I always include sprint points or at least some metrics to track, because even in areas that don't care about it, there is some chance a new CTO/manager/buyout or whatever jumps in. Day 1 asks for metrics and then retroactively judges people's output on it.

I've annoyed my team previously in demanding jiras and sprint points (and helping build it out as much as I could to not take too much of their time) because I could feel the turn happening to metrics.

Sure enough the only person in my team let go was because he outright refused to fill in his JIRAs and I could not get through to him the difference in what is logical and what plays well to management when they lose their minds.

Bit of a tangent, but even in the work you're describing, I treat sprint points and JIRAs as future CYA, not necessarily a work sheet.