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Every development project has a business guy attached, who holds the project money and makes the decisions what the team should implement. That guy can be your customer, sales manager, product manager, the product owner in a scrum project or simply your boss. In this article we will conveniently call him "manager". Constant small refactoring, test coverage and other technical things that you do while developing features don't really concern him. But from time to time you have a big, technical issue, that does not have apparent business value and does not add any features. You see it as absolutely necessary but you need the time and approval from your manager to do it. Watch this conversation between a developer and the well known "pointy haired boss", that I stole from a post and that seems awkwardly familiar to every developer:

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More and more Projects at our company are taking advantage of distributed and local revision control by using git. So to make a complete software-project fit for git, by not only using git-svn with subversion and git on top, some more steps are required than just handling files with git, learning its syntax and understanding the way it works…

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Buch Fragile AgileGespannt habe ich auf das neue Buch der Kollegen Baron und Hüttermann über die Zerbrechlichkeit der Agilität gewartet. Zu oft habe ich selbst Erfahrung damit gemacht, wie missverständlich Agilität aufgenommen und interpretiert werden kann. Zu oft habe ich selbst gesehen, wie man Agilität missbrauchen kann, sei es als Schutzschild für eigene Versäumnisse, sei es um ein Buzzword mehr in seinem Lebenslauf zu haben.

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In my opinion its much better to have a team working on a project than a single person.
Even if this means that your customer might have to wait a bit longer for his project to start (because other projects also occupy more people) everybody benefits because of increased productivity, better code and happy team members.

Here are my top five reasons why you should not leave one guy alone with a IT project...