The most frequent question I run into is “Being a scrum master requires so much, how would I have time to also stay part of the team and develop?” or in other words “I am 50% scrum master and 50% team leader - how do I cope with that?” The answer for both questions is you probably won’t.
Lately your VP R&D has noticed that something isn’t working. Teams’ productivity and moral are low and product delivery is always late. Searching for a solution, he or she heard of the marvellous, universal remedy for failing software development projects called Agile, and decides to implement it in Scrum flavour . Soon after, teams are transferred from being Component Teams to Feature Teams, and in addition, team leaders “lose” their title as managers and automatically are known to be Scrum Masters. In order to succeed in this transformation, the VP R&D even hires an Agile Consultant to help facilitate this recent change.