林育君
Ms. Yu Jun Lin
袋代設計有限公司
創辦人
Founder,DaiDai Design Co., Ltd
【簡歷 Bio】
【學歷】Education
國立聯合大學 工業設計學系 碩士
Master’s Degree in Industrial Design, National United University
【經歷】Experience
袋代設計有限公司︱創辦人
Founder, DaiDai Design Co., Ltd.
【得獎】Awards
2022桃園社會企業創業競賽 優選
2022 Selected in Taoyuan Social Enterprise Startup Competition
2022亞太社會創新合作講 經濟共榮獎 入圍
2022 Finalist for the Economic Prosperity Award in the Asia-Pacific Social Innovation Partnership Summit
2021創客松-生活改善設計競賽 金獎
2021 Gold Award in Makerthon—Design for Life Improvement Competition
2021年 TSAA傑出永續青年獎 (台灣企業永續學院)
2021 TSAA Outstanding Sustainable Youth Award
2021 HPlife BeChangeMaker全球競賽 全球前15強
2021 Top 15 Global Finalists in HPlife BeChangeMaker Competition
2021國際社會創業家培訓競賽 新創潛力獎
2021 New Venture Potential Award in International Social Entrepreneurship Training Competition
2020苗栗青年洄游創生 商品設計類組 第3名
2020 Third Place in Product Design Category, Miaoli Youth Pioneering Event
2019台積電青年築夢計畫 優勝
2019 Winner, TSMC Youth Dream-building Project
2019巴黎國際發明展 銀獎
2019 Silver Medal, Concours Lépine International Paris
2018台積電青年築夢計畫 優勝
2018 Winner, TSMC Youth Dream-building Project
【演講題目 Speech Topic】
從挫折到成功:不完美的敏捷導入與團隊轉變之路
From Setbacks to Success: The Journey of Flawed Agile Implementation and Team Transformation
【演講大綱 Speech Abstract】
都說專案負責人如果一開始不參與敏捷訓練課程,那後續的導入一定會碰到困難。而我被難了兩次,一次是我們做為被導入的團隊時,一次是我做為教練時。
2022年,我做為將要導入敏捷管理的專案負責人,卻因公無法親自參與上課。而要從參與上課的4位伙伴們帶回的破碎資訊中理出頭緒實在是很困難,因此我們一開始的導入並不順利,團隊伙伴都開始說這樣的工具讓協作更麻煩、很難用,我個人卻認為,一個被驗證過的好工具如果在我們身上不好用,那肯定是我們的問題不是工具的問題。然後,我們救回了要放棄的工具,也拯救了2023年的團隊。後來團隊伙伴們也認同,如果沒有成功導入敏捷,我們將無法在今年的第一季就完成前一年的業績。
於是2023年中,我做為回饋,成為了2023年的敏捷教練,命運的安排下,我也巧妙的成為了「負責人沒有親自上課」的團隊教練…
It’s often said that project managers who don’t participate in Agile training courses from the start will undoubtedly face challenges in subsequent implementation. I learned this the hard way—twice. Once when our team was being introduced to Agile, and again when I was the coach.
In 2022, as the project manager responsible for implementing Agile, I was unable to attend the training due to official commitments. Parsing coherent guidelines from the fragmented information brought back by the four team members who did attend proved to be a challenge. Consequently, our initial implementation was far from smooth. Team members began to complain that the new tools were making collaboration more difficult and were hard to use. I personally believed that if a validated tool didn’t work well for us, the problem lay with us, not the tool. Eventually, we managed to salvage the tool we were about to give up on, and in doing so, saved our 2023 team. Our team later agreed that if we had not successfully implemented Agile, we would not have been able to achieve the previous year’s performance goals by the first quarter of this year.
So, in mid-2023, as a way to give back, I became an Agile coach. Fate would have it that I also became the coach for a team whose “manager did not personally attend the training.”
2023PMI台灣專案管理國際論壇(PMI Taiwan International Congress,PTIC)主持人及講者