[T9譯言]--之Chapter 1瞭解敏捷

In truth, agile is not a well qualified term as it is mostly misused as a cool synonym for “reacting fast to changes”. In fact a visual that people use to represent something agile, is a rabbit bouncing across a field effortlessly, but when we associate the term with software development it has become synonymous with a more disciplined way to work together.

事實上，敏捷並非最好的的術語，因爲它常濫用作“快速應對變化”的同義詞。敏捷是人們常用來描述一些視覺效果，如兔子蹦蹦跳跳好不費力，當我們把敏捷跟軟件開發聯繫在一起的時候，敏捷代指更嚴謹的合作工作方式。

Throughout our agile journeys we have seen the term “Agile” used to a point where it is a form of avoidance of due-diligence, while for others it represents a catalyst for innovation. Each situation is unique and must be appreciated without presumption.

在敏捷之旅我們看到“敏捷”一詞用於一個點,就是它是一種避免盡職,而對另一些人則是創新的催化劑。必須領悟到每種情況都是獨特的。

Our original goal for agile transformations was to design a set of reusable approaches and practices that determine a methodology to cover every scenario. We tried to define a technique to cater for everyone’s individual perspective, that finds the “right” balance in approach, is scalable, reusable etc. without having the need to start from the beginning every time.

我們設計敏捷轉變最初的目標是一組可重用的方法和實踐,確定一個方法來覆蓋每一個場景。我們試圖爲迎合每個人的獨特的角度來定義一個技術來滿,發現“正確”的平衡方法,具有可擴展性、可重用等，不需要每次都從零開始。

 Instead we realized that effectiveness was achieved by starting each engagement without presumption, bylistening carefully and identifying the solution to suit a unique scenario. Approaching each scenario with such an open mindset resulted in far greater success for organizations embracing the agile change.

相反,我們意識到,有效性是由每個嚴謹的承諾開始,仔細聆聽和識別解決方案來適應一個獨特的場景。進入每個場景都以一個開放的心態爲組織取得更大的成功擁而抱敏捷變化。

Because of this, while providing guidance, we are intentionally leaving room for readers to apply their own interpretations. We firmly believe that to understand Agile you need to appreciate in which conditions - both historical and environmental - this new “approach to work” emerged. We identified four important knowledge areas, following this paragraph, which aim to establish a deeper understanding about why agile is different. Once this foundation is established, we will go deeper on how to transform an organization into an
agile one.

正因如此,在提供指導時,我們特意留爲讀者留下自己應用的演繹方式的空間。我們堅信,理解敏捷需要欣賞的條件——無論是歷史和環境——就這樣一個新的“工作態度”出現了。我們確定了四個重要的知識領域,下面的章節目的是爲了深入的理解爲什麼敏捷不同之處。一旦建立了這個基礎,我們將去知道如何將一個組織從深層次改變成一個敏捷的組織。