* WGs marked with an * asterisk has had at least one new draft made available during the last 5 days

General Requirements

In the not-so-humble opinion of this writer, a WG Chair needs to face the fact that he or she has moved from being a technical expert to being a technical manager: running a WG needs managerial and communications skills just as much as technical skills. Following the rules, listening to the people, trying to forge consensus, being fair to all parties, sticking to the charter, and meeting the milestones all matter just as much as finding the right technical solution. If tricky IPR issues come up, you don't need to also be a lawyer, but you will also have to understand some legal aspects.

Depending on the WG, chairing may be anywhere between a small part of your professional life to something approaching a full time job. If it turns out to be the latter, it is highly desirable to acquire an active co-chair and an active WG Secretary. The Secretary can be your rules and procedures and documents expert, and needs to be an engineer. Then the chair(s) can concentrate on the consensus building part of the work, and the general direction.

Your Area Director needs to be able to trust you to get on with running the WG, but you do need to keep the AD informed whenever things get tricky or it looks like you will seriously miss a milestone. And when documents are ready for IESG review, you have to interact with the AD (as in DocumentShepherding).

As you should know, the official rules for WGs are in RFC 2418. You need to know them, but they are far from the whole story. This wiki is supposed to help fill the gaps.