Not unlike when you post a job in a newspaper or on the Internet, you'll need to provide a job description to team members, particularly for complex tasks. In this case, you'll have to be more specific about the actual tasks and responsibilities of the particular job. It always helps to put it down on paper, whether formally or informally. List what you want the team member to do. The degree of detail will depend on the job and the person expected to perform it, but it's always advantageous to lean toward the side of caution by being more specific. You can always lead in with, “I'm sure you already know most of this, but….”

Writing down important details sets clear expectations. On an important or large-scale project, whether it's personal or professional, make sure you have the work agreement in writing. An informal project or a family project can have an informal contract, which simply brings everyone together on the project.

The formality of the agreement should match the significance (not the scope) of the project. A small project (in scope) that may take only a few hours could be critical to your business or your personal investment, and your expectations need to be clearly communicated. The agreement:

• Helps you find the precise abilities you're looking for

• Ensures that you will remember all the tasks to explain to each team member

• Provides stakeholders with a document detailing what is expected of each team member

• Assists in settling disputes about what work did or did not need to be done

Job descriptions may be part of your work breakdown. For example, if the work breakdown requires computer use, you might note that you need someone proficient in a particular program.

There are various ways to structure your list of team members and tasks. Often, it's best to start by listing the tasks, then fill in the team members along with their skills. Keep in mind that as you start working with your team, you may need to reassign tasks and responsibilities, so either use a pencil as you change your records or create new computer files as your plans are modified.

Following is an example of what your list might look like if your project involved developing a Web site for a home-based business:

TASKS

After filling in your first list, you might discover that Steven F. has a better technical background and has worked more closely with Web architecture than Mike J., so you might move Steven F. to Web Architect, and Mike J. to Layout and Design.

Before filling in the personnel for the specific tasks, you might fill out a skills chart like the one that follows. In this chart, the candidates are rated by their proficiency in the assigned area based on their backgrounds. Next to each person's name is a number. In some cases, the number is in parentheses, which indicates that the person does not have experience, but has trained in that area by taking classes or a special training program. Sometimes, you'll find someone fresh out of school who has taken top-level courses and displays the necessary knowledge to perform the task. You will have to assess the training program as well as talk to the individual to help determine his or her ability to apply the skills to your project. Often, it will be necessary to check with other people and outside sources to evaluate someone's background and knowledge. You may, for example, look on the Internet to find out whether a degree from the John Doe Computer Design Institute is worthwhile or if it is a fly-by-night operation.

skills chart

The ratings are based on a 1–5 scale, with 5 being excellent and 1 being poor. A dash (—)indicates that the person does not work in that area.

TASKS

What can you tell from this chart? Mark's experience shows that he clearly excels in the technical areas necessary, but Gladys has enough courses or training under her belt to be of some assistance. Karen or Mark could handle layout and design equally well, but since Mark is needed for the technical end (his top strength), Karen will take on the role of layout and site design. She has a good background in the area, but is not an expert. Gladys clearly has the most proficient writing background, but Karen has done some content writing and editing, and can fill in if necessary. Fred is a crackerjack salesperson, but lacks the other qualifications necessary for this particular project.

A skills chart should tell you who does what, how proficient they are at particular tasks, and, in some cases, how much background they have. For example, you might list college or postgraduate degrees next to the names. You can also learn who might be a good candidate for training in a particular area. Consider adding a column for noting what type of supervisory experience someone has in the event that you need to have supervisors.