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Recently had Submitted few of my Scripts on Oracle Technology Network Portal and SUN BIGADMIN.Sharing few of them
SCRIPTS FOR SOLARIS ZFS ADMINISTRATION
http://www.sun.com/bigadmin/content/submitted/zfsufs_admin.jsp--------------------------------------------------------------------------
Scripts for SOLARIS IPMP CONFIGURATION
http://www.sun.com/bigadmin/content/submitted/config_ipmp.jsp
--------------------------------------------------------------------------Scripts for Administration of User and Group Accounts in Oracle Solaris
https://codesamples.samplecode.oracle.com/servlets/tracking/id/S607
Video : http://www.youtube.com/watch?v=fNx7HtDrnZQ
---------------------------------------------------------------------------------Scripts for Administration of User and Group Accounts in Linux
https://codesamples.samplecode.oracle.com/servlets/tracking/id/S610
Video : http://www.youtube.com/watch?v=Eeecv606BKw
----------------------------------------------------------------------------------
Script to Install Oracle 10g Software and Oracle Database in Solarisx86
https://codesamples.samplecode.oracle.com/servlets/tracking/id/S594
Video : http://www.youtube.com/watch?v=pkiFKnEzbsY
----------------------------------------------------------------------------------
Scripts for Performing RAID-1 Tasks in an Oracle Solaris Volume Manager Environment
https://codesamples.samplecode.oracle.com/servlets/tracking/id/S640
----------------------------------------------------------------------------------Scripts for LINUX LVM ADMINISTRATION
http://www.sun.com/bigadmin/content/submitted/lvm_admin.jsp
Scripts OTN (Part1)
------------------------------------------------------------------------------------Recently had Submitted few of my Scripts on Oracle Technology Network Portal.
Sharing few of them.SCRIPT TO MIRROR ROOT DISK IN SOLARIS USING VERITAS VOLUME MANAGER:
https://codesamples.samplecode.oracle.com/servlets/tracking/id/S638Video : http://www.youtube.com/watch?v=1Ha4XbBLEZM
---------------------------------------------------------------------------
SCRIPT FOR ONLINE DISK REPLACEMENT IN VERITAS VXVM , SVM, ZFS :
https://codesamples.samplecode.oracle.com/servlets/tracking?id=S575Video : http://www.youtube.com/watch?v=hM0pyawZhXY&feature=related
---------------------------------------------------------------------------SCRIPT FOR ZONE CREATION AND ADMINISTRATION IN SOLARIS10:
https://codesamples.samplecode.oracle.com/servlets/tracking/id/S591Video : http://www.youtube.com/watch?v=p42KECOdrYw
---------------------------------------------------------------------------
Script for Enforcing Memory Cap on a Non Global Zone in Solaris 10:
https://codesamples.samplecode.oracle.com/servlets/tracking?id=S584Script for Allocating CPU shares to Non Global zone in Solaris 10:
https://codesamples.samplecode.oracle.com/servlets/tracking?id=S583Video : http://www.youtube.com/watch?v=pSkHAuEJypU
----------------------------------------------------------------------------Scripts for Administration of Veritas Volume Manager in an Oracle Solaris Environment
https://codesamples.samplecode.oracle.com/servlets/tracking/id/S597Video : http://www.youtube.com/watch?v=xw_1Jx-OR2E&feature=related
----------------------------------------------------------------------------
Script for Mirroring the Root Disk in an Oracle Solaris Volume Managerhttps://codesamples.samplecode.oracle.com/servlets/tracking/id/S605
Video : http://www.youtube.com/watch?v=yXyzaKLClz0&feature=related
----------------------------------------------------------------------------Solaris Jumpstart Server Configuration
https://codesamples.samplecode.oracle.com/servlets/tracking/id/S586
Video : http://www.youtube.com/watch?v=3HOydxvtZws
-----------------------------------------------------------------------------Scripts for Administration of Solaris Volume Manager
https://codesamples.samplecode.oracle.com/servlets/tracking/id/S607
Video : http://www.youtube.com/watch?v=RIJnKKzDL9I
-----------------------------------------------------------------------------Script for Creating a Link Aggregation in Solaris10
https://codesamples.samplecode.oracle.com/servlets/tracking/id/S589
Video : http://www.youtube.com/watch?v=PyzSePSMN5g&feature=related
-----------------------------------------------------------------------------Script for Simple Apache Configuration in an Oracle Solaris 10 Environment
https://codesamples.samplecode.oracle.com/servlets/tracking/id/S641
Video : http://www.youtube.com/watch?v=aG8BV1xg83c
-----------------------------------------------------------------------------Script for Simple Apache Configuration in a Linux Environment
https://codesamples.samplecode.oracle.com/servlets/tracking/id/S646
Video : http://www.youtube.com/watch?v=oG43biH5Dl0
------------------------------------------------------------------------------Script for Simple Samba configuration in Solaris10:
https://codesamples.samplecode.oracle.com/servlets/tracking?id=S572
Video : http://www.youtube.com/watch?v=NPY03wnWGxM
------------------------------------------------------------------------------Script for Simple Samba Configuration in a Linux Environment
https://codesamples.samplecode.oracle.com/servlets/tracking/id/S653
Video : http://www.youtube.com/watch?v=fOtEbSE77_w
--------------------------------------------------------------------------------
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Slashdot
On the topic of outsourcing, IMO it can be cheaper if done right. On paper it always seems like a great idea, but in practice it's not always the best idea financially and/or getting the same or better result in comparison to keeping it in-house. I've worked for companies where they have outsourced a particular department/function to companies where I am the one the job is outsourced to. My observation has been the success of getting projects done (e.g.: programing) or facilitating a role (e.g.: sys admin) rely on a few factors regardless of outsourcing or not.
The first is a golden rule of sorts on doing anything:
- Cheap
- Quality
- Fast
You can only pick two; NO exceptions. I've encountered so many upper management types that foolishly think they can get away with having all three. In my experience 9/10 of the time it turns out a lack of quality bites them in the butt sometime down the road when they assumed they somehow managed to achieve all three.
The second is communication. Mostly everyone in at least the US has experienced the pain of being subjected to some company's outsourced customer service and/or tech support that can't effectively communicate with both parties on the same page of understanding one another. I really shouldn't need to explain why communication, understanding one another is so important. Sadly this is something I have to constantly explain to my current boss with events like today where my non-outsourced colleague rebooted a number of production critical servers when he was asked to reboot just one secondary server.
Third is the employee's skill in doing the job. Again, another obvious one, but I've observed that it isn't always on the hiring menu. Additionally I've seen some people that interview well, but couldn't create a "Hello World" HTML page for a web developer position as an example. There's no point in hiring or keeping a hired individual to do a job that they lack the skill to do; even if it's an entry-level position with training, that person should be willing to put for the effort to learn and take notes. I accept that everyone has their own unique skills that can aide or hinder their ability to learn and be proficient with a particular task. However, I firmly believe anyone can learn to do anything as long as they put their mind to it. I barely have any artistic ability and my drawing skills are stick figures at best (XKCD is miles ahead of me); if I were to put forth the effort to learn how to draw and paint, I could become a good artist. I taught an A+ technician certification class at a tech school a while back and I had a retired Marine that served in the Vietnam War as one of my students. One could argue his best skill was killing and blowing stuff up. He worked hard and learned to be a technician and passed CompTIA's certification test without a problem. That leads me to the next point.
Lastly is attitude of the end employee doing the actual work. It boggles my mind how so many managers loose the plot when it comes to employee morale and motivation. Productivity generally is improved when those two are improved and it usually doesn't have to involve spending a bunch of money. The employee's attitude should be getting the work done correctly in a reasonable amount of time. Demanding it is a poor approach. Poisoning an employee will result in poisoning the company in a small manner all the way up to the failure of the company. Employees should be encouraged through actual morale improvements, positive motivation, and incentives for doing more work at the same and/or better quality level.
Outsourcing or keeping things in house can be successful and possibly economical if approached correctly with the appropriate support of upper management.
How dramatic? Isn't outsourcing done (like it or not) to reduce costs?
Outsourcing is done to reduce the projected costs that PHBs see. In reality, outsourcing can lead to increased costs and delays due to time zone differences and language/cultural barriers.
I have seen it work reasonably well, but only when the extra effort and delays caused by the increased need for rework that comes from complex software projects. If you are working with others on software, it is so much quicker to produce quality software if the person who knows the business requirements is sitting right next to the person doing design and the person cutting code and the person doing the testing, etc, etc.
If these people or groups are scattered around the world with different cultures and native languages, communication can suffer, increasing misunderstanding and reducing the quality. I have personally seen this lead to massive increase in code defects in a project that went from in house development to outsourced.
Also, time zone differences cause problems. I have noticed that the further west people live, the less likely they are to take into account how far behind they are. Working with people who fail to realise that their Monday morning is the next day for someone else, or that by the time they are halfway through Friday, others are already on their weekend is not only frustrating, it leads to slow turn around of bug fixes, etc.
Yeah, I'm told outsourcing keeps costs down, but I am yet to see conclusive evidence of that in the real world. At least in complex development. YMMV for support/call centre stuff.
-- I don't therefore I'm not.
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Slashdot
jvonk: The cycle to hell
I've got friends who work in hospital security who have a devil of a time with people leaving their passwords and usernames on sticky-notes everywhere. Building security has problems with assholes defeating the building's fire alarm so they can sneak out to a fire escape (or worse yet, a ground-floor alley) and smoke and get back in.
You had me up until this point. While your cited cases might be reasonable, there is also the all-to-frequent case where "security" regulations induce this behavior.
What does hospital security expect users to do when users are required to rotate passwords every two weeks, have a 12 character long mix of upper/lowercase alpha's and numerics, and then also be subject to a 7 password history non-reuse restriction? Security is cognizant that the result of these provisions will be that users write down their passwords on stickies, so how is this more secure than allowing people to pick a less complex password and retain it longer?
The answer is that this presumes that everyone is playing the same game, with the goal to be the best possible security equilibrium state balanced against inconvenience/usability. Running counter to this is security's CYA factor: they experience no penalty for the insane password restrictions that reduce overall security, because if there is a security breach from the post-it passwords they can dump all the blame on the hapless user for violating the published security protocol that prohibits such actions. So, security has a payoff table that disrupts the equilibrium resulting in the paradoxical, reduced security steady state that is observed in these cases (ie. security is externalizing the costs of implementing the high-grade security practices).
The answer is that this presumes that everyone is playing the same game, with the goal to be the best possible security equilibrium state balanced against inconvenience/usability. Running counter to this is security's CYA factor: they experience no penalty for the insane password restrictions that reduce overall security, because if there is a security breach from the post-it passwords they can dump all the blame on the hapless user for violating the published security protocol that prohibits such actions. So, security has a payoff table that disrupts the equilibrium resulting in the paradoxical, reduced security steady state that is observed in these cases (ie. security is externalizing the costs of implementing the high-grade security practices).
PS. As for defeating the fire alarms, maybe they shouldn't have turned the entire hospital into a "tobacco-free campus", with the nearest "approved" smoking area located six blocks away. This is basic psychology. Normal people like to abide by the rules/laws even if they find them onerous, but there is a limit to their willingness to comply. This is essentially what happened to the entire US during the Prohibition. Again, as I said, your cited cases might be reasonable, but I have seen many that were not.
DrgnDancer: The cycle to hell
No offense (I'm an ops/security guy and I was nodding the whole time till I thought about it), but this is exactly what the article is talking about. Of course Marketing wants it shiny and iPhone enabled. It's marketing, it's supposed to catch the eye and cause people to pay attention. Of course management wants to save money.. Money saved here is money that can used elsewhere or go into someone's pocket (often management's of course, but in theory anyone's). Of course Dev wants to have access to the live servers, there's info they want/need on there and very rarely it actually is useful to make changes on the fly when the situation is serious enough (It shouldn't ever be, but we don't live in a perfect world). Of course you want reliable, stable secure code that changes as little as possible.
The solution isn't "Make all these other guys understand that I'm right". It's to try to minimize the siloing so that everyone has a say in process from the ground up. So the dev guy can tell the marketing guy, "Hey you can't have iPhone *and* Flash. Do we want to find a shiny that doesn't use Flash, or accept that iPhones don't see our shiny?" Marketing can say to Ops "Ok that shiny I wanted was insecure, I get that, is there a secure way to do something similar?" Ops can say to Dev "I set you up a limited access account on the live servers to collect the usage data you need, please don't let it stack up." And Management can say to everyone "This is how much we really have to spend and the results if we break budget."
That way everyone can be an adult. There'll still be conflicts of course, but if everyone knows that each group is legitimately trying to facilitate everyone else, they can become points of discussion and resolution instead of small scale wars that every side is trying to "win".
nimbius : sysops being
devnullkac: DBA vs. SysAdminthe layer between which management absolves its direct interaction with developers, and through which a SOX policy completely devoid of any comprehension of the developer or her work is enforced.
DBAs always seem to want root for some reason or other... with apologies to A Few Good Men:
SysAdmin: You want the authority?
DBA: I think I'm entitled.
SysAdmin: You want the authority?!
DBA: I want the root!
SysAdmin: You can't handle the root!ArhcAngel: Re:Network vs. Servers
I worked for a rather large bank that was still using token ring in the building I worked (This was about 8 years ago). One of the PCs on the call center floor lost its network connectivity. I realized her leased address had expired and it didn't get renewed. We'd had problems with the ring hubs losing their IP Tables in the past so I called the sysadmins and spent 3 hours on the phone with a guy who insisted I didn't know what I was talking about. During this time several other PCs had gone dark. I finally jumped through all the hoops he insisted I try and he finally said..."hrmm...it must be the IP Tables on the router. I'm not allowed to do anything to those. Let me go get my boss."
khasim: Define "the network"
Must be something wrong with your servers.
Remember that the network switches / hubs / routers are part of "the network".
So when there REALLY is a problem on the network, the network admins usually hear about it because EVERYONE is having problems with ALL of their apps.
If one workstation or one server is having a problem (but the others are working) then it probably isn't a problem with "the network".
It may be that the network is not configured the way you'd like it to be for whatever you're trying to do ... but remember that the network admins have to keep the network configured to support all the OTHER items that were on it before yours.
At least be able to tell them what you want to do protocol-wise.
Anonymous Coward: Define "the network".
A-fucking-men.
I didn't completely understand why the networking team always seemed so irritable when they would get called until I started doing that job at another company.
Anything where one user can't get to one website, one file share or their PC won't boot up is always suggested to be network related. After the other people claim to check the file server(s), VMWare(if it's a VDI client), etc., they come to me and it's up to me to prove that it's not the network. Invariably, I end up owning the issue and come to find that they locked out their AD account, they rearranged their desk and plugged into the wrong wall jack, their PC has a bad NIC (rare) or some other non-network related problem.
On the firewall/proxy side, am I the only one who HATES gotomeeting.com?
frog_strat: The biggest challenges in this field
are not technical, they are interpersonal. Cognitive intelligence is enough to get one started in this field, but gradually developing knowledge our one's own mind, how to work with others, develop a commitment to encouragement, and gaining a think skin are a must. A lot of IT jobs are a disaster. But you can still find peace in the middle of it if you develop the strength.
DarthVain: You can't do it, we must do it.
quietwalker: It's hard to miss when your target is bigI see this all the time in government. Various IT departments will make it impossible or difficult for others to do work, but limiting access to various things, restricting software, no allowing for permissions, and refusing to take responsibility for a role or function that might enable any of those things.
ME: I would like to do X. I need to have access to Y in order to do X, may I have access please? IT Dept: A) No you cannot do it, but we would happy to do it for an exorbitant sum, but we don't have capacity now, so you will have to wait 6months. B) We are not responsible for granting that access but please speak with RandomITDept (who will immediately say its not their responsibility, and refer you back), however we would happy to do it for an exorbitant sum, but we don't have capacity now, so you will have to wait 6months.
I understand the rational for limited access to certain things, but the sole purpose for most of this seems to be to secure work and thus positions for their particular IT department as well as the power base for those managers so that their staffing and budgets are justified.
I've been at various times, a syadmin, a dba, sec/op, developer, manager and even took my turns at answering the phones at one point in time. Often, several of these roles at once. I've been on every side of this issue, and if you wanted to take a stab at a generic fix, it could be summed up simply: work on your communication skills.I hate to plug agile, but the focus on round table discussion among all stakeholders really seems to be the way to go. Aside from the criminal examples, the problems in the article all stem from lack of understanding or an inability to explain. Making the people who dream it (sales & marketing) sit with the people who make it (developers, dbas), the people that make it go (admins, security), and the people who say go or no-go (managers), is required if you're going to churn out products with as little strife as possible. Devs need requirements and tools, DBAs and Admins need hardware budgets and usage estimates, Security needs the policy followed or amended, Management needs to keep costs down and cycle time high, and so on. You need to communicate this to all members, not just via project managers.
The article ends with a choice quote:
"The top sources of conflict are the tech person's ego, poor management, a lack of proper leadership, and allowing technical people to make business decisions. The solution there is to know your role and let your talents shine where they should."
No. This is just a quote to sell services to non-technical management. Paraphrased: "Those silly technical people have no social skills, or business acumen. It's their all their fault, pay us to tell you why" with a subtext of, 'use this to ensure your year-end bonus to the board, and why only the grunts should be fired'. Everything in there perpetuates the myth of the antisocial nerd, incapable of everything but a magic control over computers.
As an aside, I think the devs get it the worst. Requirements always suck, always move, and often conflict, management always moves up dates, removes people, adds features, and rearranges priorities in the 11'th hour. Some companies don't allow devs to install local software, slowing development. Most hardware allocation requests have to come from them, instead of the product managers, so it's often one dev vs. dba/sec/admin- department. Operations crews don't want to learn new systems or introduce esoteric requirements only after software is gold, and so on.
For some reason, no one has problems when security or admins say it will take 3 weeks for a badge or new hard drive, but expect developers to rewrite software in a day. I often wonder if it's just that the dev department never does a good job training their manager compared to the other groups.
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InfoWorld
IT turf war No. 2: Ops vs. dev
IT management vs. IT staffOne side of your IT department is laser-focused on keeping your systems up and your costs down. The other side wants to push the envelope until it bursts. Welcome to the war between your ops squad and your dev team.
"The classic conflict is that IT is very often just managed as a cost center," says Ted Shelton, CEO of Open-First, a consultancy that helps Fortune 500 companies manage disruptive technologies. "They believe their job is to figure out how to do more with less. And when management is looking for places to cut costs, IT is one of the first to get squeezed."
... ... ...
But it's not all the fault of ops. The development side also shoulders its portion of blame.
"Let's start with the notion that app developers do not set out to build network-friendly applications," says Steve Shalita, vice president of marketing for NetScout Systems, which provides unified service delivery management services. "These apps aren't optimized to enable the network to run efficiently; they're built to do what they're supposed to do. So the dev guys create the application, throw it over the wall for the application implementation team to deploy it. The network guys just provide a connection. Neither side is working together to tune the app or optimize the environment."
... ... ...
Most geeks wouldn't recognize a critical business process if it bit them on the nose. And though their boss may have "technology" or "information" in his job title, he appears to knows little about either. This is perhaps the most intractable battle in all of IT -- the war between the officer corps and the troops.
"The biggest conflict is between IT management and IT staff," says Pratt. "For some reason, the companies I've worked for seem to hire or promote people who are not technologically literate. It's like that person lost a bet or the president of the company has a half-wit brother who needs a job. You have the IT guys in the field saying, 'You really need to do XYZ,' and the managers saying, 'We're not going to do that; it's going to cost too much money.' They're constantly blocking things that have to be done just because they can."
... ... ...
And keep your head low, to avoid getting hit by friendly fire.
Selected Comments
genemang :
Working as a senior software engineer, I once asked a manager during a review, if she had any programming experience or database experience. Her answer was, "I've been around [sic] databases"...haa! Lets face it, the corporate world is putting this layer of idiot middle managers in the middle simply to slave-drive the IT staff. Quite frankly, I found myself CONSTANTLY having to educate this woman about technical decisions that I should have been making in the first place.
I'm glad for it though...because these large corporations can't get crap done. I left that corporate hell-hole and did some freelance work and work for a start-up...TOTALLY refreshing work! Thank you corporate America for being so stupid as to hire this middle layer of idiots so as to make under-capitalized startups competitive. Small companies don't hire useless people.
It's so bad now that a lot of startups are actually composed of people leaving corporations to get real work done. It's becoming the new engine of innovation. It's the new business pattern.
BUREACRACIES DON'T WORK. They only serve as fiefdoms for career-climbers who don't add any value to the business equation. Business decisions in corporate management center more now around securing power for middle management and c-level fiefdoms than providing innovation for the company.
For talented IT individuals....get out of corporate America, you'll never regret it.
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January 07 | Slashdot
Anonymous Coward: Job security
Assuming you can actually find a Software Engineering job that will stay in the U.S., yeah, they're the "best."
electrosoccertux: lol conflict of interest much?
Do you think they, or monster.com, are going to publish a story with more realistic salaries? They want more people using their site for job searching.
I have a mathematician friend from a top tier university who would be very interested to know that mathematicians make >$90k/yr. Heh. He's not the lame-weirdo type mathematician either, fyi.
Maltheus:
The 132k figure is not for mid-level engineers (although maybe it is in a big city). The actual quote from the article is "Most earn a typical mid-level income of about $87,000 and top out at $132,000". Makes me feel a little better and it's maybe the first time I RTFA in over a decade of visiting here.
jmcbain: $132K is a bit low for top-tier engineers
$132K as an upper bound sounds about right for mid-level engineers but is a bit low as an upper bound for senior software engineers at large corporations. Principal software engineers at Microsoft are paid at around $160K with fairly huge bonuses that push their yearly pay to nearly $200K.
Staff software engineers at Google and others are in the neighborhood. Note that these are cream-of-the-crop engineers who have chosen to stay as ICs rather than go into management. Source: personal knowledge and glassdoor.com.
Mean Variance: Stressful job, but not a bad one
I have carried the title "Software Engineer" for 13 years. I'm of mixed opinion about how great the job is. It pays pretty well, but much of that is relative to what you're comparing to.
There are worse jobs out there, no doubt, but we're not just coders at least in my experience and many people I know in Silicon Valley. You have to read a lot of boring documents. You have to know how to write. There are meetings. There are customers to talk with. For me what makes it "not the greatest job in the world" is that it's stressful in a way that people don't understand.
Deadlines always loom, and they are always too short. A good SE has to constantly decide where to unit test, design, explain to management, or just hack to get it done. There's no worse feeling when management decides that a project is taking too long and asks "who can we add to the project?" like we and our code is just plug-n-play factory work.
That is stressful and few people understand the kind of stress created on the job. I'm not asking for pity. It's a good gig overall, but sometimes I wish I would have stuck with my original, lower paying pursuit of teaching junior college mathematics.
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TechRepublic.com
Spend a few minutes with an IT wonk, from the CIO down to the most junior programmer, and you will find a common and unfortunate fault: excessive whining. Your average IT worker can regale you with endless tales of woe: from lack of funding and the evils of outsourcing, to a dearth of acknowledgement for years of applying patches, caring for backups and fending off hordes of hackers and crackers bent on ransacking corporate infrastructure. In this sorry state of affairs, save for an occasional Dilbert cartoon, the world fails to acknowledge the trials and tribulations of the lone IT soldier.
redux:Your reply is a perfect example of the original point
That's "ALL" they have to do? Oh, brother, are you ever a perfect example of an IT whiner. Lack of appreciation for the responsibilities falling on others is a prime reason IT folks whine so much. I think you are making Gray's point for him.
It sounds like Cinnester works for a great company, so he just may not understand, yet.
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The Last but not Least Technology is dominated by two types of people: those who understand what they do not manage and those who manage what they do not understand ~Archibald Putt. Ph.D
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Last modified: April 22, 2019
