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。
Once an item is done, it is removed from the product backlog.
一旦某项完成了，就会从产品待办事项列表中移除它。
Grooming the product backlog collaboratively is fun and effective.
大家一起协作来梳理产品待办事项列表是很有意思和有效的。
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。
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。
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。
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 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 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。
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。
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。
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。
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。
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。
This means that architecture needs to be taken into account by the product owner and is a constraint in the product backlog.
这意味着架构需要由产品负责人考虑，而且是产品Backlog的一个约束。
The process is build a product backlog, plan the sprint, execute and meet daily, demo the work, do a retrospective, and repeat.
她的基本流程就是先建立一个产品“订单” (backlog)，做一个“冲刺”(sprint)计划，执行它，每天开会讨论它，定期演示工作成果，对上一阶段工作做反省，接着再重复以上流程。
These artifacts do not replace the product backlog but instead should elaborate and explain its content. And keep things simple.
这些工件不能取代产品待办事项列表，但它们能详细描述和解释待办事项列表中的内容，它们也能让事情保持简单。
The Product Owner selected a subset of these items, which constituted the possible product backlog to be considered for the sprint.
产品负责人挑选出这些项目的一个子集，包含考虑在 sprint 中解决的可能产品待办事项。
The product owner owns the product backlog*, and controls and prioritizes the functionality, but the Scrum team estimates the effort.
产品拥有者持有产品订单，他控制并区分功能的开发次序，但是工作量的评估是由Scrum团队来完成的。
Simultaneous Multiple release Planning: Users can create releases from the product backlog and move stories to the designated release.
同步的多版本发布计划：用户可以从产品的backlog创建发布，并把故事移动到指定的发布中。
Although the product owner is responsible for making sure that the product backlog is in good shape, grooming is a collaborative process.
虽然产品负责人负责确保产品待办事项列表的有效性，但梳理工作是一个团队协作的过程。
Be very clear with management what is in the project backlog vs. what is in the product backlog. And communicate that over and over again.
在管理时，要非常清楚哪些内容在项目backlog中、哪些内容在产品backlog中，并且需要与发起人反复沟通。
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