What is a potential issue with a Scrum Master also acting as a Product Owner?

When a Scrum Master also fulfills the role of Product Owner, it can lead to a conflict of interest. The Scrum Master is primarily responsible for facilitating the Scrum process and ensuring that the team adheres to scrum practices, while the Product Owner is responsible for maximizing the value of the product and managing the product backlog. These roles have distinct objectives: the Scrum Master focuses on team dynamics and process efficiency, while the Product Owner is concerned with product vision and delivery.

Having a single individual in both roles could lead to situations where the priorities of the team might clash with the product goals. For instance, a Scrum Master may empathize with the team’s need for less pressure during a sprint, while the Product Owner may prioritize feature delivery that puts additional stress on the team. This dual role can blur the lines of responsibility and accountability, ultimately impacting the effectiveness of both roles.

In contrast, while some options suggest potential benefits such as enhanced productivity, better stakeholder communication, and simpler decision-making, these can be overshadowed by the inherent risks associated with role confusion and lack of objectivity in decision-making. Balancing priorities is essential in Agile methodologies, making it critical that the Scrum Master and Product Owner remain distinct roles to foster optimal team dynamics and product value.