Read the Case "Power Train, Ltd$."$ at the end of Chapter $8$ and respond to the following questions:

We have smashing systems for reporting, tracking, and controlling costs on design projects. Our planning of projects is better than any I have seen at other companies. Our scheduling seemed to serve us well when we were small and we had only a few projects. Now that we have many more projects and schedule using multiproject software, there are too many occasions when the right people are not assigned to the projects deemed important to our success. This situation is costing us big money, headaches, and stress!

$($Rest of case not shown due to length.$)$

$1.$ Potential expansion into the truck power train business is not feasible until the confusion in project scheduling is solved or reduced significantly. Jones is ready to tackle this problem, but he is not sure where to start. What criteria should he consider? What should be the sequence for selecting and assigning people to projects?