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Product Team Meeting Templates

The ultimate set of product team meeting agenda templates
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Keep your product team in sync with these meeting templates

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 80+ sample meeting agendas. 👇

Preview the templates

Daily Scrum

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Name

  • What did you do yesterday?
  • What will you do today?
  • Where are you blocked?
  • Comfort Level — How close are we to hitting our sprint goals?

Name

  • What did you do yesterday?
  • What will you do today?
  • Where are you blocked?
  • Comfort Level — How close are we to hitting our sprint goals?

--

Tips:

  • Use this 15-minute meeting to check the pulse on your work and stay on top of your sprint
  • Remember: Problem-solving is not part of scrum (although it can take place informally right after).
  • Personalize this template with an update section with the name of each engineer

Pre-Mortem Meeting

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Project overview

Include details of the project here with a link to any additional specification documents. Make sure you note who owns each part of the workload if relevant. This should be filled out in advance, as it sets the context for the rest of the meeting that follows.

Potential outcomes

Start off by thinking critically about the feature or product, laying out possible outcomes for how people might engage with whatever you’re working on. For example, let’s say you are adding a checklist to your product to increase activation. One possible outcome is that users don’t engage with the checklist at all!


Reasons for outcome

Next up it's time to brainstorm the reasons that the previous outcome might occur. Maybe the checklist blends in with the other UI elements? Maybe people see it, but just don't want any guidance. It's important to go broad and generate lots of ideas, especially the negative ones.


Scenario responses

Last but not least, ponder how you would respond to that outcome. If the checklist doesn't stand out among the other elements, would you add more color or make it bigger? Will you cut your losses and try another approach?


Product Launch Plan

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Launch Plan:

🔗 Resources

  • Asana Link:
  • Wishlist Item:
  • Demo:
  • PRD:

🗓️ Launch Details

  • Date(s):
  • Success metric(s):
  • Beta flag:
  • Slack channel:

📝 Messaging Framework

  • Name of the product/feature:
  • Target customer:
  • Customer problem:
  • Feature details:
  • Messaging pillars:
  • Teachable concepts:

🐥  Beta Plan

  • Dates:
  • Duration:
  • Goal:
  • Documentation:
  • Target group:
  • Feedback collection:
  • Communication timeline:
  • Summary of findings:

🎓 WFU Articles to Update

Article:

  • Notes

Article:

  • Notes

📥 Production

Asset:

  • Details
  • Owner

Asset:

  • Details
  • Owner

📣 Distribution

Initiative:

  • Channel
  • Owner

Initiative:

  • Channel
  • Owner

🗓️ Timeline

Date:

  • Milestone

Date:

  • Milestone

Product Roadmap

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Capture Input

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.

Identifying Themes

What themes can be formed by grouping together the listed initiatives, features, and epics?

Prioritization

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.

Execution Strategy

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.

Measuring Success

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?

Main Takeaways

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.

Visualization

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.

Take Action

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.

Share

List all key stakeholders not present and other departments that this information should be shared with.

Follow-Up

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.

Product Team Meeting

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Quick Review

Share updates on progress, key metrics, and anecdotes to gain an up-to-date, accurate understanding of current product endeavors.

Positive Highlights

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?

New Information

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?

Upcoming Priorities

What's coming up? Moving forward, what features, releases, goals, or fixes are we focusing on? How are we planning to approach these?

Main Takeaways

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.

Take Action

Clarify next steps, who's completing them, and when they should be done by. Note this information here to share and assign.

Project Kick-Off Meeting

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Project Name:

Timeline:

Helpful Links:

What are the goals of this project?

  • Review or decide on project goals. 
  • Goals should be SMART (Specific, Measurable, Achievable, Realistic, Timely)

Audience & Value Proposition

Quick reminder of who the target audience is for the project and what the core value proposition is

Major tasks and timeline

  • Make sure every part of the project has an owner and timeline

Decisions that need to be made

  • What decisions need to be made? (Name)
  • List topics for discussion/decision here, specifically noting what needs to be decided

Next Steps

  • @name Task by DUE-DATE

Project Management Team Meeting

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Lighten the mood

Say hello and add a bit of joy to the meeting. Get everyone to share something fun they did recently, the best thing they ate over the weekend, etc. 

What problem are you trying to solve? 

Write this out. 

There are three main types of meeting goals:

  1. Understanding: Make sure everyone feels like they know what’s going on, inside, and outside the team
  2. Alignment: Make sure everyone on the team is aligned
  3. Connection: Tighten the bonds between everyone on your team

Manager shares useful information

What’s important for the team to know about what’s happening inside and outside of the team?

  • Upcoming changes to the team
  • Updates on planning timelines etc 

Team members useful information

  • Upcoming launches
  • Process changes
  • Learnings, etc

Next Steps 

  • Highlight the main insights from the meeting and the upcoming priorities
  • Clarify who's in charge of completing the next steps and expected completion dates

Project Review (Post Mortem)

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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.

Stakeholder Input

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?

Root Causes

Identify the main cause of each issue above. Be specific. Were objectives clear? Was the schedule realistic? Did any changes in scope occur?

Main Takeaways

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?

Resources

List any additional resources that can help the team address all risks and root causes identified.

Next Steps

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.

Retrospective

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Quick Review

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.

Positive Highlights

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.

Main Takeaways

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.

Take Action

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.

Follow-Up

How will we keep in touch and stay up-to-date about progress? When is the next retrospective?

Sprint Planning

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Sprint Goal

What is the main purpose of this sprint? Define key objectives below.

Sprint Backlog

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?

Take Action

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.

Follow-Up

How will we keep in touch and stay up-to-date about progress? Should we schedule a follow-up meeting?

Team Post-Mortem

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Purpose

Capture learnings from [initiative] and identify what went wrong so we can get better

The Situation

Put all the details of what happened here. Only the facts. Make sure you answer who what where when why. Customer feedback is good to include if we have it. Include any and all mistakes and what went well. Break up into sections, like “research” “engineering” “customer feedback” “the feature” “marketing efforts” etc.

The results

What happened as a result of the situation? This could include how an initiative performed, what happened as a result of a bug, how a feature fared, etc. Support this section with data

What went wrong

All the details of what went wrong. Opinions are welcome here. Be fair to other people who were involved and let them add to the postmortem or give you context as needed. In the case of bugs, what we could have done better to prevent a problem can be included here as well.

What we can do better next time

Whatever we learned that will affect how we do things next go around, it goes here. This is the synthesis of everything we’ve figured out from doing the postmortem.

Action items

Any action items we have, and who owns each of them, plus dates if possible

User Research

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Purpose

What is the main focus of this session (e.g., general performance, feature requests, product bugs)?

User Background

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.

Positive Highlights

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?

Other Feedback

Did the user provide notable feedback outside the scope of this session that could help other business objectives?

Key Insights

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?

Product

Agenda Template FAQs

How do you prepare for a customer meeting?

Whether your next customer meeting is your first or 15th with that client, you need an agenda. To build an agenda, you focus should be on answer these three questions:

  1. What is the current state of the customer’s progress toward their goals?
  2. What issues need to be solved to move the customer closer to their goals?
  3. How can these issues be solved?

How to specifically structure your agenda may vary based on your customer, but our library of 80+ meeting agenda examples should give you a good starting point.

How do you start a customer meeting?

As you get your meeting started, you want to grab everyone’s attention, set expectations, and then launch right into it!

  1. While small-talk is great for building rapport before a meeting, don’t let the chatter go on more than a couple of minutes into the official meeting time
  2. If there are participants who don’t know each other, introduce them (and yourself!)
  3. As you get the meeting started, reaffirm why you’re meeting, and what everyone will get out of it. Spending 20 seconds summarizing the agenda shows that you have and plan and you’re in control
How do you end a customer meeting?

As you wrap up your customer meeting, you should revisit any action items you’ve noted during the meeting and affirm that you’re on top of things. This is a good time to note who will be responsible for what, and when the customer can expect an update.
Then, end on a positive note, showing enthusiasm for your partnership and thanking your customer for their time.

How do you have an amazing first client meeting?

Relax and smile
You may be stressed in an attempt to get started on the right foot. Don’t let that impact your body language (even on video conferencing).
 
Offer something of value for free
In addition to any materials in your welcome package, set the stage for a strong relationship by making an offer. This could be a resource, like a research or an ebook, or it could be to set up a training or consultation. It could even be minor, like providing advice based on the customer and your experience with other customers like them. Whatever it is, find a way to show your client that you’re deeply invested in their success.

Listen more than you speak
You may have landed this client, but you still have a lot to learn about their expectations, goals, and priorities. Ask a lot of questions, and listen actively. Even if you think you already know the answers, being a good listener will help build rapport, and you never know—you may learn something incredibly valuable after all.

Be specific about what you offer and how you can help
A common pitfall in initial client meetings is to be overly general. Instead, now is the time to be specific. What exactly will you do together? Who, how much, how often, measured in what way?

Do you have a guide to running great customer meetings?

As a matter of fact, we do. This short, downloadable guide walks you through running a customer meeting that both strengthens customer relationships and improves company wide collaboration.

Get your free download:
The Art of the Customer Meeting.

How do you run a design meeting?

How to run your design meeting will depend a lot on what kind of design meeting it is. Is this a sync up between just a PM (or other product owner) and the designer? Is it a weekly meeting for the design team? A critique? Or is it a cross-functional meeting, with many stakeholders present?
 
Each of these types of meetings requires a slightly different approach. What is common between them, is a need to be upfront and clear about what the goals of the meeting are (and what they aren’t).

For example, here are some typical examples of design meetings:

  • Brainstorm approaches for an early design
  • Seek feedback on an in-progress design
  • Get buy-in on a nearly completed design
  • Plan, decide, and organize your team’s design process
Should non-designers be invited to a design meeting?

Successful design projects usually need involvement from other stakeholders, but too much meddling can throw a wrench in the design process. As a general rule (that can sometimes be broken), input from non-designers is the most helpful at the beginning and end of a design process.

Early in the project, in the research phase, non-designers can be incredibly helpful. They can clarify how a design will be used, describe customer needs, and reveal requirements that might not be obvious about how the design should be used. If designers have experimented with multiple approaches to a problem, it can be useful to share these sketches early on.

Once the design specifications are clear, however, it’s often a good idea to let designers and project people iterate through the problem in a small team with minimal distraction. It’s during this time that small details can become a distraction for non-designers.

When a design is nearly complete, it’s once again helpful to invite key stakeholders to make sure the design is successful, and get buy-in before more resources are invested in making the design come to life.

How do you have a good team meeting?

Consider what can be removed from your agenda… and your invite list
Possibly the most common complaint about team meetings is that they are a waste of time. So the first step toward having a good team meeting is asking yourself whether everything on your agenda needs to be part of the meeting, and whether everyone needs to be there. By keeping a tight agenda and a smaller group, you’re sending a signal that people’s time is important.

Share your agenda in advance
Speaking of agendas, be prepared. Share your agenda in advance, so that the rest of the team know what will be discussed. This way, they can prepare their thoughts, and the meeting will run smoothly. If you surprise people with topics, those parts of a meeting can take longer.

Let other people talk
Many leaders and executives make the mistake of thinking that if they are running a meeting, they need to talk the whole time. Instead of Presenting on a topic for 30 or 60 minutes, structure your meeting so that others participate and even take the spotlight. 

For a more in-depth structure to follow, check out Vital Meetings, the free guide to having shorter, fewer, and better meetings.

How do you make sure real decisions are made in executive meetings?

With executive time being so valuable, it’s important that exec meetings focus not on information sharing, but rather on discussion that leads to decision-making.

One strategy that works here, is to use action-oriented agendas. For example, instead of an agenda item called, “Priorities for next quarter” make a bold statement on your agenda: “Decide on top 3 priorities for next quarter.” This leaves no wiggle room for failing to meet the goal of the meeting.

If you’re a manager or leader, how much time should you spend in meetings?

If you take a look inside a manager’s calendar, it’s not uncommon to see 50-90% of their time blocked off in meetings. At first glance, this seems to make sense. If your primary function is leadership, should you spend the majority of your time with others? However, this kind of distribution often doesn’t leave enough time for strategic thinking and planning.

If you’re attending lots of meetings out of a need to stay in the loop, a better approach is to ask your team to take notes on important meetings, and share them with you (and other relevant stakeholders). A meeting management platform like Hugo can help, and many managers whose teams use Hugo report spending 20-50% less time in meetings because they can rely on skimming notes for less important meetings instead.

What is an HR meeting?

HR (human resources) is responsible for supporting recruitment, hiring, training, and managing. HR professionals meet with job applicants and current workers to support these goals in a variety of meetings, ranging from job interviews, to trainings, to one-on-one coaching sessions.

What should you do if HR wants to meet with you about your behavior?

If your behavior at work is in the process of being addressed, you may need to meet with HR. This can be a stressful situation, but ultimately, if you handle yourself professionally, you should be able to come out of the meeting in good shape (and keep your job).

Here are a key tips to keep in mind:

  • Request examples of behaviors that need to be addressed
  • Write down any specific requests
  • Ask for clarification to avoid misunderstandings
  • Listen and repeat back what you hear to show you are listening
  • Take ownership of your mistakes
  • Ask for help if you need it
  • Show your commitment by setting clear next steps
  • Stay positive (and avoid being defensive)
  • Say thank you. Be gracious for the opportunity to improve
How do I tell my boss about a bad co-worker?
  • Schedule a meeting so that you know you have private time set aside to have the conversation
  • Focus on the behavior, not the person. Avoid personal attacks and instead focus on what they are doing
  • Show up prepared. Put some thought into what you want to say. Taking notes about the behavior in question may help
  • Stick to the facts, and not what you think someone is thinking/feeling
  • Keep a cool head. Even if the issue is serious, try to avoid arguing, shouting, and cursing
  • Request help in finding a solution
How should you handle yourself in an HR meeting?
  • Focus on the facts of the situation
  • Be calm, even when under pressure
  • Consider other people’s points of view
  • Be aware of negative body language
  • Practice good listening. (Don’t cut anyone off)
  • Make sure your effort matches the importance of the issue. (Don’t go crazy over something small)
Who should be at a marketing meeting?

Invite necessary decision-makers, but don’t cast too wide of a net. Since marketing often involves or impacts a lot of departments, it can be tempting to invite a lot of people to some marketing meetings. Instead, try to pair it down. If someone is being invited to the meeting only as an FYI, send them meeting notes instead.

How do you set an agenda for a marketing meeting?

The common structure for many marketing meetings is the following:

What are common types of marketing meetings?
How do you make team meetings more engaging?

The best meetings involve the whole room, not just one or two presenters. Here are a few ways to encourage more engagement:

  • Ask others to contribute to the agenda. Having a shared agenda helps everyone in the room feel responsible for the meeting’s success.
  • Make small talk as people are settling in. When you show up early, get the conversation flowing instead of burying your head in your laptop or your phone.
  • Don’t do all the talking. Invite fellow participants to lead discussions and provide updates.
  • Give updates before the meeting. Provide materials to review before the meeting so that you can focus on the discussion and decision-making when everyone is together.
  • Do a deep dive into one topic. Focus on a single challenge to tap into the collective intelligence of everyone attending.
  • Keep a sense of humor. Cracking the occasional joke will help meeting participants feel open to expressing their own ideas.
What agenda topics are most common in team meetings?

Team meetings are among the most common and most important meetings in any workplace. Agendas for these types of meetings range wildly, but all topics usually fall into one of these categories:

  • Introductions. If they don’t already, make sure everyone in the room knows who each other are.
  • Updates. Updates are extremely common in team meetings, but often they are also the hog a lot of time without providing a lot of value. Summarize updates on the agenda when possible and keep them brief.
  • Discussions.
  • Decisions. If a decision needs to be reached during the meeting, note it explicitly on the agenda.
  • Next steps. While not a significant part of the agenda, it’s important to always agree on action items from a meeting and who owns them.
What are some fun and cool team meeting ideas?
  • Go around the table with an icebreaker. Get to know each other by having everyone answer the same question.
  • Change up the location. Get out of the conference room and into the break room, or on the lawn outside.
  • Start at a weird time. Pick something memorable like 1:23 pm.
  • Get some exercise. Switch things up during a long meeting by having everyone take a run around the block, do as many pushups they can do, or some other physical activity to get the blood pumping.
  • Pass out prizes. Have a pile or swag, or candy bars, or coffee gift cards up at the front of the room. Whenever someone makes a spectacular contribution, toss them a prize.
What are good questions to ask in a one-on-one?

Personal/rapport-building:

  • What worries you? What keeps you up at night?
  • What are you most excited about?
  • How’s life outside work?
  • What do you like to do on the weekends?
  • Do you feel like you’re making progress on your career goals?
  • What are your big dreams in life outside of work?

Career growth:

  • What skills would you like to develop?
  • Do you feel challenged in your role?
  • Is there any training or education we should be investing in for you?
  • How do you see your role evolving?
  • Do you feel like you’re making progress on your career goals?
  • Who in the company would you like to learn from?

Giving/receiving feedback:

  • Do you feel you’re getting enough feedback?
  • What’s an area where you would like help or coaching?
  • What’s an aspect of your job you’d like to improve?
  • How can I help you be more effective?
  • What is something I can do better?
  • What have past managers done that you’d like me to do as well?
Why have one-on-ones with your employees?

One-on-one meetings have many benefits:

  • Help employees build better relationships with their managers 
  • Provide opportunities for coaching and training
  • Encourage employees to feel valued at work
  • Discuss performance and areas of improvement
  • Find out what employees are (and are not) excited about
  • Learn how managers can better help employees
Who should set the agenda for a one-on-one meeting?

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.

Should one-on-one be hyphenated?

Yes. The word one-on-one is always hyphenated, regardless of whether it is used as a noun, adjective, and adverb.

What are other ways to spell one-on-one?

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."

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