ABSTRACT
Large organizations increasingly were able to buy software packages but found that installing and getting their people to productively use the new technology could be as difficult and dangerous as the software creation process. It was, and is, the unfortunate and long-resisted truth that the best business analog for large-scale software development is not a manufacturing model; it is a new product development model. In contrast, new product development processes focus on developing great people, constructing an environment where they can effectively collaborate and apply expertise, and establishing events or milestones at which progress can be evaluated and necessary adjustments made. This chapter explains the first element: team and cultural leadership. An agile development team can, indeed must, have multiple Facilitative Leaders, especially in the critical development, testing, deployment, user experience, and program management functions. Large-scale software development and implementation is a new kind of human endeavor.
