Top 7 Scrum Master Myths Debunked

After holding the position of a Scrum Master for over a decade, I think it's safe to say that I've come across every myth out there. "Oh so you're basically the meeting person?" or "You're the project manager, right?" My smiles through gritted teeth every single time? A lot. What Scrum Masters do often gets lost in the misunderstandings that pose grave consequences on agile transformations.

In this guide, I set out to explain the most common myths about Scrum Masters. I aim to provide you with information regarding actual activities and responsibilities of the Scrum Masters using real life scenarios and scientifically proven studies. By the end of this article, you will understand whether you are an experienced Scrum Master, a novice, or even a stakeholder collaborating with Scrum teams, you will walk away with facts instead of myths.

This relatively important role remains shrouded in different misconceptions. It's time we unveil the truths.
 

Myths regarding the role of the Scrum Master arise from the lack of understanding what the position truly encompasses. First of all, let's take a look at the definition provided in the official Scrum Guide: the Scrum Master is a "servant-leader for the Scrum Team" who aids everyone in understanding the theory and application of Scrum in the team as well as the practices, rules, and values.

These obligations include but are not limited to:

• Enabling self-organization and cross-functionality within the team
• Ensuring proper implementation of Scrum within the organization
• Facilitating Scrum events as necessary
• Serving the Product Owner in multiple ways including developing strategies for efficient management of the Product Backlog
• Actively cultivating the understanding of the importance of succinct and precise Product Backlog items.

Now that we have explored the core elements of the role, let us move on to examining the most prevalent misconceptions and address them one at a time.
 

Here is an overview table highlighting the most notable discrepancies between the myths and the reality of the Scrum Master position before discussing each myth in detail.

Let us now look at each of the provided myths concerning Agile Scrum Masters in detail.

This could be the most wide-reaching myth regarding a Scrum Master's role. I cannot recall how many times I have seen a job description stating "facilitates daily standups and other Scrum ceremonies," which is a clear oversimplification. While facilitations are a part of the job, to use the aforementioned example, assume that a doctor's only role is to use a stethoscope.

The truth is much more scarier. Scrum Masters:

• Examine the team's behavior and take action when repetitive behaviors are observable that are detrimental to productivity and morale
• Train members and the entire team in self-organization
• Partner with management to ensure that there are policies that foster the growth of agile practices
• Monitor and assist in the improvement of significant metrics that benchmark team health and overall delivery capability
• Act in the capacity as a change sponsor within the organization
   

The misunderstanding of Scrum Masters originates from the failure to correctly define the position within existing organizational structures. Many organizations operate under a misunderstanding that every single team requires having a 'boss.' The vacuum created here is filled with the title of Scrum Master, which appears to be commanding enough.

Nonetheless, no direct managerial supervision is conducted by the Scrum Master on team members. As such, they do not possess the ability to:

• Make hiring or firing decisions regarding team members.
• Complete performance evaluations.
• Distribute work to specific individuals.
• Authorize leave or make any other HR-related decisions.

Instead, Scrum Masters work to lead through influence and serving. They:

• Encourage an ecosystem where teams are able to make their own informed critical choices.
• Guide instead of dictate.
• Note powerful questions instead of providing all answers.
• Exhibit the habits and attitudes they wish to be emulated.

The solution was to coach the Scrum Master on recognizing when they were becoming too directive, slowly shifting key decisions to the team, and redefining the success criteria for the Scrum Master role to enabling the team instead of focusing on outcomes and results.
 

Myths regarding the role of the Scrum Master arise from the lack of understanding what the position truly encompasses. First of all, let's take a look at the definition provided in the official Scrum Guide: the Scrum Master is a "servant-leader for the Scrum Team" who aids everyone in understanding the theory and application of Scrum in the team as well as the practices, rules, and values.

These obligations include but are not limited to:

• Enabling self-organization and cross-functionality within the team
• Ensuring proper implementation of Scrum within the organization
• Facilitating Scrum events as necessary
• Serving the Product Owner in multiple ways including developing strategies for efficient management of the Product Backlog
• Actively cultivating the understanding of the importance of succinct and precise Product Backlog items.

Now that we have explored the core elements of the role, let us move on to examining the most prevalent misconceptions and address them one at a time.
 

This could be the most wide-reaching myth regarding a Scrum Master's role. I cannot recall how many times I have seen a job description stating "facilitates daily standups and other Scrum ceremonies," which is a clear oversimplification. While facilitations are a part of the job, to use the aforementioned example, assume that a doctor's only role is to use a stethoscope.

The truth is much more scarier. Scrum Masters:

• Examine the team's behavior and take action when repetitive behaviors are observable that are detrimental to productivity and morale
• Train members and the entire team in self-organization
• Partner with management to ensure that there are policies that foster the growth of agile practices
• Monitor and assist in the improvement of significant metrics that benchmark team health and overall delivery capability
• Act in the capacity as a change sponsor within the organization
   

Without a doubt, this is one of the more harmful myths concerning the role of the Scrum Master. Numerous companies take for granted that a two-day certification workshop is enough training which results in placing Scrum Masters into positions that require far greater understanding and skill than they have.

All proficient Scrum Masters hone skills in many areas, including:

Knowledge-based competencies:

• A complete grasp of Scrum theory along with practical implementation.
• Knowledge of supporting agile practices (Kanban, XP, etc.)
• Systems thinking together with organizational dynamics.
• A mild comprehension of the technical domain.

Skill-based competencies:

• Coaching and mentoring
• Facilitating a range of groups
• Resolving disputes/disputes between participants.
• Exercising influence without a position of authority.
• Critical listening along with dynamic questioning.
• Data presentation and analysis.

Attribute-based competencies:

• Having the persistence to remain calm under pressure.
• Possessing a mindset of an unending learner.
• Challenging beliefs and norms.
• Understanding emotions.
• Willing to lead while serving others (servant-leadership).

Attainment of the required competencies of a Scrum Master may take few days but rather years. This learning journey typically entails:

• Starting with formal training or certification (CSM, PSM, etc.)
• Support from peer mentors who are skilled Scrum Masters.
• Becoming a regular Scrum Master community of practice member.
• Researching and reading skills of agile literature.
• Gaining experience from being a member of different teams and their organizational settings.
• Advanced training in additional areas of coaching or facilitation.

These symptoms indicate that a person has gotten the required help may be lacking guidance:

• Abuse of the "Scrum rules" by enforcing it like law devoid of foundational principles.
• Highlighting ceremonies instead of outcomes.
• Refusal to offer "why" behind any practices of Scrum.
• Shying away from team surface conflicts that are more constructive.
• Limited access to stakeholders outside the group.

A telling case study: I once consulted with an organization where 12 employees had been randomly selected to become Scrum Masters after a single certification course.

After nine months, the only team that registered any changes in their delivery metrics or team health indicators was the one whose Scrum Master, unlike the others, took proactive steps to seek mentorship, participate in Communities of Practice, and learn beyond certification.
 

This all too common Scrum master job myth is particularly strong in organizations which are financially constrained and overly focus on cost efficiency, defining the role in most cases as 'a meeting organizer' (see Myth #1). The logic is: If running meetings is all that they do, then servicing more than one team is effortless and logical.

Experience and research continuously disproves this one. The Scrum Guide itself states that while one Scrum Master can help multiple teams, there is one critical limitation- this is only works if those teams and the Scrum Master are able to function under this setup.

A range of studies have looked into the optimal allocation of the Scrum Master role:

• A 2020 study by Scrum.org indicated that the effectiveness of Scrum Masters tended to decline by about 35% when the headcount shifted from one to two teams and by over 70% when serving three or more teams.
• Additional research by AgileAlliance has shown that teams with an assigned Scrum Master have demonstrated a productivity increase of 28% compared to those sharing one with multiple other teams.

I encountered this problem firsthand when I was tasked with serving four different teams at once in a financial services company. No matter how hard I tried, the health metrics for all teams dropped within a span of two months. Leveraging this data allowed us to convince leadership to add more Scrum Masters, and eventually shift to a collaborative model where I supported two teams and trained others.
 

This enduring misconception attributed to Scrum Masters reduces them to a 'process police' monitoring Scrum compliance, totally neglecting the people and technological side to software development.

Superb Scrum Masters are truly effective as they function on three or more critical dimensions:

Process dimension:

• Assist teams in adopting and enhancing Scrum methodologies.
• Facilitate proper visualization to ensure transparency.
• Promote and facilitate events that inspire inspection and adaptation.

People dimension:

• Coaches and mentors on intergroup and intragroup communication framework.
• Assists in the management of social conflicts that occur between team members.
• Developing psychological safety.
• Fostering autonomous self-directed additional learning.
• Shaping teams and guiding them through the developmental stages of team formation.

Technical dimension:

• Advocating for sustaining engineering practices.
• Supporting technical excellence but does not dictate technical decisions.
• Assisting the team in comprehending and solving the issue of technical debt.
• Advocating for the development of cross-functional skills.

The most advanced Scrum Masters add a fourth dimension:

Product dimension:

• Clarifying understanding of user needs, business value, and assisting teams in understanding the customer feedback loops.
• Advocates and encourages outcome-centered thinking as opposed to output-centered.
• Collaboratively works with Product Owners on value optimization.

As to why the best Scrum Masters often come from all sorts of backgrounds including: Psychology, Organizational Development, Business, and other technical disciplines. This approach provides the best holistic view they can have to support any user or business needs.

Tools effective Scrum Masters use at these levels include:

• Assessments with a radar of team wellbeing.
• Psychological safety assessments.
• Collection and presentation of technical 'debt'.
• Value stream analysis.
• Workshops on systems thinking.
• Stakeholder analysis and influence planning.

In one particular success story that I facilitated, a team was having a tough time dealing with a legacy codebase. I did not only focus on the Scrum processes; alongside the team, I employed the use of techniques such as technical debt visualization, conducted teaching sessions on refactoring methodologies, and helped carve out some time for technical enhancement in the product roadmap. This approach lowered production incidents by 67% without affecting feature delivery cadence.
 

This is another misconception regarding the role of a Scrum Master: that their sole concern is attending to the development team's needs. This limited perspective significantly hinders the contribution potential that Scrum Masters have on agility at an organizational level.

The Scrum Guide has defined the scope of the responsibilities of the Scrum Masters: they serve the Development Team, the Product Owner, and the entire organization. Let us break this down into what each component looks like in practice:

Servicing the Product Owner:

• Assisting in implementing efficient methods for product backlog prioritization and refinement.
• Ensuring the product backlog is structured in a way that is understandable and accessible for all stakeholders.
• Facilitating and coaching on product planning in an empirical environment.
• Coaching on value optimization strategies related to the product.

Servicing the Organization:

• Coaching and mentoring the organization toward effective Scrum adoption.
• Strategically advise and plan the implementation of Scrum.
• Educate employees and relevant stakeholders on the concepts of Scrum and their roles in executing Scrum.
• Collaborate with other Scrum Masters to improve the overall effectiveness of the application of Scrum.

As a real world example, while working at a healthcare technology company, we kept facing problems with product requirements changing mid-sprint. Instead of helping the development team "adapt" to this dysfunction, I collaborated with product management for more rigorous refinement workflows, I held stakeholder workshops on the costs of mid-sprint changes, and I partnered with some executives for strategic planning horizons. This change management improved interdisciplinary mid-sprint change reduction by 78%, delivery predictability, and team morale.