在我们达成定义的共识后，我会回顾一些有用的书籍和参考资料，他们能够为敏捷的前景指明方向。
After we (hopefully) agree on a definition, I'll review some of the books and references that I have found useful for navigating the Agile landscape.
即使你不在一个敏捷团队中，你还是可以在各个发布阶段，各个里程碑，或者通过固定的时间间隔来进行回顾，改进团队的工作方式。
Even if you aren't on an Agile team, you can hold retrospectives at releases, milestones, or at regular intervals to improve the way the team is working.
许多人认为回顾是敏捷团队持续改进的最有效工具之一。
Many consider the retrospective to be an agile team's most powerful tool for continuous improvement.
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.
我们先回顾一些最常见的敏捷开发方法，然后再研究“精益软件开发”(LSD)的原则。
We will first review some of the most common agile development methods, before taking a closer look at the principles of "Lean Software development" (LSD).
特别是，软件团队采纳了下面的敏捷实践：迭代周期为两周的短迭代，客户参与，数据测量，角色分配和每两周的回顾会议。
Specifically, the software team adopted the following agile practices: short two-week iterations, customer involvement, measurements, role assignments, and bi-weekly retrospective sessions.
作为一个关键的敏捷实践，回顾活动可以帮助团队检查在项目中哪些事情做的对，哪些事情做的有问题。
A key Agile practice, retrospectives help teams examine what went right and what went wrong on a project.
我们经常听到一些敏捷团队的故事，他们会有一些规则，比如每日站立会议的规则，回顾会议的规则等等。
Often we hear stories which mention rules for Agile teams like rules for a standup, rules for retrospectives etc.
在讨论敏捷组织中的产品经理角色前，让我们回顾一下传统产品经理的角色。
Before we discuss the product manager role in agile organizations, let's review the role of a traditional product manager.
这种变化，特别是在逐步实施敏捷过程中，在软件开发过程中产生了新的改进需要，这种需要最终会成为将来某次回顾会议的主题。
This change, especially in gradual agile implementations, creates a new need-for-improvement in the development process that eventually becomes the topic of one of the future retrospectives.
这时项目经理和敏捷团队负责人都可以当回顾会议的主持人。
In this scenario the project manager and the Agile Team Lead can share responsibility for facilitation.
订定敏捷的准则来指出敏捷对公司的意义，清楚定义敏捷、单元测试、回顾、站立会议等。
Create Agile guidelines to suggest what Agile means to the company and unambiguously define Agile mandates in terms of unit testing, retrospectives, standups etc.
敏捷团队常常会发现，在做回顾（retrospectives）的过程中，他们往往很容易就总结出一箩筐需要改变的方面，但现实中却很难去实现这些改变。
Agile teams often find that its easy to talk about change during their retrospectives, but not always so easy to make that change happen after the retrospective.
DianaLarsen在回顾了敏捷运动的历史之后，提醒我们：“我们今天认识到的敏捷方法都是回顾的产物。”
Diana Larsen, looking at the history of the Agile movement, reminds us that, "the Agile methods we recognize today are the result of retrospectives."
DianaLarsen在回顾了敏捷运动的历史之后，提醒我们：“我们今天认识到的敏捷方法都是回顾的产物。”
Diana Larsen, looking at the history of the Agile movement, reminds us that, "the Agile methods we recognize today are the result of retrospectives."
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