Project Managers, Developers, DBAs, Business Analysts, QA Specialists, and other management people that participate in software development in one form or another.
项目经理、开发人员、DBA、业务分析师、QA专员，以及其他以某种形式参与到软件开发中的管理人员
As junior team members improve, development managers have more time to improve the code they're responsible for.
因为初级的团队成员的进步，开发经理有更多的时间来改进他们负责的代码。
Throughout the article, we will examine sample measurement views for both executives and project managers, generated by automated tools in the IBM Software Development Platform.
贯穿这篇文章，我们将展示对于执行官和项目经理的样例视图，这些视图都是通过IBM软件开发平台中的工具自动产生的。
I often hear that developers and development managers don't want to reuse or develop a reusable capability because they don't feel included in the realization of reusable assets.
我经常听到开发人员对开发经理说，不想重用，也不想开发可重用的功能，因为他们觉得实现可重用资产与他们无关。
Project managers must not allow development to consume time at the expense of testing.
项目经理不能允许开发人员在测试的成本上花费时间。
Software development managers need an approach, method, and language to assess the economic value of projects if they are to allocate resources properly to competing initiatives.
为了合理分配资源以产生有竞争力的第一步，软件开发经理需要方式，方法，和语言来评估项目的经济价值。
Transparency is a powerful tool for engaging customers and managers, and enhancing the development process with the perspectives and inputs that are their responsibility and prerogative.
透明性是赢得客户和管理人员的一个强大的工具，并且根据输入来增强开发流程是他们的职责和权利。
To optimize assets at varying stages of the project of software development, the managers can get cost-accounting data by tracking usage by project and user.
为了优化软件开发项目不同阶段的资产，管理人员可以按项目和用户跟踪使用情况，从而获得成本数据。
By monitoring the work of junior developers against organizational standards, development managers are able to see who needs mentorship and in what areas.
通过检测初级开发人员根据组织标准的工作，开发经理能够知道谁需要导师，需要哪方面的导师。
To provide process engineering capabilities by supporting process engineers and project managers in selecting, tailoring, and rapidly assembling processes for their concrete development projects.
通过在选择，裁剪，和快速创建具体开发项目的过程方面的支持，过程工程师和项目经理提供过程工程。
I believe entrepreneurs, small business owners, development managers, and technology executives could gain some unique insights at SCNA.
我相信企业家、小企业主、开发经理和技术负责人在SCNA也能获悉一些独特的见解。
We set up meetings with the product managers, documentation teams, and tech support members so that all the development lifecycle stakeholders share the same awareness.
我们与产品经理、文档编制团队，和技术支持成员一起开会，以便整个开发生命周期的风险承担者分享同样的认识。
Simply put, agile product managers must change the way they work to keep up with faster development cycles and shorter customer feedback loops.
简而言之，敏捷产品经理必须改变他们的工作方式，以赶上更快的开发周期以及更短的客户反馈周期。
Now, in this sixth and final installment, we will look at tools that can help managers prioritize, plan, and measure development projects.
现在，在第六部分(最后的部分)，我们将着眼于能够帮助经理进行优先级划分、计划以及度量开发项目的工具。
But you probably have people involved in the development process who aren't recipients of these messages — project managers or testers, for example.
但是开发过程可能包含不是这些消息收件人的人员——例如，项目管理人员或测试人员。
To reflect its different priorities, Baidu's product development is driven not by engineers, as at Google, but by product managers.
与谷歌不同的是，百度的产品开发是由产品经理(而非工程师)决定的，这反映出两者的重点不同。
In one corner (project management), there are the project managers, who must supervise the work efforts of their development teams to meet their release deadlines.
一方面（项目管理），会有项目管理者们监控着他们开发小组的工作成果，看何时能够达到他们发布最终期限的目标。
When software development teams move to agile methods, experienced project managers often struggle — doubtful about the new approach and uncertain about their new roles and responsibilities.
当软件开发小组转向敏捷方法时，有经验的项目管理人员通常与他们斗争——怀疑新的方法以及不确定他们新的角色和职责。
As the two development teams and project managers meet, weekly, they review Security, Schemas, Standards, data transformation requirements, and a host of other integration requirements.
随后两个公司的开发人员和项目经理们会每周碰面，就安全、计划、标准、数据转换以及其他一揽子需求进行讨论磋商。
An iterative evangelist's ability to sell changes in how to manage projects to project managers and middle managers is crucial for a successful rollout of iterative development methods.
迭代的倡导者在对于项目经理和中层经理来说如何管理项目方面进行变更的说服能力，对于迭代开发方法的成功出现是至关重要的。
Decades ago, frustrated by the terrible quality coming out of development, managers created an inspection step at the end of the process.
几十年前，由于开发出来的软件质量十分糟糕，大家受到了挫败，因此在过程结束时，经理们设置了一个检查步骤。
Make sure to review your MRD with your fellow product managers and the development team.
确信做到和你的产品经理伙伴和工程师团队评审你的MRD。
We interviewed program, project, and functional managers to identify what key pain points our software development projects are experiencing.
我们和程序员、项目经理和职能经理面谈，确定出我们的软件开发项目和体验中哪些是关键努力点。
A tool that supports both a model-driven and code-centric view of the software under construction will be useful to everyone involved in a development project, including non-technical managers.
工具支持软件的模型驱动及代码中心两种视图，对于涉及开发项目，包括非技术型的经理们都将会很有用。
Most managers have been trained to control events. Empowering the development team to deliver and own the project is not intuitive or logical.
大部分经理都被训练去控制，而不是授予开发团队交付及掌控项目的权力。
You can use dependency injection to satisfy the many dependencies you run across when you're doing enterprise development, like data sources or transaction managers.
您可以使用依赖注入来满足进行企业级开发（例如，数据源或事务管理器）所遇到的许多依赖性。
Most software development managers would like to have a greater understanding of and better control over their project's requirements traceability functions.
大多数的软件开发管理员都想进一步了解及更好地控制项目的需求可追溯性功能。
Development managers are responsible for helping junior developers to mature into senior developers.
开发经理负责帮助初级开发人员找到资深的高级开发人员作为他的导师。
I'll examine real-world GQM scenarios for IT executives, project managers, architects, development managers, and software quality managers.
我将解释阵势世界的GQM场景，针对于IT执行管理层、项目经理、架构师、开发经理和软件质量经理。
应用推荐