📅 Team Meetings & Documentation团队会议与记录

Understand the six meeting formats expected in COMP1531 and structure your documentation so every decision, action item, and blocker is captured for the team and tutors. 了解 COMP1531 中常见的六种会议形式，并掌握如何记录每一次决策、行动项与阻碍，方便团队与导师复盘。

1. Meeting Types and Documentation 1. 会议类型与记录

Six Essential Meeting Types 六种会议类型

Kick-off Meeting 启动会议

Launch shared goals, clarify deliverables, and confirm communication channels. 统一目标、确认交付物并明确沟通渠道。

Weekly Status Updates 周状态更新会议

Track iteration progress, surface blockers, and rescope where necessary. 跟踪迭代进度，暴露阻碍并在需要时重新规划。

Daily Stand-ups 每日站会

Provide rapid updates between longer meetings and align on the next 24 hours. 在较长会议之间快速同步，确保下一个 24 小时的行动一致。

Decision Making 决策会议

Resolve design or scope choices with clear criteria and accountability. 基于明确标准与责任分工做出设计或范围决策。

Design Reviews 设计评审会议

Walk through diagrams, data flows, and module contracts before implementation. 在实现前审阅图表、数据流与模块契约。

Debrief Meetings 总结会议

Reflect on what succeeded, what failed, and which practices to keep. 复盘成功与不足，决定保留或改进的实践。

Meeting Documentation Template 会议记录模板

  • Header information: meeting name, time, attendees, iteration number, Zoom/room link.头部信息：会议名称、时间、参会人员、迭代编号、线上会议链接或地点。
  • Agenda and outcomes: list each agenda item, note the discussion, decisions, and rationale.议程与结论：逐条记录议题、讨论过程、决策及其理由。
  • Action items: assign owner, deadline, related task-board card, and supporting artefacts.行动项：指定负责人、截止日期、关联任务卡片及支撑材料。
  • Tutor questions: capture unresolved issues so your lab mentor sees targeted requests.导师问题：记录未解决事项，让助教能有针对性地提供帮助。

Designing Meetings That Work 设计高效会议

Apply the lecture guidance from How to Survive a University Group Project: punctuality, clear outcomes, and equitable airtime differentiate a productive session from a time sink. 参考《如何在大学小组项目中生存》中的建议：准时开始、聚焦成果、让每个人都有发言机会，才能避免会议沦为时间黑洞。

  • Start with a one-sentence purpose and the expected takeaway.以一句话说明会议目标和预期成果。
  • Limit agenda points to what can be resolved within the booked window.根据会议时长设置可在内解决的议题数量。
  • Nominate a facilitator to time-box segments and a scribe to capture notes.指定主持人控制节奏，并安排记录员负责会议纪要。
  • Rotate roles weekly to distribute leadership practice across the team.每周轮换角色，让所有成员都有锻炼领导力的机会。

Pre-Meeting Preparation 会前准备

High-performing teams prepare asynchronously to avoid wasting synchronous time. Share code snippets, package decisions, and test failures before the call so the group spends the meeting solving, not explaining. 高效团队会提前异步准备，避免把同步会议时间耗在“补课”上。提前分享代码片段、依赖选择、测试失败信息，让会议专注在解决问题。

  • Post the draft agenda 12–24 hours earlier in chat for additions or clarifications.提前 12–24 小时在群里发布议程草稿，征集补充或澄清。
  • Attach relevant artefacts: dependency graphs, Jest reports, npm logs.附上依赖图、Jest 报告、npm 日志等相关资料。
  • Flag escalation items that require tutor advice so everyone arrives with context.提前标记待向导师咨询的问题，让大家带着背景信息参会。

During the Meeting 会中执行

Facilitation is about keeping focus while encouraging honest status updates. Borrow the “always set deadlines” and “commitment bias” tactics from the lecture: reconfirm due dates out loud and record them in minutes to increase follow-through. 主持的核心是保持聚焦同时鼓励真实汇报。运用讲座中的“设定截止日期”“承诺偏差”策略：当场再次确认截止时间并写进纪要，提高兑现率。

  • Open with a quick wins/concerns round so quieter voices contribute early.开场先轮流分享进展与担忧，让不善言谈的成员也能先发声。
  • Time-box debates; when consensus stalls, capture options and assign follow-up research.争论超过时限就收束，记录备选方案并指派后续调研。
  • Connect decisions directly to task-board cards or repository issues for traceability.将决策直接关联到任务板卡片或仓库 Issue，保证可追踪。

After the Meeting 会后跟进

Minutes are only useful when circulated and referenced. Keep the markdown template in your repo, PR the updates, and post a summary in chat within 12 hours to reinforce commitments. 会议纪要只有被传播和引用才有价值。把 Markdown 模板放在仓库里，会议后提交 PR，并在 12 小时内在群里发布概要，提醒大家履约。

  • Upload minutes to version control so tutors can review your discipline.将会议纪要纳入版本控制，方便导师核查团队执行力。
  • Update stand-up threads with any new blockers uncovered during the meeting.若会议暴露新的阻碍，立即更新站会线程。
  • Schedule the next touchpoint before leaving so calendars stay aligned.会议结束前确定下次时间，避免日程冲突。

Technical Agenda Add-ons (Lectures 2.2, 2.3, 3.3) 技术议程补充（讲座 2.2、2.3、3.3）

Enhance meeting agendas with checkpoints from the technical lectures. Allocate time to review module boundaries (multi-file imports), npm status, and testing coverage so management and engineering stay aligned. 在会议议程中加入技术讲座的检查点。安排时间审查模块边界（多文件导入）、npm 状态以及测试覆盖，确保管理与工程保持一致。

  • Invite module owners to present changes in export/import contracts from Lecture 2.2.邀请模块负责人汇报讲座 2.2 提到的导出/导入契约变化。
  • Review package upgrade proposals and custom scripts inspired by Lecture 2.3.审查讲座 2.3 中提到的包升级方案与自定义脚本。
  • Highlight dynamic verification metrics—unit, integration, regression results—from Lecture 3.3.讨论讲座 3.3 涉及的动态验证指标：单测、集成测与回归结果。

Leadership & Team Culture 领导力与团队文化

The lecture emphasises that a team will not lead itself. Use meetings to reinforce psychological safety, recognise effort, and redistribute load when someone is stuck. Linking meeting rituals with transparent task boards and frequent stand-ups ensures everyone feels supported rather than policed. 讲座提醒“团队不会自动自我管理”。借助会议强化心理安全、肯定付出，并在有人受阻时重新分配任务。配合透明的任务板与高频站会，让成员感到被支持而非被监控。

Bring technical depth too: demo npm scripts, highlight new Jest tests, or walk through dependency graphs. Meetings that blend people management with engineering visibility build trust and keep the project on schedule. 会议中也要体现技术深度：演示 npm 脚本、展示新增的 Jest 测试，或讲解依赖图。将团队管理与工程透明度结合，才能建立信任并保持节奏。