不管项目使用瀑布、迭代，或敏捷方法，这一点都是一样的。
This has been true regardless of whether the project USES a waterfall, iterative, or agile methodology.
这意味着盗贼可能会希望插命中的宝石，而小德可以选择插力量或敏捷。
This means Rogues will likely socket for hit, while Druids socket for Strength or Agility.
显然在中小型MIS开发过程管理中照搬CMM或敏捷软件过程都是行不通的。
Obviously, neither CMM nor Agile Software process can't be used to the development process of the medium or small MIS with the dogmatism.
道路自行车：骑手们被要求穿ASTM，ANSI或敏捷的同意的头盔并且服从交通规则。
Road Bike: Riders are required to wear ASTM, ANSI or SNELL approved helmets and obey the rules of the road.
山地车：骑手们被要求穿astm,ANSI或敏捷的同意的头盔，仅仅骑一辆山地车并且服从交通规则。
Mountain bike: Riders are required to wear ASTM, ANSI or SNELL approved helmets, ride a mountain bike only and obey the rules of the road.
一个人必须像参加击剑比赛或国际象棋比赛那样，以同样的坚韧和敏捷来准备。
One person must prepare for it with the same tenacity and quickness as one does for a fencing tournament or a chess match.
你或你的团队是否曾经无意识地实施过敏捷？
Have you or your team practiced Agile without intending to do so?
然而，敏捷项目可能不需要或期望同等程度的过程控制和管理。
However, agile projects might not need or desire the same amount of process control and management.
如果没有敏捷开发流程提供的速度，这样丰硕的成果将很难或不可能实现。
Such fruitful results would be difficult, if not impossible, to achieve without the speed enabled by agile development processes.
我们如何知道采用敏捷的或非敏捷的实践有多好，因此我们可以在需要时调整并采取校正措施？
How do we know how well the adoption of agile or non-agile practices is going, so we can adjust and take corrective actions as needed?
敏捷方法并不能处理跨时间的交流或向管理层的交流。
Communication across time or to management is not dealt within the agile methodologies.
大多数敏捷项目更喜欢每次部署全部的或复合的应用程序，而不是只部署已经变更的个别的文件。
Most agile projects prefer to deploy the whole or composite application each time rather than just the individual files that have changed.
文档并不是唯一的交流方法，在敏捷中如scrum或XP面对面交流等方法取代了一部分文档的需求。
Documentation is not the only method of communication. In agile methodologies such as SCRUM or XP face to face contact replaces some documentation needs.
在业务背景简单(如小型或中等规模的业务)的小型敏捷项目中，项目经理是不需要的。
Project Managers are not needed on small agile projects in simple business contexts, such as small and some medium sized businesses.
图1：在每个迭代的开始，敏捷团队会与客户商谈来确定新的特性或变更请求。
Figure 1: at the start of each iteration, agile teams negotiate with the customer to define new features or change requests.
敏捷开发并非对所有的组织、项目或客户都适合。
Agile development is not for all organizations, projects, or clients.
敏捷开发也需要一些来自客户的不同流程或习惯。
Agile development requires a few different processes, or habits, from the client as well.
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 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.
然而，敏捷的实践已经主要被确定或推荐给小型的团队了。
However, agile practices have been defined and recommended primarily to small teams.
与某些观点相反，敏捷开发人员并非不按规则或限制编写代码的特立独行者。
Contrary to some views, agile developers are not mavericks, writing code with no rules or restrictions.
大学里，大多敏捷宣言发起者学习计算机科学或电子工程学。
In college, most of the Agile Manifesto Originators studied computer science or electrical engineering.
该构建成功或失败的通知是敏捷团队中关键的通信因素。
Notification of the success or failure of this build is a key communication factor in agile teams.
在编写代码时，不需要在测试期间为了查看预期的优势而去掌握诸如敏捷编程、极限编程或测试优先设计等方法。
You don't need to commit yourself to methodology such as agile programming, extreme programming, or test-first design to see the advantages of planning for testing when you are writing your code.
你最好祈祷，如果你在已经上市或即将上市的公司中工作，那么在引入敏捷运维之前就会遭遇审计问题。
Your best bet, if you are in a public or pre-IPO company, is to meet with audit before you start introducing agile operations.
新公司或新的业务单位是适应敏捷开发方法的肥沃土壤。
A start-up or new business unit is fertile ground to adapt an agile development method.
敏捷流程和保守公司未必像油和水(或独木舟和皮船)。
Agile process and conservative companies don't have to be like oil and water (or canoes and kayaks).
要想知道哪种态度可以促进(或阻挠)敏捷的采纳，我们要问一个问题：“在成功的开发者和管理者之中，我们能发现那些与众不同的行为吗？”
To learn which attitudes help (and which hurt) agile adoption, we need to ask the question "what behaviors can we observe among successful developers and managers?"
当编程人员或架构师试图将敏捷流程注入保守公司时，最好是抛开教条——即，将重点放在原则而非教条上。
When you're trying to inject an agile process into a conservative company as a programmer or architect, it's best to stay away from dogma — that is, keep the focus on principles rather than process.
当编程人员或架构师试图将敏捷流程注入保守公司时，最好是抛开教条——即，将重点放在原则而非教条上。
When you're trying to inject an agile process into a conservative company as a programmer or architect, it's best to stay away from dogma — that is, keep the focus on principles rather than process.
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