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  • Microsoft SQL Server Management Studio causing system freeze

    - by CRoshanLG
    I'm experiencing very slow response from MSSMS and it causes other applications to slow down. Specially Skype crashes after few seconds from opening MSSMS, showing an error called "Disk I/O Error". I'm regularly using few applications (Sublime text, MS Word, Firefox, Outlook, Skype and one or two other apps) simultaneously. The system works fine when MSSMS is not in use! But as soon as MSSMS is opened, all the apps start to freeze (MSSMS also responds very slow). This problem has been there for about a week now (I haven't installed any apps or haven't made any changes to the system during that time). -- System Specifications -- Processor: Core i3 (3.1 GHz) RAM: 4 GB OS: Windows 7 Professional (64 bit) Free space in C drive: ~ 100 GB MS SQL Server 2008 R2 Microsoft SQL Server Management Studio version - 10.50.1600.1 I've tried to find a reason for this but there are no helpful information in the web! There are some solutions suggested (in forums and in Skype Support pages) for the Skypes' "Disk I/O Error", all of which I tried but does not solve the problem. Has anyone faced the same senario? (and hopefully) knows a solution? Systems Log I don't have much knowledge in interpreting the System Log, but I think the Critical and Warnings are not helpful. But there are lots of Error logs which might be useful. In source Kernal-General there are few similar errors saying "An I/O operation initiated by the Registry failed unrecoverably.The Registry could not flush hive (file): <some file>" In source atapi also there are few similar errors -- "The driver detected a controller error on \Device\Ide\IdePort0." (all errors has occurred in 'IdePort0') In Application Error, there are several errors logged, and following is the latest one. Both the Errors which has occurred today is similar (to this one). As it is from Ssms.exe, I guess this is relevant to the cause of problem. But as I said above I can't understand what it means!

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  • Backing up SQL NetApp Snapshots using TSM

    - by WerkkreW
    In our environment we have a 3 node SQL 2005 Cluster which is on NetApp storage. We are currently using SMSQL (NetApp SnapManager for SQL) to take Snapshot backups of the data. This works great, but due to some audit requirements we are also forced to maintain some copies on tape. We have used NDMP in other places across the enterprise but we do not want to use it in this specific instance. Basically what I need to do is, get the most recent snapshot copy of the databases on tape, via Tivoli Storage Manager (TSM). What I have done is, obtained a basic Windows Server 2003 VM with SnapDrive installed, which is SAN attached and zoned to the NetApp, and I have written a batch file to do the following: Mount the latest __RECENT snapshot lun to the host, using a specific drive letter Perform a TSM based incremental backup Dis-mount the LUN This seems to work fine, except sometimes the LUN's do not mount due to some sort of timeout. Also, due to my limited knowledge of windows batch scripting, I have no way to monitor the success or failure of these backups since I do not know how to send a valid return code back to the TSM scheduling service. Is there a more efficient/elegant way to accomplish this without NDMP?

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  • Transferring an SQL Processor License to a virtual hosted environment

    - by Andrew Shepherd
    My company is currently hosting a service in-house, and we want to move to an externally hosted environment. We would then be using a virtual server. I understand that this might be spread across multiple machines, but from my perspective as a customer, this layer is abstracted away - I shouldn't know or care about the hardware that the OS is hosted on. We have a licensed edition of SQL Server 2008. This is one Processor license. Will it be a violation of the licensing agreement to use this in a virtual environment. From the reference guide here it says When licensed Per Processor With Workgroup, Web, and Standard editions, for each server to which you have assigned the required number of per processor licenses, you may run, at any one time, any number of instances of the server software in physical and virtual operating system environments on the licensed server. However, the total number of physical and virtual processors used by those operating system environments cannot exceed the number of software licenses assigned to that server For enterprise edition there is an added option: if all physical processors in a machine have been licensed, then you may run unlimited instances of SQL server 2008 in one physical and an unlimited number of virtual operating environments on that same machine. I'm having trouble getting my head around this. Would I theoretically have to get a license for every processor in this virtual environment (which is effectively impossible because I have no way of knowing how many processors there actually are)? Or can I just say that it's hosted on one "virtual" server, so that's OK?

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  • Change Windows Authentication user for Sql Server Management Studio

    - by Asmor
    We're using Sql Server 2005 with Windows Authentication setup. So normally, when you log in using e.g. Sql Server Management Studio, it forces you to log in at MACHINE_NAME\Username. Anyways, on this one particular computer, the person said they had to make a new account called User01 to do something and showed me where she'd created it under security in the "master" system database. And so now when she logs in, it's listed as MACHINE_NAME\User01 (not the actual Windows user name). It's still set to Windows Authentication, though, and I'm unable to change the login name. Now here's where the real problem comes in... I didn't realize that she was being logged in under this user name at the time, and I disabled it to see what would happen. Now I can't log into the server under her account. I created a new account in Windows called test, and as expected SSMS had the username as MACHINE_NAME\test, and I was able to log in fine. However, the area where the User01 account was listed is not visible to me as far as I can tell and so I can't reenable it. I also tried running the following query: alter login User01 ENABLE And got this error: Msg 15151, Level 16, State 1, Line 1 Cannot alter the login 'User01', because it does not exist or you do not have permission. So in a nutshell, ideally I'd like to reenable User01 somehow, just to get things back to where they used to be. Failing that, how can I force SSMS to log in using the Windows account name as it should be, rather than trying to use User01?

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  • SQL Server Installation: Is it 32 or 64 bit?

    - by CapBBeard
    Hi, Recently I was performing an OS upgrade on one of our DB servers, moving from Server 2003 to Server 2008. The DBMS is SQL Server 2005. While reinstalling SQL on the new Windows installation, I went to another of our DB servers to verify a couple of settings. Now, I always thought this second server was Server 2003 x64 + SQL 2005 x64 (from what I'd been told), but I now have my doubts about this. I now suspect that it is in fact only 32 bit SQL, however I'd like to verify this. Here's some details: The OS is definitely 64 bit. xp_msver shows Platform as NT INTEL X86 SELECT @@VERSION shows Microsoft SQL Server 2005 - 9.00.4035.00 (Intel X86)... However sqlservr.exe is not shown with '* 32' in taskmgr, does anyone know why this is the case, if it is in fact 32 bit as claimed? Despite this, it does seem to be running out of the x86 program files folder. If I do the same checks on a confirmed 64 bit installation, it does give back the expected 64 bit readings, which can only prove that this server in question is only running in 32 bit. Now, that being the case, the question arises about how much memory this '32 bit' install can use. Task manager reports about 3.5GB memory usage for sqlservr.exe (The server has 16GB physical). I suspect that AWE has not been configured at all, and therefore the server will be significantly under-utilised (remembering that the OS is 64 bit) if SQL is simply using a 32bit address space. Is this assumption correct? I feel the server should have SQL reinstalled as 64 bit in order to fully utilise the hardware platform, however it is currently heavily in production; this will be no easy task. I suspect we may just have to configure AWE correctly and let it be for the time being (Unless this is a bad idea?). I apologise that this question is a little vague/lost; I'm no SQL expert, just trying to get a handle on what's going on here.

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  • SQL 2008 R2 replication error: The process could not connect to Distributor

    - by Lance Lefebure
    I have two servers running SQL 2008 R2 Standard, each with an instance named "MAIN". I have a small test database on my primary server (one table, 13 rows) that I want to replicate to a second server as a proof-of-concept for some larger databases that I want to replicate. I set up the primary server to be a publisher and distributor, and set the database to do transactional replication. I copied the data to the second server via a backup/restore, not via a snapshot (which I'll have to do with the larger databases due to database size and limited bandwidth). I followed the instructions here: http://gnawgnu.blogspot.com/2009/11/sql-2008-transactional-replication-and.html Now on the subscriber, I go under Replication / Local Subscriptions / Right click / Properties on my subscription to the DB. The status of the last synchronization shows a status of: "The process could not connect to Distributor 'PRIMARYSERVER\MAIN'." Data IS replicating from the primary to the secondary. Any record I add on the primary shows up on the secondary server within seconds. Is the Distributor part of the Snapshot system that I'm not using, or is it part of the transaction replication stuff? Thanks, Lance

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  • SQL Server Unattended Install through SSH

    - by Samuel
    I'm trying to install SQL Server from the command line through Cygwin open-ssh. The install works when I log onto the server as Administrator and execute the script through a Cygwin shell, but the install doesn't work when I SSH into the machine using Administrator's credentials and run the exact same command. I've already verified that the SSHD process is running as the Admistrator, and I've verified that the install script is indeed starting under Administrator. Is there something different with the terminal in SSH vs. the Cygwin terminal on the machine that would cause this problem? Specifically what's failing is Sql Server install runs for a while then hangs with a MSI error 1622. "Error opening installation log file. Verify that the specified log file location exists and is writable." If I run both installs, I've noticed that they have different authentication id's in ProcMon, but they have the exact same command line parameters. There has to be something in SSH that is causing permissions issues... Any ideas?

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  • Possible attack on my SQL server?

    - by erizias
    Checking my SQL Server log I see several entries like this: Date: 08-11-2011 11:40:42 Source: Logon Message: Login failed for user 'sa'. Reason: Password did not match for the login provided. [CLIENT: 56.60.156.50] Date: 08-11-2011 11:40:42 Source: Logon Message: Error: 18456. Severity: 14. State: 8. Date: 08-11-2011 11:40:41 Source: Logon Message: Login failed for user 'sa'. Reason: Password did not match for the login provided. [CLIENT: 56.60.156.50] Date: 08-11-2011 11:40:41 Source: Logon Message: Error: 18456. Severity: 14. State: 8. And so on.. Is this a possible attack on my SQL Server from the chineese???! I looked up the IP adress, at ip-lookup.net which stated it was chineese. And what to do? - Block the IP adress in the firewall? - Delete the user sa? And how do I protect my web server the best?! :) Thanks in advance!

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  • DBCC CHECKDB fails and quits job, ambiguous error message.

    - by ddono25
    I received a notice that one of our servers' DBCC CHECKDB for all databases has been failing the past four times it has been run. We don't have any data prior to that, but it doesn't look like it has been succeeding for awhile. There are no errors in the log file only: DBCC results for 'sys.sysxmlfacet'. [SQLSTATE 01000] Msg 0, Sev 0, State 1: Unspecified error occurred on SQL Server. Connection may have been terminated by the server. [SQLSTATE HY000] There are 112 rows in 1 pages for object "sys.sysxmlfacet". [SQLSTATE 01000] I ran a DBCC CHECKDB using sp_MSForEachDB to get more accurate results and had the same error on the same DB but at a separate point: DBCC results for 'NameValuePair_Greek_CI_AS'. [SQLSTATE 01000] Msg 0, Sev 0, State 1: Unspecified error occurred on SQL Server. Connection may have been terminated by the server. [SQLSTATE HY000] There are 0 rows in 0 pages for object "NameValuePair_Greek_CI_AS". [SQLSTATE 01000] Also, the error-log states that the DBCC completed without errors for this database. I can't figure out how to track down this ambiguous issue that only happens on this database out of the dozens on this server. Any help is appreciated!

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  • Unable to connect to SQL Database (can the password be reset)

    - by user45450
    I have recently joined a company which has an SQL 2005 Server running a few databases. The server looks like no one has touched it in a couple of years and has this week it ran out of disk space. After a quick hard drive scan it looks like some of the databases have become a little bloated and particularly the Sharepoint_config~*~_log and WSS_Content_log.ldf have grown to about 15GB. I have been able to log into a couple of the other databases and use the shrinkfile command to free up disk space but for some reason I am unable to log into the sharepoint and Microsoft#SSEE databases (which gives me the "cannot connect to Sharepoint, a network related or instance specific error occurred..." when I try and connect) I can see that the database is running via the SQL surface configuration and I have made sure that the remote connection settings allow me to connect locally but I am still unable to log in either with windows authentication or locally. Is there any way to reset or recover the database login details so I can get in? ( I have tried logging in with all the administrative passwords I can find and after tracking down the company who installed it in the first place I found out that they have no idea what the password could have been)

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  • Using SQLXML Bulk Load in .NET Environment - Error with One to Many relationship on Complex Type

    - by user331111
    Hi, I have an error when I am importing an XML file using SQLXMLBulkLoad, wondering if anyone could help. Error: Data mapping to column 'Attribute' was already found in the data. Make sure that no two schema definitions map to the same column Full files and details can be found here http://www.experts-exchange.com/Microsoft/Development/MS-SQL-Server/SQL-Server-2005/Q_26102239.html Exert from XSD: <sql:relationship name="EnvironmentDECAttributes" parent="Environment" parent-key="intEnvironmentID" child="DECAttributes" child-key="intEnvironmentID"/> <complexType name="Environment"> <sequence> <element name="ESANumber" minOccurs="0"> <annotation> <documentation> Environmentally Sensitive Area Number </documentation> </annotation> <simpleType> <restriction base="string"> <maxLength value="15"/> <whiteSpace value="collapse"/> </restriction> </simpleType> </element> <element name="Conditions" minOccurs="0" sql:relation="Conditions" sql:relationship="EnvironmentConditions"> <complexType> <sequence> <element name="Condition" type="vms:EnvironmentalConditions" minOccurs="0" maxOccurs="5"/> </sequence> </complexType> </element> <element name="DECDistrict" minOccurs="0"> <annotation> <documentation> Department of Environment &amp; Conservation District </documentation> </annotation> <simpleType> <restriction base="string"> <maxLength value="31"/> <whiteSpace value="collapse"/> </restriction> </simpleType> </element> <element name="DECAttributes" minOccurs="0" maxOccurs="1" sql:relation="DECAttributes" sql:relationship="EnvironmentDECAttributes"> <complexType> <sequence> <element name="Attribute" type="vms:DECAttributes" minOccurs="0" maxOccurs="unbounded" sql:field="Attribute"> <annotation> <documentation> Department of Environment &amp; Conservation attributes. </documentation> </annotation> </element> </sequence> </complexType> </element> </sequence> </complexType> Exert from XML: <Environment> <DECAttributes> <Attribute>WA</Attribute> <Attribute>SA</Attribute> </DECAttributes> </Environment> Any help/ comments would be appreciated Thanks C

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  • Agile Development

    - by James Oloo Onyango
    Alot of literature has and is being written about agile developement and its surrounding philosophies. In my quest to find the best way to express the importance of agile methodologies, i have found Robert C. Martin's "A Satire Of Two Companies" to be both the most concise and thorough! Enjoy the read! Rufus Inc Project Kick Off Your name is Bob. The date is January 3, 2001, and your head still aches from the recent millennial revelry. You are sitting in a conference room with several managers and a group of your peers. You are a project team leader. Your boss is there, and he has brought along all of his team leaders. His boss called the meeting. "We have a new project to develop," says your boss's boss. Call him BB. The points in his hair are so long that they scrape the ceiling. Your boss's points are just starting to grow, but he eagerly awaits the day when he can leave Brylcream stains on the acoustic tiles. BB describes the essence of the new market they have identified and the product they want to develop to exploit this market. "We must have this new project up and working by fourth quarter October 1," BB demands. "Nothing is of higher priority, so we are cancelling your current project." The reaction in the room is stunned silence. Months of work are simply going to be thrown away. Slowly, a murmur of objection begins to circulate around the conference table.   His points give off an evil green glow as BB meets the eyes of everyone in the room. One by one, that insidious stare reduces each attendee to quivering lumps of protoplasm. It is clear that he will brook no discussion on this matter. Once silence has been restored, BB says, "We need to begin immediately. How long will it take you to do the analysis?" You raise your hand. Your boss tries to stop you, but his spitwad misses you and you are unaware of his efforts.   "Sir, we can't tell you how long the analysis will take until we have some requirements." "The requirements document won't be ready for 3 or 4 weeks," BB says, his points vibrating with frustration. "So, pretend that you have the requirements in front of you now. How long will you require for analysis?" No one breathes. Everyone looks around to see whether anyone has some idea. "If analysis goes beyond April 1, we have a problem. Can you finish the analysis by then?" Your boss visibly gathers his courage: "We'll find a way, sir!" His points grow 3 mm, and your headache increases by two Tylenol. "Good." BB smiles. "Now, how long will it take to do the design?" "Sir," you say. Your boss visibly pales. He is clearly worried that his 3 mms are at risk. "Without an analysis, it will not be possible to tell you how long design will take." BB's expression shifts beyond austere.   "PRETEND you have the analysis already!" he says, while fixing you with his vacant, beady little eyes. "How long will it take you to do the design?" Two Tylenol are not going to cut it. Your boss, in a desperate attempt to save his new growth, babbles: "Well, sir, with only six months left to complete the project, design had better take no longer than 3 months."   "I'm glad you agree, Smithers!" BB says, beaming. Your boss relaxes. He knows his points are secure. After a while, he starts lightly humming the Brylcream jingle. BB continues, "So, analysis will be complete by April 1, design will be complete by July 1, and that gives you 3 months to implement the project. This meeting is an example of how well our new consensus and empowerment policies are working. Now, get out there and start working. I'll expect to see TQM plans and QIT assignments on my desk by next week. Oh, and don't forget that your crossfunctional team meetings and reports will be needed for next month's quality audit." "Forget the Tylenol," you think to yourself as you return to your cubicle. "I need bourbon."   Visibly excited, your boss comes over to you and says, "Gosh, what a great meeting. I think we're really going to do some world shaking with this project." You nod in agreement, too disgusted to do anything else. "Oh," your boss continues, "I almost forgot." He hands you a 30-page document. "Remember that the SEI is coming to do an evaluation next week. This is the evaluation guide. You need to read through it, memorize it, and then shred it. It tells you how to answer any questions that the SEI auditors ask you. It also tells you what parts of the building you are allowed to take them to and what parts to avoid. We are determined to be a CMM level 3 organization by June!"   You and your peers start working on the analysis of the new project. This is difficult because you have no requirements. But from the 10-minute introduction given by BB on that fateful morning, you have some idea of what the product is supposed to do.   Corporate process demands that you begin by creating a use case document. You and your team begin enumerating use cases and drawing oval and stick diagrams. Philosophical debates break out among the team members. There is disagreement as to whether certain use cases should be connected with <<extends>> or <<includes>> relationships. Competing models are created, but nobody knows how to evaluate them. The debate continues, effectively paralyzing progress.   After a week, somebody finds the iceberg.com Web site, which recommends disposing entirely of <<extends>> and <<includes>> and replacing them with <<precedes>> and <<uses>>. The documents on this Web site, authored by Don Sengroiux, describes a method known as stalwart-analysis, which claims to be a step-by-step method for translating use cases into design diagrams. More competing use case models are created using this new scheme, but again, people can't agree on how to evaluate them. The thrashing continues. More and more, the use case meetings are driven by emotion rather than by reason. If it weren't for the fact that you don't have requirements, you'd be pretty upset by the lack of progress you are making. The requirements document arrives on February 15. And then again on February 20, 25, and every week thereafter. Each new version contradicts the previous one. Clearly, the marketing folks who are writing the requirements, empowered though they might be, are not finding consensus.   At the same time, several new competing use case templates have been proposed by the various team members. Each template presents its own particularly creative way of delaying progress. The debates rage on. On March 1, Prudence Putrigence, the process proctor, succeeds in integrating all the competing use case forms and templates into a single, all-encompassing form. Just the blank form is 15 pages long. She has managed to include every field that appeared on all the competing templates. She also presents a 159- page document describing how to fill out the use case form. All current use cases must be rewritten according to the new standard.   You marvel to yourself that it now requires 15 pages of fill-in-the-blank and essay questions to answer the question: What should the system do when the user presses Return? The corporate process (authored by L. E. Ott, famed author of "Holistic Analysis: A Progressive Dialectic for Software Engineers") insists that you discover all primary use cases, 87 percent of all secondary use cases, and 36.274 percent of all tertiary use cases before you can complete analysis and enter the design phase. You have no idea what a tertiary use case is. So in an attempt to meet this requirement, you try to get your use case document reviewed by the marketing department, which you hope will know what a tertiary use case is.   Unfortunately, the marketing folks are too busy with sales support to talk to you. Indeed, since the project started, you have not been able to get a single meeting with marketing, which has provided a never-ending stream of changing and contradictory requirements documents.   While one team has been spinning endlessly on the use case document, another team has been working out the domain model. Endless variations of UML documents are pouring out of this team. Every week, the model is reworked.   The team members can't decide whether to use <<interfaces>> or <<types>> in the model. A huge disagreement has been raging on the proper syntax and application of OCL. Others on the team just got back from a 5-day class on catabolism, and have been producing incredibly detailed and arcane diagrams that nobody else can fathom.   On March 27, with one week to go before analysis is to be complete, you have produced a sea of documents and diagrams but are no closer to a cogent analysis of the problem than you were on January 3. **** And then, a miracle happens.   **** On Saturday, April 1, you check your e-mail from home. You see a memo from your boss to BB. It states unequivocally that you are done with the analysis! You phone your boss and complain. "How could you have told BB that we were done with the analysis?" "Have you looked at a calendar lately?" he responds. "It's April 1!" The irony of that date does not escape you. "But we have so much more to think about. So much more to analyze! We haven't even decided whether to use <<extends>> or <<precedes>>!" "Where is your evidence that you are not done?" inquires your boss, impatiently. "Whaaa . . . ." But he cuts you off. "Analysis can go on forever; it has to be stopped at some point. And since this is the date it was scheduled to stop, it has been stopped. Now, on Monday, I want you to gather up all existing analysis materials and put them into a public folder. Release that folder to Prudence so that she can log it in the CM system by Monday afternoon. Then get busy and start designing."   As you hang up the phone, you begin to consider the benefits of keeping a bottle of bourbon in your bottom desk drawer. They threw a party to celebrate the on-time completion of the analysis phase. BB gave a colon-stirring speech on empowerment. And your boss, another 3 mm taller, congratulated his team on the incredible show of unity and teamwork. Finally, the CIO takes the stage to tell everyone that the SEI audit went very well and to thank everyone for studying and shredding the evaluation guides that were passed out. Level 3 now seems assured and will be awarded by June. (Scuttlebutt has it that managers at the level of BB and above are to receive significant bonuses once the SEI awards level 3.)   As the weeks flow by, you and your team work on the design of the system. Of course, you find that the analysis that the design is supposedly based on is flawedno, useless; no, worse than useless. But when you tell your boss that you need to go back and work some more on the analysis to shore up its weaker sections, he simply states, "The analysis phase is over. The only allowable activity is design. Now get back to it."   So, you and your team hack the design as best you can, unsure of whether the requirements have been properly analyzed. Of course, it really doesn't matter much, since the requirements document is still thrashing with weekly revisions, and the marketing department still refuses to meet with you.     The design is a nightmare. Your boss recently misread a book named The Finish Line in which the author, Mark DeThomaso, blithely suggested that design documents should be taken down to code-level detail. "If we are going to be working at that level of detail," you ask, "why don't we simply write the code instead?" "Because then you wouldn't be designing, of course. And the only allowable activity in the design phase is design!" "Besides," he continues, "we have just purchased a companywide license for Dandelion! This tool enables 'Round the Horn Engineering!' You are to transfer all design diagrams into this tool. It will automatically generate our code for us! It will also keep the design diagrams in sync with the code!" Your boss hands you a brightly colored shrinkwrapped box containing the Dandelion distribution. You accept it numbly and shuffle off to your cubicle. Twelve hours, eight crashes, one disk reformatting, and eight shots of 151 later, you finally have the tool installed on your server. You consider the week your team will lose while attending Dandelion training. Then you smile and think, "Any week I'm not here is a good week." Design diagram after design diagram is created by your team. Dandelion makes it very difficult to draw these diagrams. There are dozens and dozens of deeply nested dialog boxes with funny text fields and check boxes that must all be filled in correctly. And then there's the problem of moving classes between packages. At first, these diagram are driven from the use cases. But the requirements are changing so often that the use cases rapidly become meaningless. Debates rage about whether VISITOR or DECORATOR design patterns should be used. One developer refuses to use VISITOR in any form, claiming that it's not a properly object-oriented construct. Someone refuses to use multiple inheritance, since it is the spawn of the devil. Review meetings rapidly degenerate into debates about the meaning of object orientation, the definition of analysis versus design, or when to use aggregation versus association. Midway through the design cycle, the marketing folks announce that they have rethought the focus of the system. Their new requirements document is completely restructured. They have eliminated several major feature areas and replaced them with feature areas that they anticipate customer surveys will show to be more appropriate. You tell your boss that these changes mean that you need to reanalyze and redesign much of the system. But he says, "The analysis phase is system. But he says, "The analysis phase is over. The only allowable activity is design. Now get back to it."   You suggest that it might be better to create a simple prototype to show to the marketing folks and even some potential customers. But your boss says, "The analysis phase is over. The only allowable activity is design. Now get back to it." Hack, hack, hack, hack. You try to create some kind of a design document that might reflect the new requirements documents. However, the revolution of the requirements has not caused them to stop thrashing. Indeed, if anything, the wild oscillations of the requirements document have only increased in frequency and amplitude.   You slog your way through them.   On June 15, the Dandelion database gets corrupted. Apparently, the corruption has been progressive. Small errors in the DB accumulated over the months into bigger and bigger errors. Eventually, the CASE tool just stopped working. Of course, the slowly encroaching corruption is present on all the backups. Calls to the Dandelion technical support line go unanswered for several days. Finally, you receive a brief e-mail from Dandelion, informing you that this is a known problem and that the solution is to purchase the new version, which they promise will be ready some time next quarter, and then reenter all the diagrams by hand.   ****   Then, on July 1 another miracle happens! You are done with the design!   Rather than go to your boss and complain, you stock your middle desk drawer with some vodka.   **** They threw a party to celebrate the on-time completion of the design phase and their graduation to CMM level 3. This time, you find BB's speech so stirring that you have to use the restroom before it begins. New banners and plaques are all over your workplace. They show pictures of eagles and mountain climbers, and they talk about teamwork and empowerment. They read better after a few scotches. That reminds you that you need to clear out your file cabinet to make room for the brandy. You and your team begin to code. But you rapidly discover that the design is lacking in some significant areas. Actually, it's lacking any significance at all. You convene a design session in one of the conference rooms to try to work through some of the nastier problems. But your boss catches you at it and disbands the meeting, saying, "The design phase is over. The only allowable activity is coding. Now get back to it."   ****   The code generated by Dandelion is really hideous. It turns out that you and your team were using association and aggregation the wrong way, after all. All the generated code has to be edited to correct these flaws. Editing this code is extremely difficult because it has been instrumented with ugly comment blocks that have special syntax that Dandelion needs in order to keep the diagrams in sync with the code. If you accidentally alter one of these comments, the diagrams will be regenerated incorrectly. It turns out that "Round the Horn Engineering" requires an awful lot of effort. The more you try to keep the code compatible with Dandelion, the more errors Dandelion generates. In the end, you give up and decide to keep the diagrams up to date manually. A second later, you decide that there's no point in keeping the diagrams up to date at all. Besides, who has time?   Your boss hires a consultant to build tools to count the number of lines of code that are being produced. He puts a big thermometer graph on the wall with the number 1,000,000 on the top. Every day, he extends the red line to show how many lines have been added. Three days after the thermometer appears on the wall, your boss stops you in the hall. "That graph isn't growing quickly enough. We need to have a million lines done by October 1." "We aren't even sh-sh-sure that the proshect will require a m-million linezh," you blather. "We have to have a million lines done by October 1," your boss reiterates. His points have grown again, and the Grecian formula he uses on them creates an aura of authority and competence. "Are you sure your comment blocks are big enough?" Then, in a flash of managerial insight, he says, "I have it! I want you to institute a new policy among the engineers. No line of code is to be longer than 20 characters. Any such line must be split into two or more preferably more. All existing code needs to be reworked to this standard. That'll get our line count up!"   You decide not to tell him that this will require two unscheduled work months. You decide not to tell him anything at all. You decide that intravenous injections of pure ethanol are the only solution. You make the appropriate arrangements. Hack, hack, hack, and hack. You and your team madly code away. By August 1, your boss, frowning at the thermometer on the wall, institutes a mandatory 50-hour workweek.   Hack, hack, hack, and hack. By September 1st, the thermometer is at 1.2 million lines and your boss asks you to write a report describing why you exceeded the coding budget by 20 percent. He institutes mandatory Saturdays and demands that the project be brought back down to a million lines. You start a campaign of remerging lines. Hack, hack, hack, and hack. Tempers are flaring; people are quitting; QA is raining trouble reports down on you. Customers are demanding installation and user manuals; salespeople are demanding advance demonstrations for special customers; the requirements document is still thrashing, the marketing folks are complaining that the product isn't anything like they specified, and the liquor store won't accept your credit card anymore. Something has to give.    On September 15, BB calls a meeting. As he enters the room, his points are emitting clouds of steam. When he speaks, the bass overtones of his carefully manicured voice cause the pit of your stomach to roll over. "The QA manager has told me that this project has less than 50 percent of the required features implemented. He has also informed me that the system crashes all the time, yields wrong results, and is hideously slow. He has also complained that he cannot keep up with the continuous train of daily releases, each more buggy than the last!" He stops for a few seconds, visibly trying to compose himself. "The QA manager estimates that, at this rate of development, we won't be able to ship the product until December!" Actually, you think it's more like March, but you don't say anything. "December!" BB roars with such derision that people duck their heads as though he were pointing an assault rifle at them. "December is absolutely out of the question. Team leaders, I want new estimates on my desk in the morning. I am hereby mandating 65-hour work weeks until this project is complete. And it better be complete by November 1."   As he leaves the conference room, he is heard to mutter: "Empowermentbah!" * * * Your boss is bald; his points are mounted on BB's wall. The fluorescent lights reflecting off his pate momentarily dazzle you. "Do you have anything to drink?" he asks. Having just finished your last bottle of Boone's Farm, you pull a bottle of Thunderbird from your bookshelf and pour it into his coffee mug. "What's it going to take to get this project done? " he asks. "We need to freeze the requirements, analyze them, design them, and then implement them," you say callously. "By November 1?" your boss exclaims incredulously. "No way! Just get back to coding the damned thing." He storms out, scratching his vacant head.   A few days later, you find that your boss has been transferred to the corporate research division. Turnover has skyrocketed. Customers, informed at the last minute that their orders cannot be fulfilled on time, have begun to cancel their orders. Marketing is re-evaluating whether this product aligns with the overall goals of the company. Memos fly, heads roll, policies change, and things are, overall, pretty grim. Finally, by March, after far too many sixty-five hour weeks, a very shaky version of the software is ready. In the field, bug-discovery rates are high, and the technical support staff are at their wits' end, trying to cope with the complaints and demands of the irate customers. Nobody is happy.   In April, BB decides to buy his way out of the problem by licensing a product produced by Rupert Industries and redistributing it. The customers are mollified, the marketing folks are smug, and you are laid off.     Rupert Industries: Project Alpha   Your name is Robert. The date is January 3, 2001. The quiet hours spent with your family this holiday have left you refreshed and ready for work. You are sitting in a conference room with your team of professionals. The manager of the division called the meeting. "We have some ideas for a new project," says the division manager. Call him Russ. He is a high-strung British chap with more energy than a fusion reactor. He is ambitious and driven but understands the value of a team. Russ describes the essence of the new market opportunity the company has identified and introduces you to Jane, the marketing manager, who is responsible for defining the products that will address it. Addressing you, Jane says, "We'd like to start defining our first product offering as soon as possible. When can you and your team meet with me?" You reply, "We'll be done with the current iteration of our project this Friday. We can spare a few hours for you between now and then. After that, we'll take a few people from the team and dedicate them to you. We'll begin hiring their replacements and the new people for your team immediately." "Great," says Russ, "but I want you to understand that it is critical that we have something to exhibit at the trade show coming up this July. If we can't be there with something significant, we'll lose the opportunity."   "I understand," you reply. "I don't yet know what it is that you have in mind, but I'm sure we can have something by July. I just can't tell you what that something will be right now. In any case, you and Jane are going to have complete control over what we developers do, so you can rest assured that by July, you'll have the most important things that can be accomplished in that time ready to exhibit."   Russ nods in satisfaction. He knows how this works. Your team has always kept him advised and allowed him to steer their development. He has the utmost confidence that your team will work on the most important things first and will produce a high-quality product.   * * *   "So, Robert," says Jane at their first meeting, "How does your team feel about being split up?" "We'll miss working with each other," you answer, "but some of us were getting pretty tired of that last project and are looking forward to a change. So, what are you people cooking up?" Jane beams. "You know how much trouble our customers currently have . . ." And she spends a half hour or so describing the problem and possible solution. "OK, wait a second" you respond. "I need to be clear about this." And so you and Jane talk about how this system might work. Some of her ideas aren't fully formed. You suggest possible solutions. She likes some of them. You continue discussing.   During the discussion, as each new topic is addressed, Jane writes user story cards. Each card represents something that the new system has to do. The cards accumulate on the table and are spread out in front of you. Both you and Jane point at them, pick them up, and make notes on them as you discuss the stories. The cards are powerful mnemonic devices that you can use to represent complex ideas that are barely formed.   At the end of the meeting, you say, "OK, I've got a general idea of what you want. I'm going to talk to the team about it. I imagine they'll want to run some experiments with various database structures and presentation formats. Next time we meet, it'll be as a group, and we'll start identifying the most important features of the system."   A week later, your nascent team meets with Jane. They spread the existing user story cards out on the table and begin to get into some of the details of the system. The meeting is very dynamic. Jane presents the stories in the order of their importance. There is much discussion about each one. The developers are concerned about keeping the stories small enough to estimate and test. So they continually ask Jane to split one story into several smaller stories. Jane is concerned that each story have a clear business value and priority, so as she splits them, she makes sure that this stays true.   The stories accumulate on the table. Jane writes them, but the developers make notes on them as needed. Nobody tries to capture everything that is said; the cards are not meant to capture everything but are simply reminders of the conversation.   As the developers become more comfortable with the stories, they begin writing estimates on them. These estimates are crude and budgetary, but they give Jane an idea of what the story will cost.   At the end of the meeting, it is clear that many more stories could be discussed. It is also clear that the most important stories have been addressed and that they represent several months worth of work. Jane closes the meeting by taking the cards with her and promising to have a proposal for the first release in the morning.   * * *   The next morning, you reconvene the meeting. Jane chooses five cards and places them on the table. "According to your estimates, these cards represent about one perfect team-week's worth of work. The last iteration of the previous project managed to get one perfect team-week done in 3 real weeks. If we can get these five stories done in 3 weeks, we'll be able to demonstrate them to Russ. That will make him feel very comfortable about our progress." Jane is pushing it. The sheepish look on her face lets you know that she knows it too. You reply, "Jane, this is a new team, working on a new project. It's a bit presumptuous to expect that our velocity will be the same as the previous team's. However, I met with the team yesterday afternoon, and we all agreed that our initial velocity should, in fact, be set to one perfectweek for every 3 real-weeks. So you've lucked out on this one." "Just remember," you continue, "that the story estimates and the story velocity are very tentative at this point. We'll learn more when we plan the iteration and even more when we implement it."   Jane looks over her glasses at you as if to say "Who's the boss around here, anyway?" and then smiles and says, "Yeah, don't worry. I know the drill by now."Jane then puts 15 more cards on the table. She says, "If we can get all these cards done by the end of March, we can turn the system over to our beta test customers. And we'll get good feedback from them."   You reply, "OK, so we've got our first iteration defined, and we have the stories for the next three iterations after that. These four iterations will make our first release."   "So," says Jane, can you really do these five stories in the next 3 weeks?" "I don't know for sure, Jane," you reply. "Let's break them down into tasks and see what we get."   So Jane, you, and your team spend the next several hours taking each of the five stories that Jane chose for the first iteration and breaking them down into small tasks. The developers quickly realize that some of the tasks can be shared between stories and that other tasks have commonalities that can probably be taken advantage of. It is clear that potential designs are popping into the developers' heads. From time to time, they form little discussion knots and scribble UML diagrams on some cards.   Soon, the whiteboard is filled with the tasks that, once completed, will implement the five stories for this iteration. You start the sign-up process by saying, "OK, let's sign up for these tasks." "I'll take the initial database generation." Says Pete. "That's what I did on the last project, and this doesn't look very different. I estimate it at two of my perfect workdays." "OK, well, then, I'll take the login screen," says Joe. "Aw, darn," says Elaine, the junior member of the team, "I've never done a GUI, and kinda wanted to try that one."   "Ah, the impatience of youth," Joe says sagely, with a wink in your direction. "You can assist me with it, young Jedi." To Jane: "I think it'll take me about three of my perfect workdays."   One by one, the developers sign up for tasks and estimate them in terms of their own perfect workdays. Both you and Jane know that it is best to let the developers volunteer for tasks than to assign the tasks to them. You also know full well that you daren't challenge any of the developers' estimates. You know these people, and you trust them. You know that they are going to do the very best they can.   The developers know that they can't sign up for more perfect workdays than they finished in the last iteration they worked on. Once each developer has filled his or her schedule for the iteration, they stop signing up for tasks.   Eventually, all the developers have stopped signing up for tasks. But, of course, tasks are still left on the board.   "I was worried that that might happen," you say, "OK, there's only one thing to do, Jane. We've got too much to do in this iteration. What stories or tasks can we remove?" Jane sighs. She knows that this is the only option. Working overtime at the beginning of a project is insane, and projects where she's tried it have not fared well.   So Jane starts to remove the least-important functionality. "Well, we really don't need the login screen just yet. We can simply start the system in the logged-in state." "Rats!" cries Elaine. "I really wanted to do that." "Patience, grasshopper." says Joe. "Those who wait for the bees to leave the hive will not have lips too swollen to relish the honey." Elaine looks confused. Everyone looks confused. "So . . .," Jane continues, "I think we can also do away with . . ." And so, bit by bit, the list of tasks shrinks. Developers who lose a task sign up for one of the remaining ones.   The negotiation is not painless. Several times, Jane exhibits obvious frustration and impatience. Once, when tensions are especially high, Elaine volunteers, "I'll work extra hard to make up some of the missing time." You are about to correct her when, fortunately, Joe looks her in the eye and says, "When once you proceed down the dark path, forever will it dominate your destiny."   In the end, an iteration acceptable to Jane is reached. It's not what Jane wanted. Indeed, it is significantly less. But it's something the team feels that can be achieved in the next 3 weeks.   And, after all, it still addresses the most important things that Jane wanted in the iteration. "So, Jane," you say when things had quieted down a bit, "when can we expect acceptance tests from you?" Jane sighs. This is the other side of the coin. For every story the development team implements,   Jane must supply a suite of acceptance tests that prove that it works. And the team needs these long before the end of the iteration, since they will certainly point out differences in the way Jane and the developers imagine the system's behaviour.   "I'll get you some example test scripts today," Jane promises. "I'll add to them every day after that. You'll have the entire suite by the middle of the iteration."   * * *   The iteration begins on Monday morning with a flurry of Class, Responsibilities, Collaborators sessions. By midmorning, all the developers have assembled into pairs and are rapidly coding away. "And now, my young apprentice," Joe says to Elaine, "you shall learn the mysteries of test-first design!"   "Wow, that sounds pretty rad," Elaine replies. "How do you do it?" Joe beams. It's clear that he has been anticipating this moment. "OK, what does the code do right now?" "Huh?" replied Elaine, "It doesn't do anything at all; there is no code."   "So, consider our task; can you think of something the code should do?" "Sure," Elaine said with youthful assurance, "First, it should connect to the database." "And thereupon, what must needs be required to connecteth the database?" "You sure talk weird," laughed Elaine. "I think we'd have to get the database object from some registry and call the Connect() method. "Ah, astute young wizard. Thou perceives correctly that we requireth an object within which we can cacheth the database object." "Is 'cacheth' really a word?" "It is when I say it! So, what test can we write that we know the database registry should pass?" Elaine sighs. She knows she'll just have to play along. "We should be able to create a database object and pass it to the registry in a Store() method. And then we should be able to pull it out of the registry with a Get() method and make sure it's the same object." "Oh, well said, my prepubescent sprite!" "Hay!" "So, now, let's write a test function that proves your case." "But shouldn't we write the database object and registry object first?" "Ah, you've much to learn, my young impatient one. Just write the test first." "But it won't even compile!" "Are you sure? What if it did?" "Uh . . ." "Just write the test, Elaine. Trust me." And so Joe, Elaine, and all the other developers began to code their tasks, one test case at a time. The room in which they worked was abuzz with the conversations between the pairs. The murmur was punctuated by an occasional high five when a pair managed to finish a task or a difficult test case.   As development proceeded, the developers changed partners once or twice a day. Each developer got to see what all the others were doing, and so knowledge of the code spread generally throughout the team.   Whenever a pair finished something significant whether a whole task or simply an important part of a task they integrated what they had with the rest of the system. Thus, the code base grew daily, and integration difficulties were minimized.   The developers communicated with Jane on a daily basis. They'd go to her whenever they had a question about the functionality of the system or the interpretation of an acceptance test case.   Jane, good as her word, supplied the team with a steady stream of acceptance test scripts. The team read these carefully and thereby gained a much better understanding of what Jane expected the system to do. By the beginning of the second week, there was enough functionality to demonstrate to Jane. She watched eagerly as the demonstration passed test case after test case. "This is really cool," Jane said as the demonstration finally ended. "But this doesn't seem like one-third of the tasks. Is your velocity slower than anticipated?"   You grimace. You'd been waiting for a good time to mention this to Jane but now she was forcing the issue. "Yes, unfortunately, we are going more slowly than we had expected. The new application server we are using is turning out to be a pain to configure. Also, it takes forever to reboot, and we have to reboot it whenever we make even the slightest change to its configuration."   Jane eyes you with suspicion. The stress of last Monday's negotiations had still not entirely dissipated. She says, "And what does this mean to our schedule? We can't slip it again, we just can't. Russ will have a fit! He'll haul us all into the woodshed and ream us some new ones."   You look Jane right in the eyes. There's no pleasant way to give someone news like this. So you just blurt out, "Look, if things keep going like they're going, we're not going to be done with everything by next Friday. Now it's possible that we'll figure out a way to go faster. But, frankly, I wouldn't depend on that. You should start thinking about one or two tasks that could be removed from the iteration without ruining the demonstration for Russ. Come hell or high water, we are going to give that demonstration on Friday, and I don't think you want us to choose which tasks to omit."   "Aw forchrisakes!" Jane barely manages to stifle yelling that last word as she stalks away, shaking her head. Not for the first time, you say to yourself, "Nobody ever promised me project management would be easy." You are pretty sure it won't be the last time, either.   Actually, things went a bit better than you had hoped. The team did, in fact, have to drop one task from the iteration, but Jane had chosen wisely, and the demonstration for Russ went without a hitch. Russ was not impressed with the progress, but neither was he dismayed. He simply said, "This is pretty good. But remember, we have to be able to demonstrate this system at the trade show in July, and at this rate, it doesn't look like you'll have all that much to show." Jane, whose attitude had improved dramatically with the completion of the iteration, responded to Russ by saying, "Russ, this team is working hard, and well. When July comes around, I am confident that we'll have something significant to demonstrate. It won't be everything, and some of it may be smoke and mirrors, but we'll have something."   Painful though the last iteration was, it had calibrated your velocity numbers. The next iteration went much better. Not because your team got more done than in the last iteration but simply because the team didn't have to remove any tasks or stories in the middle of the iteration.   By the start of the fourth iteration, a natural rhythm has been established. Jane, you, and the team know exactly what to expect from one another. The team is running hard, but the pace is sustainable. You are confident that the team can keep up this pace for a year or more.   The number of surprises in the schedule diminishes to near zero; however, the number of surprises in the requirements does not. Jane and Russ frequently look over the growing system and make recommendations or changes to the existing functionality. But all parties realize that these changes take time and must be scheduled. So the changes do not cause anyone's expectations to be violated. In March, there is a major demonstration of the system to the board of directors. The system is very limited and is not yet in a form good enough to take to the trade show, but progress is steady, and the board is reasonably impressed.   The second release goes even more smoothly than the first. By now, the team has figured out a way to automate Jane's acceptance test scripts. The team has also refactored the design of the system to the point that it is really easy to add new features and change old ones. The second release was done by the end of June and was taken to the trade show. It had less in it than Jane and Russ would have liked, but it did demonstrate the most important features of the system. Although customers at the trade show noticed that certain features were missing, they were very impressed overall. You, Russ, and Jane all returned from the trade show with smiles on your faces. You all felt as though this project was a winner.   Indeed, many months later, you are contacted by Rufus Inc. That company had been working on a system like this for its internal operations. Rufus has canceled the development of that system after a death-march project and is negotiating to license your technology for its environment.   Indeed, things are looking up!

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  • SQL CLR Assembly Error 80131051 when late binding to a registered C# COM .dll

    - by Shanubus
    I must have hit an unusual one, because I can't find any reference to this specific failing anywhere... Scenario: I have a legacy SQL function used to transform(encrypt) data. This function is called from within many stored procedures used by multiple applications. I say this, because the obvious answer of 'just call it from your code' is not really an option (or at least one I'd prefer not explore). The legacy function used sp_OA with an ActiveX dll on SQL2000 to perform its work. The new function is targeted at SQL2008 x64. I am ditching the sp_OA call in favor of CLR assembly; and am getting rid of the ActiveX dll and using a COM+ .dll (3rd party) to perform the same work. This 3rd party COM+ is required to be used based on spec given to me, so can't get rid of this piece either. Problem: After multiple attempts at getting this to work I have eliminated the following approaches 1) Create a Sql Assembly to call the local COM+ directly -- Can't do this as it requires a reference to System.EnterpriseServices. Including this requires that a whole slew of unsupported assemblies be registered which I don't want. The COM+ requires it's methods to be accessed via an Interface, so my attempts at late binding to it directly have not been successful (late binding would allow me to drop the unsupported references). 2) Create a Sql Assembly which references a C# class library that then calls the COM+. -- Same issue as #1; since the referenced dll uses System.EnterpriseServices and will be added as a dependency when referenced in the Sql Assembly, again trying to load all the unsupported libraries 3) Create a Sql Assembly which late binds to an ActiveX COM dll that calls the COM+. -- Worked in my dev environment, but can't go to x64 in production with ActiveX dll's written in VB6 (not to mention I hate backtracking anyway)... again failure... I am now onto an approach that is almost working, with of course one last hangup. I now have -a Sql Assembly that late binds to a C# COM dll, eliminating the need for including System.EnterpriseServices and eliminating the need to reference the C# COM in the SqlAssembly itself. The C# COM does reference System.EnterpriseServices to call the COM+, but since I am late binding to it from the SqlAssembly, I bypass the need for Sql to actually load them as referenced assemblies. Works in debugger.. Works on my dev box when the SqlAssembly dll is referenced in a test console app and called directly Installs to Sql2008 just fine Executing the actual UDF works, but returns no data due to a failure reporting from the late bound dll! So the SqlAssembly is instanciated just fine. It actually fails on it's late binding to the C# COM, which is working from a test console app on the same machine. It appears to be a difference in behavior based on whether called from within the SQL UDF or not. Since it is working on the same box from my console app, I am assuming it's on the SQL side. My steps to install were. --Install the COM+ dll and ensure it can be called successfully (as from with in the console app) --Register the C# COM dll (which calls the COM+) and get it to the GAC (again proofed to be working from console app) --Create my Assymetric Key CREATE ASYMMETRIC KEY SqlCryptoKey FROM EXECUTABLE FILE = 'D:\SqlEx.dll' CREATE LOGIN SqlExLogin FROM ASYMMETRIC KEY SqlExKey GRANT UNSAFE ASSEMBLY TO SqlExLogin GO --Add the assembly CREATE ASSEMBLY SqlEx FROM 'D:\SqlEx.dll' WITH PERMISSION_SET = UNSAFE; GO --Create the function CREATE FUNCTION dbo.f_SqlEx( @clearText [nvarchar](512) ) RETURNS nvarchar(512) WITH EXECUTE AS CALLER AS EXTERNAL NAME SqlEx.[SqlEx.SqlEx].Ex GO With all that done, I can now call my function SELECT dbo.f_SqlEx('test') But get this error in the event log... Retrieving the COM class factory for component with CLSID {F69D6320-5884-323F-936A-7657946604BE} failed due to the following error: 80131051. I can't really provide direct code examples, due to internal security implications; but all the code itself seems to work, I am suspecting perms or something of the like... I just find it odd that I can't find any reference to error 80131051. If someone out there believe some 'indirect' code samples will help, I will be happy to provide. Any assistance is appreciated.

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  • Product Naming Conventions - Does it make sense

    - by NeilHambly
    Maybe it’s just me, but with some of the MS Products being released in 2010 with "2010" in their product name, is the naming of the SQL Server product suite being released with product name that doesn’t make sense, our latest SQL Server Release which is now just about to be released is "SQL Server 2008 R2" My question is do you think this product name is ? Good, Bad or just plain confusing IMHO I think we could have been better placed if this was named "SQL Server 2010"...(read more)

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  • Configure Windows Firewall for SQL Server 2008 Database Engine in Windows Server 2008 R2

    I have installed SQL Server 2008 Developer Edition on Windows Server 2008 R2 and I am unable to get connect to SQL Server 2008 Instance from SQL Server 2008 Management Studio which is installed on another remote server. As I am new to Windows Server 2008 R2 it would be great if you can let me know the step by step approach to enable the default port of SQL Server 2008 in Windows Firewall for user connectivity.

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  • Five Things To Which SQL Server Should Say "Goodbye and Good Riddance"

    - by Adam Machanic
    I was tagged by master blogger Aaron Bertrand and asked to identify five things that should be removed from SQL Server. Easy enough, or so I thought... 1) Tempdb . But I should qualify that a bit. Tempdb is absolutely necessary for SQL Server to properly function, but in its current state is easily the number one bottleneck in the majority of SQL Server instances. Many other DBMS vendors abandoned the "monolithic, instance-scoped temporary data space" years ago, yet SQL Server soldiers on, putting...(read more)

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  • SQLServerCentral Webinar Series #6: Gathering and Interpreting Server Metrics including SQL Monitor

    In this webinar, MVP and noted author, Grant Fritchey shows you how to better keep track of what is happening on your instances by gathering information on performance from SQL Monitor and then using that to interpret the impact on your databases. Dec 14, 2010. NEW! SQL Monitor 2.0Monitor SQL Server Central's servers withRed Gate's new SQL Monitor.No installation required. Find out more.

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  • SQL Server Installation Checklist

    - by Jonathan Kehayias
    The other night I was asked on Twitter by Todd McDonald (Twitter), for a build list for SQL Server 2005 and 2008.  My initial response was to provide a link to the SQL Server Build List Blog , which documents all of the builds of SQL Server and provides links to the KB articles associated with the builds.  However, this wasn’t what Todd was after, he actually wanted a reference for an installation checklist for SQL Server.  I have a number of these that I use in my job, and they vary...(read more)

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  • SSDT - What's in a name?

    - by jamiet
    SQL Server Data Tools (SSDT) recently got released as part of SQL Server 2012 and depending on who you believe it can be described as either: a suite of tools for building SQL Server database solutions or a suite of tools for building SQL Server database, Integration Services, Analysis Services & Reporting Services solutions Certainly the SQL Server 2012 installer seems to think it is the latter because it describes SQL Server Data Tools as "the SQL server development environment, including the tool formerly named Business Intelligence Development Studio. Also installs the business intelligence tools and references to the web installers for database development tools" as you can see here: Strange then that, seemingly, there is no consensus within Microsoft about what SSDT actually is. On yesterday's blog post First Release of SSDT Power Tools reader Simon Lampen asked the quite legitimate question:I understand (rightly or wrongly) that SSDT is the replacement for BIDS for SQL 2012 and have just installed this. If this is the case can you please point me to how I can edit rdl and rdlc files from within Visual Studio 2010 and import MS Access reports.To which came the following reply:SSDT doesn't include any BIDs (sic) components. Following up with the appropriate team (Analysis Services, Reporting Services, Integration Services) via their forum or msdn page would be the best way to answer you questions about these kinds of services. That's from a Microsoft employee by the way. Simon is even more confused by this and replies with:I have done some more digging and am more confused than ever. This documentation (and many others) : msdn.microsoft.com/.../ms156280.aspx expressly states that SSDT is where report editing tools are to be foundAnd on it goes....You can see where Simon's confusion stems from. He has official documentation stating that SSDT includes all the stuff for building SSIS/SSAS/SSRS solutions (this is confirmed in the installer, remember) yet someone from Microsoft tells him "SSDT doesn't include any BIDs components".I have been close to this for a long time (all the way through the CTPs) so I can kind of understand where the confusion stems from. To my understanding SSDT was originally the name of the database dev stuff but eventually that got expanded to include all of the dev tools - I guess not everyone in Microsoft got the memo.Does this sound familiar? Have we not been down this road before? The database dev tools have had upteen names over the years (do any of datadude, TSData, VSTS for DB Pros, DBPro, VS2010 Database Projects sound familiar) and I was hoping that the SSDT moniker would put all confusion to bed - evidently its as complicated now as it has ever been.Forgive me for whinging but putting meaningful, descriptive, accurate, well-defined and easily-communicated names onto a product doesn't seem like a difficult thing to do. I guess I'm mistaken!Onwards and upwards...@Jamiet

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  • My “SQL Server” Goals for 2011

    - by NeilHambly
    Having Read a few blogs on various SQL people setting their "Goals" for the Year ahead, and having some clearly defined SQL based goals already in mind. I have decided to share these for others to see and ask me from time-time how I'm progressing with them, so although no particular priorities in mind here are my chosen goals for 2011 SQL conferences & Training Events · SQLCruise (June 2011) Alaska - I'm booked on this one already!! · SQL Master Week # 1 ( April/May 2011) Master...(read more)

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  • SQL File Layout Viewer 1.2

    - by merrillaldrich
    Just ahead of presenting it at SQL Saturday in my home town of Minneapolis / Saint Paul, I’m happy to release an updated version of the SQL Server File Layout Viewer. This is a utility I released back in March for inspecting the arrangement of data pages in SQL Server files. If you will be in Minneapolis this Saturday (space permitting), please come out and see this tool in action! New Features Based on feedback from others in the SQL Server community, I made these enhancements: Page types now provide...(read more)

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  • Five Things To Which SQL Server Should Say "Goodbye and Good Riddance"

    - by Adam Machanic
    I was tagged by master blogger Aaron Bertrand and asked to identify five things that should be removed from SQL Server. Easy enough, or so I thought... 1) Tempdb . But I should qualify that a bit. Tempdb is absolutely necessary for SQL Server to properly function, but in its current state is easily the number one bottleneck in the majority of SQL Server instances. Many other DBMS vendors abandoned the "monolithic, instance-scoped temporary data space" years ago, yet SQL Server soldiers on, putting...(read more)

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  • Security Updates Available for SQL Server 2008, 2008 R2, 2012, 2014

    - by AaronBertrand
    If you are running 2008 SP3, 2008 R2 SP2, 2012 SP1 (SP2 is not affected, RTM is no longer supported), or 2014, you'll want to check out Security Bulletin MS14-044 for details on a denial of service / privilege escalation issue that has been patched: http://technet.microsoft.com/en-us/library/security/MS14-044 For SQL Server 2012 and SQL Server 2014, I've blogged about recent builds and recommendations here: http://blogs.sqlsentry.com/team-posts/latest-builds-sql-server-2012/ http://blogs.sqlsentry.com/team-posts/latest-builds-sql-server-2014...(read more)

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  • New UK SQL Server community event

    - by GavinPayneUK
    I’m pleased to announce that with the support of VMware I will be holding a new UK SQL Server community event in January 2011. Wednesday January 19th 2011 6.45-9.00pm Free registration required, free parking on-site Registration link here SQL Server in the Evening , hosted at VMware’s UK headquarters in Frimley in Surrey, will cover contemporary technology topics for those using SQL Server in 2011, as well as providing a chance to make and meet with SQL Server community friends. The event will have...(read more)

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  • AdventureWorks 2014 Sample Databases Are Now Available

    - by aspiringgeek
      Where in the World is AdventureWorks? Recently, SQL Community feedback from twitter prompted me to look in vain for SQL Server 2014 versions of the AdventureWorks sample databases we’ve all grown to know & love. I searched Codeplex, then used the bing & even the google in an effort to locate them, yet all I could find were samples on different sites highlighting specific technologies, an incomplete collection inconsistent with the experience we users had learned to expect.  I began pinging internally & learned that an update to AdventureWorks wasn’t even on the road map.  Fortunately, SQL Marketing manager Luis Daniel Soto Maldonado (t) lent a sympathetic ear & got the update ball rolling; his direct report Darmodi Komo recently announced the release of the shiny new sample databases for OLTP, DW, Tabular, and Multidimensional models to supplement the extant In-Memory OLTP sample DB.  What Success Looks Like In my correspondence with the team, here’s how I defined success: 1. Sample AdventureWorks DBs hosted on Codeplex showcasing SQL Server 2014’s latest-&-greatest features, including:  In-Memory OLTP (aka Hekaton) Clustered Columnstore Online Operations Resource Governor IO 2. Where it makes sense to do so, consolidate the DBs (e.g., showcasing Columnstore likely involves a separate DW DB) 3. Documentation to support experimenting with these features As Microsoft Senior SDE Bonnie Feinberg (b) stated, “I think it would be great to see an AdventureWorks for SQL 2014.  It would be super helpful for third-party book authors and trainers.  It also provides a common way to share examples in blog posts and forum discussions, for example.”  Exactly.  We’ve established a rich & robust tradition of sample databases on Codeplex.  This is what our community & our customers expect.  The prompt response achieves what we all aim to do, i.e., manifests the Service Design Engineering mantra of “delighting the customer”.  Kudos to Luis’s team in SQL Server Marketing & Kevin Liu’s team in SQL Server Engineering for doing so. Download AdventureWorks 2014 Download your copies of SQL Server 2014 AdventureWorks sample databases here.

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