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。