团队估计产品待办事项列表中每一项的大小。
表3.1产品待办事项列表举例。
大家一起协作来梳理产品待办事项列表是很有意思和有效的。
Grooming the product backlog collaboratively is fun and effective.
一旦某项完成了，就会从产品待办事项列表中移除它。
Once an item is done, it is removed from the product backlog.
一旦产品待办事项列表有了雏形，就会有很多识别新待办项的机会。
Once the initial product backlog is in place, there are many opportunities to discover new items.
本章将探讨产品待办事项列表以及有效梳理它的相关方法。
This chapter discusses the product backlog along with techniques for effectively grooming it.
识别和描述产品待办事项列表中的待办项是一个持续的过程。
Discovering and describing product backlog items is an ongoing process.
而且它们总是在产品待办事项列表的最顶部，如图例3.1所示。
They can be found at the top of the product backlog, as illustrated in Figure 3.1.
梳理产品待办事项列表是个持续的过程，主要由以下几个步骤组成。
Grooming the product backlog is an ongoing process that comprises the steps listed below.
这个团队一定要有能力按照INVEST原则分解产品待办事项列表。
This group must be able to decompose the product backlog according to the INVEST principles.
对产品待办事项列表中的待办项的描述是适当具体化的，如图示3.1。
The product backlog items are detailed appropriately, as illustrated in Figure 3.1.
把相关的待办项归类成不同的主题能给产品待办事项列表带来不少益处。
Product backlogs often benefit from grouping related items into themes.
构建产品待办事项列表的时候，要避免犯一种错误，那就是试图找出所有可能的待办项。
When stocking the product backlog, avoid the mistake of trying to think of every possible item.
产品待办事项列表有个有机体般的特征:它会演化，而且它的内容会经常变化。
The product backlog has an organic quality. It evolves, and its contents change frequently.
产品待办事项列表代替了传统的需求文档，比如市场和产品的需求规格说明书。
The product backlog supersedes traditional requirements artifacts, such as market and product requirements specifications.
虽然产品负责人负责确保产品待办事项列表的有效性，但梳理工作是一个团队协作的过程。
Although the product owner is responsible for making sure that the product backlog is in good shape, grooming is a collaborative process.
一开始就有一个非常长而且复杂的产品待办事项列表会让大家很难关注重点，也很难做好优先级排序。
Starting with an overly long and complex product backlog makes it difficult to create focus and to prioritize items.
如果你在使用用户故事，你不应该觉得自己必须要把每个产品待办事项列表中的待办项都描述成用户故事。
And if you do use stories, you should not feel obligated to describe every single product backlog item as a user story.
Scrum不强制规定应该怎么样去描述产品待办事项列表，但我更喜欢使用用户故事来描述(Cohn 2004)。
Scrum does not mandate how product backlog items are described, but I prefer to work with user stories (Cohn 2004).
这些工件不能取代产品待办事项列表，但它们能详细描述和解释待办事项列表中的内容，它们也能让事情保持简单。
These artifacts do not replace the product backlog but instead should elaborate and explain its content. And keep things simple.
不要犯这种错误，盲目地将客户需求复制粘帖到产品待办事项列表中，因为这只会给你带来一份不一致而且很难管理的愿望清单。
Do not make the mistake of blindly copying requirements into the product backlog, as this creates an inconsistent and unmanageable wish list.
在使用你的产品待办事项列表工具的时候，你也可以单独使用表3.1的结构，比如在一块插针板、白板或者公司的墙上适当地排列纸质卡片。
Note that you can employ the structure in Table 3.1 independently of your product backlog tool, for instance, by appropriately arranging paper CARDS on a pin board, whiteboard, or the office wall.
产品负责人来负责管理产品待办事项列表，而ScrumMaster，项目团队以及利益关系人一起出谋划策，他们会一起讨论产品的功能。
The product owner is responsible for managing the product backlog; the ScrumMaster, team, and stakeholders contribute to it. Together, they discover the product's functionality.
此外，我们还将讨论了一些更加复杂的产品待办事项列表的应用情况，包括如何处理非功能性需求以及如何在大型项目中使用产品待办事项列表。
In addition, we look at some of the more complicated product backlog applications, including how to handle nonfunctional requirements and how to scale a product backlog for large projects.
主题是产品功能的占位符，它们能组织好待办事项列表，帮助优先级排序，也使得信息检索变得更加方便。
Themes act as placeholders for product functionality; they structure the backlog, aid prioritization, and make it easier to access information.
这有助于在没有过于具体化待办事项列表内容的情况下，也能提供一定的信息，让大家明白为了让产品上线需要做点什么。
This tends to provide enough information to understand what it will take to bring the product to life without over-specifying the backlog contents.
这有助于在没有过于具体化待办事项列表内容的情况下，也能提供一定的信息，让大家明白为了让产品上线需要做点什么。
This tends to provide enough information to understand what it will take to bring the product to life without over-specifying the backlog contents.
应用推荐