Disclosure: when you buy through links on our site, we may earn an affiliate commission.

What Does a Scrum Master Do All Day – Role & Responsibilities

UPDATE 2021/03 Course revamped to reflect the latest version of the 2020 Scrum Guide The ScrumMaster is one of the most undervalued roles in Scrum and Agile....
(8 reviews)
151 students
Created by


CourseMarks Score®







Platform: Skillshare
Video: 49m
Language: English
Next start: On Demand

Top Scrummaster courses:

Detailed Analysis

CourseMarks Score®

9.1 / 10

CourseMarks Score® helps students to find the best classes. We aggregate 18 factors, including freshness, student feedback and content diversity.

Freshness Score

9.3 / 10
This course was last updated on 3/2021.

Course content can become outdated quite quickly. After analysing 71,530 courses, we found that the highest rated courses are updated every year. If a course has not been updated for more than 2 years, you should carefully evaluate the course before enrolling.

Student Feedback

8.2 / 10
We analyzed factors such as the rating (3.8/5) and the ratio between the number of reviews and the number of students, which is a great signal of student commitment.

New courses are hard to evaluate because there are no or just a few student ratings, but Student Feedback Score helps you find great courses even with fewer reviews.

Content Score

9.1 / 10
Video Score: 7.7 / 10
The course includes 49m video content. Courses with more videos usually have a higher average rating. We have found that the sweet spot is 16 hours of video, which is long enough to teach a topic comprehensively, but not overwhelming. Courses over 16 hours of video gets the maximum score.
Detail Score: 9.6 / 10

The top online course contains a detailed description of the course, what you will learn and also a detailed description about the instructor.

Table of contents


UPDATE 2021/03 Course revamped to reflect the latest version of the 2020 Scrum Guide

The ScrumMaster is one of the most undervalued roles in Scrum and Agile. Most teams that are just starting out don’t see the value of having a full-time ScrumMaster, and they try to combine this position with that of a developer or tester so that the ScrumMaster is “working.”

It’s one of the most common misunderstandings of the ScrumMaster’s role, and the majority of novice groups struggle with it. They say, “We understand that team members have to produce the software product; they are working hard. They have to learn cross-functionality and help each other. They have to cooperate. We also feel good about the Product Owner’s role because that person has to define a vision and negotiate requirements with customers.

But what about the ScrumMaster? What does he do?”

What are his responsibilities? What is supposed to do during the sprint? How Scrum helps to fulfil his role?

All these questions and much more will be answered in this course. I hope you will enjoy it!

Requirements for this course

  • Have Basic information about Scrum
  • Have taken one of these courses is recommended, but optional:
    • Scrum for Beginners
    • Become a Professional Scrum Master

Class Outline

  • A difficult & misunderstood role
  • Which the Scrum Master is not
  • The Scrum Master according to the Scrum Guide
  • Your first job is to do nothing… and go get a donut
  • Attributes of a good Scrum Master
  • Scrum Master’s responsibilities
  • Scrum Master’s roles
    • Scrum Master’s service to the Product Owner
    • Scrum Master’s service to the Scrum Team
    • Scrum Master’s service to the organization
  • What is a Scrum Master’s day really like?

Learning Path:

  • Become a Better Scrum Master

You will learn

  1. Self-assess how good you are as a Scrum Master
  • Part I — How Is My Product Owner Doing?

ScrumMasters improve Product Owner effectiveness by helping them find ways to maintain the Product Backlog and release plan. (Note that the Product Owner is the one responsible for the prioritized backlog.)

☐Is the Product Backlog prioritized according to his/her latest thinking?

☐Are requirements and desirements from all stakeholders captured in the Product Backlog? Remember: the backlog is emergent.

☐Is the Product Backlog a manageable size? To maintain a manageable number of items, keep things more granular towards the top, with general epics at the bottom. It’s counterproductive to overanalyze too far past the top of the Product Backlog. Your requirements will change in an ongoing conversation between the developing product and the stakeholders/customers.

☐Could any requirements (especially those near the top of the Product Backlog) be better expressed as independent, negotiable, valuable, estimable, small, and testable user stories ?

☐Have you educated your Product Owner about technical debt and how to avoid it? One piece of the puzzle may be to write automated test and refactoring into the definition of “done” for each backlog item. ☐Is the backlog an information radiator, immediately visible to all stakeholders?

☐If you’re using an automated tool for backlog management, does everyone know how to use it easily? Automated management tools introduce the danger of becoming information refrigerators without active radiation from the ScrumMaster.

Can you help radiate information by showing everyone printouts?

☐Can you help radiate information by creating big visible charts?

☐Have you helped your Product Owner organize backlog items into appropriate releases or priority groups?

☐Does everyone know whether the release plan still matches reality? You might try showing everyone Product/ Release Burndown Charts after the items have been acknowledged as “done” during every Sprint Review Meeting. Charts showing both the rate of PBIs actually completed and new ones added allow early discovery of scope/schedule drift.

☐Did your Product Owner adjust the release plan after the last Sprint Review Meeting? The minority of Product Owners who ship adequately tested products on time re-plan the release every Sprint. This probably requires deferring some work for future releases as more important work is discovered. 

  • Part II — How Is My Team Doing?

While you are encouraged to lead by the example of collaborating with team members on their work, there is a risk you will get lost in technical tasks. Consider your primary responsibilities to the team:

☐Is your team in the state of flow? Some characteristics of this state :

• Clear goals (expectations and rules are discernible and goals are attainable, aligning appropriately with one’s skill set and abilities).

• Concentration and focus, a high degree of concentration on a limited field of attention.

• A loss of the feeling of self-consciousness, the merging of action and awareness.

• Direct and immediate feedback (successes and failures in the course of the activity are apparent, so that behavior can be adjusted as needed).

• Balance between ability level and challenge (the activity is neither too easy nor too difficult).

• A sense of personal control over the situation or activity.

• The activity is intrinsically rewarding, so there is an effortlessness of action.

☐Do team members seem to like each other, goof off together, and celebrate each other’s success?

☐Do team members hold each other accountable to high standards, and challenge each other to grow?

☐Are there issues/opportunities the team isn’t discussing because they’re too uncomfortable?

☐Have you tried a variety of formats and locations for Sprint Retrospective Meetings?

☐Has the team kept focus on Sprint goals? Perhaps you should conduct a mid-Sprint checkup to re-review the acceptance criteria of the Product Backlog Items committed for this Sprint. 

☐Does the Sprint taskboard reflect what the team is actually doing?  Beware the “dark matter” of undisclosed tasks and tasks bigger than one day’s work.  Tasks not related to Sprint commitments are impediments to those commitments.

☐Does your team have 3-9 people with a sufficient mix of skills to build a potentially shippable product increment?

☐Is your team’s taskboard up to date?

☐Are the team self-management artifacts visible to the team, convenient for the team to use?

☐Are these artifacts adequately protected from meddlers?  Excess scrutiny of daily activity by people outside the team may impede team internal transparency and self management.

☐Do team members volunteer for tasks?

☐Has the need for technical debt repayment been made explicit in the definition of done, gradually making the code a more pleasant place to work?

☐Are team members leaving their job titles at the door of the team room, collectively responsible for all aspects of agreed work (testing, user documentation, etc.)?

  • Part III — How Are Our Engineering Practices Doing?

☐Does your system in development have a “push to test” button allowing anyone (same team or different team) to conveniently detect when they’ve caused a regression failure (broken previously-working functionality)? Typically this is achieved through the xUnit framework (JUnit, NUnit, etc.).

☐Do you have an appropriate balance of automated end-to-end system tests (a.k.a. “functional tests”) and automated unit tests?

☐Is the team writing both system tests and unit tests in the same language as the system they’re developing? Collaboration is not enhanced by proprietary scripting languages or capture playback tools that only a subset of the team knows how to maintain.

☐Has your team discovered the useful gray area between system tests and unit tests ?

☐Does a continuous integration server automatically sound an alarm when someone causes a regression failure?  Can this feedback loop be reduced to hours or minutes?  (“Daily builds are for wimps.” — Kent Beck)

☐Do all tests roll up into the continuous integration server result?

☐Have team members discovered the joy of continuous design and constant refactoring , as an alternative to Big Up Front Design? Refactoring has a strict definition: changing internal structure without changing external behavior. Refactoring should occur several times per hour, whenever there is duplicate code, complex conditional logic (visible by excess indenting or long methods), poorly named identifiers, excessive coupling between objects, etc. Refactoring with confidence is only possible with automated test coverage. Neglecting refactoring makes it hard to change the product in the future, especially since it’s hard to find good developers willing to work on bad code.

☐Does your definition of “done” for each Product Backlog Item include full automated test coverage and refactoring? Learning Test Driven Development (TDD) increases the probability of achieving this.

☐Are team members pair programming most of the time? Pair programming may dramatically increase code maintainability and reduce bug rates. It challenges people’s boundaries and sometimes seems to take longer (if we measure by lines of code rather than shippable functionality). Lead by example by initiating paired workdays with team members. Some of them will start to prefer working this way.

  • Part IV — How Is The Organization Doing?

☐Is the appropriate amount of inter-team communication happening? “Scrum of Scrums” is only one way to achieve this, and rarely the best.

☐Are teams independently able to produce working features, even spanning architectural boundaries?

☐Are your ScrumMasters meeting with each other, working the organizational impediments list?

☐When appropriate, are the organizational impediments pasted to the wall of the development director’s office? Can the cost be quantified in dollars, lost time to market, lost quality, or lost customer opportunities? (But learn from Ken Schwaber’s mistakes: “A dead ScrumMaster is a useless ScrumMaster.” )

☐Is your organization one of the few with career paths compatible with the collective goals of your teams? Answer “no” if there’s a career incentive to do programming or architecture work at the expense of testing, test automation, or user documentation.

☐Has your organization been recognized by the trade press or other independent sources as one of the best places to work, or a leader in your industry?

☐Are you creating a learning organization?

  • Conclusion

If you can check off most of these items and still have time left during the day, I’d like to hear from you. There’s no canned formula for creating human ingenuity. This paper lists points which may, or may not, help in your situation. Once you start to realize what you could do to make a difference, you may find yourself afraid to do it. This is a sign you’re on the right track.


There is no requirement, anyone can start this course. This course is great for beginners and students with intermediate level knowledge of Scrummaster

This course is for

This course is for beginner and intermediate-level students.

How much does the What Does a Scrum Master Do All Day – Role & Responsibilities course cost? Is it worth it?

You can enrol in this course with a Skillshare subscription that costs $8/month, but you start with a FREE 7-day trial. You can also enrol in thousands of courses on a variety of topics with your subscription, including several Scrummaster courses.

Does the What Does a Scrum Master Do All Day – Role & Responsibilities course have a money back guarantee or refund policy?

There is no money-back guarantee with Skillshare, but you can start with a free one-week trial to learn without risk. With the subscription, you can download classes to your tablet or phone using the Skillshare app.

Are there any SCHOLARSHIPS for this course?

At the moment we couldn't find any available scholarship forWhat Does a Scrum Master Do All Day – Role & Responsibilities, but you can access more than 30 thousand classes for $8/month on Skillshare, including this one!

Who is the instructor? Is Will Jeffrey a SCAM or a TRUSTED instructor?

Will Jeffrey has created 26 courses that got 110 reviews which are generally positive. Will Jeffrey has taught 1,244 students and received a 4.4 average review out of 110 reviews. Depending on the information available, Will Jeffrey is a TRUSTED instructor.
Professional Agile Trainer
Professional Agile Trainer


CourseMarks Score®







Platform: Skillshare
Video: 49m
Language: English
Next start: On Demand

Students are also interested in

Review widget (for course creators):

What Does a Scrum Master Do All Day – Role & Responsibilities rating
Code for the widget (just copy and paste it to your site):
<a href="https://coursemarks.com/course/what-does-a-scrum-master-do-all-day-role-responsibilities/" target="_blank" title="What Does a Scrum Master Do All Day – Role & Responsibilities on Coursemarks.com"><img border="0" src="https://coursemarks.com/widget/91.svg" width="200px" alt="What Does a Scrum Master Do All Day – Role & Responsibilities rating"/></a>