The team sizes product backlog items.
团队估计产品待办事项列表中每一项的大小。
Figure 1-2: Incrementally addressing a product backlog.
图1 - 2：增量地处理产品堆积。
Discovering and describing product backlog items is an ongoing process.
识别和描述产品待办事项列表中的待办项是一个持续的过程。
Requirements in a scrum project are captured as items in the Product Backlog.
Scrum项目中的需求通过积压的产品项目来表达。
The product backlog items are detailed appropriately, as illustrated in Figure 3.1.
对产品待办事项列表中的待办项的描述是适当具体化的，如图示3.1。
If this is the case, these are a good starting point for building your product backlog.
如果是这样的话，那么就具备了一个构建产品计划安排的良好起点。
Grooming the product backlog is an ongoing process that comprises the steps listed below.
梳理产品待办事项列表是个持续的过程，主要由以下几个步骤组成。
A multipage editor will open for the Product Backlog iteration plan (see Figure 15).
一个多页面的编辑器将会为Product backlog迭代计划打开(见于图15)。
The product backlog has an organic quality. It evolves, and its contents change frequently.
产品待办事项列表有个有机体般的特征:它会演化，而且它的内容会经常变化。
This group must be able to decompose the product backlog according to the INVEST principles.
这个团队一定要有能力按照INVEST原则分解产品待办事项列表。
This chapter discusses the product backlog along with techniques for effectively grooming it.
本章将探讨产品待办事项列表以及有效梳理它的相关方法。
When using agile to manage a project you will want to define a project and a product backlog.
用敏捷方式管理项目时，你会定义项目backlog和产品backlog。
When stocking the product backlog, avoid the mistake of trying to think of every possible item.
构建产品待办事项列表的时候，要避免犯一种错误，那就是试图找出所有可能的待办项。
Quickly import stories and defects from a spreadsheet and manage a consolidated product backlog.
从电子表格中快速导入故事与缺陷，管理合并后的产品backlog。
Once the initial product backlog is in place, there are many opportunities to discover new items.
一旦产品待办事项列表有了雏形，就会有很多识别新待办项的机会。
This daily, incremental progress through the work in the product backlog is shown in Figure 1-2.
这种日常的，通过产品堆积进行工作的增量过程示于图1-2中。
A few Scrum concepts are product backlog, sprint backlog, product bur down chart and Scrum Master.
Scrum概念包括产品backlog、sprint backlog、产品bur down图表和Scrum Master。
When new features are identified, accept them happily; add them to the product backlog without objection.
如果识别出新的产品特性，就愉快地接受它们，并毫不犹豫地把它们加入到产品backlog中——而不是项目backlog中。
This enables them to spot possible improvements and inconsistencies in the features on the product backlog.
这可以让他们发现产品Backlog中特性里的潜在改进和不一致。
Any infrastructure tasks related to product backlog items were identified and included in the sprint backlog.
识别与产品待办事项相关的任意基础架构任务，并将之加入sprint待办事项。
Such changes and any missing or incorrect functionality were added to the product backlog for the next sprint.
这些修改和任何缺失的或错误的功能都添加到下一次sprint的产品待办事项中。
Scrum does not mandate how product backlog items are described, but I prefer to work with user stories (Cohn 2004).
Scrum不强制规定应该怎么样去描述产品待办事项列表，但我更喜欢使用用户故事来描述(Cohn 2004)。
Starting with an overly long and complex product backlog makes it difficult to create focus and to prioritize items.
一开始就有一个非常长而且复杂的产品待办事项列表会让大家很难关注重点，也很难做好优先级排序。
The product backlog is essentially one-dimensional. User stories are organized from highest to lowest priority.
产品backlog是一维的东西，在产品backlog中，用户故事按照优先级从高到低上下排列。
Adding new items to the product backlog, changing existing ones, and correcting estimates make sizing necessary.
在待办事项列表中添加新的待办项，或者更新已有项并修正必要的估算。
Though a story map isn't necessarily a replacement for a product backlog, it is useful to compare and contrast them.
虽然故事图并不是要代替产品backlog，但仍有必要对二者进行对比。
The person that is responsible for maintaining the product backlog and making decisions about feature priorities.
产品负责人：这个人是负责维护产品订单和定义功能优先级的。
And if you do use stories, you should not feel obligated to describe every single product backlog item as a user story.
如果你在使用用户故事，你不应该觉得自己必须要把每个产品待办事项列表中的待办项都描述成用户故事。
In the product backlog and release backlogs, the development team estimates and assigns story points to each user story.
在产品计划安排和发行版计划安排中，开发团队将评估每个用户描述并为其分配描述点。
The product backlog supersedes traditional requirements artifacts, such as market and product requirements specifications.
产品待办事项列表代替了传统的需求文档，比如市场和产品的需求规格说明书。
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