Re: Training for Oracle Performance tuning - Method-R is easy

Two thumbs up to the Andrews point of view!! However any particular business hardly depends on ones philosophy. My vision is that planning, planning and again planning and constant monitoring keeps it running without falling over the edge. In many cases it is too late to tune anything because the business has fallen apart. And not because the DBA didn't monitor or didn't analyze traces. An "explosion" might have started in a different spot. And there were no spare resources to absorb the shock. Technology requires wider (and probably more complex) approach that takes into account all layers not just the metrics that Oracle came up with.

Vlad Sadilovskiy
Oracle Database Tools
http://www.fourthelephant.com

On 9/28/07, Kerber, Andrew W. <Andrew.Kerber_at_umb.com> wrote:
>
> Well, there you go. By your answer, you make my point. It's a matter
> of philosophy. Not everyplace I work requires, or even expects, all
> changes to return measurable value to the business. The expectation is
> that by keeping an eye on performance, and continuously improving where
> possible, we increase our capacity and ability. Its not at all unusual
> for me to make a change that will return no measurable improvement right
> now, but at some future date, should we need it, that extra unused
> capacity will be available.
>
> In some environments, where staffing is low and you are right at the
> edge of capacity all the time, you may not have time to work that way.
>
> -----Original Message-----
> From: Ted Coyle [mailto:Ted.Coyle_at_MEDecision.com]
> Sent: Friday, September 28, 2007 10:27 AM
> To: Kerber, Andrew W.; oracle-l_at_webthere.com; fmhabash_at_gmail.com;
> sunil.kanderi_at_gmail.com
> Cc: oracle-l
> Subject: RE: Training for Oracle Performance tuning - Method-R is easy
>
> "and are really interested in getting the whole instance running well,
> tuning is an ongoing task that you will never actually finish." --->
> This defines CTD..
>
> I think the whole focus should be to add value and I'm using it in
> development every day to redirect efforts where we can add the most
> value to our product without trying to "tune everything".
>
> There is only so much the business is will to tolerate in regard to
> constant "tuning". I think the real difference lies in definition. In
> many cases, tuning is even on the project scope.
> (http://www.bookpool.com/ss?qs=guerrilla+capacity+planning&x=14&y=9)
>
> Tuning focuses on speed and optimization focuses on value.
> Every tuning effort should directly relate to business value in every
> situation.
>
> Can any one process run faster? In most cases yes, but what is the
> value proposition to the business? Hire some FTEs who spend all their
> day looking at dials and numbers spewed from aggregates to say that
> something is good or bad, or get things running as fast as possible
> given the economic value to the business.
>
> This is a business focused method. It takes economic value for any
> action into account. I think the "tuning" focused Technicians are
> solely responsible for their own bad rap. Never buy the problem.
> Trying to tune everything is buying the problem. Ask the business what
> it wants, but also make sure to defined the target's scope. This way
> the business is happy as long as targets are met. Just make sure the
> targets are attainable and cost-effective. Keep up with system
> patterns, know when something is out-of-bounds, but don't make arbitrary
> adjustments.
>
> Ted
>
>
>
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