Scrum Teams often use velocity as a technique to measure historical output.
How useful is historical velocity to a Scrum Team for predicting future velocity, even of the next Sprint?
Provide two examples of what might cause velocity to be unreliable.

As per the Scrum Guide, “Scrum is a lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems.”
Provide an example where your own experience demonstrates the meaning of the previous statement, and explicitly call out where the core areas of Scrum are demonstrated in your example.

Product Goal, Sprint Goal, and the Definition of Done are Commitments in Scrum.
What is the purpose or value of having artifact commitments in Scrum?
For each commitment, explain why it is an important part of Scrum.

Someone from the HR department approaches you. They regret to inform you that the Product Owner for your team is absent starting today and will be unavailable for the rest of this Sprint. The Product Owner might be back at work somewhere during the next Sprint, but it’s all unknown at this point. What should the Scrum Team do?

Many products and systems have complex architectures and operate on sophisticated infrastructures.
How are these planned in Scrum?
Is there a time period prior to the first development Sprint when these are planned and instantiated?
If so, how is the time to do this work figured into a plan?

The Product Owner requires transparent Increments to assess progress toward the Product Goal.
How is their ability to assess progress towards the Product Goal affected if the Increment is not transparent?
If the Developers do not yet have the skills or tooling to create an Increment every Sprint, what practices can be used to create as much transparency as possible?