Abstract
Many organizations have adopted agile values and principles in their products and services to provide increasing value to their customers. Although agile started with software development, it has been applicable and used in different industries and disciplines, including the space industry. This article presents the practical implications of teams transitioning to be agile teams using a general inductive analysis of 33 individuals from different NASA agile teams. The findings and recommendations are part of a larger effort performed as part of the development of a model for agile leadership. Some organizations may see agile as very risky and costly, and this article provides some guidance derived from the data to help support planning for agile transformation efforts.
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