所有组织面临的情况是使用敏捷可以解决问题。然而，并非所有公司都做好了走向敏捷的准备。尤其是一个拥有多年开发经验的大型团队，会有很多其他的制衡。

一个常用的办法是首先实施并塑造敏捷框架。然后将更多的敏捷活动逐步增加到项目各个迭代周期的现有流程中。这种办法常被称为“混合型”敏捷开发，并且有其可取之处。敏捷框架并不是万能的解决方案，同样的框架对有些团队很有效，对其他团队可能就不合适。我们要关注的重点是保持敏捷的核心价值，然后根据实际情况让敏捷活动和敏捷过程真正为你服务。

牢记把关注重点放在用户需求、项目计划、各种开发和测试交付件的增量变化上；尽快得到干系人对已完成工作的反馈意见；将工作重心集中在能为项目带来最高价值的开发任务上；最后，在计算交付件的价值时，一定要考虑可维护性。

All organizations are faced with problems that can be addressed with agile practices. However, not all companies are ready for a complete switch to an agile methodology. This is especially true of large organizations that have many checks and balances in place that have been developed over many years and experiences.

A common solution then is to implement agile methods in an agile fashion. That is by incrementally adding agile practices to existing processes over various project iterations. This is often referred to as hybrid development or “agilish” development and it certainly has its merits. Agile frameworks are not one size fits all solutions and what works for some may not work for you. What’s import is to keep the core values in focus and then make the practices and processes work for you.

Remember to focus on incremental changes to requirements, project plans, and the various development and testing artifacts; get feedback as quickly as possible from stakeholders on completed work; focus efforts on tasks that will add the highest value; and finally, be sure to consider maintainability when calculating artifact value.