This are some suggested approaches to leading the Development Prioritization subteam - they definitely can and should be adapted and refined!
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Make sure to match tickets to expertise as much as possible.
Don’t assign more than 2 extremely involved/complicated tickets to a single person during a given month.
Laney and Lora The ArchivesSpace program team are technically not a part of Dev. Pri. but are there attend for their expertise and feedback. Assign up to 2 tickets (1 each) to them only if their particular expertise is required. This approach to “assign tickets” , do not assign them tickets, unless no one else has the technical expertise.
This approach of the co-leaders assigning tickets is only one way to do it. Other Another possible arrangements approach could include having have subteam members sign up to assign tickets for a given month. This actually might be a more equitable way to distribute the task and would succeed in involving the team more. This initial approach was done primarily to save the time of subteam members from trying to figure out how to select their own tickets each time. Regularly ask the subteam members for feedback on the approach and if they have other ideas.
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The leader/co-leaders move the tickets on the board a few days after the Dev. Pri. meeting. This This gives the subteam members time to comment and follow up on their tickets.
Dev. Pri. leaders need permissions granted by the Program Manager to move the cards on the board. This can be a tricky process, so be in touch with Christine if there are any technological hiccups.
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After updating ticket status, refresh the agenda and to make sure that all statuses have been updated and are correct according the to “Decision” column in the meeting notes (VERY IMPORTANT).
Note: Sometimes it’s not possible for a ticket to move form one column to another. If that’s an issue, move the ticket first back to “Awaiting Prioritization” and try it again from that status.
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