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：

Hello everyone, I am Teacher Roger, the first in Taiwan to obtain the Scrum Alliance's official Certified Scrum Trainer (CST) certification. Many already know that I am currently recruiting 200 CEOs, and the slots have already been filled. Creating this demand is precisely the core strategy of hunger marketing. When consumers find they can't sign up, some are even willing to pay a premium. The biggest challenge is how to conceal our marketing tactics. As a result, I disclosed all cost details and a system called the Information Radiator, which quantifies all performance data. After reading this, you'll realize that many CEOs are willing to pay for the CEO CSM course themselves.

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） ，其實很多人都已知，我現在要招募200位CEO，且名額已經額滿。創建這種需求正是饑餓行銷的核心策略。

當消費者發現無法報名，有的甚至願意支付高額。最大的問題是如何隱藏我們的行銷技巧。因此，我公開了所有的成本資料和一個名為Informartion Radiaitor的系統，它將所有的績效數據量化。看完這篇，你將發現許多CEO會自己支付費用參加CEO CSM。

Many fast-growing companies encounter a familiar gap: the CEO thinks fast, but senior executives struggle to keep up in action. The direction is clear, but execution hits a wall. SMOG was one such company — while revenue soared and nearly doubled, they realized their execution teams lacked alignment and rhythm.

So they made a rare and bold decision: not only did the CEO learn Scrum, but the entire leadership team traveled from Taichung to Taipei to join the CSM course together.

They understood that only by establishing a shared language and a self-organizing culture could the team escape the exhausting cycle of misalignment and miscommunication.

In just two days, their leaders went from skepticism to late-night reflection. Real transformation doesn’t begin with a new system or tool — it starts when leaders personally engage, model the behavior, and drive alignment.

For SMOG, that transformation began in the CSM classroom.

Shin Kong Bank hosted a record-breaking CSPO (Certified Scrum Product Owner) training for 34 professionals from its Digital Transformation Department. This reflects Taiwan’s growing focus on Agile development, with CSPO numbers reaching 350 compared to 2,000 CSMs. Participants showed great enthusiasm, actively applying Agile concepts to real-world scenari

在這個數位轉型與創新驅動的時代，很榮幸為新光銀行數位轉型部門的34位工作夥伴，開展了一場創紀錄的CSPO（Certified Scrum Product Owner）訓練課程。台灣的CSPO人數正逐年增加，目前已達350人，雖仍低於CSM的2000人，但成長趨勢顯示了對敏捷開發與PO角色的高度重視。課程中，學員展現了極高的熱忱，透過案例分析與互動學習，成功將理論應用於實際情境，為推動敏捷發展奠定基石。

許多企業在高速成長後，常遇到這個斷層：總經理想得很快，高階主管卻跟不上行動；方向清楚，落地卻卡關。思瑪科正是這樣的公司——營收快速倍增，卻發現執行層缺乏共識與節奏。於是他們做了一個少見的決定：不只CEO學Scrum，連所有高階主管都從台中北上參加CSM課程。他們明白，只有建立「共通語言」與「自組織文化」，團隊才不會像過去一樣疲於奔命、上下誤解。兩天內，主管從懷疑到深夜反思，真正的轉型，不是換制度、換工具，而是領導者親自參與、示範、對齊。這場變革，就從思瑪科的課堂開始。

13 years ago, Lin Chao-Yang was a director at Chunghwa Telecom. Today, he has risen to the position of General Manager. As one of the most influential PMP holders in the corporate world, his remarkable achievements bring honor to the PMP community and shine as a highlight of the Ten Outstanding Project Awards.