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.
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.
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).
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.
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.
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.
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].
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].
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.
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.
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.
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.
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.
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.
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.
从2006年开始，他全职转向Rails工作，对于和各种规模的分布式敏捷团队的协作，以及和各类项目参与人员(从开发者到项目经理)的合作有着丰富的经验。
He's been working with Rails full-time since 2006, and has extensive experience in working with distributed, agile teams at all levels from project manager to developer.
从2006年开始，他全职转向Rails工作，对于和各种规模的分布式敏捷团队的协作，以及和各类项目参与人员(从开发者到项目经理)的合作有着丰富的经验。
He's been working with Rails full-time since 2006, and has extensive experience in working with distributed, agile teams at all levels from project manager to developer.
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