What is the difference in writing test cases and writing Sanity test cases for sign up of any website? Could anyone please let me understand by giving few test cases or example of Sanity test cases for sign up page of any website?

This sounds like a team maturity issue regarding software development in general and Agile Software Development specifically; yourself included. I’m not saying this as a harsh criticism, just an observation based on the following evidence.

1. The description of the problem is very tool- and process-centric (JIRA, Gherkin, etc.); whereas the Agile Software Development mindset tends to favor talking humans. (First Agile value.)
2. It sounds like there is no Scrum Master or Coach (someone like me to help guide and condition the team), just a PM (and yourself...maybe you’re the coach??); and PMs don’t actually exist in Scrum (or any Agile framework I’m aware of; the responsibilities typically performed by a PM are divided across the team as a whole).
3. There seems to be a desire to avoid conflict on your part, which is pretty normal for technology people. Having said that...
4. At the end of the day, we create potentially shippable increments every Sprint, if we (the team as a whole, you, the PM, QA, the developers) didn’t manage to put together a potentially shippable increment, then we failed. It’s not dev, or QA, or the PM, or whoever who are to blame. We, as a team, failed. Why didn’t the team follow the requirements? Why didn’t the team write better requirements? Why is QA a separate team and viewed as a step in a process (Scrum is not a process)?
5. It seems like your team is most likely in the “shu” phase, so to speak. There’s nothing wrong with that, we all fluctuate; the hard part is realizing it. The problem/question uses “Agile” terms, but seems to involve blending different understandings of those terms...not everyone uses the term “epic” in the same way, for example. So, saying each user story is an epic, doesn’t really say anything.

To the question:

1. Get a coach; either for yourself or on your crew. Preferably not someone new to coaching. (I tend to think pairing newer coaches with seasoned teams, and vice versa can work out better...but I could be wrong, there’s always exceptions.)
2. Simplify your terminology within your team, and understand that people outside of your team may not have the same understanding. For example, I recommend using the term feature, and only feature, to describe the thing that describes something a user can do with the product (no epic, no user story, forget bananas)...everything else is just a layer of complexity and abstraction that annoys my fragile mind. “I don’t have to think, oh we’re talking about an epic, that means a feature that has these qualities”; instead, it’s “we’re talking about a feature...something a user wants to do” (how long it takes, level of effort, doesn’t matter). But that’s me. That may not work for other people. Which brings us to...
3. Did we create a potentially shippable increment? If not, why not? And how’s the team responding? These questions are my mantra going into the Sprint Retrospective. No, we did not; the developers say it’s QA’s fault for not being fast enough; QA says it’s the developer’s fault for not following the requirements; the developers say that specific complaint is because the PO didn’t write good requirements in the first place; the PO says the developers never asked any questions about the requirements so I thought they understood; and, someone who’s in the position your in is stuck asking, “Who do I believe?” (But it sounds like from the problem description your siding more with QA and the PO than the developers, why is that? Or, you could be totally on point regarding why the developers can’t deliver, at which point, run an experiment to see if that’s really the case, could be an expensive experiment though.) And, this type of interaction demonstrates a lack of trust and presence of defensiveness, fear, and so on within the team. The extreme alternative being the developers asking QA, “How can we make your job easier?” (More of a Lean mindset.) And QA asking the same things of the developers. (Less who’s to blame and more how can I help). Again, question of team maturity.
4. Get a coach. Just to repeat. Someone trained and skilled in observing humans, game theory, and business (it seems like technology isn’t really a concern for you, so having someone like me - developer with a UX background- would reenforce the gap...but you might be running low on business perspective and pressure). Again, could just be a coach for yourself to help with your continuous improvement journey...preferably the team though.

Hope that helps.

https://en.m.wikipedia.org/wiki/Shuhari

"The PM has started dumping hundreds of tickets into the 2-week sprint a couple of sprints back"

In Scrum, no one other than the Development Team is authorized to accept work into a Sprint. Assuming your company is committed to using Scrum, tell him to stop putting work into the Sprint Backlog. Instead, the Product Owner puts work into the Product Backlog, which is then (during the Sprint Planning Meeting) moved into the Sprint by the Development Team.

However.

"he and his team don't have time to move things in and out, as the requirements change daily."

If that's actually true, then you should seriously consider switching from Scrum to Kanban.

When I use my browser (a TLS client) to navigate to a secure web page (e.g. https://example.com), during the TLS handshake, the browser will receive an end-entity certificate from the web server of example.com. It'll most likely be signed by an intermediate CA, using its private key. To verify this signature, the browser must have the intermediate CA's public key, and thus certificate. Since this intermediate CA certificate is not in the browser's or the OS's root store, the browser must fetch it from somewhere.

My question is - where do TLS clients, like my browser, fetch intermediate CA certificates from? And how can they do it securely?

It can be used to identify long feedback cycles to shorten, impediments to be addressed, need for more shared understanding of items, large scope items that could be sliced more thinly, etc.

Cycle Time Report

If any email service is processing mail, then there is a possibility that they can "read" the emails. That goes for ProtonMail, too.

The only way to avoid the risks is to have end-to-end encryption of the email content. Email has never meant to be secure from the email handling infrastructure.

You can manually stop a build in progress. From Stopping an active build:

To stop an active plan build:

1. Click Dashboard and then the All Plans tab.
2. Click the 'Stop' icon next to the active plan you want to stop.

It also appears possible to stop the build/deploy programmatically, using the REST API, more specifically making a DELETE request to the appropriate url:

/queue/{projectKey}-{buildKey}-{buildNumber : ([0-9]+)}?stage&executeAllStages ... DELETE Stop build execution.

available response representations:

401 Returned when user does not have sufficient rights to view or execute build for specified plan

204 On success (success is also when build was already completed - so nothing to stop)

404 Returned when specified job does not exist

start using it if you fail, you can select another technology

This approach has two major drawbacks:

1. Technical debt

   While it may be tempting to apply "fail fast" mentality to architecture and design, skipping or abbreviating the design phase would be a mistake. fast-fail should be used in conjunction with good design practices, not in lieu of them. Making hasty decisions can often result in poorly scaled solutions. While using MySQL seems like a good idea when you are working with a 100mb database to generate reports, it scales poorly into the terabyt range for doing your archival reports. Using DNSMasq to run an overlapping DNS Zone might seem like a good political decision at the time, migrating off of that and resolving the disparity to between your DNS Zone and the overlapping upstream zone a few years later turns into a nightmare.
   
   

2. Expense

   Technology can be expensive. Buying a solution only to discard it later cares with it hugely wastful expenses. But even more expensive is the time expended by personnel. Salaries are every companies' largest expense. Wasting time developing a solution only to discard it and develop a replacement is wildly inefficient.

This however should not be construed to mean that decision paralysis or analysis paralysis isn't a problem. It is! Fail-fast just isn't the best way to combat it. There are other, much more tried and true ways to combat this without comprimising good design principles.

The usual way to exploit unserialize is to invoke code execution (un-serializing an object triggers the __wakeup method defined in the class using the data supplied). Arrays don't have methods so they cannot be used to exploit this. Note that the class is something already defined serverside.

This does not address a more generic vulnerability in PHP's unserialize function, but the nature of the serialization format and the way PHP manages data in variables makes such a vulnerability unlikely and I am not aware of one.

I am new in agile and Scrum, and I got confused as to what the differences are between a Sprint, a Milestone and a Release.

I heard some say that the Sprint is a Milestone. Also in some software the terms Sprint and Milestone look the same. But is it really so?

Some others say that a Milestone is not a Sprint, but a Release. So for them Milestone and Release are the same.

In The Scrum Guide, there is no word regarding Milestone. Why? Why do we always hear the word milestone in the agile conversations? Is milestone just another term for release?

I am looking for a clarification between those terms, Sprint, Milestone and Release and one example. I would like to know the exact Scrum definitions behind those terms.

I need to create a new resource that include a pay per day and quantity parameters.

For example, I have a resource "Rented Car - Type 1" with 60€/Day as daily cost.

In my project, I have a task (10 Days long) that requires 5 rented cars. I need MS project to tell me that the total cost of this task is 10*5*60=3000€.

When the task duration changes, the cost will change automatically.