为了激励我们的团队成员们在任务完成后立即更新，我们向他们贿赂了1美元的彩票，他们每次逐一核对签出一项任务时都可以领取。
To incentivize our team members to update it immediately when tasks were completed, we bribed them with $1 lottery tickets that they could claim each time they checked off a task.
每天我们都会举行20分钟的敏捷开发会议。
On a daily basis, we met for a twenty-minute scrum.
30名团队成员站在信息辐射器周围围成一个大圆圈，报告进展情况，并叫出当天的依赖项和传递项。
Thirty team members, standing in a big circle around the information radiator, reported on progress and called out dependencies and handoffs for the day.
最后，指导委员会每天早上开会的第一件事就是审查发现的新问题，就范围和权衡做出快速决定，并根据需要完善流程。
Finally, a steering committee met first thing every morning to review new issues that were uncovered, to make quick decisions on scope and trade-offs, as well as refine the process as needed.
除此之外，我们为所有文档选择了一个公共位置（在谷歌硬盘中），并在JIRA中保存了详细的任务信息，但允许各个团队维护这些故事。
Outside of that, we chose a common location for all the documents (in Google Drive) and kept detailed task information in JIRA but allowed the stories to be maintained by individual teams.
如果你曾经看过这样规模的项目，你会发现与其他规模和复杂度相似的项目相比，这是一种极其【疯狂般】灵巧、推动型的管理方法。
If you have ever seen a project of this size, you will recognize that this was an insanely light-handed management approach in comparison to other projects of similar size and complexity.
我们没有一个详细的计划，我们没有对每一个行动进行微观管理。
We didn’t have a detailed plan, we didn’t micro-manage every action.
我们阐明了明确的目标，创建了两个常设会议，有一种方式来表明明确的责任，然后要求项目中的每个人都帮助我们，做他们做得最好的事情。
We articulated clear goals, created two standing meetings, had a way to show clear accountability, and then asked every person on the project to help us by doing what they did best.
我们小心地指导，但随后信任我们的团队能够交付。
We guided carefully but then trusted our team to deliver.
我们定期审查我们的流程，并在了解更多之后对其进行微调。
We reviewed our process regularly and fine-tuned it as we learned more.
然后我们就成功了。
And we were successful.
该项目按时发布，并达到了性能指标。
The project launched on time and hit its performance metrics.
然而，给我印象最深的是，尽管我们要求人们怎么辛苦的工作、他们加班了多少小时，但我经常听到开发人员以积极的态度回忆那个项目。
What impresses me most, though, is despite how hard we asked people to work, and how many late hours they pulled, I often hear developers reminiscing about that project in a positive light.
他们记得每个人都是如何挺身而出、快马加鞭、将我们的能力紧密相连，共同努力，取得重大成就的。
They remember how everyone stepped up and bonded over our ability to work together to achieve something big.
他们为成为其中的一部分而感到自豪。
And they feel proud to have been a part of it.
很难吗？是的。
Was it hard? Yes.
我们是否经常感到自己处于混乱和失败的边缘？是的。
Did it often feel like we were on the brink of chaos and failure? Yes.
但这是我所领导过的最激动人心、最有意义的项目之一，我还会立即再次做这样的项目。
But it was one of the most exciting and rewarding projects I’ve ever led, and I would do it again in a heartbeat.
未完待续
