When things are running well, velocity is stable, the team is feeling challenged and even the product manager is happy, it is not time to stop planning.
Everything learned from burndowns, reports, story estimation, sprints and standups is ready and waiting to help make planning better for future sprints and issues. Even if the team changes, the budget is cut, or the company you work for insists on a whole new focus, the data collected is still really valuable.
Here's the top things you might change next time, based on what you learn this time:
A high performing team that always completes a sprint with no work to spare may need to be challenged with more points in the next sprint. But be careful of tipping the scale too far in the other direction. Teams that rarely complete a sprint without leftover points may feel like they are underperforming, even if they aren't.
When things are going well, you don't want to mess with the formula. But when things aren't going as well, it can help to change things around a bit (if you have the luxury to do so). This could take the form of swapping responsibilities for a sprint, or introducing a different kind of sprint, such as an innovation sprint or bugfix only sprint. Change can be re-invigorating, and it can still contain work!
Failure to meet committed story points can be disappointing for a team, especially if they don't know why. Check in with the PM or person who reported the issue to clarify details during estimation, and raise concerns during retros. If estimates are way off due to lack of basic information, for example, this needs to be addressed.