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Agile development methods, which have gone from outlier to mainstream in software development, are poised to expand into all aspects of space mission development. Modern software development operates on a principle of continuous deployment, where progress is verified not with conventional metrics, but with a continuous build, available to key stakeholders, enabling direct examination of the state of the code base, and assessment of progress through demonstration of capability. Delivery times are measured in weeks, not months. Stakeholders are part of the process on an ongoing basis. The cost of change is comparatively low and requirements, which often are not precisely defined at the start of a project, may be iteratively refined in a series of agile development cycles. Agile methods are compatible with traditional system engineering methods and may be tailored to the space operations environment. The low cost of change and iterative development cycles of agile enable requirements to be defined as outcomes and constraints, with design details to be refined during the development cycle. We are now at a point where agile methods may be extended beyond software, to Mission Systems, including the Mission Operations System and the Ground Data System. For NASA’s VIPER Lunar Rover Mission, scheduled to land at a lunar pole in late 2023, we are developing the Mission System using agile methods. As in agile software, where the measure of progress is working code, in agile mission system development, the measure of capability is what we can demonstrate. Demonstrations over presentations. We demonstrate mission system capability using simulations. The concept of operations, from commanding, to driving the rover, to how we downlink images for evaluation for a near-real time command cycle, will be tested and proven in simulation, years before we begin the traditional simulation cycle for training. “Say it then simulate it.” We develop and refine our designs using simulations, with an emphasis on new components of the system that are not well known early. For example, the required duration of a mission planning cycle for a lunar surface asset such as VIPER, that operates twenty-four hours a day, seven days a week, with continuous communications and a unique set of constraints based on the physics of the lunar poles and the line of site to Earth, is a unique problem in mission planning that is unlikely to be solved in a series of meetings. A small number of requirements specifying the outcomes may serve as the jumping off point to an agile development cycle, with demonstration in simulations. We have already demonstrated this process with simulations of rover driver decision time. VIPER is driven using near-real time command and control to waypoints. The driver decision time between waypoints is a fundamental enabling unit of productivity to accomplish the mission timeline. We have validated driver decision time in simulations of rover driving at the lunar South Pole, using the prototype mission tools for driving, command and control. The capability to develop and refine designs using simulations as part of agile Mission System development cycle changes the nature of team interactions, creating a focus on doing, rather than analyzing and documenting. Waterfall development cycles were, in part, a product of the significant cost of change in the early days of spaceflight. When the cost of change is high, it is vital to get your requirements right at the outset, because the system will be built to those specifications, and, when change is expensive, you better get it right early. However, modern technology has greatly lowered the cost of change, enabling iterative, rapid development cycles, in which key operations concepts may be tested and refined during development. Extending agile development to the Mission System for VIPER is a significant step in moving agile development methods for space operations beyond software, to the Mission System.