混合使用敏捷式与瀑布式方法。
对12个公司中的敏捷式开发专案进行的深度个案研究。
敏捷式开发能解决三个长期以来受到使用性专家争论的议题。
Agile methods address three issues that have long vexed usability professionals.
我们相信使用性工程与敏捷式开发方法是能一齐运用，并改善使用者经验。
There are good reasons to believe that usability and Agile development methods can work together and improve user experience quality.
对于需要应用到敏捷式方法的使用者经验实务工作者而言，最主要的调整在于心态上。
For user experience practitioners who support Agile teams, the main change is in mindset.
拥有优秀的、普遍性的使用者经验知识，将会协助使用者经验工作者了解，如何修改传统设计与评估方法，以符合敏捷式开发团队的重点。
Having good, general user experience knowledge will help you understand how to change traditional design and evaluation methods to meet your Agile team's different focus.
最后，我们由我们的研究中得知，已经有许多公司采取品质导向的将敏捷式的系统开发方法，因此可以平顺地整合开发品质与使用者经验这两种工作。
Finally, we know from our research that many companies have made things work swimmingly — once they adapted the Agile methodology to suit quality-focused system development.
因为开发团队依照严格瀑布式流程而运作，所以他们不能全方面采用敏捷开发。
Because the development team operated within a rigid, waterfall process, they could not adopt all aspects of agile development.
图2所示的敏捷方法产生应用程序工作版本的速度比瀑布式方法仅产生应用程序设计的速度还快。
The agile method depicted in Figure 2 produced a working version of the application faster than the waterfall-style method was able to produce just the application design.
这项建议来自于精简式原则(参见敏捷软件开发简介)。
This suggestion comes from Lean principles (see Agile software development in a nutshell).
现在每个人都在想着把敏捷“扩展”到更大的团队，分布式的项目中，我觉得不出几年，在敏捷的世界里肯定会有大规模的瘟疫爆发的。
I think the fact that everyone is focused on "scaling" agility to large teams and distributed projects and that there will be a lot of agile disasters over the next couple of years.
在增量式敏捷的工作中，团队从项目发起人和/或客户那里获取工作内容。
At this level of increasing agility the team asks for input from the project sponsors and / or the customers.
我同时与多个团队一起工作，其中有使用传统瀑布式开发的，有使用敏捷的，还有创建电子表格的。
I'm working with multiple teams, one of which is using classic waterfall, another is Agile, and yet another is creating spreadsheets.
图5所示的敏捷看板例子本身并没有实现“限制在制品的数量”、“连续流通”和“拉动式”特性。
"Limits WIP", "Continuous Flow" and "Pull" properties are not attained by the Agile Kanban example by itself, shown in Figure 5.
这将为领域增加导航，比如soa、遵从性管理、地域分布式开发，以及对敏捷核心过程的打包应用开发。
This will add guidance for domains such as SOA, compliance management, geographically distributed development, and packaged application development to an agile core process.
我认为[敏捷开发]对面向对象的设计有一些影响，当人们[使用]……增量式开发，而不是试图[事先弄清楚所有需求]时。
I think some of the influence [on agile development] was object-oriented design, when people [used]... incremental development, rather than trying to figure out [all the requirements a priori].
因为每个公司都有各自的开发模式(瀑布式或者敏捷)，应用程序必须拥有足够的灵活性以满足不同的团队。
Since every company practices their own style of development (waterfall or agile), the application has to be flexible to meet the needs of different teams.
本文介绍了开发团队如何在较大型的瀑布式项目中成功地实现敏捷开发。
This article describes how that development team was able to successfully implement agile development within a larger waterfall project.
它比敏捷看板看起来更像工厂中的看板，而且通过制定规则只允许下游工序移动卡片8，可以使其成为拉动式系统。
It looks more like Kanban in factories than Agile Kanban does and it can be a pull system by making a rule to allow only the downstream process to move the CARDS 8.
软件开发团队可以通过采取一种或多种非正式、隐式、短暂与自发的角色以及平衡的敏捷实践成为自组织团队[1]。
Software development teams go about becoming self-organizing by adopting one or more informal, implicit, transient, and spontaneous roles and by performing balanced Agile practices [1].
许多敏捷团队的失败正是由于缺乏高层支持，最终不得不重回瀑布式开发。
Many agile teams have failed precisely because of the lack of executive support and have gone back to waterfall.
所以一个机构如何才能在分布式的情况下实现潜在的协作和敏捷技术呢？
So how can an organization that has realized the potential of collaborative, agile techniques maintain those benefits when the team becomes distributed?
为了使它变成主流，敏捷需要处理面临大型公司的问题，比如对地域分布式开发的支持，大规模开发以及法规遵从性。
For it to become mainstream, agile needs to address the problems facing large organizations, such as support for geographically distributed development, large-scale development, and compliance.
以及这些对于预算意味着什么？可以对敏捷开发作出这些重要的评估，但是这种思考方式与您在瀑布式方法中的思考方式不同。
These important types of assessments can be made with agile development, but it’s a different way of thinking than you might be used to with waterfall methodologies.
为了给分布式项目维护敏捷配置管理解决方案，必须检查源代码控制，包括构建脚本和本地环境设置。
In order to maintain an Agile CM solution for a distributed project, everything must be checked into source control, including build scripts and local environment Settings.
这些关注被新引进的生产模式更加扩大化了，比如，敏捷开发方法与全球化分布式团队的结合-这些显示快速的导致了更加痛苦的场景。
These concerns magnify as new modes of production get introduced, such as agile development methods combined with globally distributed teams — these realities quickly lead to thorny scenarios.
尽管缺乏具体的关注，但是敏捷配置管理方法仍然对于具有分布式团队环境的项目和企业来说十分有效。
Despite a lack of specific focus, an Agile CM approach can be remarkably useful to projects and organizations working within a distributed team environment.
敏捷团队需要迭代式和增量式的回顾，以尽快精确定位问题，设计解决方案，来使得团队可以早日改进，从而产生更好的收效。
Agile teams need retrospectives that are iterative and incremental, to accurately find problems and design solutions that help teams improve early on, when improvement yields the most benefit.
敏捷团队需要迭代式和增量式的回顾，以尽快精确定位问题，设计解决方案，来使得团队可以早日改进，从而产生更好的收效。
Agile teams need retrospectives that are iterative and incremental, to accurately find problems and design solutions that help teams improve early on, when improvement yields the most benefit.
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