You, as a Scrum Master, tells everyone on the team that it’s time for the daily stand up. What is it for?
You created a wiki of the team’s activities and you told the group about it’s existence. What is it for?
You are putting some time writing automated checks. What are those for?
You’re adamant that there should be regular team progress reports. What’s that for?
You’re crunching numbered story/task estimates and drawing a burn-down chart. What is it for?
You learned how to hack networks of computers. For what reason would you use that knowledge for?
You built a testing document filled with test cases that pass or fail. What’s that for?
You’re keeping tabs of the history of released changes to production. What is it for?
You are giving up some personal time for teaching colleagues skills that you know which they don’t. What is it for?
Sometimes what we do are rituals that are based on existing processes, handed over because the people who have used them before think they work, and so we don’t think otherwise. It often requires more effort to think deeply about why we keep doing certain things, but, in the long run, it certainly is worth double-checking that what we decide to do align well to the goals that we’re trying to achieve.