This is an essential step toward becoming an agile enterprise.
这是为了成为灵活的企业而迈出的关键一步。
This entire process is essential for the success of the agile enterprise.
对于敏捷企业的成功，整个过程都是至关重要的。
Business vision: Creation and maintenance of the business vision for an agile enterprise.
业务愿景：创建和维护企业的业务愿景。
The absence of any mention of Use Cases in his' Agile Enterprise Requirements Information Model 'was called to his attention by a reader and former colleague.
他的“敏捷企业需求信息模型”中没有提及用例，这被读者和前同事指出并引起了他的注意。
The paper describes the enterprise registration agent, which functions, architecture and the services are provided for establishment of agile enterprise.
针对合作环境建模下的三层合作结构模式和三层合作过程模型，介绍了企业注册代理层提供的功能、服务及体系结构。
The community edition allows smaller teams to explore and use Agile Enterprise at no cost with up to five users, as long as support and automatic upgrades are not required.
社区版允许不超过五个人的小团队在不要求技术支持和自动升级的前提下，免费浏览和使用Agile Enterprise。
Within the ea world, there have been opposing views on the relevance of ea frameworks in the current agile enterprise. Jason explained his reasoning behind the fall of ea frameworks.
在EA世界里，就EA框架与当今敏捷企业的关系问题，有着两种对立的观点。
The problem of plans becoming disconnected from development activity is rampant in enterprise adoptions of Agile.
规划与开发活动脱离的问题在企业采用敏捷的过程中变得愈演愈烈。
My two passions are open-source software and agile development, which has become a very popular combination for developing quality enterprise software.
我有两个兴趣：开源软件和敏捷开发，它们已经成为开发高质量企业软件的一个非常流行的组合。
It supports efficient policy change and rapid policy deployment, which are the required attributes for an agile and globally integrated enterprise.
它支持高效地修改策略和快速部署策略，这正是敏捷的全面集成的企业所需要的。
The Project Manager needs to act as a translator, converting the agile metrics into the accepted reporting structure of the enterprise.
项目经理需要像翻译一样，把敏捷指标转化成可以接受的企业报告的结构。
SOA is the glove, the scope is enterprise wide, agile development is about the way you can develop the part that is supported by software.
SOA则是这个手套，范围便是整个企业，敏捷开发关心的是那些由软件支持的部分的开发方法。
It may happen that as agile projects continue to execute for the organization with increasing success the enterprise will begin to modify the reporting structure to include some agile elements.
可能出现这种情况：随着组织中成功的敏捷项目越来越多，企业开始修改报告的结构，以包括进一些敏捷的元素。
Yet, for many enterprise executives, directors and managers agile is still confusing, obscure and not trusted.
然而，对许多企业高管、总监和经理来说，敏捷仍然让他们感到困惑、模糊并且不可信。
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。
Another interesting reason for delays was suggested by Robert Neri when he pointed out that the difference of Agile adoption within an enterprise might also cause delays. He mentioned.
RobertNeri提出另一个造成延迟的有趣原因，他指出：企业中敏捷实施的差异可能导致延迟。
Video, posts and free resources about current trends in enterprise agile project management may be found at his Whitewater Projects blog.
关于在企业中敏捷项目管理最新趋势的视频、文章和免费资源可以在他的WhitewaterProjects博客中找到。
The world of business technology is shifting to "almost enterprise" applications - a network of smaller, more agile applications that are often hosted remotely, as in cloud computing.
商业技术世界的趋势是“近企业（almost enterprise）”应用——一些更小、更敏捷的应用，它们一般在远程（如云中）托管。
As part of this discussion, I will also look at how an enterprise SCM toolset, such as the IBM Rational SCM toolset, can be implemented to support agile projects.
作为此讨论的一部分，我还将关注企业级sCM工具集，例如IBMRationalSCM工具集，能够如何实现，以支持敏捷项目。
In subsequent chapters, Leffingwell presents seven basic practices for enterprise-scale Agile and says.
在接下来的几章里，Leffingwell为我们展示了关于企业级规模的敏捷方法的7个基本实践方法，他说。
That's not easy, because most agile methods of architecture are perceived as weak or disconnected from the ability to deliver value in an enterprise environment.
这并不容易，因为最敏捷的体系结构方法被认为是脆弱的，或者与在企业环境中交付价值的能力不相干。
Often, an enterprise organization contains a mix of both agile and traditional plan-driven projects, and thus a given project may exist in a particular market segment.
企业组织中常常混合有敏捷和传统的计划驱动的项目，并且因此一个已知的项目可能存在于特定的市场区段中。
The purpose of this paper is to examine how project managers can successfully apply agile to their projects in an enterprise context.
本文的目的正是要说明在企业环境里，项目经理怎样才能成功地在项目中应用敏捷。
Although agile is more focused on a (single) project or product and SOA focuses on services and the enterprise as a whole, this agile principle, and the SOA principles are perfectly aligned.
尽管敏捷更关注于(单个)项目或产品，SOA则重点将服务和企业作为整体对待，但是这条敏捷原则和SOA原则是完全一致的。
Scaling agile up to the enterprise level has consequences that we need to understand and deal with.
把敏捷方式拓展到到企业范围会产生一些后果，我们需要理解并加以应对。
The symbiotic nature of business and IT coming together to engineer an enterprise SOA delivers agile, business relevant applications that solve tangible business-relevant problems.
业务与IT聚在一起设计企业SOA的协作性质提供了与业务相关的敏捷应用程序，这样的应用程序可以解决切实的业务相关问题。
The Project manager can use the Envelope method to maintain the relationship between the agile working team, the non-agile elements of the project and the rest of the enterprise.
项目经理可以使用信封方法来维持三者之间的关系：敏捷团队、项目中的非敏捷元素、企业中其它因素。
Is agile operations something that can really work inside a large, established enterprise?
我们是否可以让敏捷运维在已经创建的大型企业中发挥作用呢？
Enterprise Architecture (EA) and Agile Methods (am) share the same goal - delivering software that aligns to business needs and responding to the inevitable change of those needs.
企业架构(EA)和敏捷方法(AM)拥有共同的目标——交付能够跟业务需要对齐的软件，并响应对这些业务需要无可避免的变更。
Enterprise Architecture (EA) and Agile Methods (am) share the same goal - delivering software that aligns to business needs and responding to the inevitable change of those needs.
企业架构(EA)和敏捷方法(AM)拥有共同的目标——交付能够跟业务需要对齐的软件，并响应对这些业务需要无可避免的变更。
应用推荐