Is Scrum Master a full time role?

It is not uncommon in a Scrum Master training classes to encounter questions such as “Is being a Scrum Master a full time role?”, or “How much time does a Scum Master contribute towards his role?”, or “Can a person from the development team multitask as a Scrum Master?”
New Scrum Masters might be apprehensive about the role that they might play as future Scrum Masters. However, certified Scrum Masters need to truly understand the responsibilities of a Scrum Master to realize the vital role played by them. The success of a Scrum project rests equally on the shoulders of the Product Owner, the Scrum Master, and the Development team. While the Product Owner and the Development team have their clearly established roles and responsibilities, it might seem that a Scrum Master performs only support roles such as coordinating meetings, removing impediments that are plaguing the team, or shielding the team from interference from the Product Owner.  This might make the Scrum Master seem like a glorified nanny.
Even organizations too sometimes view the Scrum Master role as a part time role. There can be several reasons why Scrum Masters are part time roles. The organization might be short of human resources to have a dedicated Scrum Master or the organization does not consider the Scrum Master’s role worthy of a full time role.
There is an obvious conflict if a developer also performs the role of a Scrum Master. This takes away the objectivity that is required in a Scrum Master while dealing with issues related to the Product Owner or even internal conflicts.
So, let’s focus on the issue where the role of Scrum Master is not considered substantial enough to be a full time role. Sprints in Scrum, unlike stages in waterfall, are intensive periods of activity where development takes place. Any impediments that are not resolved immediately can have an effect on the success or failure of a sprint. The Scrum Master not only resolves impediments as and when they arrive, but also has keen foresight to spot potential issues and create an environment that can help avoid any issues to occur.
The Scrum Master undoubtedly assumes the role of a leader. He coaches and mentors team members both at an individual and a group level to get the best out of the team. He also ensures the team collaborates smoothly and the team delivers what they committed to.
It might seem that a Scrum Master’s responsibilities are vague and general. However, most of the Scrum Master’s responsibilities are performed behind the scenes that require a strong understanding of multiple dimensions such as people, domain, and business requirements.

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SCRUMstudy Scrumvideo about Scrum vs. Traditional Project Management Approach to Deliver Value

Scrum vs. Traditional Project Management Approach in Delivering Value
Before we discuss the Scrum and Traditional approaches assessing and maintaining business
justification for a project, let’s understand some of the key differences between these two types of
methodologies.

The emphasis in traditional Project Management is to conduct detailed upfront planning for the
project with emphasis on fixing the scope, cost and schedule – and managing those parameters.
Traditional project management may at times lead to a situation where the objectives of the plan
have been achieved but yet the customer needs are not met. The Scrum framework is founded
on the belief that the knowledge workers of today can offer much more than just their technical
expertise, and that trying to fully map out and plan for an ever-changing environment is not
efficient. Therefore, Scrum encourages data-based, iterative decision making and focuses primarily
on delivering products that satisfy customer requirements.
Now, let’s discuss how Scrum approach is different from Traditional approaches to deliver value
through projects. Scrum aims to deliver the greatest amount of value in the shortest amount of
time. It promotes prioritization and time-boxing over fixing scope, cost and schedule of a project
through detailed planning. Another important feature of Scrum that enables frequent and high
delivery of value is self-organization. Self-organization allows the individuals who are doing the
actual work to estimate and take ownership of tasks.
Unlike in Traditional approach, in Scrum projects, extensive long-term planning is not done prior
to project execution. Planning is done in an iterative manner before each Sprint. This allows quick
and effective response to change, which results in lower costs and ultimately increased profitability
and Return on Investment (ROI). Moreover, value-driven delivery is a key benefit of the Scrum
framework and provides significantly better prioritization and quicker realization of business value.
Because of the iterative nature of Scrum development, there is always at least one release of the
product with minimum marketable features (MMF) available. Even if a project is terminated, there

are usually some benefits or value created prior to termination.
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