Among these capabilities, users of V1: Agile Team can.
通过这些功能，“V 1：敏捷团队”的用户可以做到。
Humility confers a number of benefits in an agile team.
在敏捷团队中，谦虚有很多好处。
Nobody enjoys all the tasks that have to be done in an Agile team.
在敏捷团队中，没有人喜欢完成所有任务。
Research and experience show that ideal agile team size is 20 to 30 people-or fewer.
研究和经验表明，理想的敏捷团队规模为20到30个人员——或者更少。
In her blog post, Derby makes a case for stability with respect to Agile team membership.
在Derby的博客中，她举了一个敏捷团队稳定性方面的例子。
Generally the agile team Lead is responsible for the health and wellbeing of the agile team.
通常，敏捷团队负责人要负责团队的健康和快乐。
It's even easier to experiment on an agile team, where the team members are generalists.
在每个人都是多面手的敏捷团队里面，这样的尝试更为容易。
The Project Manager and the Agile Team Lead should work together to plan for the release.
项目经理和敏捷团队负责人应该一起制定项目发布计划。
For a limited time V1: Agile Team is available for free for an unlimited number of users.
在某个时间范围内，“V 1：敏捷团队”的用户数量不会受到限制。
To put this simply, the organization must promote the values that allow an Agile team to exist.
为了让这一切变得简单，公司必须赞成允许Agile团队存在的价值。
Take the free Agile Team Performance Quiz now and rate your current or future Agile project.
马上试一试敏捷团队绩效测验来评价你现在或未来的敏捷项目。
An Agile team should not switch to Kanban just because an existing process is not working from them.
一个敏捷团队不应该仅仅因为在他们看来现有流程不合适，就切换到看板。
It takes time to develop all these skills but a start is made at the first meeting of the Agile Team.
要加强所有这些技能需要时间，但是首先得和敏捷团队开个会。
If the project is relatively small the Agile Team Lead and the project Manager may be the same person.
如果项目相对较小，那么敏捷团队负责人和项目经理可能就是同一个人。
Part II: Seven Agile Team Practices That Scale - practices that natively scale to the enterprise level
第二部分关于伸缩性的7个敏捷开发小组实践
In this scenario the project manager and the Agile Team Lead can share responsibility for facilitation.
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。
Transitioning from being a software development team to becoming a self-organizing Agile team is not trivial.
从软件开发团队向自组织敏捷团队的转变并不是一蹴而就的。
What people say and how they say it is the main key for assessing the level of conflict on an agile team.
人们说了什么以及他们说的方式，是评估敏捷团队中冲突水平的主要因素。
You can't just say to a software development team, "OK, you're now an Agile team - you need to self-organize".
你不能对一个软件开发团队说“好啦，你们现在是一个敏捷团队，你们需要自组织。”
What is required from the very first meeting of a new Agile team is to understand the basics of team dynamics.
全新敏捷团队在最开始的会议上，应该了解团队动力学的基本知识。
An Agile team can chose a method based on the detail of their need and ascertain usability in an objective manner.
敏捷团队可以基于本身的详细需要，以客观的方式确定系统的可用性。
Lyssa Adkins suggested that the Agile manager is responsible for all the activities happening around the Agile team.
LyssaAdkins提出敏捷经理需要对在敏捷团队周围发生的所有活动负责。
Leverage a more modern and agile team workbench and accelerate delivery of new workloads that span multiple platforms.
利用一个更现代、更敏捷的团队工作台，加速交付跨多个平台的新工作负载。
After each iteration the Agile team looks at how the iteration went and whether there are any problems that need fixing.
在Agile团队的每一次反复之后，查看这种反复，并看是否有什么问题存在。
It is often assumed that once the pilot Agile team (s) are successful, the process of Agile adoption is on the right track.
通常认为，一旦敏捷试点团队获得成功，敏捷流程实施就算是上正轨了。
The key is to define and implement an agile SCM process that focuses on supporting, rather than restricting, the agile team.
关键是，定义并实现一个着重于支持，而不是限制，敏捷团队的敏捷scm过程。
The ultimate goal of an agile team is to make deployment seamless so that it has little or no impact on the working team.
敏捷团队的最终目标是实现无缝部署，这样就不会对工作中的团队产生影响。
Using this approach the Project Manager is responsible for keeping the agile team protected, particularly during the iteration.
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。
A quick analysis with the engagement steps, helps in averting the future disaster of a failed project and a frustrated Agile team.
快速分析参与的步骤，这能帮助避免失败项目将来的灾难，避免让敏捷团队陷入困顿不堪的境地。
Take advantage of a more modern and agile team workbench that accelerates delivery of new workloads which span multiple platforms.
利用更加现代和敏捷的团队工作台带来的优势，来加速横跨多个平台的新工作的交付。
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