The new Sprint needs to start immediately after the end of the previous one. There shouldn't be any Release Sprint or anything similar

The Product Owner is accountable for managing the Product Backlog.

When the values of commitment, courage, focus, openness and respect are embodied and lived by the Scrum team, the Scrum pillars of transparency, inspection, and adaptation come to life and build trust for everyone and self-managed teams will be enabled to choose how best to accomplish their work. Developers should be able to self-manage themselves and form teams with respect to the boundaries that they have been given.

Scrum is a framework with built-in flexibility to support multiple Scrum teams working on a single product.

A self-managed team is a team that is able to self-manage and decide how best to accomplish their work without depending on others.

The cost of developing, delivering, and sustaining products can impact how the flow of value is managed throughout the life of a product. Each Sprint is an opportunity to inspect the investment (financial, time, effort, etc.) against the returned value (customer satisfaction, revenue, etc.) of the work that has been delivered. The team can then decide on what it should do next to maximize the value of the investment.

The Developers may need to order the Product Backlog as they would know the most about technical limitations, risks, or dependencies of Product Backlog Items. As User Stories is a localized practice, Scrum does not govern it or dictate the practice. It is up to the team how they describe the items as long as there is enough information for it to be transparent and understandable. There are other responsibilities like representing stakeholders to the Scrum team, attending Sprint Review, but ordering the Product Backlog is more likely to be delegated.

The Scrum Master serves the organization in several ways by Leading and coaching the organization in its Scrum adoption; Planning Scrum implementations within the organization; Helping employees and stakeholders understand and enact Scrum and empirical product development.

Similar to membership changes within a single Scrum team, adding or removing additional Scrum teams working on the same product will impact productivity in the short term. When adding more teams, they often go through distinct stages as they transition from a collection of strangers to a unified group with common goals. These stages are described by Bruce Tuckman's Forming, Storming, Norming, and Performing model.

For self-managed teams, timeboxing encourages regularity and focus. Having shippable Increments allows teams to collaboratively make decisions on what needs to be done next.