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Tips for using SQL Server 2005 Transactional Replication (Part 2)
Here are some helpful tips to performance tune and optimize SQL Server 2005 Transactional Replication.
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IT Vision and the DBA
Some thoughts on DBAs getting involved with the whole "who has or contributes to the vision" question. My original post was whether you get involved with things that help drive the direction of your company (or the companies you consult for) – and how you go about doing that.
Michael wrote: "I am not a DBA, but have worked with good ones. The questions "What is vision?" and "What is your role in helping to shape vision?" aren’t questions for DBAs, software developers, or CEOs. In a healthy organization of any type, every employee should show vision in their ‘Role’. As a CEO, the vision takes the form of very broad strokes across the corporate canvas. As we descend the corporate ladder, the scope and influence of the vision gets smaller as the circles of influence of the employees shrinks. As a software architect, the vision that I offer should provide a technology and integration roadmap for software developers. A DBA would offer vision related to taking advantage of developments in database technologies, managing growing volumes of data efficiently, and laying out standards for data architectures (among other things). When you reach the bottom rung of the ladder, the vision the is possible is considerably small – great employees will always have vision for their role no matter their role. Going back to the big picture, my point is that any good employee should shape a vision for the role they play. My $0.02."
Dale wrote in with some additional thoughts: "Vision can take place at more than one level. I doubt many DBAs assist their CEO in setting the highest-level vision, for instance. If they do, it is probably a small firm. In many firms the vision must be set by someone with specialized knowledge — such as an engineer in a chemical or oil firm. It is the same in my firm, a mass torts trial law firm. The owner/boss determines what kind of cases we will work on, creates a marketing plan, and assigns attorneys to the cases as they come in.
Given that scenario, I have a lot of say just below that level. I work closely with the office manager, litigation support team, and lead attorneys to determine how client processing will occur, and how to design programming that will most efficiently deliver what they need (each area of law has specialized needs). Older attorneys have trouble understanding the importance of this — they tend to think they can just wish for it, and it will appear. Younger attorneys are more aware of the need to consult me at an early stage. When they do, they are always happier with the results than the older attorneys are. This has the curious effect of reinforcing the older attorney’s negative views of automation, and reinforcing the younger (40 and below) attorneys’ positive views.
I find that to be most effective, to bring the older guys into line with more modern thinking, I have to be as much a diplomat as anything. My predecessor was fired specifically because he could not do that — his nickname was Dr. No, because he always said No to all requests, no matter how simple or minor. His lack of vision did him in."
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