Doing agile wrong doesn't invalidate agile, it invalidates your process. All estimation is guessing. If your team's velocity is "super-nonsense" and bogus the

Doing agile wrong doesn't invalidate agile, it invalidates your process. All estimation is guessing. If your team's velocity is "super-nonsense" and bogus then the team isn't estimating well. Reasonably-accurate velocity allows reasonably-accurate prediction of deliverables. If nobody is participating in the meeting then it is useless. I haven't found retrospectives to be overly-helpful at my current job because they don't drive change. If they don't drive change, then there's no point. If your estimates are essentially random, then they are useless, because nothing meaningful (in the business sense) can be derived from random data. If your sprints never finish then you're not doing sprints.