项目中
Development Sprints : Development of new release functionality, with constant respect to the variables of time, requirements, quality, cost, and competition. Interaction with these variables defines the end of this phase. There are multiple, iterative development sprints, or cycles, that are used to evolve the system.
开发冲刺阶段：在始终考虑时间、需求、质量、费用和竞争等因素的情况下，开发新版本的功能。与上述因素间的相互作用标志着本阶段的完成。为了提升系统性能，会有多次的、迭代的开发冲刺或循环。
Postgame
项目结束后
Closure : Preparation for release, including final documentation, pre-release staged testing, and release.
结束阶段：版本发布准备，包括准备最终文档、发行前的阶段性测试以及最终版本。
图 8
Each of the phases has the following steps:
每一阶段均包含以下步骤：
Planning
计划
Development of a comprehensive backlog list.
形成一个全面的待定项的目录
Definition of the delivery date and functionality of one or more releases.
确定发行日期及一个或多个发行版本的功能
Selection of the release most appropriate for immediate development.
为后继开发选择一个最合适的版本。
Mapping of product packets (objects) for backlog items in the selected release.
在选定的版本中，为待定项和产品包(对象)间建立对应关系。
Definition of project team(s) for the building of the new release.
为新版本的开发确定各项目小组。
Assessment of risk and appropriate risk controls.
进行风险评估，并加以适当的风险控制。
Review and possible adjustment of backlog items and packets.
对待定项和程序包进行总结及可能的调整。
Validation or reselection of development tools and infrastructure.
对开发工具和基础架构进行确认或重新选择。
Estimation of release cost, including development, collateral material, marketing, training, and rollout.
预测发行成本，包括开发、相关材料、市场营销、培训和首次展示。
Verification of management approval and funding.
确认经理的认可和资金保障。
Architecture/High Level Design
架构/高层设计
Review assigned backlog items.
总结已指派的待定项。
Identify changes necessary to implement backlog items.
确定为实现待定项所必须的变化。
Perform domain analysis to the extent required to build, enhance, or update the domain models to reflect the new system context and requirements.
进行域分析，直至新的系统环境和需求需要建立、增强和更新现有域模型为止。
Refine the system architecture to support the new context and requirements.
精化系统架构以适应新的环境和需求。
Identify any problems or issues in developing or implementing the changes
对开发和实现这些改变时所出现的各种问题和观点进行确认。
Design review meeting, each team presenting approach and changes to implement each backlog item. Reassign changes as required.
组织总结会议，各项目小组阐明为实现各自的待定项所需的方法和变更。按需要重新分配变更。
Development (Sprint) - the Development phase is an iterative cycle of development work. The management determines that time, competition, quality, or functionality are met, iterations are completed and the closure phase occurs. This approach is also known as Concurrent Engineering. Development consists of the following macro processes :
开发(冲刺)－开发阶段是开发工作的一个迭代循环。经理判定时间、竞争性、质量或功能符合要求后，迭代过程结束并进入结束阶段。该方法也被称为并发工程。开发包含以下宏观过程：
Meeting with teams to review release plans.
与各项目小组开会讨论总结计划。
Distribution, review and adjustment of the standards with which the product will conform.
对产品所需遵从的标准进行分发、总结和调整。
Iterative Sprints, until the product is deemed ready for distribution.
迭代冲刺，直至产品可被确认为适于发行。
A Sprint is a set of development activities conducted over a pre-defined period, usually one or four weeks. The interval is based on product complexity, risk assessment, and degree of oversight desired. Sprint speed and intensity are driven by the selected duration of the Sprint. Risk is assessed continuously and adequate risk controls and responses put in place. Each Sprint consists of one or more teams performing the following:
一个冲刺是一系列开发活动的集合，这些开发活动贯穿预定义阶段，通常为一至四个星期。间歇期建立在产品复杂性、风险评估和预计的监管程度上。冲刺的持续时间决定了冲刺的速度和强度。风险评估是持续进行的，并应加入适当的风险控制和响应。每一冲刺由一个或多个项目小组组成来完成以下工作：
Develop: Defining changes needed for the implementation of backlog requirements into packets, opening the packets, performing domain analysis, designing, developing, implementing, testing, and documenting the changes. Development consists of the micro process of discovery, invention, and implementation.
开发：对为实现待定项所需加入程序包中的变更进行定义，打开程序包，进行域分析，设计，开发，实现，测试，记录变更。开发包含发现、创新和实现的微观过程。
Wrap: Closing the packets, creating a executable version of changes and how they implement backlog requirements.
封装：关闭程序包，为变更和这些待定需求如何实现创建一个可执行版本。
Review: All teams meeting to present work and review progress, raising and resolving issues and problems, adding new backlog items. Risk is reviewed and appropriate responses defined.
总结： 所有的小组开会介绍各自的工作，总结进度，提出并解决问题和困难，增加新的待定项。在会上总结风险，定义适当的风险应对策略。
Adjust: Consolidating the information gathered from the review meeting into affected packets, including different look and feel and new properties.
调整：将从总结会议中获得的信息合并到相关程序包中，包括不同的观点、体验和新的特性。
Each Sprint is followed by a review, whose characteristics are :
每一次冲刺均伴随一次总结，其特征是：
The whole team and product management are present and participate.
整个小组和产品经理均到场参加。
The review can include customers, sales, marketing and others.
总结可包括用户、经销商、市场人员和其他人。
Review covers functional, executable systems that encompass the objects assigned to that team and include the changes made to implement the backlog items.
总结覆盖功能性的、可执行的系统。这些系统包含了分配给该项目小组的目标和为实现待定项所需的变更。
The way backlog items are implemented by changes may be changed based on the review.
通过变更实现待定项的方法可在总结的基础上改变。
New backlog items may be introduced and assigned to teams as part of the review, changing the content and direction of deliverables.
作为总结的一部分，新的待定项可被引入并分配给各项目小组，以改变可交付版本的内容和方向。
The time of the next review is determined based on progress and complexity. The Sprints usually have a duration of 1 to 4 weeks.
下一次总结的时间由进度和复杂性确定。冲刺阶段通常持续1到4周。
Closure - When the management team feels that the variables of time, competition, requirements, cost, and quality concur for a new release to occur, they declare the release "closed" and enter this phase. This phase prepares the developed product for general release. Integration, system test, user documentation, training material preparation, and marketing material preparation are among closure tasks.
结束：当经理综合时间、竞争性、需求、费用和质量等诸多因素，感到已经适于发布一个新的版本，他们宣布开发"结束"并进入本阶段。本阶段准备对已开发完成的产品进行常规发布。结束阶段的任务包括集成，系统测试，用户文档，培训材料和市场营销材料的准备。
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Controls
控制
Operating at the edge of chaos (unpredictability and complexity) requires management controls to avoid falling into chaos. The SCRUM methodology embodies these general, loose controls, using OO techniques for the actual construction of deliverables.
当处于陷入混乱（未知性和复杂性）的边缘时，需要管理者进行控制避免最终陷入混乱中。在使用面向对象技术来构建实际的可发行软件过程中，SCRUM方法包括了一般化和松散的控制。
Risk is the primary control. Risk assessment leads to changes in other controls and responses by the team.
风险是首要的控制因素，风险评估会改变对于其他内容的因素，进而带来开发团队对于这些控制因素的改变的反应。
Controls in the SCRUM methodology are :
在SCRUM方法中控制包括了下面的内容：
Backlog: Product functionality requirements that are not adequately addressed by the current product release. Bugs, defects, customer requested enhancements, competitive product functionality, competitive edge functionality, and technology upgrades are backlog items.
待定项：当前版本的产品不能够充分地实现的产品功能需求、错误、缺陷、用户需求的增强、竞争性产品的功能、更优越的具有竞争性的功能以及技术升级都是待定项。
Release/Enhancement: backlog items that at a point in time represent a viable release based on the variables of requirements, time, quality, and competition.
版本/增强：在基于需求、时间、质量和竞争这些因素的基础上，一个可行的新版本由在某个时点上的待定项决定。
Packets: Product components or objects that must be changed to implement a backlog item into a new release.
软件包： 为实现待定项以形成新版本而必须加以修改的产品组件或对象。
Changes: Changes that must occur to a packet to implement a backlog item.
变更：软件包必须改变从而实现待定项。
Problems: Technical problems that occur and must be solved to implement a change.
问题：由于技术变化而出现的问题必须被解决。
Risks: risks that effect the success of the project are continuously assessed and responses planned. Other controls are affected as a result of risk assessment.
风险：必须不断地对影响项目成功的风险因素进行评估并且制定出对策。风险评估的结果影响了其他方面因素的控制。
Solutions: solutions to the problems and risks, often resulting in changes.
解决方案：解决困难和防范风险的解决方案通常会发生变化。
Issues: Overall project and project issues that are not defined in terms of packets, changes and problems.
结果：整个项目和项目结果并不是由软件包、变化和问题来定义的。
These controls are used in the various phases of SCRUM. Management uses these controls to manage backlog. Teams use these controls to manage changes, problems. Both management and teams jointly manage issues, risks, and solutions. These controls are reviewed, modified, and reconciled at every Sprint review meeting.
这些控制因素存在于SCRUMf方法的不同阶段中。管理者使用这些控制因素来管理预定的项目。开发团队使用这些控制因素来解决变化和问题。管理者和开发团队共同地管理结果、风险和解决方案。在每次冲刺总结会上这些控制因素都被提出来讨论、修改并进行协调。
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Deliverables
可交付性
The delivered product is flexible. Its content is determined by environment variables, including time, competition, cost, or functionality. The deliverable determinants are market intelligence, customer contact, and the skill of developers. Frequent adjustments to deliverable content occur during the project in response to environment. The deliverable can be determined anytime during the project.
交付的产品是可变的。具体内容取决于包括时间、竞争、费用和功能等在内的环境因素。可交付产品的决定因素包括了市场能力、客户关系和开发人员的技术水平。环境的变动促使软件项目在开发过程中对于可交付内容不断地作出调整。可交付产品可能取决于软件项目过程中的任何阶段。
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Project Team
项目小组
The team that works on the new release includes full time developers and external parties who will be affected by the new release, such as marketing, sales, and customers. In traditional release processes, these latter groups are kept away from development teams for fear of over-complicating the process and providing "unnecessary" interference. The SCRUM approach, however, welcomes and facilitates their controlled involvement at set intervals, as this increases the probability that release content and timing will be appropriate, useful, and marketable.
在新版本的开发过程中，项目小组不仅仅包括全职开发人员，也包括了新版本会影响到的外部人员，比如市场营销人员和顾客。在传统的版本开发过程中，后者是被排除在开发小组之外的，以避免开发过程过于复杂并且避免导致对开发工作产生不必要的干扰。然而，SCRUM方法欢迎并且阶段性地利用了他们有限制的参与，认为这样将更加能够促使新版本合适、有用并且受到市场欢迎。
文章来源于领测软件测试网 https://www.ltesting.net/
