A lot depends on the organization structure & roles. If an agile coach is engaged they might share some of these responsibilities...
Assuming the SM is flying solo, then:
1. Educate them on the benefits of maintaining a stable, long standing team and the impacts of frequent changes to team structure
2. The SM's (in the absence of an agile coach) in the short term, and any team member's in the longer term as they start to embrace agility
3. Irrelevant. Velocity is specific to a given product/service and a given team.
4. Clarify what is meant by "process"? Team formation starts with an effective kick off meeting.
5. Lots of prerequisites here including trained team members & POs, a populated, prioritized backlog, team working agreements in place, sprint duration determined, funding secured, working space secured, development/test/production environments ready, DoR/DoD (if used) determined, tooling (e.g. work management) in place...
6. I assume this refers to incomplete work items at the end of a sprint? The "correct" answer depends on why the items are incomplete. Is there too much WIP? Are the work items too big? Are they not clear enough or lacking details? I'd first seek to understand why, then to influence changes...
1. Discuss with the PO and management the likely impact. Get a decision on what the right business priorities are.
2. Every team member who interacts with stakeholders has a role to play but the SM should take responsibility.
3. 140
4. Confirm who the team members are. Assuming at least some of them are suitably experienced, encourage them to self-organise.
5. When the PO is ready to explain a sprint 1 goal to the team.
6. Make sure they review the product with stakeholders and act on their feedback. Saving Changes...
