My 'Simple Life' at Internet Brands

Introduction:

This page is supposed to be a summary of my ‘simple’ life at Internet Brands and should contain a collection of process, methods, tasks and solutions that I created, used or collaborated in.

Methodology:

Having previously participated in numerous successful projects that were implemented using Rational Unified Process(RUP), I observed that the Database Team spent 80%-90% of our time in the Construction and Transition phase.

This is not such a bad thing except that the other phases require just as much attention.

I can best describe the challenge as follows.

If nothing were to change, maintenance of existing systems would be simple and almost predictable with a few menial tasks such as hardware replacement.

Now if you throw in the need to compete, innovate and create new products, change is introduced which requires some investment of time in the Inception, Elaboration and Construction stages of RUP.

The less time spent in these phases by the DB team, the harder the challenges in the Transition phase.

Change:

Change is an interesting thing. We need it to make progress but are resistant to it depending on how it is brought about.

In my experience, I have found that most software methodologies succeed in introducing change by incorporating the following:

• COMMUNICATE CHANGE.
• CHANGE CONTROL.
• COLLABORATE.
• EXECUTE.

Problem Solving:

My philosophy about problem solving is simplistic and falls in the following categories.

1. Troubleshooting.
1. Problem Identification.
2. Historical Metrics.
3. Problem time-line.
2. Impact Analysis.
1. Systems impacted.
2. People impacted.
3. Solution:
1. Create and Test Simple solution.
2. Create and Test Preventative solution.
4. Execution:
1. Communicate Solution.
2. Schedule window for execution.
5. Post Mortem:
1. Communicate closure.
2. Document closure.
3. Document Solutions.

Now I must confess that I did not follow these steps religiously but where time permitted, this approach proved to be most effective in adopting a best practice.

The above philosophy is rooted in the following:

• Problem identification is at least 50% of the solution and is made easier if the problem can be re-produced.
• Historical metrics regarding the problem and environment aid in at least 50% of problem identification.
• The simplest solution is often the best solution.
• Documenting the solution aids in being proactive and thinking about preventative measures.

Daily Tasks:

08h00 – 10h00

This 2 hour window is crucial in getting ahead of the wave.

I call this time ‘window-gazing’ time which is essential for strategic thinking, planning and some execution.

I utilized this time to do the following.

• Day planning.
• MS SQL Server and MySQL task management and review.
• JIRA task management, delegation and review.
• Outlook mailbox organization.
• Meeting request management.

10h00 – 16h45

This window is the actual execution window for most tasks.

Quite a number of meetings are scheduled in this window too.

• Validate that Oracle RMAN backups completed.
• Check and resolve OEM ‘critical’ and ‘warning’ alerts
• Check and resolve error emails in outlook (oracle and OEM) alerts.
• Check and resolve assigned JIRA tasks.
• Connect to UNIX hosts and watch load, memory file systems.
• Attend scheduled meetings.
• Resolve walk-over requests.
• Group discussion on various tasks and problems.

Weekly Tasks

• Check that OEM completed gathering the weekly baseline.
• Review JIRA tasks and timelines.
• Check data warehouse status.
• Check, review and implement access control.
• Database Team Meeting.
• Review and red-flag unattended issues.
• Check documentation status and add to the wiki.

Monthly Tasks

• Capacity and License planning and execution.
• Space and Disk utilization.
• Review OEM reports and dashboards.
• Review SOX compliance tasks.
• Expense reports.
• Vacation time scheduling and review.

Annual Tasks

• Database Team performance review.
• Database Backup and Archival.
• Architectural review and planning.