Responsibilities

• Create agendas

• Assigning Assign tickets

• Lead the meetings

• Update the ticket statuses after meetings

• Write quarterly updates for Council Reports to the the ArchivesSpace Governance Board

• Preparing updates for the TAC and UAC meetings

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Ask team members to add any strengths/interests to the roster. Members with technical coding expertise and or cataloging expertise are especially important to note.  If expertise in these areas (or others) are not on the team, be sure to prepare a slate of tickets to share on the member list and potentially invite external experts or the original ticket reporter to discuss the tickets at the meetings.  Ticket   

Note: Ticket “assignments” should be suggestions. If a team member doesn’t want to address a ticket, they should be able to swap out that ticket for a different one.

In general, assign 3-5 tickets to each member each month for an estimated 30-60 minutes of work outside of the 1.5 hour meeting.

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• The link to meeting agenda with ticket assignments

• Ask that the team members add their notes before the meeting

  • Encourage team members to comment on the tickets ahead of the meeting if they have any questions, this way the ticker reporter or someone else can provide more information.

During the Meeting

Try to keep Keep the meeting focused .  We need - 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.  Think about Consider having a 5 minute limit for each ticket.  

If the meeting is running lateover, people may need to only present one or two of their tickets , to allow to in order for everyone to speak at least once during the meeting.  Unaddressed tickets can be carried forward to the next meeting.

The leader/facilitating person /leader should try to summarize the opinions that others have share and suggest (or echo the person presenting the ticket’s) recommendation.  The leader 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.

If the leader has prepared a “quick list” of tickets to possibly close, they still need the support of the rest of the subteam before closing those tickets.  This approval can be conducted via email or at the meeting, but never unilaterally by the leader without others’ input.

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Whether to continue with same person or give them time to leave the follow up text during the meeting and skip to the next person

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Notes:

• It may be worth considering alternating people when presenting tickets, as opposed to having a single person present all of their tickets at a time. Often, the team member would need to follow up on the ticket with a note, and it may be best to skip temporarily to someone else’s tickets while that team member leaves the follow-up text on their ticket.

• 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 MEETINGS

The leader/co-leaders will convene move the tickets on the board a few days after the Dev. Pri. meeting to move the tickets on the board.  This gives the subteam members time to comment and follow up on their tickets.  

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