I've been supervising a final year Bachelor of Engineering student on a project which involves building a Agile story wall for Multi-Touch surfaces.
目前我在指导工程学士最后一年的项目，主要内容是针对多点触摸界面构建敏捷故事墙。
Artist's conception of one of the crocodiles, which had a soft, dog-like nose and was an agile galloper.
艺术家设想的此类鳄鱼中的一种，有一个像狗一样的柔软的鼻子，能在陆地上疾驰。
This is a key premise for agile development 5.
这就是敏捷开发的一个关键前提5。
What you need is a strategy to transition your build to a more agile state.
您所需要的是一个将构建转换到一种更为敏捷状态的策略。
Many development teams choose to instantiate the RUP in an agile manner, and many others choose to borrow a few agile ideas here and there.
许多开发团队选择用敏捷的方式举例说明RUP，而许多其他的团队选择到处借鉴一些敏捷的思想。
RTC delivers a straightforward agile process out of the box.
RTC交付一个现成的直截了当的敏捷过程。
Over a short span of time, we've learned some valuable lessons for building a successful agile development team.
通过很短的一段时间，我们已经学到了一些对于创建成功的敏捷开发团队很重要的知识。
For agile teams, a Phase can be treated like a milestone.
对于敏捷小组，一个阶段可以被看作是一个里程碑。
This allows you to over time to capture the journey you are going through, as you evolve from for example a less agile to a more agile development approach.
这让您可以随着时间的过去，您从较不敏捷的方法演进到较敏捷的开发方法，获取您正在经历的过程。
They also need to become a lot more agile.
他们也需要变得更为机敏。
What I see out there is that as agile has become a buzzword, and now agile itself has become the goal.
我所看到的是敏捷已经变成了一个流行词语，敏捷变成了一个目标。
Agile isn't a silver bullet though and agile methods need to adapt to the changed context of the enterprise.
敏捷不是银弹，它也需要适应复杂多变的企业环境。
In recent years, IBM has also undertaken a journey towards become a more agile development organization.
最近几年，IBM也加入了向更敏捷开发转变的征程。
Picture yourself as a fit agile senior running along with 20 -, 30-year olds.
想象自己是一个轻盈敏捷的高中生，正在和一群20多岁30多岁的大人一起跑步。
Agile Manager is a free agile project management tool meant to provide better planning, prioritization and collaboration.
敏捷管理器是一种免费的敏捷项目管理工具，它的目的是要提供更好的计划、优先级排序和协作。
It really helped us develop and release software in a more agile manner.
它真的可以帮助我们以更敏捷的方式来开发和发布软件。
So if you are adopting agile in a non-agile environment you may need a blocker - but do so with caution.
因此，如果你在一个非敏捷环境中采用敏捷，你可能需要一个屏蔽者——但必须谨慎。
This simple statement meant a lot for the agile movement; it opened the way for dialog about a diverse set of agile-related issues.
这个简单的陈述包含着敏捷运动的许多内容；它打开了与不同的敏捷相关问题集对话的方式。
If you took a single agile project in isolation, its SCM requirements could almost certainly be met by a relatively simple toolset.
如果您孤立地看一个单个的敏捷项目，那么它的SCM需求几乎肯定地可以由相当简单的工具集来满足。
Agile is a disciplined approach towards software development.
敏捷是一种严格的软件开发方法。
我认为敏捷是个无力的名字。
Each subteam should be responsible for one or more subsystems, enabling them to work as a small agile team responsible for delivering working software on a timely basis.
每个子团队应该负责一个或几个子系统，让他们可以像小敏捷团队那样，负责按时交付可工作的软件。
Each step also brings you closer to a more agile process.
每一步还让您更接近更敏捷的流程。
The plan is about losing wait, and building a fit and agile development organization.
计划是减少等待，并且构建健康且灵活的开发组织。
The Agile infrastructure places a practical limit on the scope of the Agile rollout.
敏捷的一些基本要素为敏捷实施的范围设定了一个现实的限制。
A quick analysis with the engagement steps, helps in averting the future disaster of a failed project and a frustrated Agile team.
快速分析参与的步骤，这能帮助避免失败项目将来的灾难，避免让敏捷团队陷入困顿不堪的境地。
With a clear Agile social contract, the entire organization can follow a very simple, step-wise adoption process to successfully adopting agility beyond the team level.
有了清晰的敏捷社会关系合同，整个组织就可以遵循一种非常简单的、按阶段的实施过程，从而成功地在团队层面之上实施敏捷。
This reflects a common misconception about RUP, which is a truly agile process.
这反映了一个对于RUP的普遍误解，它确实是一个非常快捷的过程。
This reflects a common misconception about RUP, which is a truly agile process.
这反映了一个对于RUP的普遍误解，它确实是一个非常快捷的过程。
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