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RE: LOCALLY MANAGED TABLESPACE

From: DENNIS WILLIAMS <DWILLIAMS_at_LIFETOUCH.COM>
Date: Fri, 25 Oct 2002 10:09:15 -0800
Message-ID: <F001.004F3EDB.20021025100915@fatcity.com>


The other thing I've encountered is where a consultant comes in and makes a fuss about the number of extents. Usually privately to a manager, then leaves, so you don't have an opportunity to discuss the issue. Or a GUI tool is demonstrated that has a screen to "find problems", and usually one of the things the tools view is the number of extents so they can "alert you to a problem". Management seems to think some real experts created the tool, so when you claim it is bunk, they look at you in puzzlement.

    I think the problem is one that a lot of technical people face, even automobile mechanics. How can you be a competent technical person on one hand, and on the other hand, make non-technical people feel confident that you are really competent? Many is the highly competent technical person that got fired or force out of their job by nontechnical people. And very high is the salary of consultants that do both tasks well. You must consider not only the accuracy of your advice and comments, but how those remarks are perceived by the nontechnical people. I have often thought that keeping copies of the books you have authored prominently displayed is a good way, but then Rachel punctured that thought by saying that her authorship didn't play strongly in her last hire.

Dennis Williams
DBA, 40%OCP
Lifetouch, Inc.
dwilliams_at_lifetouch.com

-----Original Message-----
Sent: Friday, October 25, 2002 12:19 PM
To: Multiple recipients of list ORACLE-L

It's a question of responsibilities, not knowledge.  

Knowing something does not mean that one should continue to be involved. Most managers (or directors or VPs) who continue to be concerned in this technical detail are not paying attention to the things to which they should be paying attention. Sure sign of a newbie manager and the most common symptom of the "Peter Principle"...

Some business managers migrate (pardon the pun) from being a techie to a bean counter type. So they know.  

Raj


Rajendra Jamadagni MIS, ESPN Inc.

Rajendra dot Jamadagni at ESPN dot com

Any opinion expressed here is personal and doesn't reflect that of ESPN Inc.

QOTD: Any clod can have facts, but having an opinion is an art!

-----Original Message-----
Sent: Friday, October 25, 2002 11:59 AM
To: Multiple recipients of list ORACLE-L

Pardon the ignorance, I'm simply trying to understand... What is meant by "management" in this context? I'm can't imagine a circumstance under which ANY business manager would have a say on what goes on in the black box called Oracle. Downtime? Cost of hardware/software? Vendor selection? I can see the input on those issues. But, all the way down to extent management?? Or am I simply lucky to not have that level of bureaucracy?  

Gary Weber
Senior DBA
Charles Jones, LLC||Superior Information Services, LLC  

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Author: DENNIS WILLIAMS
  INET: DWILLIAMS_at_LIFETOUCH.COM

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