I’ve found that the Scrum Master role and the ADM role create conflict within the Scrum Team. Roles clearly need to be defined otherwise the Scrum Master position is compromised. The Scrum Master is task with protecting the team from outside and inside distraction. To me the ADM as I mentioned above can falls into this. Not a fan of this role.
As per scrum guide:
Monitoring Progress Toward a Goal
At any point in time, the total work remaining to reach a goal can be summed.
The Product Owner tracks this total work remaining at least every Sprint Review.
The Product Owner compares this amount with work remaining at previous Sprint Reviews to assess progress toward completing projected work by the ...
1) Can I start a new Sprint without delivering the last one?
It depends on what you mean by "deliver". If you are following Scrum, each Sprint results in a potentially shippable or releasable increment. That doesn't mean that each Sprint has to be shipped, released, or delivered to a customer.
2) During Sprint 2, can I include items from Sprint 1?
First I'll answer your actual questions:
Can I start a new sprint without delivering the last one?
During Sprint 2, can I include items into Sprint 1?
No. A Sprint is a timebox. It has a start-date, an end-date, and a Sprint Goal. Once the end-date has passed, the Sprint is done. Without a time machine, it's impossible to add more work into it ...
Product Owner should collaborate with the team and, in my experience, first and foremost clarify scope for a sprint.
One example of scope creep ( and madness, even for PO!) it's an issue with a huge document attached.
Scrum master should help PO to clarify and organize first sprint's scope, then issues following S.M.A.R.T. requirements and keep documents ...
This is what retrospectives are for.
Inspect how the last Sprint went with regards to people, relationships, process, and tools;
Identify and order the major items that went well and potential improvements; and,
Create a plan for implementing improvements to the way the Scrum Team does its work.
You have a process problem here. ...
It seems as your scrum master both sees the problem and is suggesting a solution on how you can handle it. If the scrum master knows about this concern and what problems it can cause, he/she should bring it up to the product owner immediately. Especially if you as a team member are not comfortable or you need help talking about this with the product owner, ...
In all my work as a Scrum Master and Agile Coach the one thing that always always impedes teams from becoming self-organising is meddling third parties:
e.g. 1: a manager that wants to micro-manage individuals on the team - this totally blocks any self-organisation happening e.g. engineering manager, architect
e.g. 2: a command and control product owner ...
Is it realistically possible? Yes, I’ve witnessed it happen on several occasions.
The other answers make a good point about challenging factors:
An effective Scrum Master will need those things and also will need to know how to ask the right questions to get the right information out of the team. It’s an information game....
The real question is, can the team work remotely. Of all the roles, the Scrum Master is not more or less dependent on good communication than the other roles. At least not if they work as a team. Sure, you can lock a developer in a room somewhere and they'll produce code, but that's not what a team is. Teamwork only works with all the people in the same room....
There are two major impacts of a remote Scrum Master in my experience.
The first is that meetings like the retrospective and sprint planning are a real challenge. The biggest problems are usually with audio quality, particularly if using phone lines or teleconference hardware that mutes the end of the call that isn't talking. If you can get a top quality ...