People and interactions are above processes and tools
人和互动高于流程和工具
Functioning software is more important than comprehensive documentation
运行顺畅的软件比完善的文件更重要
Cooperation with the customer is above contract negotiations
与客户的合作高于合同谈判
Responding to change is about following a plan
应对变化是为了遵循计划
More and more hierarchically structured organization are discovering the topic of agility, mostly due to IT projects that are handled ‘differently’ than classic ‘waterfall projects’.
越来越多的具有层级结构的组织正在探索敏捷性的话题，主要是因为IT项目的处理方式与传统的 “瀑布项目”不同。
The people who carry out these projects are usually viewed critically by the rest of the organization. In the best case, a particular curiosity arises as to what it is that these colleagues are doing differently than before.
执行这些项目的人通常会被组织中的其他人批判性地看待。在最好的情况下，人们会产生一种特别的好奇心，想知道这些同事所做的事情和以前有什么不同。
In such a situation, the impression can quickly arise that if you apply this ‘new’ project method, you are already agile. Often the image is created that this new way of working is entirely chaotic, or much too complicated for everyday life. Only when you get to grips with the different methods more intensively, even a new comer will quickly notice that the agile methods have clear rules, need entirely highly developed employees both personally and professionally to function well.
在这种情况下，人们很快就会产生这样的印象：如果你应用这种 “新 “的项目方法，你就已经是敏捷的了。人们通常还会产生这样的印象：这种新的工作方式完全是混乱的，或者对日常生活来说太复杂了。只有当你更深入地了解不同的方法时，即使是新来者也会很快注意到，敏捷方法有明确的规则，需要员工在个人和专业方面都得到高度发展，才能很好地运作。
But that is not enough-agility is an attitude that is subject to a different set of values and principles than those known from classic hierarchically managed cooperation and leadership models.
但这还不够–敏捷性是一种态度，它与经典的分级管理的合作和领导模式相比，受制于一套不同的价值观和原则。
In a small series of articles we now want to get to the bottom of this topic and successively roll up the aspects of agility.
在以下一系列的短文章中，我们将深入探讨这个话题，并陆续介绍敏捷管理的各个方面。
This time the focus is on agile values.
首先探讨的是敏捷的价值观。
If you search the nest for agile values, you will always come across the agile manifesto, which is the source for most ‘agile lists’ when it comes to this topic. It was formulated in 2001 in Utah by 17 software developers.
如果你在互联网中搜索敏捷的价值，你总会遇到敏捷宣言，当涉及到这个话题时，它是大多数 “敏捷清单 “的来源。敏捷宣言是2001年在犹他州由17名软件开发人员制定的。
According to the Agile Manifesto, agile values are
- People and interactions are above processes and tools
- Functioning software is more important than comprehensive documentation
- Cooperation with the customer is above contract negotiations
- Responding to change is about following a plan.
These four values describe areas of tension in which one moves while working, and they determine where the focus should be without completely neglecting the other side
根据《敏捷宣言》，敏捷的价值观是
- 人和互动高于流程和工具
- 运行顺畅的软件比完善的文件更重要
- 与客户的合作高于合同谈判
- 应对变化是为了遵循计划
这四种价值观描述了一个人在工作时张力移动的范畴，它们决定了在不完全忽视另一面的情况下，重点应该放在哪里。
What you can see from these formulations is that the agile methods rely heavily on interaction/communication, that work is done in small, interactive steps, that the focus is on the benefit for the customer, and that it is assumed that the goal is not or cannot be fully clarified at the beginning of the project and that one must react to change.
从这些表述中可以看出，敏捷方法在很大程度上依赖于互动/沟通，工作是在小的、互动的步骤中完成的，重点是客户的利益，并假定在项目开始时目标没有或不能完全明确，人们必须对变化做出反应。
Another set of values can be encountered when dealing with one of the best-known agile methods-Scrum. There you will find:
在面对最著名的敏捷方法之一——Scrum时，会遇到另一组价值观。它们是：
Courage: The members of the Scrum Team dare to do the right thing and work on challenging problems.
勇气：Scrum团队的成员敢于做正确的事情，并致力于解决挑战性的问题。
Concentration: Everyone concentrates on the work of the sprint and the tasks of the Scrum Team.
集中精力：每个人都集中精力于要冲刺的工作和Scrum团队的任务。
Commitment: The team members are personally committed to achieving the goals of the Scrum team
承诺：团队成员个人致力于实现Scrum团队的目标。
Respect: The members of the Scrum team respect each other as capable, independent people
尊重：Scrum团队的成员互相尊重，并认为对方是有能力、独立的人。
Openness: The Scrum Team and its stakeholders agree to speak openly about all the work and the challenges in carrying it out.
开放性：Scrum团队和其利益相关者同意公开谈论所有的工作和开展工作的挑战。
(Source: scrum.org)
If you take a closer look at these values, it is noticeable that there are already some requirements as to how the environment must be set up to enable people following these values:
如果你仔细审视这些价值观，就会发现对于应须如何设置环境以使人们遵循这些价值观已经有了一些要求。
To be courageous, in the sense of the SCRUM values:
在SCRUM价值观的推动上，要具备勇气。
You need an organizational structure, which allows self-organized work.
你需要一个组织结构，它允许自我组织工作。
To be able to concentrate on the work in a sprint;
要能在冲刺阶段集中精力工作。
A sprint must be planned in such a way that the Scrum team is not overwhelmed by day-to day business issues or that the time slots reserved for project work can really be used.
一个冲刺的计划必须使Scrum团队不被日常业务问题所淹没，或者为项目工作保留的时间段能够真正被利用起来。
To respect others:尊重他人
I must have an attitude that values cooperation with others, that is team-oriented. If my organization only evaluates and values individual achievements, it is a difficult task.
我必须有一种重视与他人合作的态度，即以团队为导向。如果我的组织只评估和重视个人的成就，那会是很艰难的任务。
To be open:开放
An organization must be healthy, and the culture should be geared towards learning together.
一个组织必须是健康的，组织文化应是以共同学习为导向。
What comes first-introducing an agile method or gradually getting the organizational culture fit to live agile values?
首先做什么—-引入敏捷方法还是逐渐让组织文化适应敏捷价值观？
In our opinion, agility begins completely method-free in mind. If a company wants to become more agile to become better, to become faster, or to become better with complexity, you are well-advised to work very intensively on developing an agile mindset alongside pilot projects-and this starts by addressing the values mentioned above and ensuring that these are always better managed within the company.
在我们看来，敏捷一开始的时候是在人们思维中产生的，并无方法。如果一个公司想变得更敏捷，以变得更好、更快，或变得更好地应对复杂性，你最好在试点项目的同时，非常密集地发展敏捷思维—这首先要解决上述的价值观问题，并确保这些价值观在公司内部始终得到更好的管理。