In 2012, the IT department at The Carlyle Group (TCG) decided to embrace Agile after a number of false starts. TCG and DCG Software Value decided on an immersive approach to implementing Agile, rather than a "train them and they will come" approach. The presentation provides context for how Agile was embraced at TCG and where the company stands today. These "lessons learned" can be leveraged by any organization.

1. New Beginnings: Agile in
the Equity Capital Industry
Tom Cagley
t.cagley@davidconsultinggroup.com
Measure. Optimize. Deliver.
Phone +1.610.644.2856

2. Presenters
Michael Allison
Co-CIO
The Carlyle Group
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Tom Cagley
Vice President of Consulting
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3. The Carlyle Group
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4. David Consulting Group
Measure. Optimize.
Deliver.
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5. Challenge: Create High-Impact IT Organization
Accountability
Client Engagement
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Delivery Speed
Staff Development
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6. Barriers to Successful Project Delivery
Projects take too long to
be delivered
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Projects cost too much
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Projects do not deliver
what is needed

7. Options: Many Possible Paths To Value
• Stay the course
• DIY Agile: Leverage
“semi-Agile”
methodologies that
have developed inhouse over time
• Agile / Lean all in:
Build a framework for
all project teams;
senior leaders must be
committed
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8. JumpStart: Build Capability FAST
Capability Building:
• Overview of Agile
methods
• Hybridize Agile
• Metrics and reporting
• Scaling Agile (if
needed)
• Problems with Agile
• Iteration zero / preproject team building
• Aggressive coaching
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9. Coaching: Lead, Then Get Out Of The Way
Aggressive Coaching
Transition Zone
Begins
Coach-as-leader
transitions to ScrumMaster-as-leader
Attributes of Coach and
Scrum Master:
• Aggressive facilitator
• Leader
• High-touch people
person
• 110% self starter
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DCG Jump Start
Coach
Relative Levels
of Effort
Scrum
Master
Product
Owner
Iteration 0 Iteration 1 Iteration 2
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11. Building Buy-In for Going Agile
• Combination of Training and Communications
– Agile Road Show
• Provide a 20 minute overview of Agile for each area of the
business, co-delivered by IT and a local product owner
• Include pictures of Carlyle team members using Agile
– Product Owner Training
• Product Owners are the initial point of business contact with
Agile teams and are core team members (and the least
trained)
– Internal Agile Conference
• An internal Agile conference would highlight the amazing
practices being honed at Carlyle
• These should be taped and used to supplement Scrum Master
training and for internal awareness building
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12. Initial Agile Review: Learning and Feedback
• When our operational silos are removed, we can operate more quickly.
• Roles have become less important and more focus has been placed on
the work to be done, who can perform that work, and if that work meets
the needs of the customer.
• Daily involvement with our Product Owner provides muchneeded, valuable feedback.
• Product Owner has been able to gain insight and understanding of
what goes into delivering quality solutions.
• There is an ability to grow and expand on skill sets when you are not
boxed in to a specific role.
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13. Agile Community of Practice
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14. Ongoing Assessment and Coaching
Quarterly Reviews:
• Observation
• Discussion
• Feedback
• Coaching
• Teaching
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15. Punchline …
• Management
involvement and
support matters.
• Product Owners are
crucial.
• Train everyone
(PowerPoint
presentations do not
count).
• The process will evolve
(there is no such thing
as a standard process).
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16. Contact Us
Email: t.cagley@davidconsultinggroup.com
Phone: 1-610-644-2856, ext 21
http://www.davidconsultinggroup.com
@DavidConsultGrp
/DavidConsultGrp
/company/David-Consulting-Group
Measure. Optimize. Deliver.
Phone +1.610.644.2856
©2013 David Consulting Group
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