Agenda
| Item | Timebox | Owner | Purpose |
|---|---|---|---|
| Previous actions | 5 min | Chair | Close out actions from last meeting |
| Failed or backed-out changes since last CAB | 10 min | Change manager | What went wrong and what changes as a result |
CAB Agenda & Minutes Template
A CAB reviewing forty changes a week is skimming all of them. The agenda structure here assumes standard changes are pre-approved and absent, leaving time to actually interrogate the few that could cause an outage.
What you get
- An agenda timeboxed so the risky changes get real scrutiny
- The questions worth asking about a high-risk change
- A decision record with conditions
- A retrospective section covering failed changes since the last meeting
How to use this template
- 1
Keep standard changes off the agenda. If pre-approved standard changes appear at CAB, the catalogue is not working. Report them as a count and spend the time on changes that carry risk.
- 2
Circulate 24 hours ahead. Members who first see a change in the meeting cannot assess it. Distribute the agenda with full change records a day before, and treat late submissions as next week's business.
- 3
Review last week's failures first. Start with changes that failed or were backed out. It sets the tone, and the lessons are most useful immediately before approving the next batch.
What's inside
Here's a preview. Unlock the free download to get all 4 sections (3 more below).
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Frequently asked questions
What should a CAB meeting cover?
+
Failed changes since the last meeting, high and critical risk changes in detail, medium risk by exception, a count of standard changes, retrospective review of emergency changes, and the forward schedule for collisions.
How long should a CAB meeting take?
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Around an hour if standard changes are properly pre-approved and absent from the agenda. A CAB running longer is usually reviewing routine work that belongs in a standard change catalogue.
Should emergency changes be reviewed at CAB?
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Yes, retrospectively and without exception. Reviewing them is how you learn whether they were genuinely emergencies or whether the normal process is too slow, and the latter is the more actionable finding.