Yuck. When my company started pushing for more "agility" and my team moved to a sprint structure, I was lucky enough to have personal leverage as a senior team member. Early on I made it clear that tickets and sprints exclusively exist for the team to plan and manage expectations, and that I wasn't going to hold with upper management using them as leverage over anybody. To support that, I had to interrupt stand-ups a few times when someone would start iterating through tickets for progress instead of letting people report.

I wish misuse of these tools wasn't so widespread, but it was to be expected.