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

  • From: "Kerber, Andrew W." <Andrew.Kerber@xxxxxxx>
  • To: "Ted Coyle" <Ted.Coyle@xxxxxxxxxxxxxx>, oracle-l@xxxxxxxxxxxx, fmhabash@xxxxxxxxx, sunil.kanderi@xxxxxxxxx
  • Date: Fri, 28 Sep 2007 10:41:42 -0500

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@xxxxxxxxxxxxxx] 
Sent: Friday, September 28, 2007 10:27 AM
To: Kerber, Andrew W.; oracle-l@xxxxxxxxxxxx; fmhabash@xxxxxxxxx;
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.

Tuning focuses on speed and optimization focuses on value.  
Every tuning effort should directly relate to business value in every

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


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