大中型组织的敏捷实施
Agile is not a practice that a development team adopts, it is a fundamental change in mindset of how to work by the leadership. In terms of effort and time, this usually involves, for an organization of large and/or medium size, between 2-4 years of intensive change initiative, focusing primarily on working with the leadership and senior product and business management groups. Adopting agile involves large-scale re-education away from traditional practices and processes and mindset, involving thousands of people needing to go through a transformation of understanding and behaviors, large-scale education of thousands of people in the Scrum method (through the CSM and Product Owner trainings, etc), based on the agile and scrum values -- and for most benefit, the lean thinking principles as well.
敏捷并不是开发团队所采取的某一种、某一个具体的（实践）做法，它实际上是一种有关管理者如何更加有效地开展工作的根本性思维变革。在所投入的工作量和时间方面，对于大中型软件企业和机构，敏捷实施通常需要花上2-4年的时间以开展深入的变革，而工作的重点在于企业的高层领导和产品、业务管理部门的高级管理者。大规模敏捷实施涉及到开展转变人们的传统做法、过程和思维的大规模再教育，包括转变成千上万人员的观念和行为，以及基于敏捷、Scrum价值观和精益思维（lean thinking）原则，对其进行Scrum 方法的教育和培训（如通过 CSM 和 Product Owner 培训等方式）。
This is very different than what the RFP proposed, which implies the customer believes they understand what agile is, and the document implies 'agile' is viewed as a set of practices (rather than a set of values and mgmt behavior changes), and that 'agile' can be adopted by a development group (rather than senior mgmt) and in a few weeks (rather than in terms of years), and that it can be recorded in a book or guide (rather than in a deep change in mindset).
以上内容与客户的RFP 所反映的内容差距很大，后者表明客户以为他们理解了什么是敏捷。在客户的RFP 中，“敏捷”被视为一组具体的做法，而不是一组价值观和管理变革；“敏捷”可以仅仅由一个开发团队（而不是高层管理者）在几周（而不是在几年）之中成功实施；敏捷可以被记载在一本图书指南中，而非涉及到人们思维观念的深刻转变。
注评：敏捷思维、价值观比具体的敏捷做法更重要。
Clients who engage me or the other real agile thoughtleaders start from the viewpoint of "we don't really know what agile is. would you like to come and explain and guide us, and advise on next steps?" This is related to the 3rd agile value: "customer collaboration over contract negotiation." What is needed in a real agile transformation RFP is a focus on the senior mgmt wanting to learn -- a discovery process guided by good coaches of your leadership team. The RFP would indicate a focus on working primarily (to start with) the senior leadership teams and on learning/guidance.
邀请Craig 或者其他真正的敏捷专家提供帮助的客户们，通常一开始都抱有这样的态度和观点：“我们不知道什么是真正的敏捷，能否请您过来帮我们解释和指导一下，建议我们下一步应该如何做？” 这其实与敏捷价值观的第三条有关：“注重客户协作，胜于契约谈判”。一份真正的敏捷变革RFP 文件，应该把焦点放在期待学习的高层管理者身上 —— 领导团队在优秀教练的指引下，采取一种探索、发现式的工作过程，而变革工作应该主要先从高层领导团队的学习和指导开始。
参考资料
The Scrum Primer V1.1 (PDF) by Pete Deemer, Gabrielle Benefield, Craig Larman and Bas Vodde
