The Scrum Master is an accountability in Scrum.
A Scrum Master is a change agent who enables a Scrum Team and its surrounding organisation to improve their system of work and deliver value professionally. Far from a passive facilitator, the Scrum Master is accountable for the effectiveness of the Scrum Team, actively shaping the conditions that enable empiricism, self-management, and sustainable delivery.
Scrum is a social technology for solving complex problems. The Scrum Master ensures it is understood and enacted, not just followed.
To fulfil this accountability, the Scrum Master must teach, coach, mentor, and facilitate—choosing the right stance at the right time to help the Scrum Team, Product Owner, and organisation evolve. This demands more than textbook Scrum or basic facilitation skills.
Competence matters. Just as a soccer coach must understand the game to develop players effectively, a Scrum Master needs deep knowledge of the work their teams perform. Without this understanding, they risk becoming mere meeting facilitators rather than transformational change agents.
Delivery is the foundation. The Scrum Master is accountable for creating an environment where the team can consistently deliver usable, valuable increments every Sprint. Delivery serves as the minimum bar for team effectiveness—without it, there is no increment, no feedback, and no way to empirically assess value. While the entire Scrum Team shares accountability for delivery, the Scrum Master ensures the conditions for success by addressing systemic issues and empowering the team to work efficiently.
This accountability requires mastery across three critical domains:
1. Technical Mastery
A Scrum Master must understand the domain in which their team operates. This isn’t about becoming the technical expert, but developing sufficient mastery to coach, mentor, and guide the team toward excellence.
For software teams, this includes capability to:
- Coach in SOLID principles - ensuring maintainable and scalable software architecture
- Facilitate Static Analysis & Linting adoption - driving automated code quality and standards
- Mentor Pair Programming practices - enhancing knowledge sharing and code quality
- Instil Test-First practices - guiding teams toward robust, verifiable software
- Enable Continuous Integration and Deployment (CI/CD) - accelerating feedback loops and delivery
- Advocate Cloud and DevOps principles - teaching cloud-native architectures and Infrastructure as Code
- Ensure Clean Code and Refactoring discipline - reducing technical debt and improving maintainability
- Enable Observability and telemetry - enabling data-driven operational decisions
For other domains (hardware, finance, healthcare), the Scrum Master needs equivalent mastery in those fields’ technical practices and constraints. Without this domain fluency, they cannot effectively guide teams toward engineering excellence, meaningfully challenge ineffective practices, or ensure the technical conditions necessary for consistent delivery.
Technical mastery directly supports delivery accountability by enabling the Scrum Master to identify and address technical impediments that prevent teams from completing usable increments each Sprint.
2. Business Mastery
They help the Product Owner maximise value by coaching them in the following modern product management practices:
- Leverage customer insights and market research - incorporating data-driven insights from customer feedback and competitive analysis
- Articulate strategic vision - clearly defining and communicating the long-term product vision
- Manage stakeholder expectations and outcomes - engaging stakeholders effectively without compromising product integrity
- Develop intermediate strategic goals - setting achievable, incremental objectives that guide the team
- Ensure Backlog transparency - maintaining clear, prioritised, and actionable Product Backlogs
- Apply evidence-based management - using data, metrics, and experimentation for informed decisions
- Facilitate daily Developer collaboration - ensuring continuous alignment between Product Owner and team
Without business context and product management mastery, a Scrum Master cannot effectively mentor Product Owners or ensure alignment with real business outcomes.
3. Organisational Mastery
Most organisations operate with traditional hierarchies that conflict with Scrum’s empirical approach. The Scrum Master bridges this gap by actively guiding organisational evolution:
- Navigate organisational structure and politics - understanding hierarchy, decision-making processes, and removing impediments
- Apply change management principles - facilitating sustainable transformation while addressing resistance
- Engage stakeholders effectively - ensuring decision-makers understand and support Agile principles
- Lead Agile and Lean transformations - driving organisational agility by educating leadership and coaching teams
- Influence leadership to remove systemic impediments - advocating for structural and cultural changes that enable agility
- Foster continuous learning culture - encouraging experimentation, feedback, and iterative improvement at all levels
They don’t wait for permission to lead change. They cause it by understanding how organisations truly function and evolve.
What Scrum Masters Are NOT:
- Delivery managers tracking velocity and burndown charts
- Jira administrators managing tickets and workflows
- Meeting schedulers organising ceremonies
- Project coordinators ensuring task completion
- Support staff serving the team’s administrative needs
They are change agents and lean-agile practitioners accountable for delivery outcomes. While the entire Scrum Team shares accountability for delivery, the Scrum Master is specifically accountable for creating the conditions where delivery becomes inevitable through continuous improvement, empirical decision-making, and sustainable value delivery.
Accountability for delivery means:
- Ensuring transparency - maintaining clarity on progress, impediments, and value delivery
- Removing impediments - proactively identifying and eliminating blockers that prevent delivery
- Enabling technical excellence - advocating for practices that ensure sustainable, consistent delivery capability
- Facilitating empiricism - supporting inspect-and-adapt cycles that integrate learning into delivery
Their effectiveness is measured by the team’s ability to deliver working increments that solve real problems every Sprint, not by process compliance or ceremony attendance.
The reality: Businesses invest in Scrum Masters because they want working, usable products that create value. Delivery is the minimum bar for effectiveness—without it, there is no way to inspect, adapt, or measure value. A team that fails to deliver consistently cannot be considered effective under any measure.
Without a capable Scrum Master, Scrum risks becoming theatre. With one who possesses technical, business, and organisational mastery—and embraces accountability for delivery outcomes—it becomes a lever for transformation.
