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. 

• The ArchivesSpace program team are technically not a part of Dev. Pri. but attend for their expertise and feedback, do not assign them tickets, unless they have agreed to look into a ticket at a prior meeting.

• This approach of the lead Lead assigning tickets is only one way to do it. Another possible approach could 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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Keep the meeting focused - Dev. Pri. needs to cover a lot of tickets.  If discussion of a particular ticket is getting too bogged down, perhaps the ticket needs to be moved to “Awaiting More Info” and/or added to the next month’s meeting. 

The leaderLead/facilitating person should try to summarize the opinions that others share and suggest (or echo the person presenting the ticket’s) recommendation.  The leader Lead should never unilaterally decide on a ticket against the opinions of the rest of the subteam. If it’s a hotly contested ticket, the ticket should be shared on the member list for additional commentary and possibly a formal vote.

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• Reassess the priority ranking and labels on tickets. Adding/clarifying labels on tickets can help the program team identify related tickets during a development sprint.

After the Meeting

The lead Lead changes the tickets' status a few days after the Dev. Pri. meeting. This gives the subteam members time to comment and follow up on their tickets.  

Dev. Pri. lead Lead 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.

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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The Technical and User Advisory Council chairs will ask the Dev. Pri. leader(s) Lead for reports to add to the council reports four times a year.

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Dev. Pri. may want to consider special projects that align with its mission including creating surveys, calls for feedback on selected tickets, or recommending Task Forces to address areas of need to Council leadership and the Program Manager.

Leads and Vice-Leads

As with the rest of the advisory councils' subteams, Dev/Pri switched to a Lead/Vice-Lead model during the 2021-2022 term. The division of responsibilities between the two people can be handled in many different ways, but as of the 2022-2023 term, the Vice-Lead is responsible for taking notes during the meeting and covering for the Lead if they are unavailable. The Lead is responsible for the rest of the work outlined in this document.

Having the Vice-Lead take responsibility for one of the last meetings of the term is helpful for making sure they are confident in managing the process after the leadership transition.

It is ideal if one of the two is from TAC and the other from UAC. If that is not possible due to a lack of volunteers, some arrangement for reporting to the other advisory council during their meetings must be made.