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.

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：

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.