**6. Illustration of the proposed approach**

In this section, we provide information about the company NetGon, whose activities served as the basis for the formation of the proposed approach to the organization of management of software projects in the conditions of personnel instability. This company specializes in the development of web applications and support tools. Information for the company's work directions, as well as on implemented projects can be found on the company's website http://netgon.ru/.

NetGon emerged as a typical IT start-up. Its creator had the idea to implement a system that could support the rapid development of small applications based on pre-prepared frameworks, templates, and technological toolkit. He managed to find a group of three like-minded people who became key developers of the gradually formed team. Currently, the company employs 15 constantly working developers and approximately 30 optional developers involved. Key developers keep a record of specialists involved in one-off works. Creator NetGon is the manager of the company.

The methodology of project activities in the company evolved spontaneously and based on the experience of previous work. This is usually for beginners. The team realized the need for an appropriate methodology when there was a feeling of a loss of control. In response to this, the team introduces the rules for working with the repository of the basic components. Then, it began to use the *evaluation cards of the employees* involved. These cards maintain information about the strengths and weaknesses of employees, their competence, prospects, and so on. Key developers consider and use the permanently updated database of such cards as a tool to mitigate the staff instability of the team. Optional developers involved, who performed one-time tasks well, receive the status of constantly working developers, and the status of those who did not quite cope with the tasks is reduced perhaps to the level of an undesirable candidate.

At the same time, key employees analyzed different project management methodologies and their tools. As a result, key developers identified the approach of the ASD, which turned out to be conceptually close to the style of work of the company. The provisions of this approach, associated with the development of their own methodology for project implementation, attitude to errors, and the requirement of adaptability to rapidly changing working conditions have become the basis for improving the implementation processes of both custom and initiative projects.

Communications of this stage do not differ from the discussion at the stage of primary quality assessment with the only difference that all key developers are involved in them.

The stage corresponds to the completion of the "Evaluation" phase of the life cycle, during which a conclusion is made about the attestation of the results obtained, that is, about the

• *Final quality review and release transfer to the customer*. The content of the activity of the stage consists of determining the level of success of the work in general and the organization of

Communication of learning phase is a discussion of the success of the implementation of all three phases of the project with the aim of adjusting the future activities of the team and evaluation criteria, taking into account the experience gained, as well as interaction with

In this section, we provide information about the company NetGon, whose activities served as the basis for the formation of the proposed approach to the organization of management of software projects in the conditions of personnel instability. This company specializes in the development of web applications and support tools. Information for the company's work directions, as well as on implemented projects can be found on the company's website http://netgon.ru/.

NetGon emerged as a typical IT start-up. Its creator had the idea to implement a system that could support the rapid development of small applications based on pre-prepared frameworks, templates, and technological toolkit. He managed to find a group of three like-minded people who became key developers of the gradually formed team. Currently, the company employs 15 constantly working developers and approximately 30 optional developers involved. Key developers keep a record

The methodology of project activities in the company evolved spontaneously and based on the experience of previous work. This is usually for beginners. The team realized the need for an appropriate methodology when there was a feeling of a loss of control. In response to this, the team introduces the rules for working with the repository of the basic components. Then, it began to use the *evaluation cards of the employees* involved. These cards maintain information about the strengths and weaknesses of employees, their competence, prospects, and so on. Key developers consider and use the permanently updated database of such cards as a tool to mitigate the staff instability of the team. Optional developers involved, who performed one-time tasks well, receive the status of constantly working developers, and the status of those who did not quite cope with the tasks is reduced perhaps to the level of an undesirable candidate.

of specialists involved in one-off works. Creator NetGon is the manager of the company.

expediency of the transition to the offer for release.

users and with the customer, regulated by them.

**6. Illustration of the proposed approach**

○ integration of the results obtained as products for users;

○ evaluation of product quality from the point of view of users;

○ organization of works on support and maintenance (new design tasks).

activities that ensure:

176 Management of Information Systems

On this basis, the company distributes the work among the developers, monitors the performance of tasks fulfillment, controls the quality of work results, and builds relationships between employees. Very attractive especially for hired employees are the so-called training sessions, on which the developers share their experience in implementing projects, inform the participants of impressions about the materials they read, and so on. These regular and episodic classes use remote communication tools.

As noted earlier, with respect to optional developers involved, the listed activities are the content of the production function that determines the role of the personnel coordinator. This role is shared between key employees who are assigned to track optional developers who are involved in work related to the tasks assigned to them. Designated employees, not optional developers, are responsible for the task execution process. They represent this process for the team.

These and many other organizational and technical measures allowed the company to improve its efficiency significantly. For instance, if in the initial period of the company's work the time spent on creating the project was from a week to a month, then after the adaptation of the ASD approach, it stabilized for most projects within a week. Initially, the company consisted only of key and optional developers. The group of constantly working developers was gradually formed. It grew by increasing the number of optional developers involved and identifying among them the most reliable and interested employees. This group stabilized when the company began to organize training sessions.

It is worth noting that the NetGon team has a need to disseminate the accumulated knowledge and experience gained in real projects. This is a direct consequence of the orientation toward the ASD approach to the organization of project activities, which involves the learning of employees. As a result, the company offers for the market a number of special products, the content of which is directed to training on web-programming techniques. Today, it is too early to talk about the real demand for these products. Nevertheless, the initiative itself deserves attention.
