**4. Personnel coordinator**

This standard life cycle schema for the iterative development process is not entirely suitable for cases where optional developers involved perform some autonomous tasks. Each such task requires the organization of a special process, which we call a mini-cycle, nested in the main iteration of the project to complete the task. The mini-cycle is associated with the splitting of the main process into two branches, performed simultaneously: the continuation of the project and the identification of the task. Splitting can occur at any point in the life cycle of a project when key employees are aware of the need to solve an autonomous task and

In a mini-cycle (see diagram in **Figure 2**), key developers identify the task for outsourcing, and optional developers involved carry it out. It is clear that for the correct statement of the task, its analysis is necessary, and at the end of the mini-cycle, key developers should make a decision about future using of obtaining results. The latter includes a decision about when the splitting should end, that is, the definition of the latest point in the lifetime line of the iteration, when the results obtained remain useful for the project. The diagram indicates this point as *F*.

• The appearance of splitting occurs at point *A* of the lifetime line of the iteration. This is the

• The mini-cycle begins with an analysis of the identified need at point *B* of the lifetime line. Because of the analysis, the task is set for autonomous implementation, and its executor is determined. The team can appoint a developer from any of the groups identified above as the executor. It guides by the staffing situation of the project and other considerations in

moment when the key developers realize the need to perform a certain task.

Consider the performance of splitting and mini-cycle details as follows:

formulate it for an optional developer involved.

170 Management of Information Systems

**Figure 2.** Splitting of the life cycle.

The roles of executors of the project for the developed methodology remain the same as in the traditional schemes. The concretization of roles depends on the methodological scheme adopted by key developers. The same applies to the problem of compatibility of roles. The only change is the distribution of roles between performers, which should include third-party developers. Consequently, it is necessary to solve the task of staffing the project, considering it as a special *production function* that is constantly implemented during the development of the project. It is associated with the special role of the *personnel coordinator*. Usual methodologies do not consider this role specifically, because believe that the project manager is engaged in the team formation at the initial stages of the work.

The role of the personnel coordinator is not reduced to the functions of a human resources officer—a personnel department employee, usual for the traditional style of doing business in the organization in Russia. It does not come down to the work of a more habitual HR manager (Human Recourses Manager). The main difference of the new role is that it assumes the real project work (predominantly design) of the personnel coordinator, while the human resources officer deals only with technical issues of hiring and firing, and the HR manager in addition to them—training of personnel with soft skills and organization of necessary enterprise developers' attraction. The personnel coordinator performs only the last function of the HR manager, although with a slightly different content. We must emphasize that the HR manager plays the role of the administrative structure of the enterprise, which, although it affects the project activity, but indirectly, creates conditions for the work of the project teams by allocating resources to them. If we talk about unstable teams, for the most part, they are almost independent of any kind of administrative superstructure. Most often, such teams only rent premises and pay for the use of infrastructure on contractual terms. They do not form an administrative structure with a special personnel department as a rule.

The new functions of the personnel coordinator are as follows:


Depending on the scope of the assignment task (scope of work planned, time constraints, etc.), the personnel coordinator becomes either a project manager formed for an autonomous task or a responsible implementer of the task. Autonomy of a task is limited to planned control activities that are consistent with the main project.

The role of a personnel coordinator can be assigned to a manager or a dedicated employee, but more efficiently when it is distributed among key developers. The advantages associated with such a distribution are a wider coverage of candidates, which means that it is possible to attract employees on a competitive basis.
