Oh I was on a project once where we decided to reduce scope. Dozens of distinct levels. The art team was well ahead of schedule, the software team way behind. So the Producer cut the scope by removing any levels that had unique art features. That really helped us.

I could write a book on game development project management anti-patterns. Unfortunately, there's too many warm bodies willing to sacrifice for there ever to be effective change. You can proselytize solutions to the problem all day long, but the truth of the matter is, the power structure doesn't want to change because the power structure believes it doesn't need to change.

There's also a large number of anti-patterns missing from the paper:

    Lack of training (possibly falling under lack of knowledge)
    Not invented here syndrome
    Lack of adoption of new technology
    Rushing to adopt immature technology
    Early optimization
    Over engineering
    Under engineering
    Lack of architecture (could fall under planning, but this is more fundamental)
    Assumptions about how things will work
    Lack of experienced team members, across all disciplines (lack of knowledge?)
    Rework
    "Good enough" or as I hear it "It compiles and runs doesn't it?"
    Aiming for perfection
    Lack of repeatability in all aspects of the process (inadequate tools?)