The Myth of the Dedicated Scrum Master
I’ve spent enough time in software teams to see how some roles turn into overhead instead of value. One of the biggest culprits? The dedicated Scrum Master. Let me explain why I feel that way:
Where Scrum Masters Go Wrong
- Empty Rituals: Too many Scrum Masters turn standups and retros into mindless routines. Engineers eventually just parrot yesterday’s tasks to get out of the meeting ASAP.
- Non-Technical Mediators: A Scrum Master who doesn’t understand code often can’t resolve real engineering blockers. They’ll say, “Take it offline” rather than help fix the issue.
- Adult Daycare Vibe: It can feel like you’re being baby-sat. These folks track your “productivity” via Jira tickets, focusing on burn-down charts instead of actual progress.
When They’re Helpful
- True Facilitators: Some SMs genuinely shield devs from corporate bureaucracy, handle cross-team communication, and let developers focus on coding.
- Agile Newbies: If a team is just starting Agile and needs structure, a Scrum Master can set the pace and show them the ropes.
Why I’m Skeptical
Frankly, most dev teams can self-manage if they’ve got a cohesive culture and a product-focused mindset. A strong product owner or a capable dev lead usually covers everything a Scrum Master does—without forcing half-hour standups that rehash the same “no blockers” every day.
If the dedicated SM invests time actually fixing problems—removing bureaucratic sludge, negotiating realistic deadlines, championing dev autonomy—they’re worth having. But that’s a big “if.”
Final Thoughts
Scrum Masters can be beneficial, but rarely as a full-time, standalone role. Too often, they become glorified meeting schedulers or Jira ticket trackers. If your team works smoothly without them, you probably don’t need one. If your environment is dysfunctional, a real facilitator (who understands both people and tech) might help. Just be sure you’re not paying someone to read from the Agile script.
Let’s focus on real progress, not ceremony.