1. Agile and Scrum have been in use since the 1990s, but only recently gained mainstream recognition as a way to boost corporate responsiveness.
2. Agile is a universal and versatile mindset for getting work done quickly, adapting to change, and being transparent about progress.
3. Agile can be applied to non-software teams such as marketing, sales, legal, HR, and supply departments to improve efficiency and synergy.
The article is generally reliable in its reporting of the history of Agile development practices and their current applications in software development teams. The author provides evidence for their claims by citing the 14th State of Agile report which found that 95% of organizations are using Agile development practices but only 63% are experiencing faster lead times as a result. The author also cites other sources such as Gerald Weinberg's books on computer programming and Allan Kelly's experience with standup meetings in restaurants.
However, there are some potential biases in the article that should be noted. For example, the author does not explore any counterarguments or risks associated with applying Agile practices outside software projects. Additionally, the article does not present both sides equally; it focuses more on the benefits of applying Agile practices outside software projects rather than exploring potential drawbacks or challenges associated with this approach. Furthermore, there is no evidence provided to support some of the claims made about how these practices can improve efficiency and synergy among non-software teams. Finally, there is a lack of detail regarding how exactly these practices should be implemented in order to achieve desired results within non-software teams.