When PMP Meets Scrum: Bringing Home Taiwan’s First PMI Project Management Education Honor — A Letter to Taiwan’s Project and Agile Community

周龍鴻與林欣怡於首爾領取台灣首座 PMI 專案管理教育榮譽獎

Taiwan just brought home its first PMI Project Management Education Honor — out of 130-plus Authorized Training Partners across Asia Pacific, only 11 earned Honors, and PM-ABC (Taiwan) stood among the Top 3. Most people see a trophy. I see a far more moving story: twenty years, more than 20,000 PMPs trained, and roughly 1,000 of them now serving as CEOs and senior executives. This was never a certification story; it is the story of a talent pathway. Times have changed — executing the plan well is no longer enough. In a world of uncertainty, companies need to learn fast and adjust fast. PMP is where Taiwan's professional managers start; Scrum is the next station for enterprise Agile leadership — and Agile's real next station is not the team's whiteboard. It is the executive decision table. Is yours ready?

當 PMP 遇見 Scrum：從首爾領回台灣首座 PMI 專案管理教育獎後，寫給台灣專案與敏捷社群的一封信

周龍鴻與林欣怡於首爾領取台灣首座 PMI 專案管理教育榮譽獎

遇見台灣的第一次，把 PMI 專案管理教育榮譽獎帶回家——亞太 130 多家授權培訓機構，僅有 11 家獲獎，長宏名列前三強。多數人看到的是一座獎盃，而我看到的是另一處更動人的故事：二十年的時光、2 萬位 PMP，其中約1,000 位走上 CEO 與高階經營者的位置。這從來不是證照的故事，而是一齣人才成長路徑的故事。
時代變了，把計畫做好已經不夠，企業需要的是在不確定的世界潮流中，快速學習、快速調整。PMP 是台灣專業經理人的起點，Scrum 是企業敏捷領導的下一站——而敏捷真正的下一站，不在團隊的白板前，而在高階主管的決策桌上。你的決策桌，準備好了嗎？

I’m Running for the Scrum Alliance Global Board: Let the CSM and CSPO in Your Hands Finally Matter to Executives

Roger Chou 入圍 Scrum Alliance 董事會候選人

The day you earned your CSM or CSPO, your manager said congratulations. But back at your desk, no one handed you a harder decision because of that certificate. The problem isn't that you didn't work hard enough — it's that the value of your certification was never yours to decide. It belongs to your boss. Only when senior leaders genuinely feel that Scrum works does that certificate start to carry weight inside the organization. That is why I am running for the Scrum Alliance Board of Directors: to bring Scrum back to where decisions are made, so that every CSM and CSPO rises in value; and at the same time, to rebuild honest dialogue between Scrum Alliance and its Guide community. Voting opens June 10, and each member gets only one vote. Yours is rarer than you think.

我正式參選 Scrum Alliance 全球董事會：讓你手上那張 CSM、CSPO，真正被高階主管看見

Roger Chou 入圍 Scrum Alliance 董事會候選人

你考到 CSM 或 CSPO 的那天，主管說了恭喜。但你回到座位上，沒有人因為這張證書，把更難的決策交給你。問題不在你不夠努力，而在——你證照的價值，從來不是你決定的，是你老闆決定的。當高階主管真正感受到 Scrum 有用，這張證書在組織裡才會有份量。這就是我參選 Scrum Alliance 董事會的理由：把 Scrum 帶回決策被拍板的地方，讓每一位 CSM、CSPO 的價值跟著上升；同時，重建 Scrum Alliance 與 Guide 社群之間誠實的對話。投票 6 月 10 日開放，每位會員只能投一票。你的這一票，比你想的更稀有。

After 50 Senior Executives Earned Their CSM, Why Did Galaxy Software Send the General Manager, Directors, and POs Back to Earn CSPO?

Galaxy CSPO 全班合照（FB/LinkedIn 用 OG image）

Most companies talk about Scrum's results one year in. The real companies to watch are the ones still willing — fifteen years later — to send their general manager and directors back into the classroom. After Galaxy Software's 50 senior executives all earned CSM, a new question surfaced: how do we make the PO role properly empowered? — that's exactly what CSPO is built to answer. So Galaxy reinvested in a CSPO enterprise cohort, this time led personally by BG GM Chris. In an era where AI is taking over code writing, code testing, and even code review, this decision is worth more thought than it first appears. (With thanks to Galaxy BG GM Chris for confirming the accuracy of this article.)

當 50 位高階主管取得 CSM 後，叡揚為何再讓總經理、處長與 PO 學 CSPO？

Galaxy CSPO 全班合照（FB/LinkedIn 用 OG image）

很多企業導入 Scrum 一年後就開始談成果，但真正值得觀察的，是那些導入十幾年後仍願意把總經理、處長重新送回教室的企業。叡揚資訊從 2008 年起推 Scrum，2025 年 2 月由雲端事業群總經理 Flora 帶頭、50 位高階主管全部取得 CSM。CSM 推動一年後，新的問題浮現：PO 的權責如何讓它更健全？於是叡揚決定再投資 CSPO 企業專班，由事業群總經理 Chris 親自帶隊。在這個 AI 開始接手寫程式、測試程式、甚至審查程式的時代，這個決定，比想像中更值得思考。（感謝叡揚事業群總經理 Chris 確認本文正確性）

It’s Not That They Can’t Give Answers—They’ve Learned Not to Rush Them: Taiwan’s First-Ever CAF Class Saw 14 Senior Executives Put Their Answers Down

台灣第一班 CAF 一次到位：24 人額滿、23 人完訓，其中 14 位高階主管

In most companies, a three-hour meeting ends with no one really sure who's doing what next. The conversations that actually matter never happen in the meeting room—they happen in the hallway. That's not a meeting-efficiency problem. That's an organizational decision-making problem. In May 2026, Taiwan completed its first-ever Certified Agile Facilitator (CAF) class—23 graduates, 14 of them senior executives—putting their answers down and re-learning what it means not to rush an answer. In the AI era, what's scarce isn't answers. It's the ability to help a group see, understand, and commit to an answer together. If you still measure decision success by "the meeting ended," your organization is paying a much higher cost than you realize.

不是不會講答案，是學會不急著講：台灣第一班 CAF，14 位高階主管把答案放下

台灣第一班 CAF 一次到位：24 人額滿、23 人完訓，其中 14 位高階主管

很多公司的會議，三小時開完，散會卻沒人知道下一步誰要做。真正重要的話從不出現在會議室，只出現在茶水間。這不是會議效率問題，是組織決策能力問題。2026 年 5 月，台灣第一班 CAF 敏捷引導師完訓，14 位高階主管把答案放下，重新學「不給答案」。AI 時代不缺答案，缺的是讓答案被團隊一起看見、一起被理解、一起被承擔的人。如果你還用「會開完了」當決策成功的指標，你的組織正在付出比你想像更高的代價。你的決策層，現在用的是同一套語言嗎？

How a 50-Minute CAF Facilitation Rewrote a Kickoff Meeting — and a Project’s Future Direction

CAF 敏捷引導師認證培訓課程：決策力、引導力、影響力（Roger CST）

Most company kickoff meetings get forgotten the moment they end. The agenda runs, documents get filed, and everyone goes back to their own version of "success." Three months later, you discover the project has drifted—and by then it's too late. A traditional manufacturing client I was coaching was about to launch their two most critical agile projects. Inside the room: zero psychological safety, no shared definition of success, and a history of meetings that turned into shouting matches. I ran a 50-minute CAF facilitation—two rounds of three sticky notes, one round of musical chairs, PO-led convergence, and a team agreement. By the end, leaders who had been at odds were standing on the same direction for the first time. The real cost of a kickoff meeting isn't the two hours. It's the three months of drift that follow.

50 分鐘的 CAF 引導，如何改寫一場啟動會議——也改寫一個專案的未來走向

CAF 敏捷引導師認證培訓課程：決策力、引導力、影響力（Roger CST）

多數企業的啟動會議，開完就忘了。流程跑完、文件歸檔、團隊回去做自己版本的事。三個月後發現方向偏了，已經來不及。我陪跑的某傳產龍頭客戶，正準備同時啟動兩個最重要的敏捷專案——心理安全感不足、目標各說各話、過去會議現場吵翻天。我用 50 分鐘做了一場 CAF 引導：兩輪三張便利貼、一輪大風吹、PO 收斂、形成團隊公約。會議結束時，那群原本對立的主管，第一次站在同一個方向上。啟動會議真正昂貴的，從來不是兩小時，是會後三個月走錯方向的代價。