Agile Agnostic Value Delivery: Optimising desired outcomes while mitigating Agile Scepticism.

Paul Anumudu is a Senior Agile Coach and Product delivery expert whose work experience has been mainly focused on large and complex Digital Transformation programmes. He has worked for some of the biggest departments in the British Central Government, One of the largest retail and e-Commerce Groups in the UK and currently works for a large Digital organisation. His main strengths are improving workflow through a combination of professional scrum with Kanban, Design Thinking, CI CD, XP, DevOps and the scaling of agile on an Enterprise level through the Scaled Agile Framework (SAFe).

Due to his background (PhD) in Transculturation and International Diplomacy, he has successfully assisted organisations in transitioning to agile ways of working, bringing multiple teams spread across the globe together to build innovative products.

Believing that people – Product Teams, Stakeholders, Users, Customers- are at the heart of a successful product, he is passionate about the creative spark that occurs when people come together with the right agile mindset to create, innovate and succeed.

TOPIC: Agile Agnostic Value Delivery: Optimising desired outcomes while mitigating Agile Scepticism


Agile is Dead” has become the dominating phrase in the Software delivery community. In recent times, criticising all things Agile has almost become trendy for developers, software/platform Engineers and other IT professionals. The labelling of agile as “uffy” is something that is slowly gaining popularity.

It springs from a technological ecosystem that deems the actual doing, i.e. building, testing and deploying code as more important. As a result, the idea of agile methods, tools, processes, and concepts such as ‘sprints’, ‘re nement’, ‘planning’, ‘retrospectives’ or other agile events, should take a back seat, because techies have bigger sh to fry and no time for Agile uffy bunnies.

This paper will explore the various ways in which Agile professionals, Senior Leadership Teams, or Lean Agile Centres of excellence in organisations can tackle the challenges to effective ways of working posed by the Agile scepticism trend. Through case studies it demonstrates that by focusing on the pillars of empiricism: Transparency, Inspection, Adaptation, we can improve the end-to-end product delivery process, improving ways of working for developers, software and DevOps engineers. It is an echo of the fundamental principles of agile that quells all the noises and distractions by placing the user at the forefront of all we do. While some call it agile agnosticism, in simple terms it can be described as doing agile without talking agile. Focusing on optimising product delivery processes while avoiding agile jargons, emphasis on certi cations, titles and its associated workplace politics.




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