Scrum Masters talk about enabling teams, fostering agility, and removing blockers. But here’s the real question—are you accountable for delivery?
Too many see Scrum Masters as facilitators, shielding teams from pressure. That’s missing the point. If a Scrum Team isn’t delivering, the Scrum Master is accountable for improving the effectiveness of the Scrum Team so that they can deliver.
Not because they write code. Not because they own the backlog. But because it’s their job to create the conditions where delivery happens—every sprint.
If the team is stuck, who fixes it?
If delivery is slow, who addresses the constraints?
If the system is broken, who makes it better?
That’s the accountability of a Scrum Master. It’s not about doing the work—it’s about making sure the work gets done effectively.
If your teams aren’t delivering, shouldn’t someone be accountable for that?
If you've made it this far, it's worth connecting with our principal consultant and coach, Martin Hinshelwood, for a 30-minute 'ask me anything' call.
We partner with businesses across diverse industries, including finance, insurance, healthcare, pharmaceuticals, technology, engineering, transportation, hospitality, entertainment, legal, government, and military sectors.
CR2
Deliotte
Emerson Process Management
Graham & Brown
Qualco
Ericson
Hubtel Ghana
Philips
Lean SA
Boxit Document Solutions
Brandes Investment Partners L.P.
Slicedbread
Microsoft
New Signature
Sage
Slaughter and May
Flowmaster (a Mentor Graphics Company)
Higher Education Statistics Agency
Nottingham County Council
Department of Work and Pensions (UK)
Washington Department of Transport
New Hampshire Supreme Court
Washington Department of Enterprise Services
Royal Air Force
Xceptor - Process and Data Automation
Jack Links
ALS Life Sciences
Hubtel Ghana
Epic Games
Workday