What does it take for an organization to make its Agile transition?
对一个组织进行敏捷转型需要采用哪些呢？
I refer to this as part of the unconscious incompetence model for Agile transition and change agents.
我将这部分看做敏捷转换和变革代理人的“无意识不胜任模型(unconscious incompetence model)”。
I'd like to split that into two parts: What it takes to make an Agile transition and then the lessons learnt.
我可以把这个问题分成两部分：如何实施敏捷转型，然后是经验总结。
How have social contracts been implemented in your organisations, and do they help make an Agile transition go smoother?
你的组织中实施社会关系合同了么？效果如何？
The agile transition away from dedicated regression cycles and teams resulted in significant labor savings for the organization.
从专门的回归循环和团队迅速转换到敏捷开发为该组织节约了大量人力成本。
Others examined agile topics such as applying agile to a distributed team, or balancing process and engineering during an agile transition.
有些则考察敏捷开发的培训主题，包括： 如何将敏捷开发应用在分散的团队中、 在向敏捷开发过渡期间如何平衡过程和工程等等。
I have been searching for the success or failure rate of agile transition attempts, but have come up relatively empty. I would define success as.
我一直试图寻找“向敏捷过渡的成功率到底是多少”的答案，但结果基本为零。
His theme for the executive breakfast was what managers and executives need to do to support Agile teams and enable Agile transition in their organisations.
他在管理人员早餐会上的演讲主题是经理们和管理人员需要做什么来支持敏捷团队，并且使得敏捷转变在他们的组织里成为可能。
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。
This article provides an overview of a successful product management transition to Agile, the most common pitfall to avoid and proposed solutions to the new challenges that arise.
本文将给出一个成功过渡到敏捷产品管理的概览，指出要避免的常见陷阱是什么，应对新挑战有哪些建议的解决方案。
Transition to agile concepts was made easier by this prior technical education.
这些先前的技术培训令到敏捷概念的过渡更容易。
Based on the results of this project, time spent on a transition phase from waterfall development to agile development is encouraged.
根据此项目的结果，鼓励花费在从瀑布开发到敏捷开发的过渡阶段上的时间。
Her experience makes her a perfect candidate to document the best practices and pitfalls to transition from traditional to agile product management.
她的经验使她很适合记录从传统产品管理过渡到敏捷产品管理的最佳实践和陷阱。
It seems like a natural transition when everyone is focused on adopting agile, yet there is a heavy price to pay.
每个人都关注于采用敏捷时，这似乎是自然而然的转变，但代价沉重。
There are no simple steps to follow that will guarantee a smooth transition to agile.
没有什么简单的步骤可以确保向敏捷的平滑过渡。
Leffingwell's book is a necessary guide for large projects and large organizations making the transition to agile development.
Leffingwell的书是指导大型项目和大型组织向敏捷开发过渡的必要书籍。
The agile development transition started conservatively, with moderate development commitments for the first one or two iterations.
敏捷开发过渡适当地启动，并且带有对前一或两个迭代的适度的开发承诺。
Suggestions for helping your team transition to using agile planning.
帮助团队转移到使用敏捷规划的建议。
Let's explore some of the lessons-learned I wish I would have known when I started my transition from traditional to an agile product manager.
让我们来探讨一些经验教训，我真希望当我从传统产品经理转变为敏捷产品经理时，我已经了解到这些。
The agile development transition started conservatively, with moderate development commitments for the first two iterations.
敏捷开发过渡适当地启动，并且带有对前两个迭代的适度的开发承诺。
Iteration 1 was used as a transition iteration, to finish deliverables that were already in development and start operating as an agile project.
迭代1用作过渡迭代，用于完成已经在开发中，并作为敏捷项目而开始运作的可交付件。
So how can product management adapt to their company's transition to agile, and avoid the pitfall discussed above?
因此，公司转向敏捷时，产品管理怎么去适应，并避免上面讨论的陷阱呢？
After an initial disruption during transition - Agile teams operate on a predictable and stable pace.
敏捷转变期一开始会很混乱——敏捷团队会以一个可预测和稳定的速度运作。
He has personally worked with dozens of IBM teams around the world, helping them make the transition to Agile.
他个人工作过许多全球范围的IBM团队，帮助他们迁移到敏捷实践中。
I was about to make my transition to the academic world and wanted to find out what other educators were doing with agile methods in their courses.
我将要转到学术界上，想找出哪些教育家正在他们的课程中进行敏捷方法。
Craig Knighton writes in Not in My Job Description when discussing a how teams should transition to agile.
Craig Knighton的《我的工作说明不包括这些》一文中讨论了团队应该如何向敏捷转变，他在其中写道？
Phil is a key member of the core team who led the Agile transformation transition of a 20000 person financial institution with over 4000 Information Technology staff.
Phil是该公司敏捷转型核心团队的关键成员，领导了这家员工超过20000人，其中IT员工超过4000人的金融机构实施敏捷转型。
Phil is a key member of the core team who led the Agile transformation transition of a 20000 person financial institution with over 4000 Information Technology staff.
Phil是该公司敏捷转型核心团队的关键成员，领导了这家员工超过20000人，其中IT员工超过4000人的金融机构实施敏捷转型。
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