Curious About What the SQL Server Virtual Conference is all About?
In 30 seconds, you’ll know. Check out this great video where you can see much more about speakers, the experience and a lot more. 30 seconds.
[Take a look here, no strings] (30 second video demonstration)
By the way, the conference is Tuesday. We’re in the middle of a promotion that gives you a 90 day SSWUG membership at no cost with your registration for the conference. The best of both worlds. We started with 200 memberships available, it’s going down quickly. Register ASAP if you’re interested in taking advantage of this. Use VIP code VCVIP0607.
New SQL Server Weekly Video
SelectViews Special Edition: Special Edition of SelectViews – From the SQL Server Virtual Conference in February, the TSQL Class, Session 2.
Previous videos:
[Watch] SelectViews – Identity Lifecycle Management (huh?), Security, 100% CPU Issues and Upcoming Event
[Watch] SelectViews – Bill Gates, OSLO, SOA and a whole lot more
[Watch] SelectViews – Injection Recovery, Auto-Grow/Shrink, Good Enough Follow-Up
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Featured Article(s)
Understanding Application Domains, Threads and Processes
An application domain provides a logical and physical unit of isolation for an application running inside the CLR. The MSDN states, "Application domains provide a more secure and versatile unit of processing that the common language runtime can use to provide isolation between applications. Application domains are typically created by runtime hosts, which are responsible for bootstrapping the common language runtime before an application is run." This article takes a look at concepts related to application domains, processes and threads.
Project Scoping Feedback
[Send in your ideas/comments here]
Al: "If you are an external consultant, I have seen it broken up into two projects:
1) a scoping project (for a fixed amount and specific deliverables) and
2) the actual project development work (that isn’t sent out for bids until the first project is completed).
Of course the customers don’t like that very much because they have to go get funding approval for both projects and the time seems longer up front, but if it’s a sizable project then it’s definitely the right thing to do (and the time spent at the beginning really saves time by managing scope creep during the project).
Your job is to convince them of this (using past successes and horror stories) to get the first project and if you do a good job, you’ll probably get the second project. It’s a good way to separate your resources (since different skill-sets are needed for both projects…unless you are a smaller shop and have a few folks to do it all).
If you are an internal IT resource, you roll it into one project, but you do the scoping phase (as much as you can) before you go through the red-tape of requesting funds."
Mark: "Just a few comments on the past couple issues on project scoping. As an IT “veteran” of 29 years, 14 years in corporate and 15 years in consulting, these type of requests come up all the time. Estimating is a needed function at all stages of planning, from the very earliest planning stages to actual project tracking. It is just the estimates get better with more information you have as the project progresses.
First, the fixed-bid requests, even with very little requirements, can be done successfully. I start by working up the best estimate I can with as much of the information available. (If you are not sure of enough of the details, you estimate a wide range and factor in the likely variables.) Then I prepare two proposals. The first is a normal time-and-materials with my best guess estimate, and the written understanding it is an estimate and may change later.
The second proposal is the requested fixed bid, with plenty of extra contingencies and room for estimate errors and unforeseen issues. This fixed-bid estimate is often 2 or 3 times the first estimate, and when presenting the proposal I explain that is the cost of me taking the financial risks; if we share the risks, the cost will be lower but not as well defined earlier. I’ve had clients accept either proposal. If they really want the fixed-bid proposal, they will usually understand that it will cost more.
Sometimes having the difference shown in black-and-white will push them to the time-and-materials proposal, realizing they do need to define the project better. Sometimes I will present a “hybrid” proposal by breaking the project into phases: requirements gathering, design, and construction/delivery. I then give a fixed-bid on the first phase, estimates on the other phases, and a deliverable at the end of each phase that is a fixed-bid proposal for the next phase.
Regarding James comments on providing estimates during early project scoping, he has to understand these are just estimates. You are allowed to be wrong. I like to refer to the Star Trek scene (from the original series) where Captain Kirk asks Mr. Spock for his best guess. Spock is shocked that he cannot give a absolute decision because he does not have all the information. But to save the ship and crew (and humanity as we know it), he makes a “guess” and saves the day. So James has to realize he is not a Vulcan, he can make a guess, and I suspect he is smart enough to make an intelligent estimate.
If he cannot get good information, and wants to punish the Project Management Office for trivializing his work and not giving him the information or time to get the information, make the estimate 2 or 3 times greater than he thinks possible. But realize that the estimate is being used for high-level project scopes and prioritization, and he may jeopardize a good project by giving an outrageous estimate."
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