I don't think you should focus on successful large projects. Generally you should consider that all big successes are outliers from a myriad of attempts. They have been lucky and you can't reproduce luck.

I'd like try to correct your course a bit.

DevOps is a trash concept, that had good intentions. But today it's just an industry cheatcode to fill three dev positions with a single one that is on pager duty. The good takeaways from it: Make people care that things work end to end. If Joe isn't caring about Bob's problems, something is off. Either with the process, or with the people.

Agile is a very loose term nowadays. Broadly spoken it's the opposite of making big up front plans and implement them in a big swipe. Agile wants to start small and improve it iteratively as needed. This tends to work in the industry, but the iterative time buckets have issues, some teams can move fast in 2 week cycles, others don't. The original agile movement also wanted to give back control and autonomy back to those who actually do stuff (devs and lower management). This is very well intended and highly functional, but is often buried or ignored in corporate environments. Autonomy is extremely valuable, it motivates people and fosters personal growth, but being backed by a skilled peers also creates psychological safety. One of the major complaints I hear about agile practices is that there are too many routines, meetings and other in person tasks with low value that keep you from working. This is really bad and in my perception was never intended, but companies love that shit. This part is about communication, make it easy for people to share and engage, while also keeping their focus hours high. Problems have to bubble up quickly and everyone should be motivated and able to help solving them. If you listen to agile hardliners, they will also tell you that software can't be reliably planned, you won't make deadlines, none of them, never. That is very true, but companies are unable to deal with it.