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.

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.

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

Topic Discription

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.

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.

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.

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:
Chartering
 Personas
Story Maps
User Stories
Product Backlog
Product Backlog prioritization techniques (MoSCoW, value/risk, ROI, NPV, real-options, OE framework etc…)

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。

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

演讲内容介绍：真实的故事－一个互联网公司的敏捷之旅

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......

我叫周金根，在广联达软件股份公司从事建筑行业信息化相关管理软件产品开发近10年，期间担任过开发经理、项目经理和技术研究员，现任架构师。在工作中，针对于软件产品开发中的人员、技术和过程，一直持续关注敏捷个人、模型驱动软件工厂和产品管理。

演讲主题：敏捷个人

敏捷的本质是以保证目标和客户价值为基础，不断追求最佳投入产出比。敏捷开发本身只是实现这个目标的一种策略、一种开发管理方法。而管理关注与人员、技术和过程，XP偏重于技术，Scrum偏重于过程，而这两者都围绕着个人进行，所以人在软件开发过程中发挥的不可或缺的作用。 

我们不能期望通过一种类似对待体力劳动者一样的严格办事流程来规范智力劳动者的各个细节，而应该尽量发挥每个人的主观能动性，相信只有第一线的人才是解决问题的最佳人选，所以我们倡导形成自组织团队，但是如何让每个人都理解敏捷的本质，并且努力追求商业目标？这个靠技术和简单传授知识是解决不了的，而更多的是要我们从人性角度出发，把团队每个成员都当做一个完整的人看待，帮助他们用敏捷的思路来思考如何成长，去体会什么是敏捷，再从自身的个人成长来反思敏捷开发的本质。虽然敏捷开发源于在Scrum实践中的体会和总结，它可以作为敏捷教练的一部分，但它现在已经超越软件开发而帮助更多有意识认识自己、管理自己的人体系化的成长。

个人简介Bio：高级咨询师，曾就职于朗讯、安捷伦、DNV等多家跨国公司，在铁路、电信、互联网等多个行业从事软件开发多年。过去的几年中，作为敏捷主要的实践者及推动者，带领多个团队实现了敏捷软件开发的革命性转变，继而带动整个组织的敏捷化。通过对多个组织内部团队的敏捷培训与咨询，从中积累了相当丰富的敏捷开发与项目管理方面的知识，并总结出了一套敏捷最佳实践。曾在《程序员》杂志上发表多篇敏捷相关文章，于2009年6月出版国内第一本小说体敏捷著作---《敏捷无敌》，日前正在发起“敏捷中国实施状况调查”(http://incredibleagile.com/sur...

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。

李忠利，毕业于东北大学，曾先后供职于用友软件和美国某非著名500强纳斯达克上市公司，专注于ERP软件研发和项目管理。近几年，作为负责人，积极推动敏捷在企业内部的应用实施，并主导了企业内部敏捷项目管理工具的研发。

演讲内容介绍：1、从企业敏捷导入推动者的角度，分享一个真实的企业敏捷导入案例
                     2、在这个过程中曾经采用的方法和措施，包括效果和问题
                     3、作为敏捷推动者，我一直保持的做事情的原则和态度
                     不是教条，也不是光鲜的成功案例，只是一次比较真实的分享。

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.

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.

个人简介：艾永亮，腾讯公司研发管理部，敏捷教练&项目经理&培训讲师，曾参与QQ农牧场，Qzone商城，SOSO，无线应用、网络游戏等业务的项目管理与教练工作。

http://www.qiananchuan.com（去年的敏捷之旅北京站，我做的主题演讲：敏捷需求分析

-http://www.qiananchuan.com/spe...

我在敏捷咨询和推行过程中，发现很多团队的开发和设计能力非常薄弱，缺少追求好代码的品质和能力，到处是大函数，上帝类（超大类，任何功能变化都要修改此类），重复代码，混乱逻辑，开发和维护成本太高。正所谓“虚不受补”，在这样的团队里面实施敏捷，搞不好就会“虚火上身，流鼻血”。那我是如何从根本解决这样的问题，如何快速有效的提升团队的开发和设计能力的呢？
2）进度的压力之下如何使用敏捷

一年多的遗留系统，不熟悉代码和业务，二周之后可以进行一次发布吗？
遇到强势、刁蛮的客户，你还能敏捷，还能管理她的期望吗？
项目进度非常紧，遗留系统，没有自动化测试，你还会重构吗？你还会不断改进设计吗？
进度压力之下，你还会坚持结对编程、TDD开发吗？
固定价格的项目，是成本重要、还是进度更重要，还是质量更重要？

面对一个压力很大的交付项目，我们清空自己的杯子，没有教条的使用敏捷方法和实践，每一个方法和每一个实践都是团队在真正需要的时候引入──不多一点，也不能少一点。

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

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.

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.

移动计算平台的崛起给软件行业带来了新的机遇和挑战，敏捷实践者需要面对很多全新的问题：如何在移动平台上进行单元测试、整合测试并有效地保证代码质量？如何在团队缺乏相关经验的情况下交付产品？如何在架构尚未不成熟的情况下得出好的设计？我们在项目中，摸索出解决这类全新问题的经验（姑且称为最佳实践），希望与同行分享：

如何让程序员开始写测试用例。
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。
如何让习惯被管理的团队成员开始自我管理，并最终实现自组织。
如何将一堆可替换的“零件”变成一支配合默契的“球队”。
如何用Roboletric，Robotium实现90%单元测试覆盖率，全自动集成测试。
为何Hudson和Sonar 2.7的结合体会成为团队又爱又恨的“唐僧”。
如何打破项目初期先设计还是先交付的两难困境。
如何避免项目初期的效率假象而让团队获得持续的高产出。

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。

他的博客地址是：http://hi.baidu.com/hespr

演讲内容介绍：Scrum的变形

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.

演讲内容介绍：Kanban和Scrum之异同

                     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

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

演讲内容介绍：小企业的Scrum成长

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.

• SFBT基础

• SFBT的咨询过程

• 在Scrum中应用

• 反思与经验教训

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

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。

内容简介：
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。