A.2.5 Tech team meeting agenda

Summary

The tech team works in two-week sprints, so it can ship and learn every two weeks. Each sprint has six meetings: it opens with sprint planning, checks progress midway, and closes with a demo of everything shipped. Governance, one-to-one feedback, and an all-hands update keep roles, people, and priorities in step.

The two-week cycle at a glance

Week	Day	Meeting	Purpose
1	Monday	Tactical 1: Sprint planning	Choose what the sprint commits to, and what "done" means
1	Wednesday	Governance 1: Roles and responsibilities	Clarify who owns what
1	Friday	1:1	Check capacity and exchange feedback
2	Monday	Tactical 2: Sprint check	Find and clear what's at risk or blocked
2	Wednesday	All-hands	Share organization updates, strategy, and priorities
2	Friday	Demo day	Show what shipped and learn for the next sprint

The tactical and governance meetings are the tech team's versions of the general formats in A.2.3 Tactical meeting agenda and A.2.4 Governance meeting agenda. The steps below are the tech team's own.

Tactical 1: Sprint planning

Week 1, Monday. Agree what the team will deliver in this sprint, sized to the capacity it actually has.

1. Review top backlog priorities. Start from the most important items.
2. Engineers propose S/M/L estimates. The people doing the work size each item as small, medium, or large.
3. Choose sprint commitments based on capacity. Commit only to what fits the time available.
4. Define "done" for each item. Agree what a finished item looks like before work starts.
5. Confirm owners, dependencies, and stretch work. Each item leaves with one owner, its known dependencies, and any stretch work to pull in if time allows.

Governance 1: Roles and responsibilities

Week 1, Wednesday. Keep roles, domains, and accountabilities current as the work changes. For why we work through explicit roles, see 1.4 Structure.

1. Surface governance tensions. Name places where responsibility is unclear, missing, or overlapping.
2. Clarify roles, domains, and accountabilities. Agree who owns what.
3. Adjust recurring responsibilities or policies. Change the standing arrangements the tension points to.
4. Record changes and close. Update the governance record so everyone works from the same picture.

1:1

Week 1, Friday. A private conversation about how the work is going for the person, not only what they shipped. For general guidance on running one-to-ones, see 3.4.4 Choosing the right meeting; for giving useful feedback, see 3.1.1 Feedback culture.

1. Check workload and capacity. Is the current load sustainable?
2. Give and receive feedback. Feedback runs in both directions.
3. Discuss work style, blockers, and support needed. Surface what is getting in the way, and what would help.
4. Agree on any personal or process adjustments. Leave with specific changes, if any are needed.

Tactical 2: Sprint check

Week 2, Monday. A midpoint check, so problems surface while there is still time to act on them.

1. Review each committed outcome. Go through every sprint commitment.
2. Mark on track, at risk, or blocked. Give each one a clear status.
3. Resolve blockers. Use the meeting to unblock work, not just to list what's stuck.
4. Re-scope if necessary. Reduce or defer work rather than letting the deadline drift silently.
5. Pull stretch work only if capacity exists. Committed work comes first.

All-hands

Week 2, Wednesday. Make sure everyone shares the same picture of where the organization is going.

1. Rohan gives organization updates.
2. Explain major strategic changes and priorities. Say what changed and why.
3. Share wins, risks, and upcoming events.
4. Open Q&A and discussion.

Demo day

Week 2, Friday. Close the sprint by showing the work and learning from it.

1. Demo everything shipped. Show the working results.
2. Compare committed vs. completed. Be honest about the gap.
3. Note what worked and what didn't.
4. Capture lessons for the next sprint.
5. Update the backlog. The updated backlog feeds the next sprint planning meeting.

Meeting record

Keep each meeting's notes with the team's current work records; this page holds the repeatable format. Record decisions and their reasons where the people doing the work can find them.

Item	Record
Date and participants	Who met and when
Outcome or question	What the group needed to advance
Evidence and learning	Links to work, demo results, and relevant observations
Decision and reason	What was decided, by whom, and why
Open question or blocker	What remains unresolved and who will follow up
Next action	Owner and agreed completion or follow-up date

For the strategy behind the tech team's work, see E.4.1 Tech team: strategy primer. For general facilitation and update practices, see 3.4 Facilitation.