Agile antipatterns

The challenges faced by project managers, while identical, are sometimes strikingly different, especially based on geographical attributes. However, most of the research churning out from academia is focused on environments where there are technological and knowledge advantages. Technology has made the world a global village but has not done much in solving inherent foundational biases, infrastructural and political issues as well as policies that affect project management. This paper aims to identify some of the gaps that exist in antipattern classifications. In this paper, we look at the adoption of agile based methodologies and antipatterns experienced by regional practitioners and its reaching effects in practice. We discovered that most known antipatterns in co-located teams are exacerbated in remote teams and their occurrences may require different refactored approaches than those used in co-located environments, especially for regional practitioners. We also discovered that human elements are the primary cause of most Agile development antipatterns. To illustrate more clearly the gaps that exist in current agile development antipattern coverage in regional practice and how it affects other autonomous subsystems, we introduce potential additional antipatterns using Tacoee Consults, an Agile practicing software development company in Africa.