The unique (and crucial) role of a scrum master explained

Scrum master. It’s a cool job title, but one that confuses people. Do they manage the team? Help out with coding? Run feedback sessions? Before we solve the mystery, here’s a quick definition of Scrum itself, just for context.

Scrum involves small teams completing tasks in timed iterations, called Sprints. Each Sprint plays its part in the wider project, which has its own deadline. It’s based on the idea of continuous feedback, which helps the team deliver better work each time around.

A scrum master is in charge of this. The ‘’master” part of the title is a little misleading, though, because far from bossing people around, the role involves coaching, or “servant leadership” as the Scrum guide puts it. Let’s take a closer look at what it is, some common mix-ups, and how this role might slot into your team.

What is a scrum master?

It’s the scrum master’s job to make sure the team stays on track during the course of the project. But rather than taking a top-down approach, i.e., someone who gives orders, the scrum master is more like a cheerleader.

By that, we mean they serve the team to help them manage themselves better while promoting a sense of shared decision-making. Think of them as coaches rather than bosses; facilitators rather than participators.

What does a scrum master do?

The bulk of a scrum master’s job is to use their extensive Scrum expertise to guide, support, and promote the team’s success. A scrum master can be more of a hands-off scheduler, or they can roll up their sleeves and get stuck in with the rest of the team (more on that later).

They are responsible for correctly implementing and maximizing Scrum’s benefits. They stay adaptable and keep an eye out for ways to boost productivity. It’s their responsibility to make sure everyone knows the project goals and what’s expected, and have the tools they need to work well.

Typical scrum master responsibilities

• Organize daily standups/scrums
• Plan iterations/sprints, with a focus on preventing scope creep and overwork
• Remove any workflow roadblocks that could slow productivity
• Run retrospectives, giving feedback, and noting areas for improvement for future Sprints
• Manage the scrum board, keeping cards up-to-date
• Coach and consult with individual team members and stakeholders
• Manage conflicts and discrepancies between team members, stakeholders, and the wider organization. These discussions can be one-on-ones or standups
• Promote a sense of community and transparency within the wider team, both through face-to-face talking and via Agile project management software
• Motivate the team and improve team dynamics
• Provide regular reports and analysis, focusing on the team’s burndown charts
• During quieter stretches, they do odd housekeeping jobs that help the team work better. This could include fixing slow computers, tidying or rearranging the room — even getting everyone donuts if there’s nothing else to do, and that helps everyone work better (it does).

What the scrum master doesn’t do

The scrum master isn’t involved in planning the product’s release (which is done by the product owner), nor does the project’s overall success rest on their shoulders. That’s down to the team itself, plus the project manager.

While they are a key member of the team, they don’t carry out the work themselves, and they don’t give orders. They don’t see themselves as being at the helm or the top of any hierarchical structure.

How does the scrum master work with the team?

As we previously mentioned, the scrum master is a servant, coach, and leader — all rolled into one.

They are encouraging, uplifting, and motivating. The scrum master doesn’t rigidly stick to Scrum principles and point out when the team is doing it wrong. Instead, they channel the iterative spirit of Scrum and highlight what teams are doing well, then explain how to improve the next time around.

The scrum master’s ultimate goal is to make sure the finished product is the best possible version of itself. They do this by helping individuals work to their full potential, clearing away obstacles (including unnecessary processes and outdated tech), and offering help where needed.

Think of them as a trekking guide. They clear the route and provide support so each person can reach their destination more efficiently. Or perhaps you’d prefer to think of them as the pit crew in an F1 race: they maintain and fine-tune the car so each lap is better than the last.

How does the scrum master work with the wider organization?

The scrum master is also responsible for fostering good cross-functional collaboration.

They help team members, product managers, and customers work together more productively by sharing sprint updates with stakeholders and communicating and analyzing burndown chart progress.

Different types of scrum masters (and their roles)

Not everyone can agree on what a scrum master should do. As with all things, it’s down to personal preference. As it stands, there are two broadly accepted paths:

1. Someone who is exclusively dedicated to the role
2. Someone who is primarily dedicated to the role but who can devote any leftover time to development work

The benefits of having someone entirely dedicated to the role are that they don’t get caught up in the team’s daily deadlines and responsibilities. They’re also never in a position where they have to prioritize between two potentially conflicting roles.

On the other hand, there are others who think that if there is time spare, it might as well be put to good use. The downside is a conflict of interest and a potential need to hire extra help when things get tough, which could end up costing more.

Scrum master vs product manager

A product manager or owner is responsible for making sure the product continues to meet its requirements — and that features are worked on in the right order.

They’re focused on the “why”—why does it exist, what purpose does it fill, and how will it achieve its purpose? They adjust these parameters as the product and its purpose develop.

They usually work alongside the scrum master and/or project manager, who is focused more on the “how” (tasks, logistics, resourcing).

Product manager responsibilities

• Owns the product vision and strategy
• Translates customer needs, business goals, and market research into a product roadmap
• Prioritizes the product backlog based on value, feasibility, and impact
• Works closely with stakeholders to define what should be built and why
• Works with designers, engineers, and marketers to shape and deliver the product
• Measures product success through KPIs, feedback, and outcomes
• Has decision-making authority over features and timelines

Scrum master vs project manager

A project manager is a leader and decision-maker. They focus on how the team will achieve a goal — and if it’s not, they’re held accountable.

They manage things like schedules, budgets, risks, dependencies, constraints, delivery dates, and quality. There is some overlap between their role and that of the scrum master (both focus on helping teams complete tasks), but do you need both? It depends on how your team likes to work.

The main difference is that a project manager has no technical knowledge, can work with multiple teams, and manages in a more traditional top-down way. The scrum master helps streamline processes in a more collaborative way through coaching.

Project manager responsibilities

• Keeps an eye on timelines, budgets, and resources
• Is the go-to person for communication between teams, clients, and stakeholders
• Spots risks early and comes up with ways to mitigate them
• Creates and keeps track of project plans and schedules
• Ensures everyone knows their tasks and deadlines
• Aims to get the project done on time and within scope
• Might give input on what’s important but doesn’t typically set the overall vision for the product

Do you really need a scrum master?

Short answer? Yes — but only if you’re committed to using scrum. A scrum master can only work with complete buy-in to work properly.

It’s a big help to have a Scrum expert working with the team, especially if they’re less experienced with the concept, because they can show them how it’s done correctly. If your organization doesn’t have the budget for a full-time scrum master, you could consider hiring an external consultant instead.

If your employees are already experienced in the ways of Scrum, they could feasibly manage themselves. You just need to empower each team member to step into the role as and when required, or train one existing team member to take over on a more permanent basis.

Helping the helper: How the right tools support the scrum master

Whether you hire a full-time scrum master, a contractor, train up an existing developer, or stick with your project manager, remember to make things as collaborative as possible.

Good tools make great Scrum teams even better, giving structure to the process without slowing things down. Invest in Agile project management software that helps teams self-manage tasks and progress in real time. Then, whether you have no manager, a project manager, or a full-time scrum master, you’ll all be on the same page from one sprint to the next.

This post was originally published on February 5, 2020, and updated most recently on April 18, 2025.