Building great products is a collaborative activity and one that requires meetings (some might say more meetings than they would appreciate.) To make sure you’re getting value out of every minute, set and share an agenda in advance of every meeting. That way, everyone will show up prepared for the meeting, understanding what is going to be covered and what part they might plan in that discussion.
Below are agenda examples for common product meetings that you can easily adapt to your own organization. This page is not only for your planning and team meetings — these templates also cover topics like user research and project post-mortems. Product team members have lots of other types of meetings too. For more agenda templates, check out these 50+ sample meeting agendas. 👇
Recap of Initial Expectations
Give a brief synopsis of the event. Include aspects like plans, timelines, and deliverables if applicable.
Recap of Outcome
Summarize the incident. What happened compared to what should have happened? Provide context so other team members can understand.
Do any key stakeholders have discussion points to contribute? Share this template before the post-mortem meeting to gather feedback.
Roadblocks & Risks
What barriers or unexpected obstacles arose that changed the outcome of this event?
Identify the main cause of each issue above. Be specific. Were objectives clear? Was the schedule realistic? Did any changes in scope occur?
Summarize the key insights from this post-mortem. How can we ensure this incident doesn't happen again? What should we do differently next time?
List any additional resources that can help the team address all risks and root causes identified.
What can be done now? Who is responsible? Clarify any next steps, who's completing them, and when they should be done by. Note this information here to share.
Do any key stakeholders have discussion points, insights, ideas, or requests to contribute? Share this template before the product roadmap meeting to gather feedback.
The Big Picture
With stakeholder input, develop a clear product vision by identifying the strategic goals most important to your organization. Examples include customer acquisition, churn reduction, technical improvements, upselling new services, etc.
What themes can be formed by grouping together the listed initiatives, features, and epics?
Why is each theme being pursued? What value does each one provide to the customer? Make sure to account for market space, customer data, and potential return on investment for each new project.
Break each initiative down into specific tasks, requirements, and deadlines. Confirm that each one is viable by allocating resources accordingly. Assign ownership and designate release dates.
What metrics will you use to measure progress for each initiative? Define what success looks like.
Key Risks & Concerns
What potential issues could arise? How can we solve them? Does the scope of work allot enough time for unexpected issues?
What were the main insights from this product roadmap meeting? Include key decisions made, opportunities, and potential issues that should be shared with key stakeholders.
Put together a visual aid for your roadmap. Ensure it communicates product direction and value to key stakeholders. Also, make sure that your engineering team can use it to see details and logistics clearly. Your roadmap should be dynamic so that it can easily evolve and adapt to changes over time.
What can be done now? Who is responsible? Clarify next steps, who's completing them, and when they should be done by. Note this information here to share.
List all key stakeholders not present and other departments that this information should be shared with.
Now that plans have been set in motion, it's time to schedule meetings with other stakeholder parties to align them on what's coming next. Ensure that everyone is on the same page and plan roadmap check-ins for the future.
Share updates on progress, key metrics, and anecdotes to gain an up-to-date, accurate understanding of current product endeavors.
What milestones have we accomplished since our last product team meeting? What valuable lessons were learned?
Roadblocks & Concerns
Have any issues or challenges come up since the last catch-up? How can we help solve them?
Is there any other new information we should consider? Are there any new metrics, trends, customer feedback, or market influences we should be aware of?
What's coming up? Moving forward, what features, releases, goals, or fixes are we focusing on? How are we planning to approach these?
What were the main insights from this product team meeting? Include key decisions made, progress reports, and any opportunities, issues, or concerns that should be shared with key stakeholders.
Clarify next steps, who's completing them, and when they should be done by. Note this information here to share and assign.
Summarize all notable events since the last retrospective. Share updates on initiatives, key metrics, and anecdotes. Compare the current timeline and deliverables with what was originally planned.
What went well? Were any special milestones accomplished? Let each team member contribute.
Reflect on Roadblocks
What went wrong? Did any unforeseen obstacles arise? Identify the root cause of each one. Allow each team member to contribute. And remember, this isn't a blame game—focus on continuous improvement.
Room for Improvement
What were the main lessons from the roadblocks discussed? How can we solve each issue and improve?
Other Important Feedback
Summarize any other valuable discussion points. It does not have to be directly related to the retrospective's main topic.
What were the main insights from this retrospective meeting? Include key decisions, plans, and any opportunities or concerns that should be shared with key stakeholders.
Clarify next steps, who's completing them, how we will measure them, and when they should be done by. Note this information here to share and assign.
How will we keep in touch and stay up-to-date about progress? When is the next retrospective?
What is the main purpose of this sprint? Define key objectives below.
What user stories match the sprint goal? Share this with your team prior to the meeting so they can contribute. Break each user story down into individual tasks. Make sure each task has as much information as possible. Include important metrics.
Epics to be Delivered
List out the epics that we're planning to start or deliver during this sprint.
Scope of Work Clarification
Revisit your definition of "done." Decide on the acceptance criteria that will be used to determine when each individual task is complete. Make sure all of this realistically aligns with your team's capacity.
Key Risks & Concerns
What potential issues could come up based on the goal and sprint backlog? How can we solve them? Does the scope of work allot enough time for unexpected issues?
Notes and Takeaways
What were the main insights and discussion points from this sprint planning session?
Get verbal confirmation from your team about the next steps to be taken. Clarify who's completing them and when they should be done by. Note this information here to share and assign.
How will we keep in touch and stay up-to-date about progress? Should we schedule a follow-up meeting?
What is the main focus of this session (e.g., general performance, feature requests, product bugs)?
Relevant user information and demographics to understand the persona of the interviewee.
Response to Scripted Questions
List all planned questions for this particular user research study. Record the interviewee's response to each question.
Did the user mention any specific positive aspects in relation to the topic of this session?
Negative Feedback / Concerns
Did the user mention any specific negative aspects in relation to the topic of this session? How could we improve them?
Did the user provide notable feedback outside the scope of this session that could help other business objectives?
Summarize the key insights that you learned from this user research session. If any are actionable, you can assign them to your team members right from here.
Notes / Quotes for Marketing
Were there any notes, quotes, or anecdotes that may assist marketing in their messaging to other users?
It’s good for the employee to feel ownership of their one-on-one because the meeting is primarily for their benefit. So, rather than having a manager set the agenda every time, the majority of the agenda should be driven by the employee. Of course, there should still be opportunities for managers to lead the conversation, especially when it comes to topics like coaching and performance. Using a meeting notes app that allows for easy, collaborative agendas can help.
Yes. The word one-on-one is always hyphenated, regardless of whether it is used as a noun, adjective, and adverb.
Writing all three hyphenated words out as one-on-one can be tedious. For brevity in your calendar invites, try using: "1:1" or "Name <> Name."