Answer:
Two common anti-patterns during PI (Program Increment) planning are making a detailed plan the primary goal rather than focusing on alignment, and pressuring teams to overcommit. These practices lead to rigid planning and unsustainable workloads, detracting from project flexibility and team well-being.
Step-by-step explanation:
Common anti-patterns during PI planning include focusing too heavily on a detailed plan rather than ensuring alignment and putting undue pressure on teams to overcommit. B detailed plan becoming the goal is counterproductive because it often ignores the inherent volatility in project management, leading to a rigid approach that can't accommodate necessary changes and shifts in direction. The D pressure on teams to overcommit detracts from the sustainable pace required for long-term success and results in burnout and suboptimal performance, as the teams try to meet unrealistic expectations, often rooted in aggressive and chronic struggles as described by Friedman & Rosenman. Moreover, these practices can lead to poor design decisions and failed project outcomes, as the pressure to adhere tightly to schedules does not account for the teams' need to balance multiple projects and the potential changes in the organizational environment.