**Acknowledgements**

*of tasks for the optional developers involved mitigates the risks of inefficient use of outsourcing by* 

This statement is necessary, but not a sufficient condition for the success of using outsourcing. If the team does not care about managing the implementation of external tasks, the effectiveness of third-party developers can significantly decrease. That is why we single out a special production function for the project, whose purpose is to monitor the performance of external works. This function is related to the role of the *personnel coordinator, whose definition we consider as the* 

The role of the personnel coordinator can be distributed between key or constantly working developers, but for each optional developer involved or for a group of such developers who are jointly performing a task, there should be a single supervisory coordinator. The area of responsibility of the coordinator includes communications with optional developers involved and the management of outsourced tasks. It represents to the team both the results and the progress of the tasks. If necessary, the coordinator organizes staff training for both optional developers

The successful development of any company depends not only on the maturity of the projects development processes but also on the attractiveness to potential developers. An important component of success is the formation of an inviting reputation: caring for employees, creating comfortable working conditions, providing opportunities for professional development, career prospects, and so on. This is very important for a company that, in conditions of instability, seeks to increase its maturity. Although the issues of reputation enhancement are beyond the scope of this chapter, we note that the ASD methodology, which we discussed earlier, is very productive in conditions of instability. *Three phases of the project: considering, cooperative, and learning, which involve all developers, create conditions for the active joining external* 

In this chapter, we presented methodological proposals for organizing the activities of programming teams that attract external performers for carrying out projects. A list of typical

• Implementing a new or adapting an existing toolkit with precisely defined functions re-

• Consulting services of various kinds: clarification of user requirements, analysis of the target market for the project products, recommendations on the instruments used, and so on.

• Optimization of the developed components, and/or adaptation to special equipment.

works for which such outsourcing can be useful is described as follows:

• Audit of project and organizational activities of the project team.

• Development of library facilities that meet the fixed conditions for their use.

*base of the proposed approach to increasing the maturity and reliability of the unstable team*.

*unstable teams*.

180 Management of Information Systems

involved and, possibly, other employees.

*employees with the team members*.

quired for the execution of a project.

**8. Conclusion**

This chapter presents the work that is supported by the grant RF RSF №. 14 11 00485 "Highperformance methods and technologies of electrophysical processes and devices modeling."
