IT Management

Agile Anti-Patterns For Remote Teams – COVID-19 | Aditi Agawal

Considering that COVID-19, nimble groups have actually embraced remote practices to provide constant worth to their users. Numerous leaders were unprepared for this remote work culture and hence some nimble anti-patterns emerged. In this short article, I have actually noted some nimble anti-patterns for remote groups based upon individual experiences. Prior to we begin, let’s comprehend what an anti-pattern ways? An anti-pattern is a pattern that you believe will enhance things, however it does not.

Interaction and Partnership

With remote groups, interaction plays a crucial function. You require an interact plainly, often, and openly so everybody feels linked. Hence, among the nimble anti-patterns for remote groups that emerged is a lot of conferences The break-room discussions near a vending device or a water cooler have actually been changed with conferences. As an outcome, an engineer does not discover sufficient time throughout the day to deal with his dedicated stories for the version and is costs additional time in the nights or throughout weekends to overtake his/her work.

There are numerous methods to handle this anti-pattern. As nimble leaders and scrum masters, we require to:

  • Guard our group from unneeded conferences and enable them to concentrate on their dedicated work.
  • Make sure that groups have access to suitable partnership tools such as Slack, Skype for Company, and so on
  • Select the best partnership tool to interact often to your group
  • Permit your group to be self-organized

Another nimble anti-pattern that uses to both co-located and remote groups is performing conferences with a a great deal of individuals although just 2-3 individuals are needed for the conversation. Other stakeholders just wish to listen to the conversation and track the next actions. To me, this seems like micro-managing the group instead of trusting them to finish the job. Rather, nimble leaders must motivate the group to take ownership, make choices, have direct discussions, and share results with the bigger audience.

There are no peaceful corners or meeting room with a remote setting to capture up on your work. The majority of supervisors now anticipate instant interaction which triggers excessive disturbance, context changing, and absence of efficiency. The issue of context-switching is not brand-new, however it has actually increased with remote groups. Nimble leaders must motivate their dispersed groups to follow the practice of ‘do not disrupt’ hours when they desire undisturbed time to work.

The other nimble anti-pattern for remote groups is having long conferences that go beyond more than 2-4 hours without sufficient breaks in between. This practice triggers both physical and psychological tension to the dispersed groups. A few of the routines like prolonged PowerPoint discussions and so on require to stop and conferences must develop into appealing, interactive, and collective sessions that are more inclusive. Additionally, there must be 10-minutes breaks prepared for conferences longer than an hour.

Not everybody on your dispersed groups is trained in Netiquette. When it concerns online conferences, a couple of standards or rules (” netiquettes”) will make them more efficient such as:

  • Silence your microphone when you are not speaking
  • Do not disrupt when the other individual is speaking. Just the facilitator can disrupt to keep things on track.
  • Allow your video unless you have a network bandwidth problem in the house.
  • Send out a conference welcome link to the guests and information on how to sign up with the conference.
  • Be responsive to each other’s ideas and remarks


Numerous services are having a hard time throughout this unstable time with COVID-19 and have aggressive due dates to cope up with market instability With altering service concerns, kids running around your house, increased cooking, family tasks, and limitless work-at-home hours, remote groups feel more sidetracked and overloaded They tend to deal with numerous jobs at a time. With all this, individuals begin to cherry-pick work that brings them pleasure principle while hesitating on complex long-lasting services. Throughout this time, nimble leaders must continuously motivate groups to remain calm, handle tension, take routine breaks, reduce context changing, and concentrate on service results.


Remote groups are re-inventing efficient methods to facilitate their events such as everyday scrum, retrospectives, sprint preparation, sprint evaluation, virtual PI preparation, and other SAFe, Scrum, or Kanban events. Let’s go over a couple of nimble anti-patterns in this location.

Among the nimble anti-patterns is being the only facilitator for a virtual conference with a a great deal of individuals. With more than 30 individuals in a conference, it ends up being tough for the facilitator to share the screen, bear in mind, capture dangers, make a note of parking area products, and so on while keeping discussions on track to accomplish the objective of the conference. Hence, it is suggested to designate a scribe or a co-facilitator throughout such occasions.

Another anti-pattern is utilizing flip charts or physical white boards (with a camera pointed towards them) in a virtual conference. This plan does not work well and irritates individuals as they have a hard time to check out the material. Rather, facilitators must look into the suitable virtual drafting board or applications that promote visual partnership within the group such as Mural, Miro,, and so on

A typical anti-pattern when groups initially begin with virtual occasions such as PI Preparation is absence of preparation prior to the occasion For a virtual occasion to be effective and significant, groups need to invest time in preparatory work. A Scrum Master must deal with the Item Owner to take the group’s capability for the preparatory work.

Remote groups must look out for a typical nimble anti-pattern when everyday stand-ups end up being a status conference Without any eye contact among the remote members, the group tends to report status to the scrum master. Another nimble anti-pattern of avoiding retrospectives holds excellent for remote groups too. With numerous conferences, increased tension, and more work, groups tend to postpone or avoid examine and adjust events, do not have sufficient stockpile improvement conferences, begin providing work that has actually not fulfilled the “Meaning Of Done”, and more. These typical anti-patterns will affect a nimble group’s capability to provide service worth and to continually enhance.

Integrated Quality and Technical Financial Obligation

Due to aggressive due dates, increased tension, and reshuffled service concerns throughout this pandemic, it is rather most likely for remote groups to de-prioritize technical financial obligation decrease efforts such as code clean-up, automatic screening, and so on. This will lead to the build-up of technical financial obligation gradually. A couple of more nimble anti-patterns that remote groups must look out for are noted below:

  • Missing Out On Approval Criteria
  • Undefined Meaning of Done
  • Providing work without satisfying the ‘Meaning of Done ‘
  • Absence of suitable screening
  • Absence of needed documents

These are a couple of remote nimble anti-patterns that I have actually experienced. If you concur or disagree or if you want to share your experiences, let me understand in the remarks area.

Take a look at my released books on Agile and Lean:

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