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Edited-- Teams choose agile so they can respond to changes in the marketplace or feedback from customers quickly without derailing a year's worth of plans. "Just enough" planning and shipping in small, frequent increments lets your team gather feedback on each change and integrate it into future plans at minimal cost.

But it's not just a numbers game—first and foremost, it's about people. As described by the Agile Manifesto, authentic human interactions are more important than rigid processes. Collaborating with customers and teammates is more important than predefined arrangements. And delivering a working solution to the customer's problem is more important than hyper-detailed documentation.

An agile team unites under a shared vision, then brings it to life the way they know is best. Each team sets their own standards for quality, usability, and completeness. Their "definition of done" then informs how fast they'll churn the work out. Although it can be scary at first, company leaders find that when they put their trust in an agile team, that team feels a greater sense of ownership and rises to meet (or exceed) management's expectations.

Teams choose agile so they can respond to changes in the marketplace or feedback from customers quickly without derailing a year's worth of plans. "Just enough" planning and shipping in small, frequent increments lets your team gather feedback on each change and integrate it into future plans at minimal cost.

But it's not just a numbers game—first and foremost, it's about people. As described by the Agile Manifesto, authentic human interactions are more important than rigid processes. Collaborating with customers and teammates is more important than predefined arrangements. And delivering a working solution to the customer's problem is more important than hyper-detailed documentation.

An agile team unites under a shared vision, then brings it to life the way they know is best. Each team sets their own standards for quality, usability, and completeness. Their "definition of done" then informs how fast they'll churn the work out. Although it can be scary at first, company leaders find that when they put their trust in an agile team, that team feels a greater sense of ownership and rises to meet (or exceed) management's expectations.

Triglycerides
Triglycerides are fats and oils
Fatty acid and glycerol molecules are the components that make up triglycerides
Fats and oils have a number of important functions in organisms: energy storage, insulation, buoyancy, and protection
Energy storage
The long hydrocarbon chains in triglycerides contain many carbon-hydrogen bonds with little oxygen (triglycerides are highly reduced)
So when triglycerides are oxidised during cellular respiration this causes these bonds to break releasing energy used to produce ATP
Triglycerides, therefore, store more energy per gram than carbohydrates and proteins (37kJ compared to 17kJ)
As triglycerides are hydrophobic they do not cause osmotic water uptake in cells so more can be stored
Plants store triglycerides, in the form of oils, in their seeds and fruits. If extracted from seeds and fruits these are generally liquid at room temperature due to the presence of double bonds which add kinks to the fatty acid chains altering their properties
Mammals store triglycerides as oil droplets in adipose tissue to help them survive when food is scarce (e.g. hibernating bears)
The oxidation of the carbon-hydrogen bonds releases large numbers of water molecules (metabolic water) during cellular respiration
Desert animals retain this water if there is no liquid water to drink
Bird and reptile embryos in their shells also use this water