在多數企業裡，會議常常變成「一言堂」——由主管主導、員工沉默、決策雖快卻難落地。這不只是溝通問題，而是缺乏「引導（Facilitation）」的技巧。引導的核心，不在於主持或控場，而在於讓多元意見被聽見、讓對話產生共識、讓共識轉化為行動。全球領導品牌如 Google、LEGO、Samsung 都已透過引導設計創造共創奇蹟，從玩家共創、開放式平台到內部創業，展現出讓人「願意參與」的力量。這篇文章從敏捷的角度出發，帶你看見引導如何成為新時代領導者的必修課，並實際介紹四種經典手法——決策鑽石、1-2-4-All、開放空間與五指法。無論你是高階主管、中階主管、專案經理、會議主持者與培訓師，學會引導，就能讓會議從「討論結束」變成「行動開始」。

2025年1月，我正式取得 Scrum Alliance 認證講師資格（Certified Scrum Product Owner Trainer），並立下願景：在台灣培育 100 位能以價值為核心思考的 CSPO 領導者。消息發布後，歷屆 CSM CEO 校友熱烈響應，五個梯次在兩週內全數額滿。至今已完成四屆，被學員譽為「世界級品質的CSPO課程」，讓許多領導者重新學會如何以顧客價值驅動決策與創新。

在課程中，我首先協助學員突破三大迷思：
1. 產品不限於實體——服務、活動、品牌與個人職涯，都可以是產品。
2. CSPO不是產品經理的專利——凡是創造價值的人，無論是 CEO、主管、PM、品牌經營者，都能從中受益。
3. PO 不需懂技術，但必須懂價值模式設計——從商業視角定義「價值流」。

我結合 20 年產品實戰經驗，融合 6 位國際講師課綱，打造出屬於台灣的「四圈圈＋影響力地圖」模型。課程包含超過 30 項高張力工作坊，如「蓋高塔」挑戰、跨產業商業模式分析（涵蓋 POYA、NVIDIA、台達電、麥當勞 等），讓學員在「策略 × 實作 × 價值流」中體驗真實的產品決策。

企業端學員回饋指出，課後團隊討論品質提升 50%、決策效率顯著改善，跨部門協作更加順暢；而個人學員則表示：「這堂課的收穫是 CSM 的 3–10 倍」，他們從「做事的人」蛻變為「創造價值的人」，學會用 Scrum 思考商業、用商業創造價值。

CSPO 不只是證照，它是讓組織與個人 從執行到引領、從任務到價值 的關鍵轉折。

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!

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。

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.