敏捷企业敏捷性度量是企业敏捷化所不可或缺的步骤。
The agile measurement of agile enterprises is a necessary step.
在EA世界里，就EA框架与当今敏捷企业的关系问题，有着两种对立的观点。
Within the ea world, there have been opposing views on the relevance of ea frameworks in the current agile enterprise. Jason explained his reasoning behind the fall of ea frameworks.
他的“敏捷企业需求信息模型”中没有提及用例，这被读者和前同事指出并引起了他的注意。
The absence of any mention of Use Cases in his' Agile Enterprise Requirements Information Model 'was called to his attention by a reader and former colleague.
文章首先通过对速度经济的现实出发引出敏捷企业，进而对敏捷企业的内涵的特点进行了阐述。
The paper firstly educed the enterprises dynamic competition advantage and value chain management through the speed economy.
我有两个兴趣：开源软件和敏捷开发，它们已经成为开发高质量企业软件的一个非常流行的组合。
My two passions are open-source software and agile development, which has become a very popular combination for developing quality enterprise software.
规划与开发活动脱离的问题在企业采用敏捷的过程中变得愈演愈烈。
The problem of plans becoming disconnected from development activity is rampant in enterprise adoptions of Agile.
企业组织中常常混合有敏捷和传统的计划驱动的项目，并且因此一个已知的项目可能存在于特定的市场区段中。
Often, an enterprise organization contains a mix of both agile and traditional plan-driven projects, and thus a given project may exist in a particular market segment.
把敏捷方式拓展到到企业范围会产生一些后果，我们需要理解并加以应对。
Scaling agile up to the enterprise level has consequences that we need to understand and deal with.
项目经理需要像翻译一样，把敏捷指标转化成可以接受的企业报告的结构。
The Project Manager needs to act as a translator, converting the agile metrics into the accepted reporting structure of the enterprise.
企业架构(EA)和敏捷方法(AM)拥有共同的目标——交付能够跟业务需要对齐的软件，并响应对这些业务需要无可避免的变更。
Enterprise Architecture (EA) and Agile Methods (am) share the same goal - delivering software that aligns to business needs and responding to the inevitable change of those needs.
该报告的作者推荐运用特殊技巧以允许敏捷方法和企业架构互相受益。
The authors recommended specific techniques to allow Agile Methods and Enterprise Architecture to be mutually beneficial.
项目经理可以使用信封方法来维持三者之间的关系：敏捷团队、项目中的非敏捷元素、企业中其它因素。
The Project manager can use the Envelope method to maintain the relationship between the agile working team, the non-agile elements of the project and the rest of the enterprise.
它是否是敏捷的应用服务器，适用于用户和所有规模的企业？
Is this a nimble app server appropriate for users and enterprises of all sizes?
然而，对许多企业高管、总监和经理来说，敏捷仍然让他们感到困惑、模糊并且不可信。
Yet, for many enterprise executives, directors and managers agile is still confusing, obscure and not trusted.
我们是否可以让敏捷运维在已经创建的大型企业中发挥作用呢？
Is agile operations something that can really work inside a large, established enterprise?
如果产品负责人拥有对产品的所有控制权，并且能够做出从概念到客户的所有决策，那它就是软件公司，在这种企业环境中，推行敏捷方法会很容易。
If the product owner has full control of the product and can make all decisions, from concept to customer, then it is an environment where agile will fit very naturally.
随着新创企业学会如何获取成功，敏捷+客户开发这一理念进入了词典。
The concepts of the Agile + Customer Development entered the lexicon as startups learned how to build for success.
尽管敏捷更关注于(单个)项目或产品，SOA则重点将服务和企业作为整体对待，但是这条敏捷原则和SOA原则是完全一致的。
Although agile is more focused on a (single) project or product and SOA focuses on services and the enterprise as a whole, this agile principle, and the SOA principles are perfectly aligned.
但在最近，随着社会步调的加速，我们见证着企业在竞争的驱动下越来越敏捷。
Lately however, with the increasing speed at which our society operates, we are seeing that companies have had to become more agile in order to compete.
如何帮助企业开始迁移到敏捷的架构？
How do you help those enterprises start their journeys to this agile infrastructure?
可能出现这种情况：随着组织中成功的敏捷项目越来越多，企业开始修改报告的结构，以包括进一些敏捷的元素。
It may happen that as agile projects continue to execute for the organization with increasing success the enterprise will begin to modify the reporting structure to include some agile elements.
业务：探讨了SOA背后的业务驱动力，包括企业要更敏捷、更具适应性、更快速响应、更弹性、更加赢利；
“Business” examines the business drivers behind SOA – drive to more agile, adaptable, responsive, resilient, and profitable enterprises.
由于SOA驱动因素(重用、敏捷、企业协调一致等)和促进因素(技术组件和标准)的性质，随着时间的推移生产服务很可能不断变化。
Given the nature of SOA drivers (reuse, agility, business alignment, etc) and enablers (technology components, standards), it is natural to expect changes to production services over time.
第3部分介绍了公司所能掌握的，用以实现企业范围内软件敏捷性的全部好处的七个组织能力的附加集合。
Part III describes an additional set of seven organizational capabilities that companies can master to achieve the full benefits of software agility on an enterprise scale.
一份来自CutterConsortium的报告向我们提出了这样一个问题：“敏捷方法和企业架构兼容吗？”
A report from the Cutter Consortium asks Are Agile Methods and Enterprise Architecture Compatible?
第8章可伸缩性敏捷开发的挑战——伸缩至企业级规模的敏捷开发实践。
图2显示了这种增长和敏捷性如何在企业生态系统中发生。
Figure 2 shows how this growth and agility happen in the enterprise ecosystem.
这种可见性会在整个企业内提高数据可靠性、增强敏捷性和改进共同理解。
This visibility leads to increased trust in data reliability, increased agility, and improved common understanding throughout your enterprise.
它支持高效地修改策略和快速部署策略，这正是敏捷的全面集成的企业所需要的。
It supports efficient policy change and rapid policy deployment, which are the required attributes for an agile and globally integrated enterprise.
它支持高效地修改策略和快速部署策略，这正是敏捷的全面集成的企业所需要的。
It supports efficient policy change and rapid policy deployment, which are the required attributes for an agile and globally integrated enterprise.
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