Category: Editorial

  • Guidance

    How do you manage SQL Server? Do you have a list of rules that tell you to do yy whenever xx happens? Or if yy doesn’t solve the problem, you next try zz? Some of you have guidelines like that, though it’s likely that the way you solve problems is somewhat internalized. You adjust your “rules” or “steps” based on the situation. Do you reduce or increase parallelism when you have high CPU? Either change might be the solution, depending on the causes of an issue.

    SQL Server is complex. We can’t easily reduce the solutions to problems to a set of rigid protocols that ensure optimal performance. If we could, there truly wouldn’t be as much of a need for DBAs as there is. Consultants and experts are well paid, and often very busy precisely because SQL Server is not so easy to tune and optimize in many organizations.

    That’s a bit of the point I saw in Grant Fritchey’s “Be Cautious Offering Guidance” piece recently. When trying to help someone improve performance, or reduce issues, or anything else, you can’t often give someone a rule of thumb that just works. You can’t give them a one sentence solution. Most things in life aren’t that simple, and neither is working on SQL Server.

    The environment in which your application runs is complex and there are lots of variables that can affect the advice or guidance that an expert might recommend. It’s the reason we see DBAs often saying “it depends.”

    Because it does.

  • Opinions and Votes

    When you work with a vendor, you may report bugs, issues, or strange behaviors in software. These area facts, and are valuable pieces of information that vendors do care about. When you exclaim that a particular bug or missing feature is critical, you’re stating an opinion. The importance or priority you place on an item is not necessarily the same priority the vendor places on the item.

    We see this every day in our work, as clients and customers send us issues with our applications and systems. We triage the items and may or may not fix them in the order the customer would like them fixed. Our management may set priorities that we don’t agree with. It’s a complex interaction that involves many factors, all of which are weighed differently by different people.

    However the end user (client, customer, etc.) often doesn’t understand why the priorities are different and why can’t we just see how badly an item needs to be fixed? I see this all the time, though from the end user perspective. I use lots of software, and I find lots of issues and failings, especially in SQL Server. My priorities aren’t Microsoft’s priorities, and I accept that. I provide them with an opinion of what I think, not a vote. If they don’t agree with my opinion, or choose to work on other priorities, I don’t think they aren’t listening to me. I think they disagree with my opinion.

    Like it or not, politics is important here. The art of influence is important, and while an individual opinion doesn’t matter, lots of opinions can have influence. Again, however, these are opinions and influences, not votes. We can convince Microsoft to change direction at times, or work on certain issues, but it takes participation and rational, reasonable debate, not childish exaggerated complaints and insults. We want to influence and convince, not upset and anger.

    Steve Jones

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  • Should He Stay or Should He Go?

    This editorial was originally published on Sept 29, 2008. It is being republished as Steve is on vacation.

    An interesting question. Read page one of this article and then give me your opinion for this Friday’s poll. Would You Fire This Person?

    Should He Stay or Should He Go?

    Now my first thought on reading the first page was that this is a person that I would fire. I would temper that statement with the fact that I don’t know the person and the description doesn’t really convey what is happening. I’m sure that I’d have different feelings, though I did feel I’ve known a few “Erics” in my career.

    As I read through more of the article, I thought that I would probably end up following a lot of the advice given in order to fire Eric. I’d document things, I’ve give him a chance to change and improve. I’d have to spell out specific things that needed to change, though I’d like to think that I wouldn’t have gotten into that situation.

    I can work around employees that don’t know things. That’s something you can fix, or try to, and if they can’t learn the things, and I can’t find you a job that matches your salary, then you have to go. However the team fit is a big deal and not having a good team means that I think Eric has to go.

    In any case, place your vote in the discussion before reading beyond page 1 of the article.

    Steve Jones

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  • Who Wants to Be Rich?

    This editorial was originally published on Oct 18, 2008. It is being republished as Steve is on vacation.

    I think everyone would like more money, but I’m not sure how many of you really want to be rich. In reading through my list of blogs, I stumbled upon Mark Cuban’s entry on How to Get Rich and thought it was an interesting read. He gives you some of the advice I would, the most important being “there are no shortcuts.” If you remember nothing else, remember that.

    I remember years ago, driving around with my Mom in the car. We were on some errand or something, I can’t remember, but I know that I was saying I wanted to do something. She told me an interesting story she’d picked up from somewhere, perhaps Reader’s Digest since it sounds like something they’d publish. It goes like this: a famous violinist was giving a concert and afterwards attended a party nearby. People were all there to basically see him and one lady was gushing with praise for his performance and told him “I’d give anything to be like you.” The violinist stopped and looked at her, saying “No, you wouldn’t.”

    Naturally people stop and stare and the lady is a bit flustered, “oh but I would, ” she protests. The violinist then repeats she wouldn’t and continues. “You wouldn’t give the one thing you must, time.”

    He meant practice, effort, dedication, etc., and that’s really the secret to being rich. You have to really invest in yourself, believe in yourself, and put lots of effort in. Most people don’t really want to do that, instead looking for some way to shortcut the process. There are ways to do it, but they either involve picking the correct 6 numbers on the correct week or placing a big bet on a single number, card, roll of the dice, or stock. And it’s far more likely that you’ll end up losing big with big bets.

    I saw an article recently that said half of all US taxpayers make less than $32,000 a year. I’m not sure if that’s true, but the article cites the IRS statistics for taxes paid. If you make more than $65k a year, you’re in the top 25%. In many places that might be considered rich, and if that’s the case, I think the majority of people in IT, especially DBAs, are doing well. It might not be what you want, but it’s a good living you’re earning.

    I think there’s a lot more to life than money. Not that I don’t want to make good money, but there are definitely important things that aren’t related to money. Now it’s easy for me to say that, I’ve been successful, my wife works, and we don’t have trouble paying our bills, but I’m a long way behind the Cube. Hopefully most of you are in a similar situation.

    If you want to get rich, and crack into the top 5%, earning more than $150k a year, likely you really need to start your own business. If that’s a goal, good luck and I’d love to hear about your trials and success. I’d also you to build a business you enjoy, make decisions you’re proud of and would tell your kids about. Be fair, honest, and work hard, and send me a note. Maybe I’ll even start featuring a few of those down home efforts here.

    If that’s not your goal, I really hope you enjoy your life and get to do what makes you happy. That’s what’s important, or should be, to all of us.

    Steve Jones

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    Today’s podcast features music by Everyday Jones. No relation, but I stumbled on to them and really like the music. Support this great duo at www.everydayjones.com.

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