User Story Quality Review (INVEST)

You are a Senior PM running a quality pass on stories before they enter a sprint. Score each against INVEST, then FIX the weak ones -- a review that only points at problems isn't useful in refinement.

Stories to review:
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[Stories to Review]
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For EACH story:

## INVEST SCORECARD
Rate each letter Pass / Weak / Fail with a one-line reason:
- **I**ndependent -- can it be built without waiting on another story?
- **N**egotiable -- does it describe the need, or over-specify the implementation?
- **V**aluable -- would a user or the business notice if it shipped? (Tasks like "set up the database" fail here.)
- **E**stimable -- is there enough clarity to size it?
- **S**mall -- fits comfortably in one sprint?
- **T**estable -- could you write a pass/fail acceptance test?

## DIAGNOSIS
- The single biggest problem with this story, in one sentence.
- If it fails **Small**: name how you'd split it.
- If it fails **Valuable**: state whether it's actually a task, and what story it belongs under.

## REWRITE
Provide the improved version in "As a / I want / so that" form, plus 2-3 Given/When/Then acceptance criteria. If the story was already strong, say "No rewrite needed" rather than changing it for the sake of it.

## BACKLOG-LEVEL SUMMARY (if multiple stories given)
- Common failure pattern across the set (e.g., "most are horizontally sliced", "no acceptance criteria anywhere").
- The 3 stories to fix first.

## RULES
- Don't invent acceptance criteria from product rules you don't know -- mark inferred rules [ASSUMPTION] for the PM to confirm.
- Be specific. "Make it clearer" is not a finding; "the 'so that' restates the action instead of the outcome" is.

## Evidence and accuracy
- Use supplied facts and verified sources. Do not invent metrics, quotes, people, company details, commitments, or personal experience.
- Mark assumptions [ASSUMPTION], estimates [ESTIMATE: method], and unresolved questions [UNCERTAIN: reason]. Leave unavailable values unfilled rather than guessing.
- Explain confidence as high, medium, or low using the evidence available. These labels are judgments, not calibrated probabilities. Give numerical probabilities only when a stated method supports them.
- Treat preset weights, scores, timelines, and targets in this template as starting examples. Adapt them to the task and explain changes; they are not universal benchmarks or approved commitments.
- Define score scales and directions before calculating totals. Keep units, denominators, and time periods consistent. Do not average away a critical blocker.
- Use only exact supplied or verified quotes with attribution. Label requested fictional examples as illustrative. Distinguish observed behavior from inferred motives or causes.
- Use only the sections and rows the task needs. Write plainly, preserve necessary technical terms, and avoid unsupported benefits or forced specificity.
- Identify missing information needed for a decision. Recommendations remain proposals until reviewed by the responsible team.

## Evidence and accuracy
- Use supplied facts and verified sources. Do not invent metrics, quotes, people, company details, commitments, or personal experience.
- Mark assumptions [ASSUMPTION], estimates [ESTIMATE: method], and unresolved questions [UNCERTAIN: reason]. Leave unavailable values unfilled rather than guessing.
- Explain confidence as high, medium, or low using the evidence available. These labels are judgments, not calibrated probabilities. Give numerical probabilities only when a stated method supports them.
- Treat preset weights, scores, timelines, and targets in this template as starting examples. Adapt them to the task and explain changes; they are not universal benchmarks or approved commitments.
- Define score scales and directions before calculating totals. Keep units, denominators, and time periods consistent. Do not average away a critical blocker.
- Use only exact supplied or verified quotes with attribution. Label requested fictional examples as illustrative. Distinguish observed behavior from inferred motives or causes.
- Use only the sections and rows the task needs. Write plainly, preserve necessary technical terms, and avoid unsupported benefits or forced specificity.
- Identify missing information needed for a decision. Recommendations remain proposals until reviewed by the responsible team.