I am often asked, how many teams can a Scrum Master support? Like so many things in Scrum, the answer is that it depends. The maturity of the teams, the organizational structure, the priority of the work and even the seniority of the Scrum Master are all factors to consider. There is no single, "right" answer.
But here are a few key factors to consider.
1. Team Maturity
Highly Mature Teams → 3 Teams
When a team is experienced with Scrum and able to self-manage effectively, the Scrum Master’s focus shifts from daily coaching to fostering continuous improvement. In this case, the Scrum Master may be able to support three Scrum teams (assuming that they are all in the same area of business supporting the same product using a simple scaling framework like Nexus to manage communications.) However, even if they are supporting multiple mature teams, a Scrum Master can typically focus on performance improvements for only one or two teams at a time. Improvement work tends to be deep and requires attention, observation, and intentional coaching.
New or Struggling Teams → 1 Team Only
When a team is new to Scrum or going through significant challenges, the Scrum Master’s involvement increases dramatically:
Coaching the basics
Helping the team form working agreements
Educating the Product Owner and stakeholders
Removing impediments daily
Reinforcing Scrum roles and accountabilities
In these situations, it is common—and often necessary—for a Scrum Master to focus on one team exclusively until they reach a stable level of maturity.
2. Supporting Multiple Teams Is Easier When They Work on the Same Product
There is a substantial difference between supporting multiple teams on the same product versus multiple products.
Teams Supporting the Same Product (e.g., Nexus)
When several teams work toward a single Product Goal, the Scrum Master benefits from:
Shared context
Consistent stakeholders
Unified metrics
A single product vision
Easier cross-team alignment
In frameworks like Nexus, where teams coordinate around one product, a Scrum Master may effectively support two or three teams - or sometimes even more - assuming they are reasonably mature.
Teams Supporting Different Products
Supporting teams on separate products introduces more variables:
Different product visions
Different Product Backlog refinement cadences
Different stakeholders and environments
More context switching for the Scrum Master
In this scenario, the realistic limit is usually two or three teams—even for a seasoned Scrum Master.
3. Additional Responsibilities Reduce Team Capacity
If the Scrum Master Also Leads the Nexus Integration Team (NIT)
The Nexus Integration Team requires:
Oversight of integration practices
Facilitating cross-team refinement
Ensuring Done increments each Sprint
Guiding teams on dependency resolution
Because of this workload, a Scrum Master in the NIT role may only have capacity to support one additional Scrum team, depending on the level of integration challenges and the size of the Nexus.
If the Scrum Master Is Also a Project Manager
When someone is simultaneously:
Managing project timelines
Reporting project status
Handling budget or scope discussions
Coordinating with stakeholders
Facilitating Scrum events
…the workload can be substantial. A dual Project Manager–Scrum Master typically can support only one Scrum team—especially in complex or high-visibility projects.
4. Seniority and Skill Level Matter
A seasoned Scrum Master has:
A stronger coaching toolkit
Better facilitation skills
Experience removing complex impediments
Better stakeholder and organizational navigation skills
As a result, senior Scrum Masters may comfortably support more teams, while newer Scrum Masters often need to focus more deeply on fewer teams.
5. The Most Common Case in Most Organizations
In practical, real-world environments:
A Scrum Master can support two or three teams effectively in most situations.
Even if both teams need improvement, two is often manageable—though demanding.
One team receives focused improvement attention at a time, while the other receives baseline support.
This balance maximizes effectiveness without overwhelming the Scrum Master or compromising team performance.
Conclusion
There is no single correct number of teams a Scrum Master can support. However, these guidelines help frame realistic expectations:
Typical Number of Teams a Scrum Master Can Support:
Very new team / major coaching needed: 1
Teams supporting different products: 2
Mature teams working on same product (e.g., Nexus): 3
Scrum Master also leads the Nexus Integration Team: 1–2 total
Scrum Master doubling as Project Manager: 1
Most standard real-world cases: 2
The goal isn’t to maximize the number of teams per Scrum Master—it’s to maximize team performance and delivery of value. The right number is the one that ensures teams are supported, impediments are removed, and continuous improvement actually happens.
Or you could just ask the Scrum Master in question how many teams that they feel comfortable supporting in this environment - and why. The answer should be very illuminating!
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