项目经理根据团队成员为项目所做的贡献来评估他们的表现，而不是他们花在项目上的时间。
Project managers evaluate the performance of the team members in terms of what they produce for projects, rather than the amount of time they spend on them.
这时项目经理都应该不遗余力地来保护团队，使他们能不受干扰地做他们最擅长的事。
But every effort should be taken by the project manager (s) to protect the team so they can do what they do best without interruption.
里程碑允许项目经理“同步注视”其技术团队，并且向上司交付重要的更新。
Milestones allow project managers to "synchronize watches" with their technical teams and deliver important updates to their bosses.
为了达到这种微妙的平衡，敏捷团队负责人和项目经理的工作关系要非常融洽才行。
To accomplish this delicate balance the Agile Team Lead and the Project Manager need to have a very good working relationship.
通常，当项目经理依靠团队成员所提供的状态数据时，他们得到的结果是不一致、不准确和难以比较的。
Typically, when project managers rely on team members to provide status data, they get results that are inconsistent, imprecise, and hard to collate.
在这里，了解人们的实际工作方式是我作为一位技术主管的工作之一，当然这肯定也是我的团队的项目经理的工作。
In this case, knowing how people work is actually a part of my job as a technical leader, and it's certainly the job of my team's project manager.
把上句话再读一遍，再问问你自己：做项目经理时，如果发现团队不健康，就让他们减少工作时间，上次这么做是什么时候？
Re-read that last sentence and ask yourself when the last time a project manager asked a team to reduce their hours because it wasn't healthy!
项目经理可以使用这种方法来保护敏捷团队，尤其是在迭代期间。
Using this approach the Project Manager is responsible for keeping the agile team protected, particularly during the iteration.
我甚至建议，项目经理制定计划并管理团队，以确保这些工作的执行。
I even recommended that project managers schedule and manage the team to make sure that they occurred.
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.
这种方法使得项目经理及其团队可以通过若干次会议和头脑风暴活动以渐进明细的方式制定WBS。
This method enables the project manager and the team to progressively elaborate on the WBS after several meetings and brainstorming sessions.
通过评估每一个迭代，项目经理能够为团队成员发现培训的机会。
By assessing each iteration, project managers can discover training opportunities for team members.
如果差异很大，那么项目经理就知道其团队感觉该组件有成比例的风险。
If the difference is large, then the manager knows his team feels this component has proportional risk.
项目经理什么都没说，让团队去体会这个即将开工才出现的新情况。
The project manager said nothing while the full effect of this eleventh-hour news settled over the group.
通常，项目经理都不会考虑其团队升级到新技能集所需的时间。
Often, project managers don't account for the time needed to upgrade the team to the new necessary skill sets.
如果您是项目经理，您可能希望使用类似的方法，并花费一些时间培训您的团队使用TFP。
If you are a project manager, you might want to use a similar approach and spend a modest amount of time training your team to use TFP.
想要指挥项目团队工作的项目经理在敏捷项目中也没有合适的角色。
Project Managers who feel the need to direct the work of the project team have no role on an agile project.
随着团队建立并评审每个工作产品，项目经理会在评审记录内记录评审情况并制定下一步计划。
As teams create and review each work product, the project manager creates an entry in the review record to record the fact that the review took place and specify next steps, if any.
一个专心致志的项目经理能够理解如何采纳意见并将其应用到开发团队的过程中。
It takes a dedicated project leader to figure out how to adapt a suggestion and embed it into a development team's process.
项目经理知道，团队成员没有变，他们也花同样的时间工作。
The manager knows that the team members haven't changed and they're still working the same hours.
授权项目经理和团队领导在不影响模式的情况下配置项目。
Empower project managers and team leads to configure projects without impacting the schema.
项目经理的主要作用之一就是使所有团队成员认识到这一点。时间，预算和质量三要素很重要。
The Project Manager's main role is to keep all team members aware of these big 3 - Time, Budget, and Quality.
项目经理及所有指定的团队成员可以简单地通过浏览器访问ProjectWebsiteDashboard。
Project managers and all designated team members can easily access the Project Website Dashboard via a browser.
项目经理和Scrum Master需要观察团队的精神和身体健康程度。
Project managers and Scrum Masters need to watch the mental and physical health of the team.
项目团队(包括项目经理、业务分析人员、解决方案架构师、开发人员，和测试人员)应该评估并验证正在使用的开发工具。
The project team (including the project manager, business analysts, solution architect, developers, and testers) should evaluate and validate the development tool being used.
现在，具体项目团队的工程师和项目经理可以坐到一块，以开门见山的简短会议开始一天的工作。
Now, project-specific teams of engineers and project managers sit together and start their day with a short meeting to touch base.
清晰的职责结构是项目经理的安全网，这也向项目团队的其他成员提供了透明性。
Clear responsibility structure is a safety net for a project manager, which also provides transparency to rest of the project team.
项目经理也像团队的保护者一样，会保护团队正常工作、免受复杂的外部组织的干扰。
The Project Manager also acts as a protector for the team keeping the complexities of the outside organization from impeding their progress.
项目经理需要的是一致的使用模型，团队改进的模式，以及支持采用新目标的度量模型。
What PMs need are consistent usage models, progressive modes of team empowerment, and measurement models that support the adoption of new goals.
项目经理和敏捷团队负责人应该一起制定项目发布计划。
The Project Manager and the Agile Team Lead should work together to plan for the release.
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