Definition of Different Aspects of Governance
Accountability, responsibility, and authority are fundamental concepts in organisational governance and organizational behaviour. While they are often used interchangeably, each has its unique meaning and implications.
Accountability
Authority is fundamentally about the recognized power or right to make decisions within a defined area or domain. While often associated with formal positions in a hierarchy and the power to direct others or allocate resources (a common feature of traditional management), the critical aspect for Scrum is decision-making power within a specific scope.
Scrum leverages this by intentionally distributing authority. Rather than concentrating decision-making at higher levels, it empowers specific accountabilities: the Product Owner holds authority over product decisions, the Developers over implementation decisions, and the Scrum Master influences and guides based on authority over the process framework. This distribution is key to enabling the team to self-manage, adapt, and respond quickly.
Crucially, effective authority is inseparable from accountability. To hold someone accountable for results, they must be granted the corresponding authority to make the decisions that drive those results. Without this alignment, accountability becomes ineffective. Therefore, in Scrum, authority is best understood as the necessary empowerment to make decisions required to fulfill one's accountability.
Responsibility
Responsibility is the obligation to perform specific tasks assigned by someone with authority. Task execution responsibilities can be shared among team members, enabling many individuals to contribute to a common goal. Responsibility emphasizes the commitment to act and deliver work outputs. Simply put, someone is responsible for completing the work and delivering its results. This type of responsibility can be delegated to others.
Authority
Authority is the power or right granted to an individual to make decisions and issue orders to others. It enables the allocation of resources, assignment of tasks, and enforcement of compliance within the organization. Authority flows from higher levels of management downwards and is often associated with formal positions in the hierarchy. Authority levels define who can make strategic, tactical, and operational decisions, ensuring that actions align with the organization’s goals. For example, executives focus on long-term strategy and vision, middle managers translate these strategies into actionable plans, and frontline leaders oversee day-to-day operations. Usually, authority comes with accountability. Commonly, authority is described as having decision-making power in a specific area or topic. In simple terms, authority means having power over and managing a domain.
Application of Accountability, Responsibility, and Authority in Scrum
In Scrum, these concepts are essential for fostering effective teamwork and delivering high-quality products. Each role in Scrum (Scrum Master, Product Owner, and Developer) has specific accountabilities and responsibilities that contribute to delivering a valuable product.
Accountability in Scrum
Scrum Master: Accountable for ensuring the Scrum framework is understood and effectively implemented. The Scrum Master is also responsible for the Scrum Team’s effectiveness.
Product Owner: Accountable for maximizing the value of the product resulting from the team’s work. The Product Owner is also responsible for effectively managing the Product Backlog. While tasks may be delegated, the Product Owner ultimately remains accountable for product-related decisions.
Developers: Collectively accountable for planning their work by creating and updating the Sprint Backlog to achieve the Sprint Goal. Developers are also accountable for maintaining the product’s quality per the Definition of Done. They are self-organizing, deciding how to execute their work while holding each other accountable. Their accountability includes creating a product Increment by the end of the Sprint.
Scrum Team: Accountable for creating a valuable and usable product Increment. The Product Owner identifies where value lies, the Developers decide how to build the Increment, and the Scrum Master ensures that the work is carried out effectively within the Scrum framework. The Scrum Team collectively decides on all aspects of their work, making them self-managing.
Responsibility in Scrum
Scrum Master: Responsible for coaching team members, facilitating Scrum events (when needed), and ensuring that everyone understands their roles and responsibilities within Scrum. The Scrum Master also protects the team from distractions and helps maintain focus on the goal. They ensure obstacles are removed and support continuous improvement within the team.
Product Owner: Responsible for defining the product vision, creating the Product Goal, maintaining a clear and organized Product Backlog, creating understandable Product Backlog items, and communicating with stakeholders. According to the Scrum Guide, the Product Owner can delegate Product Backlog management to others (responsibility) but remains accountable.
Developers: Responsible for carrying out tasks related to building the product Increment. This includes estimating work, managing their own tasks during the Sprint, and collaborating effectively within the team. Developers are also responsible for estimating Product Backlog items.
Authority in Scrum
Scrum Master: Holds authority over the Scrum process but not over the team members’ work or task execution. Their role is to influence rather than command, serving as a leader who supports the team. The Scrum Master is not a traditional line manager who uses authority to direct the team’s work. As a leader focused on effectiveness, the Scrum Master needs sufficient influence and organizational standing to help shape a productive environment and coach the organization on forming stable, effective teams.
Product Owner: Holds authority over the product and makes final decisions regarding the Product Backlog and Increment releases. This authority is crucial for maximizing product value. The combination of authority and accountability enables quicker decision-making about product development. Quicker decisions should result in a shorter time to market. The Product Owner also has the authority to cancel a Sprint if necessary.
Developers: Hold authority over organising their work and implementing technical solutions. They decide on standards, development practices, architecture and technologies used. This level of autonomy supports team self-organization daily.
The Critical Need for Authority in Scrum
The appropriate empowerment of the Product Owner, Developers, and Scrum Master within an organization is crucial for them to exercise their respective authorities effectively. Without sufficient authority granted by the organization, these accountabilities cannot be truly fulfilled, and their potential is severely limited. When this happens:
A Product Owner without real authority over the product direction and backlog risks becoming merely a scribe managing stakeholder wishlists. They are unable to act as the value-optimizing entrepreneur envisioned by Scrum and cannot make the decisive choices needed to maximize ROI.
A Scrum Master lacking the influence and organizational standing (a form of authority) to challenge the status quo, effectively remove impediments, or coach beyond the team level can be relegated to being a team secretary or meeting facilitator rather than the servant leader and change agent needed to foster agility and improve the system.
Developers denied authority over how they build the product (their technical implementation, architecture choices, or internal teamwork practices) become merely order takers or code producers, stifling the creativity, problem-solving, craftsmanship, and collective ownership expected from empowered engineers, architects, and builders.
This lack of conferred authority directly hinders the team's ability to self-manage, make timely decisions, adapt to change, and ultimately deliver valuable outcomes. Recognizing and granting the necessary authority isn't just helpful; it's fundamental to enabling the empiricism, self-management, and value focus at the heart of Scrum.
The appropriate empowerment of the Product Owner and Scrum Master within an organization enhances their authority within both the team and the organization. Without sufficient authority in hierarchical organizations, individuals may simply be ignored. It is impossible to take full accountability without an adequate level of authority. A lack of authority leads to a lack of adaptation, which is crucial in the empirical process. Typical consequences of a lack of authority, regardless of the Scrum framework, are demotivation, inefficiency, blame culture, and poor results.
Roles vs Accountabilities in Scrum
Up until the 2017 version of the Scrum Guide, the term “role” was used. However, this caused some interpretational issues. A role can be performed without taking accountability, and roles are often associated with job titles. Now, the focus is on assigning three clear accountabilities: Developers, Product Owner, and Scrum Master, regardless of job titles (e.g., Product Manager, Delivery Manager, Team Lead, Business Owner). Individuals take accountability for the product, process, and work execution.
Summary
Accountability without authority is impossible. For Scrum to deliver results, the Product Owner must have decision power over the product, Developers must have control over how they build it, and the Scrum Master must have the influence to guide the process and remove impediments. Without granting this real authority, you don't have Scrum roles – you have scribes, facilitators, and order-takers, missing the core benefits of self-management and adaptation.