and retries. Guidance and checklist; no production changes.

Data Analysis Foundation

Profile a dataset, choose and interpret statistical methods, then validate calculations and conclusions before sharing.

B2B Outreach Foundation

Define the target account, prioritize buying signals, plan a human LinkedIn engagement routine and prepare evidence-led responses to buyer concerns.

124 · Business · Decision Making

Pre-Mortem Failure Analysis

Stress-tests a proposed plan by surfacing and prioritizing plausible failure modes before commitment.

premortemstrategyriskdecisionplanningfailure-analysislaunch

Premortem · Original SKILL.md

---
name: premortem
description: "Run a premortem on any plan, launch, product, hire, strategy, or decision. Assumes it already failed and works backward to find every reason why. Produces a revised plan with blind spots exposed, likelihood/impact scores on each failure mode, and a concrete committed action. MANDATORY TRIGGERS: 'premortem this', 'premortem my', 'run a premortem', 'what could kill this', 'future-proof this', 'stress test this plan', 'what am i missing here', 'find the blind spots'. STRONG TRIGGERS: 'what could go wrong', 'am i missing anything', 'poke holes in this', 'where will this break', 'devil's advocate this'. Do NOT trigger on simple feedback requests, factual questions, or LLM Council requests. DO trigger when someone has a plan or commitment where the cost of being wrong is high."
---

# Premortem

A premortem is the opposite of a postmortem. Instead of figuring out what went wrong after something fails, you imagine it already failed and figure out why before you start.

The method comes from psychologist Gary Klein. He published it in Harvard Business Review. Daniel Kahneman (the Nobel Prize-winning psychologist behind "Thinking, Fast and Slow") called it his single most valuable decision-making technique. Google, Goldman Sachs, and Procter & Gamble all use it before major decisions.

The core insight: when you ask people "what could go wrong?" they give you cautious, hedged answers. When you say "this already failed, tell me why," their brains switch into narrative mode and generate way more specific, creative, honest reasons. Researchers at Wharton and Cornell called this "prospective hindsight" and found it significantly increases the ability to identify causes of future outcomes.

The reason this matters for AI-assisted decisions: Claude defaults to agreeable, optimistic responses. If you ask "is this a good plan?" it will find reasons to say yes. The premortem breaks this pattern by forcing the frame into "this is dead, explain how it died." Claude stops looking for reasons your plan will work and starts explaining how it fell apart.

---

## when to run a premortem

Good premortem targets:
- A product or feature you're about to build
- A launch plan with money or reputation on the line
- A pricing change or business model shift
- A hire you're about to make
- A strategy or positioning pivot
- A partnership or deal you're evaluating
- Any commitment where the cost of being wrong is high

Bad premortem targets:
- Vague ideas with no concrete plan yet (help them plan first, then premortem)
- Questions with one right answer (just answer them)
- Requests for creative feedback on a draft (that's editing, not a premortem)
- Decisions that are already made and irreversible (a premortem is only useful when you can still change course)

---

## context gathering (the minimum bar)

A premortem is only as good as the context it runs on. Vague input produces vague failure scenarios that help nobody. Before running the premortem, you need to hit a minimum context threshold.

### step 1: scan for existing context

Before asking the user anything, look for context that's already available:

**A. The current conversation.** The user may have been discussing a plan, a launch, a product, or a decision earlier in this session. Read back through the conversation and extract whatever's relevant.

**B. The workspace.** Quickly scan for files that might contain relevant context:
- `CLAUDE.md` or `claude.md` (business context, preferences, constraints)
- Any `memory/` folder (audience profiles, business details, past decisions)
- Files the user explicitly referenced or attached
- Any project files, briefs, or plans that relate to the thing being premortemed

Use `Glob` and quick `Read` calls. Don't spend more than 30 seconds on this. You're looking for the key files that would ground the failure scenarios in reality.

### step 2: evaluate context sufficiency

After scanning, check whether you have enough to run a useful premortem. You need three things:

1. **What is it?** - A clear understanding of the thing being premortemed (a product, a launch, a hire, a pricing change, a strategy). You need to be able to describe it back to the user in one sentence.

2. **Who is it for / who does it affect?** - The audience, the customer, the team, the stakeholders. Failure scenarios depend heavily on who's involved.

3. **What does success look like?** - What outcome is the user hoping for? Failure is defined by inverting success. If you don't know what success means, you can't define what failure means.

### step 3: fill gaps conversationally

If you have all three, proceed immediately to the premortem. Don't ask unnecessary questions.

If you're missing one or more, ask for the most important missing piece first. One question at a time. Evaluate after each answer whether you now have enough. Keep asking until the threshold is met, but never ask more than you need.

Examples of focused context questions:
- "What specifically are you about to launch/build/decide?" (if you don't know what it is)
- "Who is this for?" (if you know the plan but not the audience)
- "What does a win look like for this?" (if you know the plan and audience but not the success criteria)

The goal is to reach the minimum bar as fast as possible without making the user feel like they're filling out a form. Conversational, not interrogative. If you can infer an answer from context, do that instead of asking.

---

## how a premortem session works

### step 1: set the frame

After gathering sufficient context, set the premortem frame explicitly. Something like:

"OK, I have enough context. Let's run the premortem. Here's the premise: it's 6 months from now. [The plan/launch/decision] has failed. It's done. We're looking back and trying to understand what went wrong."

This framing matters. It shifts the mode from "evaluate this plan" (which triggers agreeable responses) to "explain why this died" (which triggers honest, specific failure identification).

**Pick the right time horizon.** The default is 6 months, but match it to the plan:
- Product launch / pricing change → 3-6 months (enough time for market response)
- Hire → 12 months (enough time to see cultural fit and real performance)
- Strategy / positioning pivot → 12-18 months (enough time for compounding effects)
- Short campaign or feature ship → 4-8 weeks
- Partnership or deal → 12 months

Pick the horizon where "we'd definitely know if this failed." Too short and you get launch-day problems only. Too long and failures become speculative.

### step 2: generate failure reasons (raw premortem)

Run the raw premortem as a single comprehensive analysis. No prescribed categories, no lenses, no constraints. Just the core Klein method:

"This plan has failed [time horizon] from now. Generate every genuine reason it could have died. Be comprehensive. Be specific. Ground every reason in the actual details of the plan. Don't pad with weak reasons and don't stop early if there are more."

The output should be a comprehensive list of failure reasons, each stated in 1-2 sentences. Be honest and thorough. Some plans might have 4 genuine failure modes. Others might have 9. The number should be whatever is real for this specific plan.

**Balance exotic and boring failures.** A classic premortem trap is generating only creative failure modes (market shift, competitor attack, technology disruption) and missing the boring ones that actually kill most plans. Include at least 2 mundane failure modes drawn from these categories:
- The key person got sick, quit, or got distracted by a bigger priority
- The timeline slipped by 40% because of things nobody budgeted for
- The thing shipped but nobody noticed because distribution was an afterthought
- Motivation died somewhere between month 2 and month 4
- An unrelated life or business event ate the user's bandwidth

Base rates matter more than plot twists.

**Check coverage across external and internal causes.** Before finalizing the list, verify you have both:
- **External** failures: market, customers, competitors, regulation, timing, platform changes
- **Internal** failures: execution, team, motivation, scope, skills, operational capacity

If the list is all external ("the market wasn't ready") or all internal ("we'll get distracted"), you're missing half the picture. Push yourself on the weaker side.

Each failure reason should be:
- Specific to this plan (not generic advice that applies to anything)
- Grounded in actual details the user provided
- A genuine threat (not a minor inconvenience or an extremely unlikely edge case)

**Score each failure reason on two dimensions (1-5 each):**
- **Likelihood** - how probable is this given the plan's specifics, not in the abstract (1 = edge case, 5 = nearly certain unless mitigated)
- **Impact** - how much damage if it happens (1 = recoverable setback, 5 = kills the whole thing)

Show the scores to the user alongside each failure reason. The scores are not precision instruments - they're anchors that force explicit prioritization and give the user something concrete to push back on. If the user disagrees with a score, that's useful signal worth discussing.

### step 3: deep-dive agents (one per failure reason, all in parallel)

Take every failure reason from step 2 and spawn one sub-agent per reason, all in parallel. Each agent takes its assigned failure reason and goes deep on it independently.

**Sub-agent prompt template:**

```
You are an investigator in a premortem analysis. You've been assigned one specific failure reason to analyze in depth.

The plan:
---
[full context: what it is, who it's for, what success looks like, plus relevant workspace context]
---

PREMORTEM FRAME: It is [time horizon] from now. This plan has failed.

YOUR ASSIGNED FAILURE REASON: [the specific failure reason from step 2, with its likelihood and impact scores]

Your job is to go deep on this one failure. Write the story of how it actually played out. Be specific. Use details from the plan. Make it feel real, like a case study of something that actually happened.

Your output should include:

1. THE FAILURE STORY: A 2-3 paragraph narrative of how this specific failure played out. Use details from the plan. Name specific moments where things went wrong and why.

2. THE UNDERLYING ASSUMPTION: The one thing the user was taking for granted that made this failure possible. State it in one sentence.

3. EARLY WARNING SIGNS: 1-2 concrete, observable signals the user could watch for that would indicate this failure mode is starting to play out. These should be things you can actually see or measure, not vague feelings.

4. THE CHEAPEST MITIGATION: The single smallest, cheapest action the user could take this week that would meaningfully reduce this failure mode's likelihood or impact. Must be concrete and doable in under a week (not "build a dashboard," but "ask 3 existing customers if they'd pay this price by Friday").

Keep the total response under 350 words. Be direct. Don't hedge. Don't sugarcoat.
```

### step 4: synthesis

After all agents complete, read every deep-dive and produce the synthesis:

**PREMORTEM REPORT**

1. **The Most Likely Failure** - Which failure scenario is most probable given what you know about the plan? Why? This is the one the user should focus on first. Cite the likelihood score and the deep-dive agent's reasoning.

2. **The Most Dangerous Failure** - Which failure scenario would cause the most damage if it happened, even if it's less likely? This is the one worth insuring against. Cite the impact score and the deep-dive agent's reasoning.

3. **The Hidden Assumption** - Across all the failure analyses, what's the single biggest assumption the user is making that they probably haven't questioned? This is often where the real value of the premortem lives: the thing that's so obvious to the user that they forgot it was an assumption.

4. **The Revised Plan** - Based on the failure scenarios, what specific changes would make the plan more resilient? Be concrete. Don't say "consider your pricing." Say "test pricing at $X with 20 people before committing to it publicly." Each revision should map directly to a specific failure scenario.

5. **The Pre-Launch Checklist** - 3-5 specific things the user should verify, test, or put in place before executing. Each one should prevent or detect one of the failure modes identified.

6. **The Gap Check** - Before finalizing, explicitly name one category of failure this premortem likely didn't explore well (e.g., regulatory, reputational, second-order effects, emotional/motivational, knock-on effects on other commitments). Don't fully analyze it - just flag it as an open question for the user. This protects against the premortem's own blind spots. Perfect premortems don't exist; acknowledging this is more honest than pretending otherwise.

### step 5: the commitment ask

A premortem without a commitment is insight theatre. After presenting the synthesis, ask the user directly:

"Of the revisions above, which one are you actually going to do this week? Pick one. With a day attached."

Do not accept "all of them" - that's a signal that nothing will happen. Push for a single specific action with a specific day. If the user commits, record it in the transcript verbatim. If the user explicitly refuses to act on a specific failure reason (e.g., "I still think the pricing is fine"), record that too, with the failure reason they're dismissing and their stated rationale. This isn't about being combative - it's about creating a durable record so that if reality plays out the way the premortem predicted, the user can learn from it rather than re-narrate the past.

### step 6: generate the premortem report

Generate a visual HTML report and save it to the user's workspace.

**File:** `premortem-report-[timestamp].html`

The report should be a single self-contained HTML file with inline CSS. Design principles:
- Dark background (#0a0e1a or similar), clean typography, easy to scan
- The synthesis section (most likely failure, most dangerous failure, hidden assumption, revised plan, checklist, gap check, committed action) should be prominently displayed at the top since that's what most people will read first
- One visual card per failure reason showing the deep-dive analysis. Each card should display the failure reason as a header, likelihood and impact as visual badges/bars, the failure story, the underlying assumption, the early warning signs, and the cheapest mitigation. Use distinct accent colors for each card so they're visually scannable.
- A likelihood × impact quadrant chart positioning all failure modes on a 2D grid, so the user can instantly see which failures are in the top-right "priority" quadrant
- The round-robin visual: show the number of agents that ran and their findings as a grid or card layout, so the user can see the full scope of the premortem at a glance
- A prominent "committed action" banner showing what the user said they'd do this week (and by what day)
- Footer with timestamp and what was premortemed

Open the HTML file after generating it.

### step 7: save the transcript

Save the full premortem transcript as `premortem-transcript-[timestamp].md` in the same location. This includes:
- The context that was gathered (what, who, success criteria)
- The time horizon chosen and why
- The raw premortem failure reasons with their likelihood/impact scores
- All agent deep-dives
- The full synthesis including the gap check
- The user's committed action (or their explicit refusal, with the dismissed failure reason)

---

## output format

Every premortem session produces two files:

```
premortem-report-[timestamp].html # visual report for scanning
premortem-transcript-[timestamp].md # full transcript for reference
```

The user sees the HTML report first. The transcript is there if they want to dig deeper into the reasoning behind each failure scenario.

Also provide a concise summary in the chat: the most likely failure, the hidden assumption, the single most important revision, and the commitment ask. Four sentences max. The report has the full details.

---

## example: premortming a product launch

**User:** "premortem this: I'm about to launch a $297 live workshop on how to use Claude Cowork for marketing teams. 50 seats. Targeting marketing managers at companies with 10-50 employees."

**Time horizon chosen:** 4 months (long enough to see attendance, delivery, and first-wave reviews; short enough that the signal is about this specific launch).

**Raw premortem identifies 6 failure reasons (with L/I scores):**
1. Marketing managers at this company size need approval to spend $297 on professional development, adding friction you haven't accounted for [L:4, I:4]
2. "Claude Cowork for marketing" is a tool-specific pitch in a market where most managers are still figuring out whether AI is relevant to them at all [L:3, I:4]
3. The audience that actually buys might be solopreneurs, not team managers, creating a mismatch between content and attendees [L:4, I:5]
4. Building a workshop for marketing teams requires demo environments with realistic marketing data and multi-seat setups, which takes 5 weeks of prep, not the 2 you budgeted [L:5, I:3]
5. If 60% of attendees are solopreneurs, your reviews and case studies won't resonate with the marketing manager audience you need for future cohorts [L:3, I:5]
6. (Boring/internal) You lose 2-3 weeks to an unrelated client crisis between now and launch, and promotion never gets the attention it needs [L:3, I:4]

**6 agents go deep on each reason independently, producing failure stories, underlying assumptions, early warning signs, and cheapest mitigations.**

**Synthesis:** Most likely failure is the audience mismatch: you're targeting people who need approval to spend $297, which adds friction you haven't accounted for. Most dangerous failure: attracting solopreneurs instead of team managers means your case studies and testimonials won't resonate with the actual target buyer for future cohorts, compounding the problem over time. Hidden assumption: you're assuming "marketing managers at 10-50 person companies" is a reachable audience, but these people don't self-identify that way and don't hang out in the same places. Revised plan: run a $47 pilot session for 20 people first. Use that to identify whether your actual buyers are team managers or solopreneurs, and build the full workshop for whoever actually shows up. Gap check: this analysis didn't examine refund and reputation risk if the workshop underdelivers - flagged as an open question. **Committed action:** user commits to posting about the $47 pilot in 3 specific communities by Friday.

---

## important notes

- **Always spawn all failure agents in parallel.** Sequential spawning wastes time and lets earlier responses influence later ones.
- **Always set the premortem frame explicitly.** "This has already failed" is the psychological mechanism that makes this work. Without it, the analysis defaults to polite risk assessment instead of honest failure identification.
- **Be comprehensive but not padded.** Find every genuine failure reason. Don't stop at 3 if there are 7. But don't force 7 if there are only 3. The number should be whatever is real for this specific plan.
- **Always include at least 2 boring failures.** Exotic failure modes feel intellectually satisfying, but base rates kill more plans than plot twists. Key person distraction, timeline slippage, and "shipped but nobody noticed" are statistically more lethal than most market-shift scenarios.
- **Always check external-vs-internal balance.** If every failure mode is about the market or every failure mode is about execution, you're missing half the picture. Force coverage on the weaker side.
- **Always score likelihood and impact.** Scores turn subjective ranking into something visible. If the user disagrees with a score, that's high-value signal - dig in rather than defending the number.
- **The synthesis is the product.** Most users will read the synthesis and skim the individual failure cards. Make the synthesis specific and actionable.
- **Don't sugarcoat.** The whole point of a premortem is to tell the user things they don't want to hear before reality does. If a plan has serious problems, say so directly.
- **The revised plan must be concrete.** Don't say "consider testing your pricing." Say "run a $47 pilot with 20 people before committing to the full $297 workshop." Every revision should be something the user can actually do this week.
- **Always push for a commitment.** Insight without action is entertainment. A premortem that ends with "good luck!" has failed its job. One concrete action with a day attached beats a comprehensive plan the user never starts.
- **Record refusals, not just commitments.** If the user explicitly dismisses a failure mode, log it with their stated reasoning. This isn't combative - it's epistemic hygiene. If the dismissed failure later materializes, the record prevents post-hoc rationalization and enables real learning.
- **Always do the gap check.** Before calling the premortem done, name one category of failure the analysis likely missed. Perfect premortems don't exist.
- **Respect the minimum context threshold.** Running a premortem on insufficient context produces generic failures that waste the user's time. It's better to ask one more question than to produce a bad premortem.
- **This is not the LLM Council.** The council gives multiple perspectives on a decision right now. The premortem sends Claude into the future where the decision already failed and works backward to explain why. Different psychological mechanism, different output. If the user seems to want multiple perspectives rather than failure analysis, suggest the council instead.

When to use

Use before a consequential launch, strategy, hire, partnership, pricing or product decision.

Requirements

A concrete decision, intended outcome and relevant context.

Delivery and review notes

Published as attributed GPL-3.0 source text after an obvious-danger screen, not functional validation. Loading this original does not authorize reading local files, spawning agents, external research, changes, publication or external writes.

Starting prompt

Use Pre-Mortem Failure Analysis for [DECISION]. Identify plan-specific failure modes, rate likelihood and impact as reasoned estimates, then propose mitigation choices. Do not inspect local files, spawn agents, run tools, research externally or take action.

Not for

Replacing legal, financial, clinical or security advice; external research, file access, agent orchestration or irreversible decisions.

What M11 added

M11 added German routing and a no-execution boundary while preserving the MADEVAL GPL-3.0 source unchanged. Loading this original does not authorize local file access, agent orchestration, tool use, external research, publication or external writes.

Original authorship remains with MADEVAL/Pre-Mortem-Skill · Original source ↗

Original license & copyright

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and you may offer support or warranty protection for a fee.

  5. Conveying Modified Source Versions.

  You may convey a work based on the Program, or the modifications to
produce it from the Program, in the form of source code under the
terms of section 4, provided that you also meet all of these conditions:

    a) The work must carry prominent notices stating that you modified
    it, and giving a relevant date.

    b) The work must carry prominent notices stating that it is
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    c) You must license the entire work, as a whole, under this
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    d) If the work has interactive user interfaces, each must display
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  A compilation of a covered work with other separate and independent
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"aggregate" if the compilation and its resulting copyright are not
used to limit the access or legal rights of the compilation's users
beyond what the individual works permit.  Inclusion of a covered work
in an aggregate does not cause this License to apply to the other
parts of the aggregate.

  6. Conveying Non-Source Forms.

  You may convey a covered work in object code form under the terms
of sections 4 and 5, provided that you also convey the
machine-readable Corresponding Source under the terms of this License,
in one of these ways:

    a) Convey the object code in, or embodied in, a physical product
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    Corresponding Source fixed on a durable physical medium
    customarily used for software interchange.

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    long as you offer spare parts or customer support for that product
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    more than your reasonable cost of physically performing this
    conveying of source, or (2) access to copy the
    Corresponding Source from a network server at no charge.

    c) Convey individual copies of the object code with a copy of the
    written offer to provide the Corresponding Source.  This
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    d) Convey the object code by offering access from a designated
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    e) Convey the object code using peer-to-peer transmission, provided
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    charge under subsection 6d.

  A separable portion of the object code, whose source code is excluded
from the Corresponding Source as a System Library, need not be
included in conveying the object code work.

  A "User Product" is either (1) a "consumer product", which means any
tangible personal property which is normally used for personal, family,
or household purposes, or (2) anything designed or sold for incorporation
into a dwelling.  In determining whether a product is a consumer product,
doubtful cases shall be resolved in favor of coverage.  For a particular
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typical or common use of that class of product, regardless of the status
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is a consumer product regardless of whether the product has substantial
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  "Installation Information" for a User Product means any methods,
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and execute modified versions of a covered work in that User Product from
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suffice to ensure that the continued functioning of the modified object
code is in no case prevented or interfered with solely because
modification has been made.

  If you convey an object code work under this section in, or with, or
specifically for use in, a User Product, and the conveying occurs as
part of a transaction in which the right of possession and use of the
User Product is transferred to the recipient in perpetuity or for a
fixed term (regardless of how the transaction is characterized), the
Corresponding Source conveyed under this section must be accompanied
by the Installation Information.  But this requirement does not apply
if neither you nor any third party retains the ability to install
modified object code on the User Product (for example, the work has
been installed in ROM).

  The requirement to provide Installation Information does not include a
requirement to continue to provide support service, warranty, or updates
for a work that has been modified or installed by the recipient, or for
the User Product in which it has been modified or installed.  Access to a
network may be denied when the modification itself materially and
adversely affects the operation of the network or violates the rules and
protocols for communication across the network.

  Corresponding Source conveyed, and Installation Information provided,
in accord with this section must be in a format that is publicly
documented (and with an implementation available to the public in
source code form), and must require no special password or key for
unpacking, reading or copying.

  7. Additional Terms.

  "Additional permissions" are terms that supplement the terms of this
License by making exceptions from one or more of its conditions.
Additional permissions that are applicable to the entire Program shall
be treated as though they were included in this License, to the extent
that they are valid under applicable law.  If additional permissions
apply only to part of the Program, that part may be used separately
under those permissions, but the entire Program remains governed by
this License without regard to the additional permissions.

  When you convey a copy of a covered work, you may at your option
remove any additional permissions from that copy, or from any part of
it.  (Additional permissions may be written to require their own
removal in certain cases when you modify the work.)  You may place
additional permissions on material, added by you to a covered work,
for which you have or can give appropriate copyright permission.

  Notwithstanding any other provision of this License, for material you
add to a covered work, you may (if authorized by the copyright holders of
that material) supplement the terms of this License with terms:

    a) Disclaiming warranty or limiting liability differently from the
    terms of sections 15 and 16 of this License; or

    b) Requiring preservation of specified reasonable legal notices or
    author attributions in that material or in the Appropriate Legal
    Notices displayed by works containing it; or

    c) Prohibiting misrepresentation of the origin of that material, or
    requiring that modified versions of such material be marked in
    reasonable ways as different from the original version; or

    d) Limiting the use for publicity purposes of names of licensors or
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    e) Declining to grant rights under trademark law for use of some
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    f) Requiring indemnification of licensors and authors of that
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    it) with contractual assumptions of liability to the recipient, for
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    those licensors and authors.

  All other non-permissive additional terms are considered "further
restrictions" within the meaning of section 10.  If the Program as you
received it, or any part of it, contains a notice stating that it is
governed by this License along with a term that is a further
restriction, you may remove that term.  If a license document contains
a further restriction but permits relicensing or conveying under this
License, you may add to a covered work material governed by the terms
of that license document, provided that the further restriction does
not survive such relicensing or conveying.

  If you add terms to a covered work in accord with this section, you
must place, in the relevant source files, a statement of the
additional terms that apply to those files, or a notice indicating
where to find the applicable terms.

  Additional terms, permissive or non-permissive, may be stated in the
form of a separately written license, or stated as exceptions;
the above requirements apply either way.

  8. Termination.

  You may not propagate or modify a covered work except as expressly
provided under this License.  Any attempt otherwise to propagate or
modify it is void, and will automatically terminate your rights under
this License (including any patent licenses granted under the third
paragraph of section 11).

  However, if you cease all violation of this License, then your
license from a particular copyright holder is reinstated (a)
provisionally, unless and until the copyright holder explicitly and
finally terminates your license, and (b) permanently, if the copyright
holder fails to notify you of the violation by some reasonable means
prior to 60 days after the cessation.

  Moreover, your license from a particular copyright holder is
reinstated permanently if the copyright holder notifies you of the
violation by some reasonable means, this is the first time you have
received notice of violation of this License (for any work) from that
copyright holder, and you cure the violation prior to 30 days after
your receipt of the notice.

  Termination of your rights under this section does not terminate the
licenses of parties who have received copies or rights from you under
this License.  If your rights have been terminated and not permanently
reinstated, you do not qualify to receive new licenses for the same
material under section 10.

  9. Acceptance Not Required for Having Copies.

  You are not required to accept this License in order to receive or
run a copy of the Program.  Ancillary propagation of a covered work
occurring solely as a consequence of using peer-to-peer transmission
to receive a copy likewise does not require acceptance.  However,
nothing other than this License grants you permission to propagate or
modify any covered work.  These actions infringe copyright if you do
not accept this License.  Therefore, by modifying or propagating a
covered work, you indicate your acceptance of this License to do so.

  10. Automatic Licensing of Downstream Recipients.

  Each time you convey a covered work, the recipient automatically
receives a license from the original licensors, to run, modify and
propagate that work, subject to this License.  You are not responsible
for enforcing compliance by third parties with this License.

  An "entity transaction" is a transaction transferring control of an
organization, or substantially all assets of one, or subdividing an
organization, or merging organizations.  If propagation of a covered
work results from an entity transaction, each party to that
transaction who receives a copy of the work also receives whatever
licenses to the work the party's predecessor in interest had or could
give under the previous paragraph, plus a right to possession of the
Corresponding Source of the work from the predecessor in interest, if
the predecessor has it or can get it with reasonable efforts.

  You may not impose any further restrictions on the exercise of the
rights granted or affirmed under this License.  For example, you may
not impose a license fee, royalty, or other charge for exercise of
rights granted under this License, and you may not initiate litigation
(including a cross-claim or counterclaim in a lawsuit) alleging that
any patent claim is infringed by making, using, selling, offering for
sale, or importing the Program or any portion of it.

  11. Patents.

  A "contributor" is a copyright holder who authorizes use under this
License of the Program or a work on which the Program is based.  The
work thus licensed is called the contributor's "contributor version".

  A contributor's "essential patent claims" are all patent claims
owned or controlled by the contributor, whether already acquired or
hereafter acquired, that would be infringed by some manner, permitted
by this License, of making, using, or selling its contributor version,
but do not include claims that would be infringed only as a
consequence of further modification of the contributor version.  For
purposes of this definition, "control" includes the right to grant
patent sublicenses in a manner consistent with the requirements of
this License.

  Each contributor grants you a non-exclusive, worldwide, royalty-free
patent license under the contributor's essential patent claims, to
make, use, sell, offer for sale, import and otherwise run, modify and
propagate the contents of its contributor version.

  In the following three paragraphs, a "patent license" is any express
agreement or commitment, however denominated, not to enforce a patent
(such as an express permission to practice a patent or covenant not to
sue for patent infringement).  To "grant" such a patent license to a
party means to make such an agreement or commitment not to enforce a
patent against the party.

  If you convey a covered work, knowingly relying on a patent license,
and the Corresponding Source of the work is not available for anyone
to copy, free of charge and under the terms of this License, through a
publicly available network server or other readily accessible means,
then you must either (1) cause the Corresponding Source to be so
available, or (2) arrange to deprive yourself of the benefit of the
patent license for this particular work, or (3) arrange, in a manner
consistent with the requirements of this License, to extend the patent
license to downstream recipients.  "Knowingly relying" means you have
actual knowledge that, but for the patent license, your conveying the
covered work in a country, or your recipient's use of the covered work
in a country, would infringe one or more identifiable patents in that
country that you have reason to believe are valid.

  If, pursuant to or in connection with a single transaction or
arrangement, you convey, or propagate by procuring conveyance of, a
covered work, and grant a patent license to some of the parties
receiving the covered work authorizing them to use, propagate, modify
or convey a specific copy of the covered work, then the patent license
you grant is automatically extended to all recipients of the covered
work and works based on it.

  A patent license is "discriminatory" if it does not include within
the scope of its coverage, prohibits the exercise of, or is
conditioned on the non-exercise of one or more of the rights that are
specifically granted under this License.  You may not convey a covered
work if you are a party to an arrangement with a third party that is
in the business of distributing software, under which you make payment
to the third party based on the extent of your activity of conveying
the work, and under which the third party grants, to any of the
parties who would receive the covered work from you, a discriminatory
patent license (a) in connection with copies of the covered work
conveyed by you (or copies made from those copies), or (b) primarily
for and in connection with specific products or compilations that
contain the covered work, unless you entered into that arrangement,
or that patent license was granted, prior to 28 March 2007.

  Nothing in this License shall be construed as excluding or limiting
any implied license or other defenses to infringement that may
otherwise be available to you under applicable patent law.

  12. No Surrender of Others' Freedom.

  If conditions are imposed on you (whether by court order, agreement or
otherwise) that contradict the conditions of this License, they do not
excuse you from the conditions of this License.  If you cannot convey a
covered work so as to satisfy simultaneously your obligations under this
License and any other pertinent obligations, then as a consequence you may
not convey it at all.  For example, if you agree to terms that obligate you
to collect a royalty for further conveying from those to whom you convey
the Program, the only way you could satisfy both those terms and this
License would be to refrain entirely from conveying the Program.

  13. Use with the GNU Affero General Public License.

  Notwithstanding any other provision of this License, you have
permission to link or combine any covered work with a work licensed
under version 3 of the GNU Affero General Public License into a single
combined work, and to convey the resulting work.  The terms of this
License will continue to apply to the part which is the covered work,
but the special requirements of the GNU Affero General Public License,
section 13, concerning interaction through a network will apply to the
combination as such.

  14. Revised Versions of this License.

  The Free Software Foundation may publish revised and/or new versions of
the GNU General Public License from time to time.  Such new versions will
be similar in spirit to the present version, but may differ in detail to
address new problems or concerns.

  Each version is given a distinguishing version number.  If the
Program specifies that a certain numbered version of the GNU General
Public License "or any later version" applies to it, you have the
option of following the terms and conditions either of that numbered
version or of any later version published by the Free Software
Foundation.  If the Program does not specify a version number of the
GNU General Public License, you may choose any version ever published
by the Free Software Foundation.

  If the Program specifies that a proxy can decide which future
versions of the GNU General Public License can be used, that proxy's
public statement of acceptance of a version permanently authorizes you
to choose that version for the Program.

  Later license versions may give you additional or different
permissions.  However, no additional obligations are imposed on any
author or copyright holder as a result of your choosing to follow a
later version.

  15. Disclaimer of Warranty.

  THERE IS NO WARRANTY FOR THE PROGRAM, TO THE EXTENT PERMITTED BY
APPLICABLE LAW.  EXCEPT WHEN OTHERWISE STATED IN WRITING THE COPYRIGHT
HOLDERS AND/OR OTHER PARTIES PROVIDE THE PROGRAM "AS IS" WITHOUT WARRANTY
OF ANY KIND, EITHER EXPRESSED OR IMPLIED, INCLUDING, BUT NOT LIMITED TO,
THE IMPLIED WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR
PURPOSE.  THE ENTIRE RISK AS TO THE QUALITY AND PERFORMANCE OF THE PROGRAM
IS WITH YOU.  SHOULD THE PROGRAM PROVE DEFECTIVE, YOU ASSUME THE COST OF
ALL NECESSARY SERVICING, REPAIR OR CORRECTION.

  16. Limitation of Liability.

  IN NO EVENT UNLESS REQUIRED BY APPLICABLE LAW OR AGREED TO IN WRITING
WILL ANY COPYRIGHT HOLDER, OR ANY OTHER PARTY WHO MODIFIES AND/OR CONVEYS
THE PROGRAM AS PERMITTED ABOVE, BE LIABLE TO YOU FOR DAMAGES, INCLUDING ANY
GENERAL, SPECIAL, INCIDENTAL OR CONSEQUENTIAL DAMAGES ARISING OUT OF THE
USE OR INABILITY TO USE THE PROGRAM (INCLUDING BUT NOT LIMITED TO LOSS OF
DATA OR DATA BEING RENDERED INACCURATE OR LOSSES SUSTAINED BY YOU OR THIRD
PARTIES OR A FAILURE OF THE PROGRAM TO OPERATE WITH ANY OTHER PROGRAMS),
EVEN IF SUCH HOLDER OR OTHER PARTY HAS BEEN ADVISED OF THE POSSIBILITY OF
SUCH DAMAGES.

  17. Interpretation of Sections 15 and 16.

  If the disclaimer of warranty and limitation of liability provided
above cannot be given local legal effect according to their terms,
reviewing courts shall apply local law that most closely approximates
an absolute waiver of all civil liability in connection with the
Program, unless a warranty or assumption of liability accompanies a
copy of the Program in return for a fee.

                     END OF TERMS AND CONDITIONS

            How to Apply These Terms to Your New Programs

  If you develop a new program, and you want it to be of the greatest
possible use to the public, the best way to achieve this is to make it
free software which everyone can redistribute and change under these terms.

  To do so, attach the following notices to the program.  It is safest
to attach them to the start of each source file to most effectively
state the exclusion of warranty; and each file should have at least
the "copyright" line and a pointer to where the full notice is found.

    <one line to give the program's name and a brief idea of what it does.>
    Copyright (C) <year>  <name of author>

    This program is free software: you can redistribute it and/or modify
    it under the terms of the GNU General Public License as published by
    the Free Software Foundation, either version 3 of the License, or
    (at your option) any later version.

    This program is distributed in the hope that it will be useful,
    but WITHOUT ANY WARRANTY; without even the implied warranty of
    MERCHANTABILITY or FITNESS FOR A PARTICULAR PURPOSE.  See the
    GNU General Public License for more details.

    You should have received a copy of the GNU General Public License
    along with this program.  If not, see <https://www.gnu.org/licenses/>.

Also add information on how to contact you by electronic and paper mail.

  If the program does terminal interaction, make it output a short
notice like this when it starts in an interactive mode:

    <program>  Copyright (C) <year>  <name of author>
    This program comes with ABSOLUTELY NO WARRANTY; for details type `show w'.
    This is free software, and you are welcome to redistribute it
    under certain conditions; type `show c' for details.

The hypothetical commands `show w' and `show c' should show the appropriate
parts of the General Public License.  Of course, your program's commands
might be different; for a GUI interface, you would use an "about box".

  You should also get your employer (if you work as a programmer) or school,
if any, to sign a "copyright disclaimer" for the program, if necessary.
For more information on this, and how to apply and follow the GNU GPL, see
<https://www.gnu.org/licenses/>.

  The GNU General Public License does not permit incorporating your program
into proprietary programs.  If your program is a subroutine library, you
may consider it more useful to permit linking proprietary applications with
the library.  If this is what you want to do, use the GNU Lesser General
Public License instead of this License.  But first, please read
<https://www.gnu.org/licenses/why-not-lgpl.html>.

Source SHA-256: 6fbffd4f1aeaa9eaa0bc1f9587fa0d484e672ba19e2aeb2258c934790efe026a
Snapshot checked: 2026-10-05T20:29:19.076Z

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