James O. Coplien (English Speaking)
Multiple author, a respected veteran of the industry

Jim Coplien is the founder of the Pasteur Organizational Patterns project, which was the foundation for the Borland QuatroPro for Windows study that inspired Jeff Sutherland to include daily stand-up meetings in Scrum. This work was also one of the main foundations underlying the organizational principles of Extreme Programming. In a former life Cope is best known for his design and programming books such as Advanced C++, Multi-Paradigm Design, and the pioneering two books of the PLoPD series of edited works. He is also one of the founders of the pattern discipline, and his bookOrganizational Patterns of Agile Software Development Is the most authoritative work on Agile foundations today. His newest book, together with Gertrud Bj?rnvig, is Lean Architecture for Agile Software Development. He is a partner with The Scrum Foundation, and also with Gertrud & Cope in Denmark.

Mike Beedle (English Speaking)

Mike Beedle is one of the first Scrum adopters with experience practicing Scrum since 1996 in a variety of business environments.  Mike and his companies have introduced Scrum to thousands of people and hundreds of companies, providing training, consulting, mentoring, coaching and hands-on consultants, developers and Scrum Masters to the industry.  Mike teaches his CSM courses with an emphasis on Enterprise Scrum.

Mike Beedle is the co-author of the first Scrum book, Agile Software Development with Scrum, the co-author of the first Scrum paper published in a book, a co-author of the Agile Manifesto, and the co-author of the upcoming Scrum Pattern Language book.  He is also a participant of very many Agile and Scrum conferences world-wide every year typically in the form or workshop organizer or keynote speaker.

Mike Beedle teaches, mentors and coaches Scrum practitioners and teams typically in enterprise environments, where there might be several teams working in a project at once.  His customers range from commercial software companies, through investment companies, such as banks, insurance companies and hedge funds, all the way through large government organizations like the US Department of Defense.  


Keynote Topic:

Enterprise Scrum by Mike Beedle

Mike Beedle will present Enterprise Scrum both as an enterprise transformation process and as a continuously evolving target, where there could be very many Scrum teams working throughout the enterprise on Marketing, Strategy, Product Development, Software Development or Basic Research. Mike will also present his views as to how Scrum and Agile represent a world-wide multi-trillion dollar revolution and what the implications of this revolution are for the Knowledge Worker processes. Mike will present Enterprise Scrum patterns that allow better introduction, growth, management, scaling, distribution and monitoring of Agile and Scrum teams.

Lance Kind (English Speaking)
国际讲师,敏捷资深教练,小说体敏捷软件开发著作《Agile Noir》作者

Lance started his agile development journey in 1999 under the guidance of Kent Beck in person, who is recognized worldwide as one of the founders of eXtreme Programming (XP).  He has been doing TDD and Refactoring since then.  As an engineer/senior developer/team lead, he has used XP on a number of major projects until 2004.  In 2006 he started practicing Agile Consulting in Seattle, Silicon Valley, Sacramento, and Colorado areas, providing training/coaching to ScrumMasters, Product Owners, and developers.  This includes pair-programming for weeks at a team as a member of the team in delivering User Stories, giving courses on TDD, Unit Testing, Pair Programming, and System Testing. 


Lance is an expert at Agile Software development.  He has worked with Jeff Sutherland (co-creator of Scrum), Diana Larsen (author of Agile Retrospectives).  On the other hand, he is working on a book on Agile software development called Agile Noir, a business novel that tells an entertaining story about a project manager's personal journey from managing a waterfall project to transforming his project into an Agile project.

speak topic: What does AGILE software development LOOK like in Cartoons? (by Lance Kind 康美国)

Abstract: Many people are talking about Agile development using terms like iterative, sprints, less documentation, TDD, and pair programming, but few people know what these elements LOOK like when done well. In 60 seconds, an experienced Agile coach can look at a software team's working area and identify a handful of things that are working well and a handful of things that aren't. This free talk given by 康美国 will take the audience on a journey of comparing and contrasting what Agile looks like versus traditional software development (Waterfall) using entertaining cartoons that'll give the audience intuition into Agile done well, common mistakes in Agile done badly, an overview of the Scrum Agile process, and tips for starting your first Agile project. If you want to have fun while learning about Agile, this talk is for you.

Ken Pugh (Pending)
Fellow Consultant at Net Objectives

Developer of a wide variety of applications from real-time systems to medical information to financial analysis. Provide expert testimony in computer-related cases. Corporate training in object-oriented analysis and design, Java, C/C++, C#, requirements, testing, security, and program development processes. Author of six books on programming and UNIX, including a Jolt Award winner. Presented talks at numerous national conferences.

Gerard Meszaros (English Speaking)

Gerard Meszaros is an XP guru. His most well-known work is his book called "xUnit Patterns". He also did some work with Microsoft Patterns & Practices to write a book on Acceptance Test Engineering - How to Decide Whether Software is Ready for You and Your Customers. It is due out any month now.


Keynote: Keeping Software Soft

Abstract: The term "software" is somewhat ironic. If is is so "soft", why is it so hard to change once built? And the longer a software system exists and the more frequently we change it the harder it becomes to change. Scrum /Agile involves changing the software very frequently. How can we avoid our very agility making our software "brittle"? The solution lies in picking software development practices that reduce the cost and risk of making changes to the software. These practices include automated unit testing, automated functional testing and refactoring. At first, these practices may appear to increase the cost but they quickly pay for themselves by flattening the "cost of change curve".

Gerard would also proposed two other track sessions for the gathering

Title: User Stories - The Whole Story

Abstract: User Stories are not just "Requirements"; they are the unit of delivery of functionality. Therefore, getting story granularity right is key to getting a smooth, predictable delivery flow. User stories are involved in most parts of the software development life cycle. The techniques for right-sizing user stories also lead to effective usability testing as well as concise, easy to understand executable examples (A.K.A. Story Tests).

Title: Understanding Your Test Automation Choices - For the non-Technical

Abstract: Test automation is a key enabling practice for rapid delivery of high quality software. But not all test automation is created equal. What makes a test automation tool appropriate for use on agile projects? How do the different styles of tools compare and when should each be used? How does your team structure influence the choice of test automation strategy and tools (and vice versa?) Avoid test automation disappointment by getting the answers to all these questions and others in terminology most non-technical project participants can understand.

Jeff De Luca (Pending)

Jeff De Luca is a global information technology strategist and an author in the field of software development methodology. He is considered the primary architect of Feature Driven Development(FDD) circa 1999 [^JDLBIO], a lightweight methodology for developing computer software with reduced management overhead, time and money.

In 1999, Jeff De Luca co-authored Java Modeling In Color With UML (1999, ISBN 0-13-011510-X), along with Peter Coad and Eric Lefebvre.

Jeff De Luca was born in 1964. Although Jeff dropped out of secondary school (high school), and did not start with a college degree, he learned, on-the-job, working for years with programmers and designers at IBM in MelbourneAustralia and transferred with IBM to the United States in Raleigh, North Carolina (Jeff De Luca's Biography).

At the IBM Rochester Minnesota Programming Laboratory, Jeff developed network software to connect different types of IBM computer systems, and continued learning at IBM for those 11 years. He had begun in the mailroom: in 1981, aged 17, he had left school and started working at IBM, Melbourne, as the mailroom clerk.

Jeff resigned from IBM in 1993, as a senior systems strategist. After IBM, Jeff formed his own consultancy company, Nebulon Pty Ltd, based in Melbourne, Australia, and developed extensive, complex software systems using the Java technology (with the programming language), object-modelling in UML, and FDD.



王德水:Deshui Wang has more than 8 years experiences in software development and 6 years in project management. He masters most technologies of .Net platform, and much interested in Ruby on Rails, Open Source and so on. He is focusing on software management and software quality assurance, love Agile, familiar with SCRUM plus some XP practices and successfully using agile methodology in several projects. His blog ishttp://www.cnblogs.com/cnblogs... 

In the latest two years, he acts as SCRUM Master in the team, his main jobs is to motivate SCRUM process, and he was involved in analysis, architecture, coding and automate testing scripts, improving system testability continuous integration, version management.



国内知名敏捷专家,敏捷组织转型专家,阿拉丁(http://aaladdin.com)敏捷组织转型框架的创始人,敏思特咨询首席合伙人,拥有作为IT运营总监,研发总监,产品,项目经理,组织转型咨询师,敏捷教练和商务分析师10年的工作经验。他拥有英国约克大学的计算机硕士学位。他为多家国内外大型IT企业提供服务。他在敏捷中国,敏捷之旅,中国软件技术大会,中国软件工程大会,创新工场Mentoring Session,亚洲软件管理峰会等大会上做过精彩演讲。王晓明的博客:http://blog.aaladdin.com, 微博:http://t.sina.com.cn/mmxw




个人简介 Bio:

2008: 毕业于卧龙岗大学(计算机科学学士)
2009-2010: 三人合作创立搭配时尚网络有限公司
2011 至今: Tieto 成都软件开发人员

多年 Web 开发经验,并对 UX、Scrum 等有浓厚兴趣。

2008: University of Wollongong (Bachelor of Computer Science)
2009 - 2010: Established my own business Dapei Fashion Networks with 2 friends
2011 - Present: Software Developer in Tieto Chengdu

Highly experienced Web developer. Also interested in UX and Scrum.


演讲主题:1)问题解决模式与敏捷;2)影响力 - 促进转变的那些工具
张林(David Zhang)

个人简介 Bio:软件从业者,采用各种手段(包括敏捷)帮助项目团队取得软件开发的成功。信奉无论什么软件开发的问题,归根到底都是人的问题。近年侧重于帮助项目团队和人员进行转变以保证敏捷实施的成功。

演讲内容介绍:影响力 - 促进转变的那些工具-敏捷实施是困难的。大多数敏捷推进者都面临着少数人推动多数人进行转变的情况,如何有效推动这种转变是敏捷实施能否取得成功的关键所在。寄望于自发的转变 是一种非常低效的办法。本文将重点放在如何促使人的转变上,如何利用、结合一切有效的工具,发挥影响力,推动转变。这些工具包括但不限于,学习与认知的模 型,影响力工具,LR模式,德雷福斯模型,敏捷回顾等等。




Topic Description: "Do right things" or "Do things right"? Or both? Every Agile team should consider this if want to be succeeding with Agile. This session will share the experience on how to define, measure and assure software quality.

实施敏捷意味着快速交付,快速部署,快速为客户带来价值回报,但前提必须是 有“质量”的软件交付,才能真正保证这个终极目标的实现,仅仅只有速度是不够的。如何保证既“做正确的事”,又能“正确的做事”,是每个敏捷团队必须面对 的问题。这个演讲会着重在敏捷开发的背景下,从如何定义软件质量、如何衡量软件质量、如何保证软件质量的角度,来分享敏捷成功的经验。



国内敏捷会议的常客,近期的有敏捷中国2010,Scrum Gathering Shanghai 2010,以及2009、2010年的敏捷全球之旅中国站活动。


演讲内容介绍:如果您是一家敏捷咨询服务公司,或者被任命负责所在组织的敏捷转型工作,应该从何入手,敏捷转型的全景图又是怎样的,全程需要哪些角色和相关技能的参与, 又需要给组织成员提供哪些方面的培训、辅导,等等。《供应敏捷转型解决方案》是我们围绕这一话题的深入思考以及解答。Scaling是目前非常热门的话 题,那么要在一个大型组织或企业中推行敏捷相关的Scaling,究竟应该考虑到哪些方面的问题,提供哪些服务才能做到考虑周全呢?究竟需要多少人手和专 家技能,才能够确保敏捷的推广会是成功的案例,而不是流于形式甚至最终失败呢?“敏捷转型服务的思考”中包含了对这些问题的想法,作为一个组织敏捷转型的 负责人或者提供一整套敏捷转型服务的个人、企业,应该如何助力全过程,有哪些角色需要考虑,有哪些培训、辅导需要提供,辅助转型的全过程如何,转型的全过 程又如何,等等。

演讲主题:1)从开发敏捷到业务敏捷;2)2011 PO工具箱;3)成功实现敏捷转型的关键因素是什么;4)管理软件开发?请关注这个层次的人群:新入者和实践者
Julien Mazloum(祝亮) (English Speaking)

Julien is the consulting lead of OutSofting China, a consulting company that provides Agile development training, coaching and consulting in China. Julien is an active Agile Coach, coaching teams and organizations. His specialties are the business and management aspects of Agile development, with a current focus on Scrum and Lean software development. Julien is particularly interested in the management aspects of an Agile transition, on “building the right product” and on developing some thinking tools to help others do it. For instance, he is currently developing a new framework on how to effectively deliver on high uncertainty projects by using Scrum and Opportunity Engineering.

In this presentation, we will
- Review the current challenges for Product Owner (user-orientation, communication with delivery team and with business sponsors)
- Present the state-of the-art PO tools, see how they answer to the different challenges and which ones to use and when these tools include:
Story Maps
User Stories
Product Backlog
Product Backlog prioritization techniques (MoSCoW, value/risk, ROI, NPV, real-options, OE framework etc…)

演讲主题:敏捷和工具 - Agile & Tools
蔡煜(Larry Cai)



Larry Cai is senior specialist on software development in Ericsson R&D Shanghai, as software practice pioneering, main job is to discover the best suitable methods and tools to improve of efficiency of software development, therefore to promote the organization to be one of the most attractive place for talent people in IT world. Also he is an open source, collaboration & Agile evangelist

- 需要敏捷地控制质量(hudson, sonar)
- 对话相比工具来说更重要,所以谨慎使用电子白板,那到底要不要呢,该注意什么呢?
- 持续集成(自动化)是首要任务,它可以提高到自动交货

Agile now is spread to every site for the deployment, and can the current ALM (Application Lifecycle management)'s toolset support the new software development way of working ?
In this presentation, it tries to clarify some important areas for ALM in Agile deployment with real example
- Traceability from requirement to codes, builds and backward (redmine, git, hudson)
- Need agility to control the quality (hudson, sonar)
- Conversation is important than other, so carefully use e-whiteboard (in ALM system) instead of real whiteboard (yellow sticks)
- Continuously integration (automation) is first priority and it can be enhanced to Continuius Delivery later

杨瑞(Mr.Oscar Yang)

曾任上海某通信公司配置经理,推动基于CMM L3的过程改进工作
曾任厦门某知名互联网应用服务公司产品技术中心总监。历任质量管理部经理、产品程序管理部经理等,主管质量保证、度量分析、配置管理、测试、项目管理等工作,作为EPG Leader主导基于CMMI ML3和CMMI ML4的过程改进工作

演讲内容介绍: 集成,特别是持续集成,是游戏开发,特别是大型网络游戏开发中一个比较困惑大家的话题......

敏捷实践者,曼拓科技有限公司Frostmourne团队Scrum Master

现任曼拓科技有限公司Frostmourne团队Scrum Master,服侍该团队1年,现转职为全职Scrum Master。

小企业在Scrum中的团队成长,以及从生搬硬套Scrum书本知识,到逐步引入Scrum精神,并慢慢引入部分工程实践。并涉及公司通过两次Scrum内训,来是团队更加敏捷,引入全职Scrum Master


演讲主题:Scrum Master - 一个询问型的领导

资深软件工程师,CSM,目前就职于上海贝尔,从2006年开始接触敏捷软件开发,从2009年正式接触Scrum,并组建了北京无线网络部门第一个Scrum Team。 从2010年开始负责上海贝尔北京部分的敏捷培训和教练工作。目前的主要兴趣包括敏捷、TOC、领导力、批判性思维以及系统思考等。


演讲内容介绍:众所周知,Scrum Master是不提供答案的,而是通过通过提问、询问的方式来启发自己以及团队进行思考。而这种提问、询问应该包括对自己、对团队两个方向多个角度进行, 结合本人在实践过程中遇到的关于提问的技巧,和大家一起分享如果通过提问引导团队改变他们的思维、自我提问的方式,从而改变他们的行为,尤其是从一个审判 者(judger)到一个学习者(leader)的转变。

演讲主题:1) 简化程序设计的方法;2)探索性测试实践
Erik Petersen (English Speaking)

Erik has been in custom software develpment for over 20 years, typically with small agile style teams but also on large enterprise projects. His current focus now is testing, test automation and quality, especially exploratory testing. Erik is an international thought leader in agile methods and testing, proposing the concept of paired exploratory testing in 2001, independently of Kaner & Bach. Erik has spoken at dozens of conferences & user groups in Australia, New Zealand, the USA, Canada, and across Asia. He gave tutorials and sessions at Agile 2008, Agile 2009, Agile Tour China 2010 & QCON Beijing 2011, and is a member of the CITCON open space conference committee. Hear some of Erik’s core learnings in software development by watching his Google Tech Talk, http://www.tinyurl.com/80-20-r...

演讲内容介绍: Mistakeproofing and mistake minimizing design
One way to simplify software for users is stop them making errors but people are human, and they always make mistakes. Clever design lets us build software to remove invalid inputs or choices, or highlight possible error conditions. This has another major impact on the code, since removing error handling code can make programs significantly shorter. This talk surveys current approaches and shows some ways to simplify program design. You'll see functional examples to help mistakeproof your software.


张克强 系统分析师,Certified Scrum Master,宝信软件技术中心项目总监,负责领导咨询评估团队把业界最佳实践和自身有效实践应用到宝信的各个研发单元中,并组织和协调各单元的交流和分享。在软件工程方面拥有9年经验,主要经历在组织的过程改进、质量保证和测试方面,帮助组织按CMM/CMMI模型进行改进,在2006年通过了CMMI5的评估,从2007年起他为宝信软件引入了敏捷方法,在软件质量和开发效率方面都获得了明显的改善。宝信软件在“CSSPI2009第八届中国系统与软件过程改进年会”上荣获“2009年中国软件生产力风云榜”之第一强。在去年几次的敏捷论坛交流中,他分享了敏捷的过程能力、敏捷设计、CMMI下的敏捷实践等话题。



演讲主题:1)Kanban和Scrum之异同,Kanban的独特价值, Kanban模式下如何运用ATDD;2)敏捷思想的宗教基础 -- 般若波罗蜜多心经(汉字260个)与敏捷宣言(英文264个)对照解读,其相同点都是直指事物本质

个人简介 Bio:十四年软件开发和管理经验,在六个城市八家公司工作过,在大型跨国公司Scrum模式下以PO角色成功领导百人团队三年多, 马拉松跑和全浸游泳爱好者, 现Cugesoft公司创始人. 个人崇尚理论与实践相结合, 因势利导,持续学习与渐进式变革.


                     敏捷思想的宗教基础 -- 般若波罗蜜多心经与敏捷宣言对照解读

演讲主题:Burn Down Chart Tells More
童骅 (Sam Tong)
博克软件 Perficient Sr. Agile Practice Leader

11年IT业工作经验,7年Agile (Scrum, Kanban) 实施经验,7年基于CMMI的过程改进经验(CMMI 5级),Perficient China Sr. Agile Practice Leader。


演讲内容介绍:Burn Down Chart 可以看出整个Sprint的进展情况,来提供整个敏捷团队活动安排的基准。但是如果每天都要知道当前的进度状态是Green, Yellow, or Red, 该怎样去衡量呢? 单纯地看Burn Down对于整个Sprint的把握还是源于感觉,无法定量的来衡量。借助实施CMMI时接触的SPC工具来定量的分析Burn Down Chart, 你能看到更多。这是一个真实的故事......

演讲主题:1)"Scrum for Business", 2)“Demand Technical Excellence”
Vernon Stinebaker (English Speaking)
博克软件 Perficient CTO,CSP, CST, CSC

Vernon Stinebaker has over twenty years experience in the Information Technology industry including 15 years executive experience leading award winning software engineering, IT, and operations organizations in China. 

Vernon is a strong advocate of agile methodologies with 10 years experience leading agile teams in the delivery of complex business systems to the full satisfaction of clients. He is a recognized expert on the practical application of agile processes and engineering practices and is a frequent speaker at process and agile conferences in China.

Perficient's China Global Development Center, located in Hangzhou China, has been successfully delivering projects using Agile delivery since it was established in 2004. In addition to agile leadership the Perficient Hangzhou GDC is also SCAMPI Class A assessed at CMMI Level 5. The Hangzhou team includes 20 ScrumMasters and is the sponsor of the Hangzhou Scrum Forum, the Agile Awareness Lecture Series, and other regional Scrum related events each year.












尹哲(Terry Yin)

尹哲 (Terry Yin, Master Programming Coach in NSN,诺基亚西门子)

As the Master Programming Coach in Nokia Siemens Networks, I've been coaching unit test & TDD for about a year. And before that I've also been partly working on these topics for several years.


During my coaching, I found quite many common misconceptions among teams regarding unit testing. These UT misconceptions will lead to:
. Wrong motivation & expectation of UT
. Ineffective UT
. Team drops UT practice

My presentation will not go to technical details, but focus on how to coach the team to set right expectation from UT and fit it in to there Scrum team. Hope this is interest to the audience of Scrum Gathering.

黄贝(Ethan Huang)

Ethan Huang, Project Manager at Perficient China (linked-in profile: http://www.linkedin.com/profil...

Over 10 years working experience in IT industry; 5+ years experience in managing software development projects using waterfall, RUP and MSF; 2+ years experience managing Agile development projects.

Topic Description:
I am currently working on a project with a fixed-fee contract. The client claims that they're quite "Agile", however, during the SOW being signed-off we found that they were still requiring a fixed-fee contract. A lot of negotiation happened around how the team should deliver the required amount of requirement within a fixed time frame.

We experienced requirement changes as we predicted. I want to share some interesting stories and how the Scrum Team and the PO worked out a solution to manage the User Stories to make the requirement as "Agile" as possible, and how we deal with the requirement changes happening all the time.

Dave Farley

I have been having fun with computers for nearly 30 years. Over that period I have worked on most types of software, from firmware, through tinkering with operating systems and device drivers, to writing games, and commercial applications of all shapes and sizes. I started working on large scale distributed systems about 20 years ago, doing research into the development of loose-coupled, message-based systems – a forerunner of SOA in a product called NeWI.

I have been lucky to have had a wide range of experience leading the development of complex software in teams, both large and small, in the UK and USA. I was an early adopter of agile development techniques, employing iterative development, continuous integration and significant levels of automated testing on commercial projects from the early 1990s.

I did a four and a half year stint at ThoughtWorks as a technical principal working on some of TW’s biggest and most challenging projects. I am currently Head of Software Development for the London Multi Asset Exchange (LMAX) an organization that is building one of the highest performance financial exchanges in the world.

I am the author of the recent book Continuous Delivery along with my ex-colleague Jez Humble.


Topic Discription

Title: Agile Development - The application of scientific method to software development.

Description: The scientific method is the mankind's most effective and proven approach to solving complex problems. In software development, while we often talk about “Software Engineering” and “Computer Science” much day to day practice is often anything but scientific, or even based on sound engineering principles.

While agile software development adopts some of the foundational principles of the scientific method, is there more that we can learn by adopting a more 'scientific approach' - whatever that means?

Title: Continuous Delivery in practice.

Description: Dave is co-author of the book "Continuous Delivery" which describes the use of high levels of automation and collaboration in the delivery process to ensure high quality software and a reduction in errors and late nights. Dave is also head of software development for LMAX Ltd who use these techniques to deliver a high-performance financial exchange. This talk will introduce the ideas of Continuous Delivery as a practical everyday process, using some of the techniques and technologies that LMAX employ in their development environment as an example.

Johan Bengtsson

Johan Bengtsson is working as a Principal Verification Engineer at Ericsson R&D Shanghai. He has 5 years experience working with verification and integration and implementation of Agile at Ericsson R&D Shanghai.

Topic Description:
Key Principles of Successful Test Automation in Agile - Experiences from Ericsson
If we compare Agile development with more traditional software development projects using e.g. waterfall model the usage of Test Automation has become much more important than previously. The new way of thinking with everyone working as one team has also changed the way that testing is performed. There no longer is one team with only focus and responsibility on testing and specific deliveries for testers but instead the different roles have come more together and there is much more frequrent deliveries. This has lead to that in order to succeed with Agile it is a must to have successful Test Automation.

This presentation will show the way some products within Ericsson has implemented test automation and how it has changed our way of working. It will also go through the main key principles that has lead to our successful test automation implementation in Agile.




我们希望来分享一下腾讯在敏捷方面的一些创新实践,上周我们内部也进行很多讨论,打算着重找三个方面来讲一讲,初步定的内容是项目管理、产品发布、技术架构,不知道放在“教导”Track是否合适。以下是话题的相关介绍。 内容概要:腾讯公司从2005年开始实践敏捷方法,为适应互联网行业特点,在经典敏捷方法基础上创新出了多项敏捷方法与实践,涉及项目管理、产品发布、用户反馈、技术架构、工具平台等方面,本专题将挑选其中最给力的几项分享给大家,具体内容稍后揭晓。


钱安川 ThoughtWorks Lead consultant







Huang Hongqiang (黄红强) & Lv Yi (吕毅)

Huang Hongqiang (黄红强), the Area Product Owner in one big international Telecom company since 2007, has very good experience on leading relative big area (around 200 persons) to do end to end feature developments, and agile transformation together with line. We have been achieving: very good predictability with excellent quality improvements for big releases. I also have senior engineer, senior system specialist and technical support background in same company.

Lv Yi (吕毅) worked as area manager in the same area as Hongqiang. He is an Agile coach and trainer at Odd-e now. Learn more about him, http://cn.linkedin.com/in/yilv...


Insights from one organization transformation as product owner
1. The session introduces the different stages during one organizational Agile transformation from Product Owner's point of view. You will learn the main drivers in each stage, what key changes we made, and how they helped improve our business and operation.

2. 4 stages during agile transformation, which are not fully sequential, but having different focuses at the different period. They are all interconnected.
1) Getting the visibility
a) Every team seemed busy, and nobody really knew the overall status particularly regarding the work value and priority.
b) Introduction of Product backlog, surprising or unsurprising observation: one area almost doing low priority work for years
c) Invisible amount of technical debts
d) Invisible maintenance load
2) Improving the predictability
a) Wishful commitment
b) Invisible amount of technical debts
c) Invisible amount of undone work, e.g. release RT
d) Not knowing the velocity, and unstable velocity to begin with
e) Separate group (e.g. system engineering) doing analysis and handover to team, no team involvement till late
f) No flow of continuous analysis
g) One painful release, key learnings and key leverage points, much improved result ever since
3) Delivering less with high quality
a) Focus on delivering less but valuable ones
b) Work closely with Product management
* Split, phasing
c) Not sacrifice DoD and quality
4) Delivering more with high quality
a) Slower before faster
b) Constantly improving the legacy
* CI, and investment on testing
* Assign feature, including legacy, responsibility to team
c) Self-managing feature team
* Less management overhead
* Less dependency
d) Requirement area, beyond feature team

3. Scale and PO team evolution, this cuts through all stages.
* The story from one APO run 10 teams to one PO team run 25 teams
* To keep high quality while organization grow

顾全(Daniel Gu)

Daniel Gu,Datawarehousing Development Manager, eBay China Development Center.


Reaching Singularity of Scrum Adoption

Description: eBay’s global Data Warehouse team has almost every challenge you can think of in Agile/Scrum adoption: heavy legacy of traditional waterfall process, untypical adoption environment, multi-site distributed team, offshore team with culture and timezone difference… After almost 3 years effort, it reached the "singularity" to big-bang on Agile/Scrum adoption recently. Very aggressive schedule was set and met, over 70 team members trained for Scrum Basics in 4 days, the biggest Open Space in eBay's history was held, all senior managers and above formed the Agile Transition Scrum Team with coaching... The "managed chaos" turned out to be fine, and the Scrum adoption in this department might never be achieved with a gradual approach. It's a story about going from evolution to revolution.





个人简介:冯欣,爱立信Global Graduate Program Trainee,目前任高级软件工程师,Scrum-Master (CSPO)。曾先后在爱立信研究院(瑞典),R&D开发中心(马德里、上海)实施敏捷软件开发,并推动爱立信(上海)IMS实施敏捷转型。有丰富的软件开发经验和国际化视角。


李丁山(Mike Li)

How does a ScrumMaster convince boss and remove organization impediments - a true story (by Mike Li )Share a story about how to find the biggest organization level impediments through value-stream analysis and help the organization to be aware of the huge waste. And finally help the whole organization to make big improvements.

话题提交:Comparison of 3 development processes with experience – Waterfall, Scrum+XP, and Kanban Process (by Victor Zhang, Kevin Li & Li Feng of Autodesk)
Victor Zhang, Kevin Li, Li Feng

Abstract – 细数在数度流程转变过程当中的得与失,有过痛苦和彷徨,但是个中的乐趣是无穷的动力来源,为了同一个信念让团队的工作更流畅,所以这些得到的东西更让我们有信心面对未来的挑战,因为我们坚信在这过程中培养出的人所发挥的效力远比流程本身更重要。

Topics –
1. 我们为什么要从Waterfall而转到Scrum + XP?得与失。
2. 我们的Scrum + XP 的模式介绍
3. 我们为什么要从Scrum + XP而转到Kanban + XP?得与失。
4. 我们的Kanban + XP模式介绍
5. 我们的体会 – 哪些是我们更应该看重的东西
6. 我们还未解决的问题

Speaker Biography:
Victor Zhang is software development with 6 years experience, and now is a Scrum Master of one scrum team in Systems Design Engineering team. He worked with Inventor and AutoCAD Electrical.

Kevin Li is software QA with 4 years experience, and now is a Kanban QA in Systems Design Engineering team. He worked with AutoCAD Mechanical and AutoCAD Electrical.

Li Feng is software Project Manager with 6 years experience, and now is Project Manager in Systems Design Engineering team.


麦宇安有超过8年软件行业经验。他是博克软件的技术架构师、CSM、CSD、敏捷流程与工程实践的长期行者与倡导者。他在敏捷实践(结对编程,测试驱动设计,设计和实践模式,重构,持续集成),敏捷方(Scrum和极限编程)以及敏捷工具(Sonar, Hudson, Selenium, 和 Robotium)等领域有着丰富的实战经验。他积极投身于Robolectric等敏捷开源项目当中。麦宇安还是国内前20位获得CSD的从业人员。他目前正积极把敏捷原则和实践运用到移动应用程序开发领域当中。

Yuan Mai has over 8 years experience in the IT industry. He is a Technical Architect at Perficient, a Certified ScrumMaster, Certified Scrum Developer, and a long-time advocate and practitioner of agile principles and practices. Yuan has extensive experience with agile practices inlcuding: pair programming, test driven development, design and implementation patterns, refactoring, and continuous integration; with agile approaches including: Scrum and XP; and with agile tools including: Sonar, Hudson, Selenium, and Robotium. He actively participates in agile open source projects like Robolectric. Yuan is also one of the first 20 CSDs in China and one of the first Scrum Alliance approved instructors recognized to deliver programs that satisfy the agile engineering practices component of the CSD program. He is currently actively applying agile principles and practices in the field of mobile application development.



如何在团队缺乏Android开发经验的情况下,通过浮现设计(Emergent Design),从第一周就开始交付用户故事。
为何Hudson和Sonar 2.7的结合体会成为团队又爱又恨的“唐僧”。

盧克珍(Julia Lu)

目前屬一塊工坊(www.ikuai.org)專案引導師,積累13年企業組織的工作後,2000年開始致力於團隊引導師(Group Facilitator)的認證及工作,2002年投入家族與組織系統排列(Systemic Constellation)的排列師認證,並結合於團隊和諧動力的引導工作。個人特點:喜歡心探險,探索人生難得的因子何在,體悟Here and Now的智慧,開發感官創意於團隊引導過程中。


内容概要:Self Organization 自組織的主題,源自於1950年代的複雜生物系統中的自組織,本次活動透過體驗式的遊戲歷程,來探索源自於人與自然驅力如何尋求個人與團體組織間和諧的動力。

Wei Zhu(评审中)

Wei Zhu is project manager in Perficient. Over 12 years working experience in software industry. 5 years experience in managing projects with agile approach. He is also familiar with CMMI framework. Lead the effort to help Perficient China achieve CMMI L5.

Track: Process, tool


Topic Description:
Transparency is the foundation of effective inspection and adaption. It implies openness and accountability. The project I has been working on over past two years is a software development effort which involves 25 people who are geographically distributed with 14 hours difference of time zone. The transparent environment we build is the most critical factor of the success of the project. Not only does transparency lead to effective teamwork but also trustable relationship with client. I would like to share our experiences of building transparency in distributed team, including the attitude, practices, and the tools we use.



吴穹博士是一个拥有10年软件工程经验和深厚理论基础的软件工程专家。他在国内参与了许多大规模的软件工程改进工作,积累了丰富的软件工程实施和组织变革经验。同时,他在IBM Rational研发总部工作期间,对软件工程技术在全球的应用实践也有了非常深入的了解。他98年毕业于北京大学,师从中国软件工程的奠基人-杨芙清院士,参与了青鸟III等国家重点项目,打下了坚实的理论基础。
Blog: http://blog.csdn.net/adwu73
微博: http://weibo.com/adamwu73/prof...


演讲话题:Irdeto 敏捷的经验分享--来自一线Scrum master的报告

从业10年,软件工程师---高级软件工程师---项目经理---Scrum master, 一直身处基层工作岗位。 2009年通过Scrum master认证, 2010年通过CMMI V1.2认证,熟悉RUP流程。

主要分享Irdeto自2007年以来,实施Scrum中遇到的种种问题和如何解决这些问题的经验分享,作为一名敏捷爱好者,在Scrum master的位置上工作了4来的一些感触和个人对Scrum的理解。同时分享Irdeto正在进行Scrum和CMMI结合的情况。

1. Scrum 实施的环境
2. 我们如何开始的。
1. Scrum master 轮流值的问题
2. 全职的Scrum master的优点
3. Scrum master人选问题,Scrum master的觉悟. 你准备好了吗?
4. Scrum 过程的裁剪。
5. Scrum 团队的特征,你的人员是否做好了准备迎接Scrum?
6. 公司管理层的意见很重要。
7. 公司每个部门都准备好了吗?
8. Scrum master 需要管理权吗?
9. Scrum master是保姆,还是普通的team member?
1. BSS敏捷现状简介
2. 回顾会议的跟踪问题。
3. Check in Dance的实施问题。
4. Team lead 在团队里的责任。
6. 部门经理面临新的挑战。
5. Scrum & CMMI 的结合使用。
1. IBScrum Tool 简介
2. 为什么要使用辅助工具管理?
3. 我们真的不需要文档吗?
4. 使用辅助工具给我们带来的好处。
1. 团队要有创新精神。
2. 我们都有七情六欲,团队自我管理和领导力的平衡.
3. 敏捷是一种态度。
4. 工作态度决定成败。
5. Scrum master沟通技巧。
6. Scrum master的必杀技-六面玲珑

敏捷学家 CCF高级会员 CSPIN专家 独立软件工程咨询顾问

1.分布式团队Scrum协作技术或Scrum在分布式团队中的应用(Collaboration and Facilitation with Dispersed Teams)

2.用户故事切片技术模式(Pattern of Story-slicing Technique
您是否一直在苦苦寻找这样一种技术,它可以帮助团队与客户相互协作,用于理解客户不断变化的需求,同时又稳定交付价值?您使用了用户故事,在INVEST Model的指导下,但仍然经常会遭遇如何将大故事切分为规模适当的用户故事的挑战?您学会诸如以数据边界切分、以业务过程切分和以数据操作切分等切分用户故事的方法,暂时解决了用户粒度问题,但还是无法确切地理解不断演化的客户需求?面对以上挑战,我将分享更好更通用的方法——用户故事切片技术模式:先展后收。对于每个用户故事,产品所有者如何缜密阐述可能的选择,之后,开发团队与产品所有者一起探索选项,并基于提交给客户的价值最大化来缩小选项并为选项赋值。将用一个实例探讨如何使用这种技术切分后的用户故事满足INVEST标准,为开发者提供适当规模的、简明的、足够充分分析的和高价值的用户故事,使得可以用于规划并做出交付承诺。

3.敏捷转型:承上启下的方式(Agile transformation: a middle-up-down Approach)
变革是困难的,敏捷转型是一项知识密集型的社会及技术系统的变革尤为困难。敏捷转型涉及敏捷方法本身、人的实践、工程实践和组织等方面不仅数量多而且很困难。敏捷转型的主流变革方式是“自下而上”(top-down)式和“自上而下”(bottom-up)式。我们采用的既不是“自下而上”,也不是“自下而上”而是通过正反合辩证方法汲取主流变革方式的精华的承上启下式(middle-up-down approach)方式。在这种方式中中层(如软件开发经理、产品经理、团队领导)扮演着重要的角色,中层是理想(应该是什么)和现实(是什么)之间的桥梁,他们聚焦于团队与产品,通过与各方互动重塑现实,为敏捷转型变革提供最佳环境和为敏捷转型提供动力。通过我们的敏捷转型案例探讨承上启下式的敏捷转型方式是如何实现敏捷转型的?它的核心是什么?期望对与会者进行敏捷转型有所启示。

4.敏捷教练的实用技术(Solution Focused Brief Therapy

焦点解决短期心理疗法(Solution Focused Brief Therapy, SFBT)广泛应用于心理治疗,同样也适合于教导。简单地说SFBT是一种正向目标解决导向的治疗模式,它以解决为焦点(不是问题解决导向即Problem Solving,而是以解决为焦点的解决发展导向即Solution development)、系统平衡的理念(借用中国阴阳统一观)和积极主动的意义构建为主要特征。它有丰富的问句技术可用作构建优雅解决方案的技术,成功地应用于教导敏捷团队,比如用于敏捷规划和反思,也可以作为敏捷教练的实用工具用于日常工作,通过问“更好的问题”和理解问题提供解决方案与问问题寻找解决方案之间的区别以促进敏捷团队更有效合作。

作为教练,你不妨将 SFBT放入您的工具箱,尝试将其应用于日常工作中。

  • SFBT基础
  • SFBT的咨询过程
  • 在Scrum中应用
  • 反思与经验教训


宋励奋,诺基亚西门子通信Agile Coach。
2008-2009年作为Scrum master带领team开发的某项目成为数年来因好的质量而获部门Award的软件。

后作为R&D Manager带领两个team主要负责软件维护工作,深入体会和理解大型软件开发和维护中如何敏捷且有效沟通。2011年5月起,转做Agile Coach。业余时间比较喜欢乒乓和唱歌。


演讲话题: One Successful Scrum Adoption in NSN - 诺西一个成功的Scrum应用案例

内容概要: 成功的Scrum应用需要多方面的成功支撑, 没有捷径。当团队半新半老时怎么办?当团队成员意见不一时怎么办?当团队连续几个Sprint不done时,几乎失去PO的信任时怎么办?当Sprint大部分item是测试任务而仅有一两位测试人员时怎么办?当一个team不足以跟上release plan时怎么办?本案例遇到了上述且不限于上述的问题。但最终整个项目真正做到了Done is done, milestone后零Bug。演讲者将与您分享背后的故事。

演讲话题: Agile and effective communication - 敏捷且有效的沟通
内容概要: Scrum的方法让问题更好更早的暴露,而问题暴露后,敏捷且有效的沟通才能更好的帮到问题的解决。沟通以人为本,但人在沟通难时免带着情绪,难免迷失沟通的目的,难免5米之外还在打电话沟通。演讲者在多年的工作中也亲历和观察了上述情景,本话题浓缩了他的理解与诠释。


阳陆育,目前担任易保网络技术有限公司产品管理总监,负责产品的规划、管理、标准的制定及用户体验的改进。他在所负责的产品线中积极推行敏捷实践,包括敏捷方法在工程、项目管理、需求管理及用户体验改善等领域的应用,而他本身在技术、架构、项目管理领域也有多年的丰富的知识及实践经验。陆育是敏捷思维的积极鼓吹者,他是《Succeeding with Agile Software Development Using Scrum》一书的中文译者之一,中国敏捷联盟的《国内外敏捷软件开发发展现状及展望》报告的起草人之一,并在敏捷中国大会等多个大会上发表过演讲。


随着消费电子领域在用户体验上的水平极大提升,同时由于激烈竞争带来的差异化要求,用户体验(或者可用性)已经成为了商业软件项目中的一个刚性需求。设计领域中UCD(以用户为中心的设计)过程要求软件开发的生命周期始终围绕用户而展开,而这正好与敏捷思维不谋而合。但是传统的UCD过程有其不足之处。本课题将分析传统UCD过程的利弊,探讨在重视用户体验的产品开发过程中引入敏捷方法的必要性和可能性,并介绍了一个结合了UCD和Scrum方法的敏捷过程,同时定义了该过程中的活动,工具及成功关键因素。同时课题中也会从专业角度 给出一些在商业软件开发中常用的用户体验方面的最佳实践。