本篇紀錄我如何通過全球最高門檻的看板講師訓練，正式成為台灣唯二的 AKT（Accredited Kanban Trainer）。Scrum Alliance 與 Kanban University 首度策略聯盟，推出嶄新雙證照課程「Scrum Better with Kanban」，我與全球頂尖 18 位 CST 一同接受極高壓的審查與試教挑戰。從第一天取得 KSD 證照、破解 40 題看板難題，到獲得十人同儕評鑑認可，每一步都走得戰戰兢兢。這篇文章將完整分享我從 CST、PSM III、PSPO III 到 AKT 的學習之路，以及這張證照對台灣敏捷生態的意義與使命。
This article documents my journey of filling in the missing piece of the CAPM certification after twenty years. From earning the PMP in 2004, obtaining the PgMP in 2008, to finally completing the PfMP and CAPM in 2025, I have truly completed the PMI certification puzzle. I share why I was unable to take the exam in the past due to eligibility rules, how I prepared for it in just three days, and the experience of discovering that the practice question banks were completely unreliable. I also describe how the CAPM exam has evolved from pure ITTO memorization to scenario-based questions that span the breadth of project management, waterfall, agile, and business analysis. The article also explores the challenges of taking the exam in English, its cost, and the difficulties in the Taiwanese market, while offering recommendations on suitable candidate profiles and preparation strategies. For me, CAPM is not just the final puzzle piece—it is a reminder that certification is not the end goal, but a tool to help one go further on the path of project management.
這篇文章記錄了我二十年後補上 CAPM 的歷程。從 2004 年考取 PMP、2008 年取得 PgMP，到 2025 年完成 PfMP 與 CAPM，才真正完成 PMI 證照拼圖。我分享了為何當年因規定無法報考、如今三天準備的過程、題庫完全不準的經驗，以及 CAPM 從單純 ITTO 背誦轉型為情境題、涵蓋專案管理、瀑布、敏捷與商業分析的廣度。文章也探討了英文考試的挑戰、費用與台灣市場困境，並提出適合族群與準備建議。對我而言，CAPM不只是最後一塊拼圖，更是提醒：證照不是終點，而是讓專案管理之路走得更遠的工具。
On September 10–11, 2025, during a Certified ScrumMaster (CSM) corporate workshop, Shin Yeh Group—a 48-year-old Taiwanese culinary brand specializing in Taiwanese cuisine with over 1,000 employees and three Michelin-recognized restaurants—embarked on a meaningful agile transformation experiment.
The participants, mostly senior executives with more than 20 years of experience and an average age over 50, initially showed strong resistance to both learning and certification. The course focused on the pain point of "labor shortage," introducing practical applications of Scrum to facilitate cross-departmental collaboration and co-creation of solutions, including the design of an app to address the group’s staffing challenges. During the process, executives anonymously disclosed the real root causes of the labor shortage for the first time, working together to propose viable solutions—demonstrating a positive shift in organizational culture. In the end, all participants successfully passed the CSM exam. This was not merely the adoption of a management tool, but a crucial starting point for a legacy enterprise to reconstruct its communication, decision-making, and learning mechanisms through agile thinking.
在2025年9月10至11日的CSM企業專班中，欣葉集團這家擁有48年歷史的台菜餐飲品牌，員工1千人以上，旗下有3家米其林認可的餐廳。展開了一場別具意義的敏捷轉型實驗。參與者多為年資20年以上、平均年齡50歲以上的高階主管，面對學習與考照初期存有高度抗拒。課程聚焦「缺工」痛點，以Scrum方法導入實作，成功促進跨部門合作、共創解法，並設計App解決集團缺工痛點。過程中，主管們首次匿名揭露缺工真實原因，彼此協作提出可行方案，展現出組織文化的正向轉變。最終，全體順利通過CSM考試。這不僅是一次管理工具的導入，更是促成老牌企業以敏捷思維重構溝通、決策與學習機制的重要起點。
This is a story of my journey to obtaining both the PSM III and PSPO III certifications—and the deeper mission behind them. PSM III represents a breakthrough in my mastery of Scrum knowledge, while PSPO III is the culmination of years of dedication to developing PO materials and internalizing product thinking. These two certifications are not just honors—they mark the beginning of a greater responsibility: I’ve set a goal to coach 100 CEOs to become CSPOs, helping more organizations understand the role and impact of a Product Owner as the CEO of their product.
At the same time, I’ve recognized my own learning gaps and have proactively immersed myself in Kanban and Agile Facilitation to broaden my professional depth. This reflects a commitment to continuous improvement—even after reaching the peak of Scrum expertise, the journey of humble learning continues. Ultimately, I aim to use knowledge, action, and teaching to empower more organizations and individuals to navigate the challenges of the VUCA and AI era through Scrum, discovering their core capabilities and driving sustained growth.
I hope that every student who joins my CSM and CSPO training journeys will gain deeper insights and inspiration through my continuous growth.
這是一段關於我取得 PSM III 與 PSPO III 雙證照 的歷程，以及其背後所承載的使命。PSM III 代表我在 Scrum 知識上的突破，而 PSPO III 則是我多年深耕 PO 教材、內化產品思維的成果。這兩張證照不只是榮耀，更是責任的開始——我立下目標，要培育 100 位 CEO 成為 CSPO，讓更多企業理解 PO 如同產品 CEO 的角色與影響力。
同時，我也看見自身的學習缺口，正積極投入 看板（Kanban） 與 敏捷引導（Facilitation），補強專業廣度。這是一種不斷精進的態度：即便站上 Scrum 頂峰，也要持續虛心學習。最終，我希望透過知識、行動與教學，讓更多企業與個人能用 Scrum 面對 VUCA 與 AI 時代的挑戰，找到核心能力，持續滾動成長。期待我的學生在CSM及CSPO培訓旅程，因為我的精進有更多的啓發及收穫。Let's Scrum On!
The 20th Anniversary of PM-ABC and the Global Agile CEO Award were combined for the first time, creating a dual celebration. From a pool of 20,000 PMPs and 1,000 CEOs, 300 distinguished guests were carefully selected, achieving an impressive 96% attendance rate—an extraordinary record for such a large-scale ceremony. The event was uniquely designed: instead of receiving cold trophies, award-winning CEOs and PM-ABC instructors walked a “star avenue,” waving for 15 seconds to savor their moment of glory, with personalized golden badges engraved with their names as lasting symbols of honor. Despite only two months of preparation, the feat was accomplished through the day-and-night collaboration of 11 volunteers embodying the Scrum spirit. The event generated over 200 media reports, allowing the world to witness PM-ABC’s 20-year impact in cultivating 20,000 PMP professionals and 2,000 CSMs, as well as the remarkable rise of Agile in Taiwan.
長宏20週年慶與全球敏捷CEO大獎首度結合，成就雙重盛典。從兩萬位PMP與千位CEO中嚴選300位嘉賓，出席率高達96%，創下大型典禮罕見紀錄。典禮設計別出心裁：CEO大獎得獎人與長宏講師走星光大道、揮手十五秒享受榮耀時刻，取代冰冷獎座，以刻名黃金徽章作為榮耀象徵。籌備僅兩個月，全靠11位志工以Scrum精神日夜協作完成。所有媒體更突破200則報導，讓世界見證長宏20年培育兩萬專業PMP與2千位CSM人才的影響力與台灣敏捷的躍升。
For professionals aspiring to take on the PfMP, it represents far more than just a certification—it is a comprehensive methodology for strategic portfolio management. PfMP fills the critical gap between vision and execution, enabling leaders to drive transformation not only with agility but also in the right direction. With only about 1,700 holders worldwide and just 9 in Taiwan, its rarity highlights its value. The exam is roughly 1.5 times more challenging than PMP, but its logic is clear and well-suited for experienced senior executives. My advice to candidates is to prepare your PfMP application first, then dedicate two months to structured study. If your goal is to lead enterprises toward more stable transformations, align strategy, and amplify your influence, PfMP is unquestionably a milestone worth pursuing.
This fracture became one of the greatest tests of my life. The moment I fell in July, I heard the sound of my bone snapping, and the doctor told me it would take three months to recover. But just one month later was the PM-ABC 20th Anniversary and the Global Agile CEO Awards — how could I possibly be absent?
Fortunately, I met Dr. Pin-Chuan Chen at Taipei City Hospital, whose skill and compassion made all the difference. He freed me from the cast in just three days, and, against all odds, I was back on stage in only five weeks.
Behind the flawless ceremony were countless rehearsals and tireless efforts from my team. Many saw my confidence on stage, but behind it were pain, perseverance, and unwavering support. This experience reminded me that gratitude and courage are the true forces that carry us through even the toughest challenges.
這一次的骨折，對我來說是人生的一場大考驗。七月跌倒的那一刻，我聽見自己骨頭斷裂的聲音，醫生更告訴我需要三個月才能復原。但一個月後，就是長宏二十週年與全球敏捷 CEO 大獎，我怎麼能缺席？幸運的是，我遇到一位有醫德的陳品全醫師(聯合醫院)，讓我在三天就脫離石膏，並在五週內奇蹟般站回舞台。
過程中，靠團隊無數次演練，才讓典禮看起來完美無缺。很多人看到的是舞台上的自信，但背後是痛楚、努力和守護。這段經歷提醒我懷著感恩與勇氣，才是帶我走出困境的真正力量。
對於想挑戰 PfMP 的專業人士來說，這不只是一張證照，而是一套完整的策略管理方法論。PfMP能補足企業從願景到落地之間的缺口，幫助領導者在推動轉型時，不只是快速應變，更能走在正確的方向。全球僅約1700人持有，臺灣只有9人，證明其稀有與價值。考試難度大約是PMP的1.5倍，但其邏輯清晰，適合有經驗的高階主管挑戰。我建議準考者務必先準備好PfMP履歷，再投入兩個月系統化學習即可。若你希望未來能帶領企業完成更穩健的轉型、對齊策略並提升影響力，PfMP絕對是值得投入的里程碑。
In 2014, I earned my CSM certification — and even back then, I found the rule requiring an 18-month wait to renew quite strange.
For the next ten years, everyone quietly accepted it — myself included.
But over the past two years of promoting CSM, I saw motivated learners being blocked by the system when trying to renew early. That’s when I decided: no more silence.
I wrote to the CEO of Scrum Alliance, shared a video and evidence explaining the issue — and to my surprise, it took just four months from proposal to policy change.
One letter changed the renewal policy for all CSM holders — and every Scrum Alliance certification worldwide.
When I saw the “Renew” button appear on a learner’s dashboard, I was genuinely moved.
This wasn’t just a technical fix — it was a true expression of the Agile spirit:
Identify the problem, take courageous action, and create real change.
Now, learners can begin the renewal process just 30 days after earning their certification.
You’ll find your expiration date under “My Certifications” on your dashboard, and all it takes to renew is submitting your SEUs and paying the renewal fee.
Even better — you also have the option to take any Scrum Alliance certification course to renew.
Once you complete the course, all your previous certifications will automatically extend to match the new one’s expiration date.
The system will also send you reminders, so you never miss a renewal.
And most importantly, I hope every learner remembers this:
You are not someone bound by systems — you can be the one who changes them.
我在 2014 年拿到 CSM，那時就覺得「要等 18 個月才能換證」這規則很奇怪。十年來，大家都默默接受，我也一樣。但在推廣 CSM 的這兩年，看到學員想提早換證卻被系統擋下，我決定不再沉默。
我寫信給 Scrum Alliance CEO，提供影片與證據說明問題，沒想到從提出到制度修改，只花了四個月。一封信，改變了全球 CSM跟所有Scrum Alliance證書的換證規則。
當我看到「Renew」按鈕出現在學員帳號裡，我真的很感動。這不只是技術改進，而是敏捷精神的實踐——發現問題，勇敢行動，創造改變。
現在，學員在獲得認證後30 天內就會開啟續證資格視窗。你可以在儀表板的「我的憑證」中看到到期日，只要提交學習時數（SEU）與續證費，就能完成續約。
另一個好消息是：你也可以選擇報名任何一門 Scrum Alliance 的認證課程來完成續約。只要完成課程，你過去取得的證照就會自動延長，有效期限會延續到新課程的有效期為止。系統也會主動發送續約提醒，不用擔心忘記。
我希望每位學員都記得：你不是被制度限制的人，你可以是那個推動改變的人。
To me, this book is more than just a publication; it represents a dream, a vision with profound implications for Taiwan's agile ecosystem. Can you believe that within just five short months, the book has undergone nine printings? That's why I've decided to translate it into English because I believe the world needs to see the dedication and effort Taiwan has put into the agile ecosystem.
大家好，我是Roger老師，台灣首位取得Scrum Alliance官方認證的Scrum培訓師（CST）。想和大家分享我在CEO CSM 第四梯培訓過程中的一些心路歷程與感悟，以及最新的消息與成果。
Is It Really Possible to Apply Agile in Government Projects?
This article documents an Agile Alignment Workshop hosted by JRS (Party B) with participation from the Examination Yuan (Party A). It marked the first time a cross-system Agile dialogue was established between a government agency and a vendor.
The workshop not only dismantled common misconceptions between government procurement regulations and Agile practices, but also guided both parties through hands-on exercises—translating the original Statement of Work (SOW) into user stories and a product backlog.
The event proved that government contract mechanisms do not inherently reject Agile. What’s often missing is simply a shared platform for mutual understanding.
For government agencies new to Agile, this represents an opportunity to explore flexible execution within existing frameworks.
For private-sector vendors, it’s a crucial first step toward building trust and achieving effective collaboration.
In 2022, I organized RSG Taipei, a large-scale agile gathering that drew global attention. We set a record with 888 participants and took agile beyond IT into every kind of industry, a point of pride for Taiwan and the world. The event also left us with a surplus of NT$500,000.
在2022年，我是RSG TAIPEI的主辦者，一場在全球引起關注的大型敏捷聚會。我們締造了888人的參與紀錄，並突破了以往僅限於IT產業的敏捷觀念，推廣到了各種非IT產業，這不僅是台灣，更是全球的一大驕傲。此次盛大活動不僅帶來了全球的目光，也為我們帶來了五十萬的盈餘。
RSG TAIPEI 2022 PO (Prodcut Owner) 心得: 台灣首次「非IT導向」敏捷聚會 開創全新局面 : https://bit.ly/3leISKn
在政府標案中導入敏捷，真的可行嗎？這篇文章記錄一場由JRS（乙方）主辦，考試院（甲方）參與的敏捷共識營，首次建立起跨體系的敏捷對話。課程不僅拆解政府採購制度與敏捷的誤解，也透過實作練習讓雙方親自轉譯工作說明書（SOW）成為使用者故事與產品待辦清單。這場共識營證明，政府合約機制其實並不排斥敏捷，只是缺少一個共同理解的平台。對尚未接觸敏捷的公家單位，這是一個開始思考彈性執行空間的契機；而對承接標案的民間企業而言，更是建立信任、有效合作的第一步。
My mission is to spread the agile trend from the IT industry to all sectors in Taiwan, and to bring together the elites from various fields here. I believe there aren't many CEOs worldwide who have obtained the CSM certification. Even after these CEOs obtain the CSM, they might still find it challenging to promote agility within their enterprises, just like other CEOs without the certification.
Therefore, I hope to offer these CEOs a platform for learning and benchmarking against each other through the 'Global Top 10 Elite Agile CEO Awards.
我的志業是將敏捷的風潮，由IT業擴展至全台灣的各行各業，進而將各個領域的精英，聚集於此。我相信全世界沒有那麼多CEO有取得CSM的，而這群CEO取得CSM之後，他們一定還是跟其他沒有證照的CEO一樣在企業裡面很難推動敏捷
所以我希望藉由全球十大頂尖敏捷CEO大獎，提供這些CEO們一個彼此學習與Benchmark的舞台。
According to the latest data, 15,000 people hold the PMP certification, while only 1,600 have the CSM certification, equivalent to 9% of the PMP holders. However, many job seekers have found that there are few job vacancies that explicitly require CSM qualifications. You'll find that the number of PMPs far exceeds that of CSMs. But this doesn't mean that CSM lacks its inherent value. So, why should CEOs and PMs still pursue the CSM certification?
根據最新數據，有15000人持有PMP證照，而CSM證照持有者只有1600人，相當於PMP的9%。不過，許多人在求職時發現很少有職缺明確要求CSM資格。你會發現PMP的人數遠遠超過CSM。但這並不意味著CSM沒有其存在的價值，那麼，為何CEO和PM還應該考取CSM呢？原因有以下幾點：