The competence needed by people working on the project should be defined by education, training and experience (ISO 9000:2015 clause 3.10.4 treats competence as being able to use knowledge and skills to reach intended results), and project-specific skills should be determined as well. Personal attributes should be weighed when choosing staff, with particular care over the competence of key people. Enough time should be allowed to recruit competent staff, especially where difficulty is expected. Selection should rest on the descriptions of the jobs or roles, take account of applicants' competence and references from past work, and apply developed selection criteria to all levels considered; for a project manager, leadership skills should come first. The project manager should take part in choosing people for positions seen as critical to success, and should see that someone representing the project organization is appointed and made responsible for establishing, operating and sustaining the quality management system of the project. When building teams, account should be taken of each member's interests, relationships, strengths and weaknesses, since knowing people's characteristics and experience helps share out responsibilities well. The person assigned should understand and accept the job or role description; where a member also reports to a function of the originating organization, that person's role, responsibility, authority and reporting lines should be documented. Assignments to jobs or roles should be confirmed, then made known to all concerned, and people's overall performance in their assignments, effectiveness and efficiency included, monitored to check the assignments are right, followed by suitable action such as retraining or recognition. Where a staff change affects the customer or another stakeholder, it should be communicated to them before it takes effect when possible.
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