The Washington DC Scrum User Group (DCSUG) welcomed Hisham Faour and Roy Schiling on Monday August 17th, 2020 to present on "Agile Transformation at the Carlyle Group"
Video and slides at kaizenko.com
ABSTRACT
Hisham and Roy share Carlyle’s 10 year Agile transformation journey from the early stages of adoption to the firm wide transformation. Join us to see what worked, what didn’t and the growing pains along from bottom up to top down, siloed to firm wide approaches, projects to products, and output to outcome.
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Agile Transofrmation at The Carlyle Group by Hisham Faour and Roy Schilling
1. 1
An Agile Journey
The Carlyle Group
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PollEv.com/roys027
2. 2
Global Alternative Asset Management
Who is The CarlyleGroup?
Corporate Private Equity
$80b in assets under
management
Global Credit
~50b in assets under
management
Investment Solutions
$48b in assets under
management
Real Assets
$40b in assets under
management
3. 3
From Doing to Being
Our Journey
2008 2009 2010 2011 2012 2014 2019 2020
Immature IT function
operating in silos;
most doing Waterfall
More interaction with
business, but still
“black box” approach
Agile stand ups with
Waterfall approach
CIO and IT
proclaim that
we are going to
do Agile!
“Agile IT projects are
successful threetimes
more often than non-
agile projects!”
New CIO and
technology
leadership changes
Let’s Be Agile!
Agile journey begins
with many false starts
and back sliding –
mostly doing agile
techniques on and off
2012: Bring in agile
coaches to jumpstart
project teams;
mostly doing agile
2014-2018:
Back-slide into old
habits of working;
hybrid mode emerges;
PMO established &
gates emerge
2019:
Recognition that we were never reaping
benefits of doing agile. Needed to do an
upheaval of entire organization to be agile
and realize value; groundwork to enlist sr.
leadership and foundation
Enterprise Agile
Transformation
formally
kickoffs off in
January 2020
4. 4
Practicesvs.Culture
PRACTICES& ARTIFACTS: What weseeand do
Standups, User Stories, Backlogs,
Sprints, Reviews, CI, TDD
Retrospectives
PRINCIPLES: Rules thatgovern howweactbasedon ourvalues
BusinessPartnership
StrategicAlignment
MinimumViableSolutions
Focus onValue
ProductsOver Projects
Capacity-BasedFunding
StableSelf-Organizing Teams
VALUES: Qualities or standards of behavior
SharedResponsibility& Accountability
Empowerment Driven
TeamOver Individual
RiskRecoveryOver RiskAvoidance
ContinuousImprovement
Cultureof Experimentation
Transparency& Openness
OutcomeOverOutput
ManyCompanies Stop Here
TrueChangeStarts Here!
5. 6
We adapt and change every single day
How We Got Here
Agile Refresher
Refresh knowledge of Agile practices
and behaviors to a group of IT leads and
business Product Owners
Commitment to Transform
Broader transformation starting to
take place; decision made to move to
an Agile transformation
Pilot Program
6. 7
Set Goals
Ensure that each focus area
established focus area goals aligned to
Carlyle’s annual Firm goals; direct
lineage to goals established
Establish Agile COE
PMO transformed to al lightweight
group focused on enabling agile,
change, and improvement
Agile pilot program stood up around key
Finance related effort. Success is widely
achieved and recognized
Restructure Business Domains
Shift organization to align around
core business priorities/focus
areas vs. IT platforms
Roadmapping
Pilot Program
7. 8
Implement Planning Cadence
Quarterly roadmap refresh sessions
planned; governance in place
Fail
Seniorleadership not involved
and are pushing back; roadmap
refresh meetings are quiet and
status updates
Senior business executives
participating in highly interactive road-
mapping workshops; setting the
direction for where they want to go
Jumpstart Teams
Align teams to key functional areas
away from IT platforms, and
familiarize them with new Agile
operating model and key principles
Improve Leadership Engagement
Roadmapping
8. 9
Improve Processes
Stand up Communities of Practice to
drive concept of continuous
improvement and ensure 2-way dialogue
taking place
Annual Budgeting
Embarking on key milestone; one that
should shift focus away from dollars
towards capacity and from silo’d priorities
to doing what’s best for the Firm
Enlist key influential leader into the
Agile model and formalize role
Measure Teams
Begin to measure predictability,
stability, and quality of teams
Improve Leadership Engagement
9. 10
Key Attributes of the Transformation
KeyChanges
01 02 03 04 05 06
Start with
Goals
GOALS
Budget by
Team
Stable,Cross-
functional,Self-
organizingTeams
Value not
Projects
What not to
Workon
Involve
Leadership
TEAMS PRIORITIZE
VALUE LEADERSHIPBUDGET
10. 11
How to Make#NoProjects Work
BuildStable Teams
Stableteams meansstablecostandpredictableoutput.
Budget = Capacity not Work
Budgetpays for people,costof work isderivedfromcostof teamand velocity.
It’s about What Not toWork On
Decidewhatyou mustdo now,based on thecapacity yourhave. Everything
elsegets deferred or cancelled.
Annual Budget is a Delta
Determineif theorganization needsmore,lessorsamecapacity.
11. 13
• Reduced dependencies
• Reduced escalations
• Reduced lead times
• Business involvement/ownership
• Transparency
• Working on more of right stuff
• Senior leaders allowing and having fun
What Worked
• Change is Hard!
• Don’t take things personally
• Agile Fatigue
• Involve your CFO
• It’s OK to be prescriptive - for a while
• Big change and little change
• Leadership support is critical
• Some teams need to fail
What We Learned
• People avoiding conflict
• Difficulty lettinggo of budgets
• Inexperienced Scrum Masters
• Discomfort with fuzzy numbers
• Resistance to being measured
Not So Much
Retrospective
• Involve the CFO earlier
• Scrum Masters under CoE
What We Would Do Differently
12. 14
Not done yet
Carlyle’sNext Steps
Kaizen Culture
It’s not about Agile, it’s about getting better
• Get out of the way
• Let the teams lead the change
• Facilitate and guide
• Quality & DevOps
• Automation and improved deployment speed
• Value driven quality automation
• Move to quality as a culture rather than a practice
• Break the contractor/outsource model
• Reduce dependence on outsource team members
• Business optimization & transformation
• Move further away from IT and improve the business (e.g.,
pilots in HR, Finance, front-office, etc.)
• Rebrand transformation
• Improve prioritization schemes
• Make work smaller and leaner
• Move from three month increments to one month
• Less PowerPoint and meetings
• Keep getting better
• Learn and adapt; accept the reality that some things will
work, and some things will need to be changed or eliminated
13. 15
01
02
03
04
Plan
Do
Act
Check
• Do what makes sense for your context
• Big change and little change
• Be prescriptive when needed
• Involve leadership
• Expect failures; learn and adapt
• Focus on behaviors
• Get out of the way
Agile is not a Goal
Find what works for you!
This is working for Carlyle; your results
may vary.
14. 16
WHAT WHY WHERE WHEN WHO HOW
Any Questions?
Hisham Faour
The Carlyle Group, LLC
hisham.faour@carlyle.com
Roy Schilling
Only Agile, LLC
rschilling@onlyagile.comThank You!!!
15. To learn more about Agile Training, Coaching and Mentoring, please contact:
Coleen Loewen
Executive Vice President, Global Solutions
212-515-5110
coleen.loewen@iil.com
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