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Sprint review agenda template (60 minutes)

Sprint reviews often skip stakeholder feedback and become theatre — the team demos, and stakeholders nod politely. Fifteen minutes are set aside for stakeholders to react, which only works if the demo before it has left them something concrete to react to.

Topic Minutes Running total
Sprint goal recap Read the sprint goal aloud. Confirm that the demo addresses it. 5 5
Demo Show what the team actually shipped. Unfinished work does not go here; keep it focused. 30 35
Stakeholder feedback Open the floor. What is working? What needs adjustment? Write it down; sort it later. 15 50
Next steps One sentence on what the team heard, and what changes for the next sprint. 10 60

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Using BriefMe, create a 60-minute sprint review for eight people: a 5-minute goal recap, 30 minutes for demo, 15 minutes for stakeholder feedback, and a 10-minute next steps close.

Questions

How long should a sprint review be?
An hour for a two-week sprint is the baseline; add thirty minutes if you have stakeholders flying in from outside or a large audience that needs time to ask questions. Less than forty-five minutes and the demo becomes a speed run with no room for feedback. More than ninety minutes means either your scope is too small or you are showing partially finished work; if the sprint cannot fit in ninety minutes, the problem is planning, not the review.
Should we invite stakeholders?
Yes. A review is for showing work and gathering real feedback; the team alone cannot provide that. At least one person outside engineering should be there: product, design, a customer, or a business stakeholder. Without outside eyes, a review becomes a status update to no one. The feedback that matters most is the surprise — the person who realizes you solved a different problem than they expected, or who spots an opportunity.
What if the sprint goal was missed?
Talk about it plainly. Show what finished, say why the rest did not, and then move to next steps. Hiding the miss guarantees frustration later because stakeholders plan based on what they think is coming. When it does not show up they blame poor communication instead of understanding the constraint. A transparent miss is fixable; stakeholders adjust expectations and the team recalibrates priorities for the next cycle.

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