Even as Scrum is increasingly adopted in a widening range of contexts, many business and technical leaders question the value of a Scrum Master. We believe that part of the reason for this is because this role has been often misunderstood by those who function in it. Sometime in the recent years, the focus of the Scrum Master role has changed from that of a leader (albeit a "servant leader") to a detached focus on story points and team dynamics, with little attention to the business outcomes that the team's work is meant to bring about.
As the role has been relegated to that of a “ship’s counselor” for the team, many business leaders are questioning the budget allocation toward the role as it has become less obvious how Scrum Masters contribute to achieving business objectives. Many organizations, therefore, attempt to do Scrum with either just a pro forma Scrum Master (e.g., the former team lead) or skip on this role altogether. Needless to say, both of the approaches prove problematic.
The goal of this session is to explore the current state of the Scrum Master in the enterprise and propose a refined definition of the role, detailing the competence areas key to the effectiveness of the role and describe precisely how Scrum Masters directly impact achieving business outcomes as an expert role that no team, and no business, can do without.