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Agile

Agile refers to a family of methodologies and principles that promote iterative development, flexibility, collaboration, and adaptability to change, applied across various domains including , , military operations, business, and other fields. In and , it is an iterative and incremental approach that emphasizes collaboration, customer feedback, and adaptability over rigid planning and comprehensive documentation. It originated as a response to traditional "" methodologies, focusing on delivering functional software in short cycles to meet evolving user needs. The framework is defined by the Agile Manifesto, a foundational document that prioritizes individuals and interactions, working software, customer collaboration, and responsiveness to change. The Agile Manifesto was drafted in February 2001 during a three-day workshop at The Lodge at Snowbird ski resort in , attended by 17 proponents of lightweight software development methods, including figures such as , Martin Fowler, and . These participants represented diverse methodologies like , , and (DSDM), seeking common ground to counter the inefficiencies of heavyweight, process-driven approaches prevalent in the late . The resulting manifesto, signed by all attendees, established the Agile Alliance and has since served as the cornerstone for agile practices worldwide. At its core, Agile is guided by four values: individuals and interactions over processes and tools, working software over comprehensive documentation, customer over contract negotiation, and responding to change over following a plan. These values underpin twelve principles that promote practices such as satisfying customers through early and , welcoming changing requirements, frequent delivery of working software, daily cooperation between business stakeholders and developers, building projects around motivated individuals, face-to-face communication, progress measured by working software, pace, technical excellence, in work, self-organizing teams, and regular reflection for improvement. Frameworks like and operationalize these principles, enabling teams to manage complexity through sprints, backlogs, and retrospectives. Since 2001, Agile has profoundly influenced by shifting focus from fixed scopes to value delivery, quality, and iterative progress, particularly in environments with high uncertainty and rapid requirements changes. Its principles have been adapted beyond software to and for faster acquisition and operations, as well as to business and organizational contexts for enhanced adaptability, though full implementation remains challenging due to cultural and organizational barriers. The methodology's emphasis on facilitation, end-user involvement, and has accelerated innovation, with certifications like PMI-ACP standardizing its application in .

Agile in Project Management and Software Development

Definition and Core Principles

Agile is a and iterative approach to and that emphasizes flexibility, , customer feedback, and adaptive over rigid, predictive processes. It promotes delivering value incrementally through short cycles, enabling teams to respond effectively to evolving requirements and uncertainties. The foundational document for Agile is the Manifesto for Agile Software Development, created in 2001 by a group of 17 software practitioners including , , Martin Fowler, and . This manifesto articulates four core values that guide Agile practices: individuals and interactions over processes and tools; working software over comprehensive documentation; customer collaboration over contract negotiation; and responding to change over following a plan. These values prioritize human elements, tangible outcomes, partnership, and adaptability while acknowledging the utility of traditional approaches. Building on these values, the manifesto outlines twelve principles that underpin Agile methods. These include: our highest priority is to satisfy the through early and of valuable software; welcome changing requirements, even late in development, to harness change for the 's ; deliver working software frequently, from a couple of weeks to a couple of months, with a preference for shorter timescales; business people and developers must work together daily throughout the project; build projects around motivated individuals, providing the environment and support they need and trusting them to get the job done; the most efficient and effective method of conveying information to and within a development team is face-to-face conversation; working software is the primary measure of progress; Agile processes promote , enabling sponsors, developers, and users to maintain a constant pace indefinitely; continuous attention to technical excellence and good design enhances ; —the art of maximizing the amount of work not done—is essential; the best architectures, requirements, and designs emerge from self-organizing teams; and at regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Key concepts in Agile include iterative development, where work progresses in repeatable cycles to produce functional increments; time-boxed periods known as sprints, typically lasting two to four weeks, to focus efforts and deliver usable results; and , which relies on to make information visible, to regularly progress and artifacts, and adaptation to adjust based on feedback and observations. These elements foster continuous improvement and empirical decision-making over assumption-based planning. Agile evolved from earlier methodologies such as .

Historical Development

The roots of Agile methodologies trace back to mid-20th-century software development practices that emphasized iteration and incrementality over rigid, linear processes. In the 1950s, early projects like NASA's X-15 hypersonic jet and Project Mercury employed iterative and incremental development (IID), featuring short cycles such as half-day iterations and test-first approaches to manage complexity in high-stakes environments. By the 1960s, IID gained further traction, with reports from IBM advocating iterative enhancements to address evolving requirements, and NASA's space efforts continuing this pattern through multiple cycles. The U.S. Department of Defense (DoD) formalized IID support in standards like DoD-Std-2167A in 1988, allowing iterative approaches in place of strict waterfall models for projects such as the Trident submarine system, which used four six-month iterations starting in 1972. During the 1970s and 1980s, precursors like Evolutionary Project Management (Evo) emerged, introduced by Tom Gilb in 1976 as a method for delivering small, measurable increments to evolve systems based on quantified value, influencing later adaptive practices. In the 1980s, (RAD) was conceptualized, with James Martin's 1991 book formalizing time-boxed prototyping and user involvement to accelerate software delivery amid growing demands for responsiveness. Barry Boehm's in 1986 further advanced risk-driven iterations, drawing from experiences. The 1990s , marked by widespread project failures under the —including high costs, delays, and unmet needs—prompted a shift toward flexible methods, with influences from and the (TPS) emphasizing waste reduction and continuous improvement. These TPS principles, adapted to software by Mary and Tom Poppendieck in their 2003 work, had begun informing 1990s practices through efficiency-focused adaptations. Agile coalesced in the early 2000s through key innovations from prominent figures. Kent Beck popularized Extreme Programming (XP) in 1996, advocating pair programming and test-driven development for frequent releases. Independently, Jeff Sutherland and Ken Schwaber developed Scrum in 1993 at Easel Corporation, formalizing it in 1995 as a framework for empirical process control via sprints and roles. These efforts culminated at the Snowbird meeting in February 2001, where 17 practitioners—including Beck, Sutherland, Schwaber, Alistair Cockburn, and Martin Fowler—drafted the Agile Manifesto, uniting lightweight methods like XP, Scrum, DSDM, and Crystal under shared values of individuals, working software, customer collaboration, and response to change. This gathering, organized following an earlier XP-focused event by Beck, led to the formation of the Agile Alliance to promote these principles. Post-Manifesto adoption surged in the , with the inaugural State of Agile report in 2006 by VersionOne surveying over 700 respondents and revealing 86% reported improved project outcomes from Agile, signaling early momentum in software organizations. By the late , usage expanded beyond small teams, with reports showing steady growth in success rates exceeding 90% for many practitioners. Key milestones in the included the integration of Agile with , which emerged around 2007-2008 to bridge development and operations through and collaboration, accelerating delivery pipelines via practices like during the decade's cloud and boom. In 2011, Dean Leffingwell introduced the (), providing a structured approach to apply Agile at enterprise scale, incorporating Lean-Agile principles for large organizations and evolving through multiple versions. By 2025, Agile's evolution continued with hybrid models and broader industry penetration, as evidenced by the 18th State of Agile report highlighting sustained benefits like enhanced collaboration in over 50% of adopting firms.

Key Frameworks and Practices

Agile principles are operationalized through various frameworks that provide structured practices for team collaboration, iterative development, and continuous improvement in software projects. These frameworks adapt the core values of the by emphasizing roles, events, artifacts, and workflows tailored to different team sizes and project needs. Prominent examples include , , and (XP), each offering distinct tools to enhance transparency, adaptability, and delivery speed. Scrum is an iterative framework that structures work into fixed-length sprints, typically lasting 2-4 weeks, to deliver potentially shippable increments of product functionality. It defines three key roles: the Product Owner, who maximizes product value by managing the and defining the Product Goal; the Scrum Master, who facilitates the process, coaches the team, and removes impediments; and the Developers, who create the Increment and adapt the plan daily. Scrum events include Sprint Planning, where the team collaborates to define the Sprint Goal and select backlog items; the Daily Scrum, a 15-minute daily meeting for developers to synchronize and inspect ; the Sprint Review, where stakeholders inspect the Increment and adapt the ; and the Sprint Retrospective, focused on improving team processes. Core artifacts are the , an ordered list of all needed work; the Sprint Backlog, comprising the Sprint Goal and selected items with a delivery plan; and the Increment, a usable product meeting the Definition of Done. These elements ensure empirical process control through inspection and adaptation. Kanban emphasizes visualizing and managing workflow to optimize flow efficiency without fixed iterations, originating from Toyota's just-in-time production system developed in the mid-20th century to reduce waste by signaling needs via cards. In , popularized by David J. Anderson in 2007, it uses a to represent workflow stages, such as "To Do," "In Progress," and "Done." Key practices include limiting work-in-progress (WIP) to prevent overload and bottlenecks, managing flow by analyzing cycle times and throughput, making workflow policies explicit for team alignment, and implementing feedback loops like regular replenishment meetings for continuous improvement. This approach supports evolutionary change by starting with existing processes and incrementally applying constraints to reveal and address inefficiencies. Extreme Programming (XP), developed by in the late 1990s, focuses on engineering practices to deliver high-quality software through frequent and . Core practices include , where two developers collaborate at one workstation to enhance code quality and knowledge sharing; (TDD), writing automated tests before implementation to ensure reliability; , frequently merging and testing code changes to detect issues early; and refactoring, restructuring code without altering behavior to maintain . Additional practices encompass user stories for capturing requirements as concise, customer-centric descriptions; the planning game for collaborative release and iteration planning; and small releases to provide rapid value. XP's values—communication, , , , and —guide these practices to foster team responsiveness. Other notable frameworks include , which adapts manufacturing lean principles to software by emphasizing seven principles: eliminate waste (e.g., unnecessary features), amplify learning through feedback, decide as late as possible to manage uncertainty, , empower the team for , build in via testing and refactoring, and see the whole for optimization. (FDD), introduced by Jeff De Luca in 1997, is an iterative process centered on client-valued features, involving domain modeling, building a feature list, planning by feature, designing by , and building by feature in short cycles. (DAD), co-created by Scott Ambler and Mark Lines in 2012, provides a hybrid toolkit for full lifecycle agility, incorporating elements from , XP, and Lean to support scaling and in enterprise contexts. Across these frameworks, common practices reinforce Agile's emphasis on and , such as writing user stories to express requirements in simple, testable terms; measuring to gauge team capacity and predict delivery; and conducting retrospectives to reflect on processes and implement enhancements. These shared elements promote a culture of and adaptability in team workflows.

Adoption, Benefits, and Challenges

Agile methodologies have seen widespread across organizations, with 71% of companies incorporating Agile practices into their processes as of October 2025. This represents a continuation of growth from previous years, driven by the methodology's flexibility in dynamic environments. is particularly high in , where up to 86% of teams utilize Agile approaches, while expansion continues into non-technical areas such as (28%) and , reflecting a broader organizational shift toward iterative practices. and & (R&D) teams show the fastest growth, comprising 48% of Agile practitioners, a 16% increase from prior reports. The benefits of Agile adoption are well-documented, particularly in accelerating time-to-market, where transformations can reduce delivery timelines by at least 40%. Organizations often report significant productivity gains, with improvements of 20-60% in through better alignment and processes. Customer satisfaction rises due to continuous loops and adaptive delivery, leading to products better aligned with user needs. Additionally, Agile fosters improved morale via collaborative environments and empowers better through iterative cycles that allow early detection and mitigation of issues. Despite these advantages, Agile implementation faces notable challenges. Resistance to cultural change remains a primary barrier, as traditional hierarchical structures clash with Agile's emphasis on and . Scaling Agile in large organizations often leads to coordination complexities, with frameworks like helping but not eliminating issues around distributed teams and consistency. "Agile fatigue" emerges from superficial or poorly executed adoptions, resulting in and disillusionment among practitioners. Measurement difficulties further complicate success evaluation, as teams grapple with vanity metrics (e.g., velocity scores) that fail to reflect delivery, with 52% of organizations struggling to track business outcomes effectively. Recent developments from 2024 to 2025 highlight Agile's evolution to address modern demands, including the 18th State of Agile Report (2025) noting that adoption in Agile has reached 84%, enabling and autonomous systems to enhance delivery. Integration of and enables in sprints, automating backlog prioritization and risk forecasting to enhance . NoEstimates approaches gain traction, reducing planning overhead by focusing on outcomes rather than upfront effort predictions, while smaller, more frequent releases support in fast-paced markets. Remote-first frameworks adapt Agile for workforces, incorporating tools for virtual collaboration and asynchronous retrospectives. Agile merges empathetic user-centered processes with iterative development, and cloud-enabled facilitates seamless adjustments for distributed teams. Overall, there's growing emphasis on Agile-Waterfall models to predictability with flexibility in regulated industries.

Agile in Military and Defense

Conceptual Foundations

In military contexts, refers to the capability of forces to rapidly adapt to evolving threats, incorporate , and conduct missions with enhanced flexibility and responsiveness. This concept emphasizes operational agility as a strategic imperative, enabling commanders to outpace adversaries in dynamic environments. Its theoretical foundations trace back to theories, particularly Colonel John Boyd's —Observe, Orient, Decide, Act—which posits that success in conflict depends on cycling through these stages faster than the opponent to disrupt their decision-making process. Central to military Agile are the intertwined concepts of resiliency, dispersion, and integration, which collectively foster adaptive structures over rigid ones. Resiliency ensures sustained operations amid disruptions, distributes forces to reduce vulnerability to concentrated attacks, and synchronizes joint capabilities for seamless execution. These principles stand in stark contrast to traditional hierarchical command structures, which prioritize centralized control and can hinder rapid response in complex, uncertain battlespaces. Military Agile draws influences from civilian Agile methodologies in , adapting elements like iterative planning, cross-functional teams, and continuous feedback loops to enhance doctrinal flexibility. For instance, U.S. joint incorporates these ideas to promote adaptive operations, as seen in the emphasis on agile planning processes within Joint Publication 3-0, Joint Operations, which advocates for iterative assessment and adjustment to align forces with mission objectives. Early theoretical developments in military Agile emerged in the through U.S. Army experiments with agile , which sought to create responsive supply chains capable of supporting distributed forces in operations by leveraging velocity-based and total asset visibility. Similarly, the U.S. Air Force introduced the Agile Combat Support (ACS) framework, designed to provide scalable, expeditionary sustainment that integrates with combat operations for rapid deployment and adaptability in austere environments.

Historical Applications

During the era, U.S. in the 1991 exemplified early agile practices through rapid deployment and efficient supply methods, serving as a precursor to later lean-inspired systems. The (DLA) enabled swift mobilization by deploying personnel within and accelerating production, such as cutting the delivery time in half for 501,000 pairs of desert boots, including 274,000 interim pairs by the end of February 1991, and issuing immediate contracts for essential items like sandbags. These efforts supported a massive buildup of 2.3 million short tons of equipment in six months, utilizing pre-positioned ships and commercial contracts for fast , which delivered critical supplies in 10-15 days. Although not fully just-in-time, this velocity-focused approach reduced order-to-receipt times and integrated commercial efficiencies, influencing post-war shifts toward distribution-based . In the 1970s, Colonel John Boyd's theories emphasized speed over perfection in development, directly shaping the through his Energy-Maneuverability theory and concept. Boyd advocated for agile design processes that prioritized rapid iteration and adaptability, enabling the to produce a highly maneuverable capable of outpacing adversaries in decision cycles. This philosophy, rooted in disrupting enemy orientation via faster observe-orient-decide-act cycles, influenced the F-16's emphasis on agility and quick tactical responses rather than exhaustive perfection. The 1990s and 2000s saw the U.S. Army's Force XXI initiatives integrate with rapid iteration in training and acquisition to enhance operational agility. Launched as part of digitization efforts, Force XXI focused on information superiority through networked systems like Force XXI Battle Command Brigade-and-Below (FBCB2), enabling shared and self-synchronization among units. Training incorporated iterative simulations and Socratic methods for continuous improvement, while acquisition processes pulled advanced technologies for adaptive battlefield use, shifting from platform-centric to distributed, agile operations. These reforms supported Joint Vision 2020 goals, fostering flexible command structures for . Post-9/11 operations in and highlighted agile applications through adaptive tactics and ' use of for decentralized decision-making. In , U.S. forces employed mission orders and mutual trust to enable subordinate initiative, as seen in the 2007 Surge where units like Company B, 3rd , 509th conducted aggressive to pacify areas amid dynamic threats. Joint Task Force- fostered shared understanding via co-located planning, enhancing unity in efforts against evolving insurgent networks. In , missions like the 2009 Ganjgal Battle demonstrated agility when Captain led evacuations under fire despite denied support, relying on soldier initiative and Afghan partnerships. operations in Panjwai District balanced prudent risk for surprise assaults, capturing key targets without casualties through rapid adaptation. The Army's embrace of during this decade institutionalized decentralized execution, prioritizing trust and shared purpose over rigid control. Key events underscored these historical applications, including the , which demonstrated agile maneuver through decentralized advances over 1,100 kilometers. The , under Major General , used mission-type orders for regimental commanders to adapt routes and objectives en route to , leveraging tactical air and armored thrusts to overwhelm Iraqi defenses with minimal casualties. Similarly, established its Response Force in 2002 at the Prague Summit to enable quick deployment for crises, comprising multinational elements including a reinforced of 2,500-3,000 troops, rotary-wing assets for rapid mobility and , and overall forces of up to 40,000 personnel deployable within 72 hours to address out-of-area threats. This force emphasized network-centric capabilities for real-time data and coalition warfighting. Lessons from these applications reinforced an emphasis on speed over perfection, as Boyd's provided a foundational framework for outpacing adversaries through iterative adaptation, evident across logistics to post-9/11 maneuvers. This evolution highlighted the value of decentralized command and rapid response in complex environments, informing subsequent doctrines.

Contemporary Implementations and Policies

In 2024, the U.S. Army issued Directive 2024-02, which institutionalizes modern and acquisition practices across the service to accelerate the delivery of capabilities and align with commercial industry standards. This policy emphasizes iterative development, , and streamlined processes to reduce timelines from years to months in software-intensive programs. The U.S. formalized (ACE) in its 2022 doctrine publication, which outlines a maneuver-based approach for dispersed operations to enhance force survivability by minimizing reliance on large, vulnerable bases. promotes agile basing, hub-and-spoke logistics, and adaptive command structures to enable rapid repositioning in contested environments. In 2024, the conducted interoperability exercises with allied forces, such as those under frameworks, to test integration and refine multinational agile operations. Launched in 2025, the U.S. Army's Transformation Initiative (ATI) incorporates an mindset to foster operational adaptability in multi-domain battlespaces, emphasizing rapid iteration and flexibility in force structure and . A key element involves integrating for talent matching, such as through the GigEagle platform, which uses algorithms to pair Reserve and personnel with mission needs based on their specialized skills. Beyond the Army and Air Force, the U.S. Navy has advanced agile engineering practices through initiatives like the Naval Information Warfare Systems Command's (NAVWAR) Agile , established in 2024 to support mission-critical and iterative development for fleet operations. Across the Department of Defense (), DevSecOps methodologies enable secure, rapid software releases by embedding security into the development pipeline, allowing for of updates in weeks rather than months. Internationally, the United Kingdom's employs the Agile Delivery Framework within its Defence Foundry to prioritize rapid software delivery and iterative procurement for digital defense capabilities. Contemporary Agile implementations face challenges in balancing development speed with cybersecurity requirements, as traditional risk-averse processes can extend deployment timelines from weeks to months. Metrics from assessments highlight progress, with DevSecOps adopters achieving deployment cycles reduced by up to 50% while maintaining , though hurdles persist in high-stakes environments.

Other Uses of Agile

In Business and Organizational Contexts

, a concept originating in the early 1990s from research at the Iacocca Institute at , focuses on creating highly responsive production systems that adapt swiftly to fluctuating customer demands and market conditions. The foundational report, " Manufacturing Enterprise Strategy," published in 1991, positioned agile manufacturing as a strategic response to global competition, advocating for integrated, flexible that leverage technology and partnerships to shorten product development cycles and enhance customization. Core practices include flexible tooling for rapid reconfiguration of assembly lines, modular product design to enable easy variations without full redesigns, and agility through collaborative networks that ensure just-in-time delivery and risk mitigation. These elements allow manufacturers to reduce lead times and inventory while maintaining quality, as seen in the where has blended agile principles with its lean production system to handle demand variability and introduce product iterations efficiently. Beyond manufacturing, organizational agility applies agile methodologies—such as iterative planning and cross-functional collaboration—to broader business functions, enabling non-IT departments to operate with greater adaptability. The Spotify squad model has inspired structures for marketing teams into small, autonomous units that align around specific objectives, fostering rapid experimentation and alignment with business goals much like mini-startups. In , agile HR transforms into an iterative process, involving short sprints for , ongoing loops in evaluations, and flexible programs that evolve based on organizational needs and employee input. This approach prioritizes responsiveness over rigid hierarchies, allowing HR to support dynamic workforce strategies in volatile environments. Agile principles have also permeated other sectors, adapting core ideas of and to domain-specific challenges. In , agile campaigns employ to launch and refine variations in real time, enabling teams to optimize messaging and channels based on immediate performance data rather than prolonged planning cycles. Finance adopts agile budgeting by allocating funds in rolling forecasts and adjustable increments, which accommodates shifting priorities like economic disruptions without overcommitting resources upfront. In , iterative design involves prototyping modules, gathering learner through pilots, and refining progressively to better meet diverse student outcomes and emerging pedagogical insights. As of 2025, adoption in non-tech industries has accelerated, with 32% of organizations indicating that business leaders are spearheading agile transformations enterprise-wide, including in operations, , and . The primary benefits of these agile applications in contexts include heightened to external shocks, such as supply disruptions or regulatory changes, by enabling quick pivots in operations and . Additionally, they accelerate cycles through empowered teams that test ideas incrementally, leading to reported gains of around 30% in efficiency and in successful implementations.

In Technology, Science, and Named Entities

In technology and science, "agile" denotes systems designed for rapid adaptation and flexibility. Agile networking refers to adaptive architectures that dynamically reconfigure resources to handle varying traffic loads and network conditions, enhancing resilience in large-scale systems such as power grids and wireless networks. One prominent example is the AGILE satellite, an mission launched on April 23, 2007, from India's , dedicated to high-energy with instruments for detecting gamma rays (30 MeV–50 GeV) and hard X-rays (18–60 keV) to study cosmic sources like gamma-ray bursts and active galactic nuclei. In robotics, agile robotics draws from biological inspirations to enable flexible, adaptive locomotion, such as in soft robots that mimic animal movements for navigating complex environments, improving efficiency in tasks like search-and-rescue operations. In biology and physical sciences, "" describes characterized by , nimble movements for . The ( dalmatina), a species in the family Ranidae, inhabits wetlands across from southern to the , noted for its rapid jumping and swimming abilities that aid in evading predators; it is classified as Least Concern by conservation assessments due to its wide distribution. Similarly, the agile species group within the wasp genus Pison (family ) comprises ground-nesting hymenopterans known for their quick foraging and prey capture behaviors, with several described species worldwide that provision nests with spiders. In , human training focuses on multidirectional speed, , and reactive decision-making to enhance athletic performance, often using drills like pro-agility shuttles that improve change-of-direction ability in team sports such as soccer and basketball. As a named entity, "Agile" appears in various proper nouns across domains. In equestrian history, Agile was a thoroughbred racehorse foaled in 1902, trained by Robert Tucker, who won the 1905 Kentucky Derby at Churchill Downs in a time of 2:10.75. The Chevrolet Agile was a subcompact hatchback produced by General Motors do Brasil from 2009 to 2016, targeted at the Brazilian market with a 1.4-liter engine delivering 102 horsepower, emphasizing urban maneuverability and affordability in emerging economies. In aviation, the Wallis WA-116 Agile was a lightweight British autogyro developed in the 1960s by Ken Wallis, featuring a single-seat open-frame design powered by a 72-horsepower McCulloch engine, famously used in the 1967 James Bond film You Only Live Twice for aerial stunt sequences. The AGILE H2020 project (2016–2020) was an EU-funded initiative under Horizon 2020 to advance adaptive aircraft designs for improved fuel efficiency and environmental impact through innovative materials and aerodynamics. In entertainment, Agile serves as the alias for the Maverick boss "Agile Flyer" in the 1994 video game Mega Man X2, a swift aerial combatant encountered in the X-Hunter stages, representing adaptive enemy AI in the platformer genre. Additionally, Agile is the stage name of a Canadian hip-hop producer born in 1975, known for contributions to the Toronto scene through beats and collaborations in the early 2000s underground circuit. Emerging uses of "agile" up to 2025 extend to advanced technologies, such as agile frameworks that enable dynamic algorithm adaptation for error correction and hybrid classical-quantum workflows, accelerating applications in optimization and simulation. In systems, agile methodologies integrate agentic for iterative development, allowing and deployment in edge networks to handle processing in environments.

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