Case Study: Agile Development of the Virtual General Service Voucher Center Phase II

The Virtual General Service Voucher Center Phase II was developed by the R&D department for the Fresh Food Business Unit of the Fast‑Moving Consumer Goods group, running from June 27 to August 28. An agile development approach was adopted, dramatically increasing delivery efficiency, reducing bugs, and boosting business‑side satisfaction.

Project Background : The Fresh Food Business Unit needed a unified voucher management system for large‑scale sales of live crabs, covering issuance, reservation, redemption, and invalidation for various user groups such as internal staff, suppliers, and front‑end customers.

Agile Benefits :

Delivery efficiency: rapid response to unplanned urgent requirements (e.g., non‑serial‑number platform support, shop‑side voucher activation).

Quality improvement: noticeable reduction in bugs and no major defects found during testing.

Business satisfaction: flexible handling of ad‑hoc requests earned high praise from the business side.

Agile Process :

1. Iteration Planning : Business, product, and development teams jointly defined high‑priority requirements and executed five clear iterations, each with specific goals displayed on a physical kanban board.

2. Kanban Design : A visual board showed real‑time project status, simplifying management, exposing risks instantly, aligning team understanding, and fostering cohesion.

3. Daily Stand‑ups at 9:30 am facilitated progress synchronization, team bonding, risk exposure, and coordination.

4. Self‑Organizing Team : Members acted as full participants, jointly planning, estimating collectively, and taking ownership of tasks without micromanagement.

5. Engineering Practices : Continuous integration, comprehensive unit testing, Sonar static analysis, pair programming, automated API testing, and strict code reviews were applied.

6. Continuous Improvement : Retrospectives after each iteration identified strengths (clear kanban, rapid feedback, cross‑functional collaboration) and areas for improvement (goal communication, requirement granularity, documentation standards).

7. Learning : Weekly internal knowledge‑sharing sessions on agile theory were held, now in their third round.

8. Business Involvement : The business side actively participated in iteration planning and retrospectives, providing timely feedback that contributed to the project’s success.

Overall, the agile approach enabled the team to deliver a complex voucher platform on schedule, handle changing business scenarios swiftly, and enhance both technical quality and stakeholder satisfaction.