Thursday, September 2, 2010

The Passionate Programmer

Have you read this book? The Passionate Programmer: Creating a Remarkable Career in Software Development.

I
f the Clean Code is the book for me to follow in coding and,
Patterns of Enterprise Application Architecture is the book that I show me how to design my code, this book is the book that is showing me how to live as a Software Developer.
If your life is primarily consumed by your work, then loving your work is one of the most important keys to loving your life. Challenging, moti- vating, rewarding work is more likely to make you want to get up in the morning than dull, average tasks. Doing your job well means that the activity you do for 50 percent of your available time is some- thing you’re good at. Conversely, if you don’t do your job well, a large amount of your time will be spent feeling inadequate or guilty over not performing at your best.
Fortunately I was able to buy a digital version of this book from pragprog.com. Usually it is not an option for me as I am not living in US! :)



Wednesday, April 14, 2010

HBR, Don't Let Entrepreneurial Passion Blind You

Passion, commitment, and stamina are prerequisites to getting a venture off the ground, but without objective assessment your venture can fail. Here are three ways to make sure your entrepreneurial passion doesn't impair your judgment:
Beware of praise. Praise is not the same as success. Use the praise you receive to market and get attention for your venture, but don't let it distract you from what you're working toward.
Don't lie to yourself. Self-honesty is a highly underrated skill of entrepreneurs. Stop and ask yourself the tough questions: are these the best investors to have? Do I have the right talent on board?
Know when to give up. The best entrepreneurs know when to press the restart button. Manage risk by failing fast, regrouping, and moving on.
Today's Management Tip was adapted from "The Danger of Entrepreneurial Passion" by Daniel Isenberg.




Monday, April 12, 2010

HBR, Turn a Flaw into a Distinguishing Feature

A hotel with no AC, mosquito-filled rooms, and no room service might appear to be flawed -- unless the hotel is an eco-tourism destination. Then those flaws become part of the "eco" experience. Many successful products and services sacrifice one feature (performance or style) in the name of another (simplicity, affordability, or convenience). Many customers appreciate these trade-offs. Next time you are worried about your product's flaw, think about how that imperfection can be transformed into a distinguishing feature. Find customers who appreciate what they get because of that flaw: low cost, an easy-to-use product, or a unique experience.
Today's Management Tip was adapted from "Featuring the Flaw" by Scott Anthony.



Thursday, April 8, 2010

HBR, 3 Ways to Help Your Company Snap Out of It

Organizations, like people, can get set in their ways. Relying on established ways of working and solving problems not only stifles innovation but can lead to a lack of perspective and moments of delusion. Here are three ways to help your organization snap out of unhelpful patterns:
Challenge rationalizations. Every organization has shared explanations for doing things the way they do. Poke holes in those rationalizations and ask the question: why is this standard practice?
Expose faulty either/or thinking. False dichotomies can set up irrational choices about how to work. Don't let A or B be the only options, propose C or D as a new way of working.
Focus on the long-term. Emphasis on the short term can trap you into current practice. Help your colleagues pull back, see the big picture, and understand not only short-term gains but long-term consequences.
Today's Management Tip was adapted from "Keeping Your Colleagues Honest" by Mary C. Gentile.




Tuesday, March 30, 2010

HBR, Confront the Top 3 Excuses for Not Speaking Up

Whether you are a senior staff member or brand new to a job, it can be difficult to speak up when you see something wrong. However, not doing so can have deleterious consequences for your company, and your career. Here are the top three rationalizations for keeping silent and how to confront them:
It's not my job. You don't have to be a seasoned staff member, an expert, or have formal authority to raise a flag. Doing the best thing for the company is always your job.
It's not a big deal. If you're telling yourself that, it probably is a big deal. Instead of downplaying the severity of the issue, focus on trying to find a resolution.
It's standard practice. Even if your company has always done it a certain way, if it's creating a problem now or in the future, challenge the status quo.
Today's Management Tip was adapted from "Keeping Your Colleagues Honest" by Mary C. Gentile.




Monday, March 29, 2010

HBR, 3 Things to Do Before You Disagree With the Strategy

No strategy is flawless and it's likely you'll disagree with some elements of your company's approach. But no one likes a strategy naysayer. Before you voice your disagreement, do these three things:
Understand the big picture. An organization's strategy is often steeped in complex political issues. Don't assume you know how or why the strategy was developed. Use your network to find out more about the process and the assumptions and inputs used.
Contextualize your concerns. Ask yourself why you object to the strategy. Are you resisting change? Do you feel you know better? Understand the true source of your concerns.
Ask others for input. Look to your peers or other trusted advisers for guidance. Explain your concerns and ask them if they share them too. Hearing what others think can give you valuable perspective.
Today's Management Tip was adapted from "When You Think the Strategy is Wrong" by Amy Gallo.




Thursday, March 25, 2010

HBR, How to Be a Changemaker

The leadership skills that worked in the past are quickly becoming irrelevant in today's fast-paced, change-is-the-name-of-the-game world. To be effective, you need to know how to adapt to and drive change. Here are the six core skills that can turn you into a changemaker:
Bring people together who aren't connected.
Design new business models by combining players and resources in new ways.
Persevere with an idea until you see success.
Don't rely on credentials, but on the power of your ideas.
Persuade others to see the possibility of your ideas and join you in the pursuit.
Empower others to also make change.
Today's Management Tip was adapted from "Rodrigo Baggio's Persuasive Leadership" by Bill Drayton and Valeria Budinich.




HBR, A Cheap and Instantly Effective Social Media Idea

Many companies cite lack of time, budget, and experience as reasons for not venturing into the social media arena. However, there are options for building a low-cost and relatively low-maintenance online presence. For example, invite customers to submit ideas and suggestions about your products and services through an online suggestion box. Allow users to rate the ideas so that the best ideas rise to the top. It's cheap -- there are pre-fab solutions out there that you can easily adapt. It's effective -- while you're building an online presence, you're simultaneously doing customer research and building your innovation pipeline. To maintain credibility and customer enthusiasm, be sure you implement the top ideas.
Today's Management Tip was adapted from "Three Instantly Effective Social Media Ideas" by Alexandra Samuel.




HBR , 6 Steps to Sizing Up a Negotiation

Pre-negotiation homework requires that you understand the interests and positions of the opposing side. Just as critical is understanding and quantifying your side's position. Here are six steps for pairing data with the negotiation points you are trying win:
Understand the big picture number you are trying to achieve.
Set low and high values for each quantifiable negotiation point.
Develop likely and unlikely scenarios to reality check your assumptions.
Re-prioritize negotiation points based on the scenarios.
Total quantifiable points to see how they compare to the big picture.
Make adjustments that will help you win in the aggregate, not just on a specific point.
Today's Management Tip was adapted from "How to Size Up a Negotiation" by Anthony Tjan.




Monday, March 15, 2010

HBR, Contemplating a Job Change? Think Long Term

When making career decisions, it can be easy to heed the loudest, nearest, and quickest sources of information. Instead of listening to those short-term noises, focus on what a career move would mean long term. Ask yourself what your career goals are and what will make you most satisfied in three or five years. Manage the more immediate pressures such as the desire to make more money or the need to escape an unpleasant workplace -- don't let them force you to make a rash move. Instead, focus on your long-term economic prospects and accept that all workplaces have ups and downs.
Today's Management Tip was adapted from "Managing Yourself: Five Ways to Bungle a Job Change" by Boris Groysberg and Robin Abrahams.




Thursday, March 11, 2010

HBR, Improve Customer Service with 3 Ts

Advances in technology and pressure to cut costs have changed the customer service experience. Companies now push far more function and responsibility to the consumer. Here are three ways to support and involve your customers in this new paradigm:
Be transparent. Show your customers your company's internal systems so they feel part of the experience, not separated from it. For example, consider how shipping companies now allow customers schedule pick-ups, print labels, and track packages on their own.
Convert or capitalize on tribes. There are groups of people who are going to blog, tweet, and find other ways to praise or complain about your products. Find your company's tribe and make it an ally in delivering a positive message.
Open the door to new talent. Some of your customers may be so enthusiastic about your product that they can sell it better than you. Find ways to discover who these customers are and capitalize on their talents, and passions.
Today's Management Tip was adapted from "Better Customer Service Through Transparency, Tribes, and Talent" by John Sviokla.




Tuesday, March 9, 2010

HBR, Answer these Strategy Questions Simultaneously

The two essential strategic choices are where to play and how to win. Answering these questions requires analysis and logic, yes, but most importantly, creative integration. Many good strategists only focus on one of those questions, trying diligently to figure out how to globalize or deliver a new product. A master strategist addresses both questions simultaneously and ensures the answers fit together. Don't rely on a single logic or analysis, but creatively integrate your company's choice about what market to play in and how to win there. The integration is what sets superb strategies apart from those that go nowhere.
Today's Management Tip was adapted from "Why Most CEOs Are Bad at Strategy" by Roger Martin.




Friday, March 5, 2010

HBR, Don't Get Defensive, Ask Questions

When you are criticized or told "no," your instinct may be to immediately fight back and defend your position or project. Next time you face resistance, instead of articulating all the reasons why you are right or why your project should be funded, ask a few simple questions. Questions like, "Why did you say that?" or "What led you to that conclusion?" can help the other person rethink his assumptions and help you understand more about where he is coming from. Asking questions allows you to get beyond the immediate disagreement and deeper into what is driving each side.
Today's Management Tip was adapted from "Overcome Resistance With the Right Questions" by Kevin Daley.




Wednesday, March 3, 2010

Now it is information safety time

Now with teams effort data can be stored in the database safely. But that is not all.
When we use the data they are information.

Know we must make sure that we can minimize the number of mistake we can do in producing information.
It is again based on layered and simplicity.

For example The way you store the data can affect the way you will use them. I saw that in our design for example in finding some kinds of clients we were assuming a not very good and mistake prone way of having null/undef in fields.


Tuesday, March 2, 2010

HBR, Define Your Company's Purpose in a Sentence

Great companies have a single purpose that drives them toward success. That purpose is simple, straightforward, and no longer than a sentence. For example, Google's is "We organize the world's information and make it universally accessible and useful," and ING Direct's is "We lead Americans back to savings." This is not a tag line but a single idea that defines the company's reason for existing. Discover what your company is best at and put it into a sentence. Don't settle with being the middle of the road, but strive to be the most responsive, most colorful, or most focused. Then, make sure that everyone in your company knows that sentence and uses it to drive success.
Today's Management Tip was adapted from "What's Your Company's Sentence?" by Bill Taylor.




Monday, March 1, 2010

HBR, Why You Should Hold Office Hours

Office hours are for busy, distracted professors who want to offer their students an opportunity to receive their undivided attention. Business leaders who are similarly busy and distracted should also make the time to connect with their employees. Maybe it's time that the office hours concept crossed the academic-business divide. Clear an hour or two each week and let your employees know that you are available by phone or in person for an unscheduled meeting. Tell them you want to hear what excites, worries, or confuses them. This may well become the most productive hour of your week and put you at the head of the class.
Today's Management Tip was adapted from "Should You Hold 'Office Hours'?" by Bill Taylor.




Wednesday, February 24, 2010

HBR, 3 Tips for Saying Yes to No

Saying no is difficult for almost anyone. For some, it's nearly impossible. But sometimes it's crucial to your success. If you find yourself saying yes too often, use these three tips to prepare to say no:
Set intentions. Often we don't say no because we're not sure what we're working toward. Take the time to write down what you want to achieve and what will help you get there.
Prioritize commitments. Make a list of all your current commitments and prioritize them. Commitments that are low on the list should be "no" items.
Make no your default answer. Assume that you will say no to any new requests that come in, unless they meet a short set of criteria. Will the project help you grow professionally or personally? Does it fit into your intentions for the year?
Today's Management Tip was adapted from "This Year, Say Yes to Saying No" by Alexandra Samuel.

Tuesday, February 23, 2010

HBR, How to Handle the Silent Treatment

We've all had emails or voicemails go unanswered. Whether it's a prospective client, a potential employer, or a colleague from another department, you're left with the same feeling: what did I do wrong? Here are three tips for handling the silence:
Don't take it personally. Often there is a logical explanation for the silence. Perhaps the employer hasn't gotten funding for the position yet, or the colleague has no new information to share. Don't assume you did something wrong, but understand that the person may have other priorities.
Don't pester. In the hectic world of work, sometimes all people can do is respond to crises and top priorities. If you are neither, don't pester with repeated follow-up emails or calls.
Manage your emotions. Once you've sent your follow up, assume you won't hear back. If you do hear back, it will be a nice surprise. If you don't, you won't have wasted your energy stressing about it.
Today's Management Tip was adapted from "When Your Voicemails and Emails Go Unanswered, What Should You Do?" by Peter Bregman.


Monday, February 22, 2010

HBR, How to Battle Job Boredom

It's easy to blame your company, your boss, or your colleagues when you feel bored with your job. But it's up to you to turn things around. Here are three ways to stop the boredom:
Turn off autopilot. Think about new ways of doing work and try new approaches to what may seem like old problems.
See change as possible. When you first started, you likely saw things that needed to change. After a few years, and perhaps a few setbacks, you started to see change as too difficult. Remind yourself that change is possible, even if it's slow, and vow to find ways to make the impossible possible.
Renew your leadership agenda. Think about what you wanted to accomplish during your first 90 days on the job, before you got bored. Renew your energy and commitment to make change happen.
Today's Management Tip was adapted from "Maybe You're the Reason Your Job Is Boring" by Susan Cramm.




Sunday, February 21, 2010

Feels good at last

We had tough weeks after we were not able to explain to CEO that we are doing exactly the samething that he wants and much better.


But today atlast all aspects of safety had been covered :).

User SQL injection: simply by using the available mechanism of DBI.

Developers mistake: now we can say we were able to eliminate it completely:
- roles ( standard way)
- save every single change in audit schema ( implemented by team)
- preventing any SQL command to change more than one row at all ( implemented by team:) )

Hardware/DB data corruption:
- in this level we really detect any change in data cause even by something like bad sectors. This will trigger a shutdown in system what company CEO was looking for and never let us to explain were it is.

This way we have covered all possibilities of data manipulation in any way. We have our strong safe now and we can now move on to other parts of the code that are more visible to CEO and other judges.

It is really frustrating when the one who is judging you does not let you expalin how you are doing exactly the samething that he wants and much more complete.

But atlast it was a very good experience.

Kaveh,

Friday, February 19, 2010

HBR, 3 Ways Focusing on Social Problems Can Help Your Company

There has been a shift in the past few years: companies are addressing societal problems not as charity but as a way to make money and expand opportunities. Here are three ways to improve your company's ability to innovate by contributing to the fight against social problems:
Create a bigger pool of ideas. Don't focus just on your market or function, but think about how solutions in your market can help serve a broader audience. This expanded thinking will put more ideas into your innovation funnel.
Increase partnerships. Committing to helping other people inspires a willingness to reach beyond the company walls and build new partnerships that often lead to new ideas.
Focus on solutions. When employees know that their ideas will help people, they are more likely to feel motivated to focus on innovative solutions.
Today's Management Tip was adapted from "Leadership Yoga: Innovation Advantages from Seeing Disadvantage" by Rosabeth Moss Kanter.



Thursday, February 18, 2010

HBR, Stop Ignoring Growth Opportunities

Chances are that someone inside your organization has a great idea for how to grow your company. Chances are also that leadership is ignoring that idea. Kodak long ignored an engineer's idea for a "filmless camera" (aka a digital camera) because it was in the business of selling film. The largest growth opportunities are often the market-changing ideas that not only represent growth, but a threat to your business as well. Figure out what those threats are before someone else does. Ask your people: what could put us out of business? In the answer to that question may be your biggest source of innovation.
Today's Management Tip was adapted from "Have You Already Killed Your Next Big Thing?" by Mark W. Johnson.




Wednesday, February 17, 2010

Pair assignment instead of pair programming

In many cases you will find it awkward to sit beside another developer and slide your keyboard back and forth. Also from my experiences I have found it hard to keep it in the team for a long time.

We can change the idea by, assigning every task to a team of 2 person.
This way:

- they have one assingment and they can join when they are comfortable ( usually at the first quarter of task life time and at the last quarter.
- they will pratice a team management that for all new more relaxed companies is a value.

In my experience it is sustainable in the team and usually feel mire natural for developer to work in this fashion.

Kaveh,

Monday, February 15, 2010

HBR, The Best Way Get Something? Ask

Studies show that employers are more likely to perceive women who ask for more during a salary negotiation as "pushy." Logic may tell you that women should therefore temper their negotiations. But by that logic, women continue to lose out. The only way to get what you want -- whether you are a man or a woman -- is to ask. Put your needs out there and ask for what you want. You may not be perceived as "nice," but it's the only way you have a chance of getting what you need. Not asking gets you nothing.
Today's Management Tip was adapted from "Can 'Nice Girls' Negotiate?" by Whitney Johnson.





Friday, February 12, 2010

HBR, Trying to Grow? Give Up Control

Leaders who micromanage do a disservice to their companies, their employees, and themselves; worse yet, they are often preventing their companies from growing. If you are struggling to grow your company or unit, one of the smartest things you can do is give up control. Here's how:
Push decision making down. If you're making all the decisions, you're only holding your company back. Push decision making down to the lowest level possible.
Accept that mistakes will happen. Sharing responsibility with others means things don't always go according to plan. Prepare your employees to avoid mistakes by being clear about your expectations and giving them the tools they need to do their jobs well.
Build your bench. Making yourself comfortable with giving up control requires having people you believe in. Invest both your time and resources to develop your star employees.
Today's Management Tip was adapted from "Are You the Bottleneck in Your Organization?" by Brett Martin and Thanos Papadimitriou.





Thursday, February 11, 2010

HBR, 3 Ways to Help Your Team Build Resilience

A brief stroll through world history will show you that humans are very good at enduring hardship. However, the magnitude of the current economic crisis has us all questioning our ability to survive. Use these three tips to help your team remain resilient: Give much-needed perspective. If you and those on your team weren't born before 1945, you simply have nothing to use as comparison. Remind your team that most companies survive financial crises and many more businesses will be born from the recovery. Refocus on what you've got. While layoffs continue and unemployment rises, the reality is that most people still have jobs. If you are one of them, bring your team together to focus on making your company the best it can be. Develop the resolve to ensure it survives the downturn. Tell stories. We all know a story or two about someone who survived adverse events. Encourage your team to share stories both as a means of coping and learning.
Today's Management Tip was adapted from "Help Your Team Build Resilience" by John Baldoni.




HBR, Let Your Employees Succeed by Letting Them Fail

Good management is somewhere between controlling and ignoring; your job as a manager is to figure out the right balance. When you see an employee making a mistake, you may want to intervene. But, people don't learn by being told how to do something right. Stop yourself from interfering. Let your employee make the mistake and then help her adjust to get it right the next time. Of course, you do need to assess the risks and the consequences of failure -- if your employee is about to present a flawed report to the CEO, intervene. But when the risks are lower, be prepared to watch and endure more failing than you might be comfortable with.
Today's Management Tip was adapted from "When Should You Let an Employee Make a Mistake?" by Peter Bregman.





Wednesday, February 10, 2010

HBR, Not Getting What You Need? Take Ownership

If you aren't getting what you want from the people you work with, it's time to take ownership. Ultimately, you are the one responsible for strengthening your skills and developing your career. Ask for direct feedback from your boss. Talk to your teammates about what you can do to make your working relationships better. Find ways to lighten your workload if you are overwhelmed, and seek out new projects if you aren't challenged. Seizing initiative will not only further your own professional development, but will have a positive influence on your boss and teammates, as well.
Today's Management Tip was adapted from "Exert Ownership in Your Workplace" by John Baldoni.


HBR, Say It All in 100 Words or Less


No matter what your role, you undoubtedly have to explain what your organization does several times a week (even if it's just at a cocktail party). This "elevator pitch" can be a critical tool in securing backing for your organization, forging a productive new partnership or winning a new customer. Start by explaining the problem your company aims to solve. Follow with a brief overview of what your company offers to your customers and why it is helpful to them. Share any successes or traction in the market you've had to date. Don't forget to express what you find personally compelling about your company's mission before the elevator reaches your floor.
Today Management Tip was adapted from "How to Write an Elevator Pitch," by Babak Nivi.


Fire Yourself Today

Management shake ups, while disruptive, can be good for a company. They bring in fresh perspectives and require that leaders take a hard look at their own performance. Don't wait for your company to get in trouble. Instead, fire yourself. Not literally, but think about what you would do in your position if you were to start anew. What would you do differently if this was your first day on the job? Taking this step back can help you evaluate the strategies and approaches you are currently using, see things that are too difficult to see when you are entrenched, and reenergize you for the challenges ahead.
Today's Management Tip was adapted from "Why You Should Fire Yourself" by Ron Ashkenas.



Tuesday, February 9, 2010

3 Tips for Handling Work Overload

With layoffs and cut backs, work overload has become the norm. The resulting stress is unhealthy, unproductive, and frankly, unpleasant. Whether you are your own boss or you are working for someone equally demanding, here are three ways to streamline your work life:
Prioritize ruthlessly. Take a strict approach to time management; look closely at where you're spending your time and redirect your energy to the highest priorities. One of your priorities should always be to take time for yourself and recharge.
Eliminate time wasters. Stop working on projects and initiatives that are going nowhere. Ask yourself or your team which projects are the biggest drains on energy with the least return.
Push back. Be sure whoever is in charge (and that may be you) is prioritizing requests for your time; push back before you reach the point of overload and ask for help in figuring out what needs to get done now and what can wait until later.
Today's Management Tip was adapted from "Is Work Taking Over Your Life?" by Gill Corkindale.




How to Give a Better Bonus

How to Give a Better Bonus

Giving better bonuses doesn't necessarily have to involve more money. Bonuses are a form of compensation, but they are a form of recognition as well. When giving out a bonus, whether it is $150 or $150,000, it's critical to convey your gratitude for a job well done. Don't just leave the check on someone's chair -- take the opportunity to give meaningful and specific feedback, offer sincere praise, and recognize the impact of the achievement. It's not the dollar amount on the check that keeps good employees around; it's the sense that they are appreciated for their efforts.


Harvard Management Tips

How to Prepare for a Tough Performance Review
Anticipating a difficult review can be nerve-racking. However, you can minimize the stress by preparing to receive the feedback and setting a positive tone for moving forward. Here are three tips to get ready for that tough conversation:
Know what you've done well. List your accomplishments and what skills and capabilities helped you achieve them. Be ready to share these with your boss so she knows what you are proud of.
Acknowledge areas of weakness. We've all got them and you're better off recognizing yours. Don't be defensive or fight the obvious, but acknowledge your weaknesses and identify ways to improve them.
Demonstrate your willingness to improve. Don't just sit back and listen. Show your boss what you are doing to make things better going forward.
Today's Management Tip was adapted from "How to Sail Through Your Tough Performance Review" by Jodi Glickman Brown.


Harvard Management Tips

Most organizations limit or frown upon the use of social media in the workplace. Understandably, leaders have nightmarish visions of their employees wasting hours on Facebook and Twitter. But reasonable employee use of social media has actually been shown to benefit companies. Here are three reasons to let your employees get connected:
More attractive workplace. Many people, especially younger generations, see social media as a staple of work life and seek out employers who understand and acknowledge the critical role these new technologies play in our world.
Improved productivity. Research has shown that employees who take breaks to surf the internet for fun are ultimately more productive than their surf-adverse colleagues.
More engaged workforce. Employees not only appreciate companies that allow them to check Facebook at work, but they also use social media to connect with colleagues, improve communication, and speed up decision making processes -- all of which helps them engage with their work and the organization.

Test driven programming and dynamic languages

It is interesting, Robert Martin is talking about the language evolution and how dynamic languages lost the war at past but by emerging of test driver programming when you can test you code in a good way using dynamic language goes up again because development time much less that strictly typed languages.

As we are using perl as our development language we much take advantage of this test driven model and by simplifying our code making it more productive.

It is one of the most important things that we must invest on it.

Kaveh,

Afternoon sessions

Afternoon session were so personal oriented and they had almost no value for a professional user. It was strange because every security professional must know content of all the subjects presented in the afternoon.

Again it seems a good exhibition and the presentation in there that are usually free can be much more useful.

Kaveh,

Monday, February 8, 2010

Securing office systems

We must secure the office machines specially windows system brcause any trojan in those computers can open back doors for crakcerd.

Kaveh,

Security monitoring and CSIRT

Monitoring the oranization security from outside of the company and responding to the incidents with a well defined team is probably a good practice.

We must try to secure the platform for running processes on that platform.

Cyber security RSA

It seems to be a usefull seminar the problem is that it is about one group of ideas from an specific comapny.

It maybe more useful for company to send us to computer exhibitions to be introduced to many ideas in the same amount of time.

Kaveh,





Friday, February 5, 2010

KISS

Any intelligent fool can make things bigger and more complex... It takes a touch of genius - and a lot of courage to move in the opposite direction.
Albert Einstein


Thursday, January 7, 2010

Refactoring team result

The team was busy testing available solutions for current situation. It was narrowed to, MySQL and Postgres because of relational nature of our data.

MySQL was faster and acting OK. But for something like 51M records it was harder to make it work properly and it request much more resource than Postgres.

Insert time was the same for them but Indexing time for MySQL grows improportional to the number of records.

Also the way MySQL create the index in lock situation make it a little unsuitable for our use.

Postgres seems to use much less resources than MySQL that makes it a better choice for our shares server environment.