有了看板，如果来了一个紧急的请求需要实现，或者一个非常重要的用户故事，团队只需把它放在队列的顶端即可。
In Kanban, if there is an urgent request to implement or a really important user story, the team can just put it on top of the queue.
大的故事甚至不能在一个迭代里面完成——团队需要理解如何把故事分解成更小的粒度。
Large stories just do not fit into an iteration - Team needs to understand how to split the story into smaller pieces.
恩，因为有另一个团队啊，他们每完成一个故事就会将其发布到主干中！
Well because there's another team out there, and they will publish to the trunk whenever they finish a story!
在这种情况下，看板系统由两个层面组成，在项目层面一张卡片代表一个用户故事，而在团队(或者结对)层面一张卡片代表一个任务。
In this case, a Kanban system is composed of two levels, a project level in which a card represents a user story and a team (or a pair) level where a card represents a task.
你所要做得就是在项目各阶段或主要交付物中应用团队通常应用于故事的同样的方法。
All you need to do is to apply the same approach to project phases or major deliverables that teams usually apply to stories.
然而，其他运用这项技术的团队记录了评估(故事点或工时)和复杂性评估。
However, other teams using this technique have recorded both the effort estimate (in story points or hours) and the complexity estimate.
通常团队用简单的方法把故事从1到5分级排列，以此反映出不确定性程度的增加。
Often teams take the simple approach of ranking stories from 1 to 5 to reflect increasing levels of uncertainty.
经过几轮规划扑克活动之后，团队同意分配20个故事点数。 此时产品负责人站了起来，怒道：“什么？！”
After a couple of rounds of planning poker the team agrees on 20 story points whereby the product owner stands up in rage "whaaaat?!".
但是在任何时候，团队的主要工作努力都要放在优先级最高的故事上。
But at any given moment the bulk of the team's efforts should be focused on the top priority story.
这张图可以帮助团队理解每一个故事在产品中处于什么位置。
The map helps the team to understand how stories fit together to form a releasable product.
项目编码初期，不整理代码，不写单元测试，也不做测试驱动开发，整个团队粗制滥造出更多的“故事场景”。
At first it’s faster to write code without tidying up, without writing unit tests, without doing Test Driven Development, so the team churns out more stories.
最常见的情形是，产品经理完全接受她新的产品负责人角色，学习编写好的故事，并去了解她的开发团队。
The most common scenario is that the product manager fully embraces her new product owner role, learns to write good stories and gets to know her development team.
而另一方面，速度是团队在一个迭代中完成的故事点数的累加。
On the other hand, velocity is the aggregation of story points that a team can deliver during an iteration.
当产品管理层想要知道构建某些功能需要多少成本的时候，我就用表中红色数字乘以团队估算出来的故事点数就可以了。
When product management wants to know how much it costs to build some set of features I just multiple the one of the figures in red by the number of story points the team has estimated.
综上所述，人们基本上都认为在开始新故事之前，团队应该多方面考虑怎样可以增加价值。
Thus, the common message is that before starting a new story the team should evaluate various options which might add value.
你们能不能告诉我们一个真实的故事，说明确实有团队发现回顾是一种有用的工具？
Can you tell us a real story about a team has that found retrospectives a helpful tool?
当团队需要用户故事的时候，我们会采用价值最高的过程，然后针对团队的需要以正确的粒度将其分解为用户故事。
When the team needs user stories, we take the highest value processes and break them down into user stories at the right level of granularity for the team's needs.
TTM的目的是让团队了解每个故事分别包含何种类型的技术，以此理解故事的复杂性。
The aim of the TTM is to allow the group to understand the complexity of story by seeing which stories involve which types of technology.
通常，团队用规划扑克来为每个故事分配故事点，然后为了进行项目规划把它们与团队速度进行比较。
Typically, the team USES planning poker to allocate story points to each story and then compare these to the team's velocity in order to plan the project.
这允许团队讨论哪个故事是最有价值的，并将其与所需实现成本最高的故事相比较。
This allows the team to discuss which stories are the most valuable and compare this to which stories are the most costly to implement.
下面介绍OSX划时代的界面是如何产生的，这个故事让我们得以洞悉苹果的团队创造力。
Below is the story of how OS X's game-changing interface came about. The story gives some insight into corporate creativity at Apple.
所以当一个团队成员说某个用户故事已经“完成”，并将故事卡移入到“完成”一栏中之后，客户就可以马上跑到房间中说：“太好了！
So when a team member says that a story is Done and moves the story card into the Done column, a customer could run into the room at that moment and say "Great!
一些支持规划扑克的工具，这些工具通过提高团队对不同故事的复杂性的认识以实现对规划扑克的支持。
Some tools that support planning poker by improving the understanding the team have of the complexity of different stories.
由于团队会不断提取故事，所以我们只需要生成最基本的一组用户故事。
The team pulls the stories, so we only generate a minimal set of user stories.
您是否认为团队的速度可以用来判断故事的大小是否没有问题？
Do you use the team's velocity as an indicator that the sizing is off?
稳定的团队会倾向于在每个迭代中完成同样数目的这些大小相等的故事，并且管理层也会根据团队已知的能力来制定计划。
A given team would tend to complete about the same number of these equal-sized stories each iteration, and management could make plans based on the team's known capacity.
通常，团队希望有自己的分支，以避免未完成的故事在多个团队之间造成干扰。
Often teams like to have their own branches to avoid having partially complete stories causing interference between teams.
我们组建个团队一起写博客来公正的写出日本的故事。
We're putting together a small team of dedicated bloggers who can do justice to Japan's story.
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.
如果过小的故事是团队前进的最大障碍，那就应该恭喜团队：你们已经掌握了极限编程的要义。
If too small stories is the biggest impediment that a team has, congratulate the team for having mastered XP.
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