Is Scrum Master a full time role?

It is not uncommon in a Scrum Master training classes to encounter questions such as “Is being a Scrum Master a full time role?”, or “How much time does a Scum Master contribute towards his role?”, or “Can a person from the development team multitask as a Scrum Master?”
New Scrum Masters might be apprehensive about the role that they might play as future Scrum Masters. However, certified Scrum Masters need to truly understand the responsibilities of a Scrum Master to realize the vital role played by them. The success of a Scrum project rests equally on the shoulders of the Product Owner, the Scrum Master, and the Development team. While the Product Owner and the Development team have their clearly established roles and responsibilities, it might seem that a Scrum Master performs only support roles such as coordinating meetings, removing impediments that are plaguing the team, or shielding the team from interference from the Product Owner.  This might make the Scrum Master seem like a glorified nanny.
Even organizations too sometimes view the Scrum Master role as a part time role. There can be several reasons why Scrum Masters are part time roles. The organization might be short of human resources to have a dedicated Scrum Master or the organization does not consider the Scrum Master’s role worthy of a full time role.
There is an obvious conflict if a developer also performs the role of a Scrum Master. This takes away the objectivity that is required in a Scrum Master while dealing with issues related to the Product Owner or even internal conflicts.
So, let’s focus on the issue where the role of Scrum Master is not considered substantial enough to be a full time role. Sprints in Scrum, unlike stages in waterfall, are intensive periods of activity where development takes place. Any impediments that are not resolved immediately can have an effect on the success or failure of a sprint. The Scrum Master not only resolves impediments as and when they arrive, but also has keen foresight to spot potential issues and create an environment that can help avoid any issues to occur.
The Scrum Master undoubtedly assumes the role of a leader. He coaches and mentors team members both at an individual and a group level to get the best out of the team. He also ensures the team collaborates smoothly and the team delivers what they committed to.
It might seem that a Scrum Master’s responsibilities are vague and general. However, most of the Scrum Master’s responsibilities are performed behind the scenes that require a strong understanding of multiple dimensions such as people, domain, and business requirements.

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What are the differences between Scrum and Traditional Project Management Method?

Although there are similarities in Scrum and traditional project management methods with regard to definition of ‘quality’ (i.e., the ability of the product to meet the agreed Acceptance Criteria and achieve the business value expected by the customer), differences exist in terms of how the approaches address the implementation and achievement of the required quality levels.

In traditional project management methods, the users clarify their expectations; the Project Manager defines those expectations in measurable terms and gains agreement from the users. After detailed planning, the project team develops the product over an agreed period of time. If any of the agreed criteria are to be changed, changes can happen only through a formal change management system where impact of changes is estimated and the Project Manager gets approval from all relevant stakeholders.
In Scrum, however, the Product Owner collaborates with the Scrum Team and defines the Acceptance Criteria for the User Stories related to the product to be delivered. The Scrum Team then develops the product in a series of short iterations called Sprints. The Product Owner can make changes to the requirements to keep pace with the user needs and these changes can be addressed by the Scrum Team either by terminating the current Sprint or including the adjusted requirements in the next Sprint as each Sprint is of very short duration (i.e., one to six weeks).

One of the major advantages of Scrum is the emphasis on creating potentially shippable deliverables at the end of each Sprint cycle, instead of at the end of the entire project. So, the Product Owner and customers constantly inspect, approve and accept deliverables after each Sprint. Also, even if a Scrum project is terminated early, there is some value created prior to termination through the deliverables created in individual Sprints.
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