Scrum Master vs Delivery Manager
| Category | Scrum Master | GOV.UK Delivery Manager (DM) |
|---|---|---|
| Primary Purpose | Enable a Scrum team to follow Scrum and deliver value | Ensure delivery of products/services across teams and suppliers |
| Methodology Focus | Scrum framework | Agile delivery in a government-service context (not tied to Scrum) |
| Scope of Responsibility | One Scrum team (typically) | Multiple teams, programmes, suppliers, stakeholders |
| Delivery Ownership | Facilitates delivery; team owns outcomes | Accountable for delivery outcomes, timelines, and risk management |
| Key Activities | Coaching, facilitating ceremonies, removing blockers | Planning, governance, reporting, risk/finance management, stakeholder alignment |
| Ceremonies | Runs sprint planning, review, retro, daily Scrum | Uses agile ceremonies when useful; not restricted to Scrum |
| Team Coaching | High—coaches team in agile mindset and practices | Medium—coaches teams but also focuses on delivery management |
| Stakeholder Management | Light to moderate | Heavy—coordinates across departments, policy teams, vendors |
| Governance & Reporting | Minimal (Scrum avoids heavy governance) | Significant—roadmaps, RAID logs, service standards, reporting to leadership |
| Risk & Issue Management | Helps remove team impediments | Owns risk/issue management at programme/service level |
| Budget / Commercial | Not involved | Often involved in contracts, procurement, budgets |
| User-Centred Practice | Supports the team’s adoption of agile values | Ensures user needs, service standards, and evidence-based decisions |
| Recruitment / Supplier Mgmt | Rare | Common—manages supplier teams, staffing, capability gaps |
| Focus on Service Lifecycle | Low | High—Discovery → Alpha → Beta → Live stages |
| Best Fit Environment | Product teams using strict Scrum | Cross-government digital services needing structured delivery |