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  • Thoughts on the Nomination Committee Campaign 2014

    - by Testas
    Congratulations to Erin, Andy and Allen on making the Nomination Committee for 2014. As Mark Broadbent (@retracement) stated in his tweet, there’s a great set of individuals for the Nom Com, and I could not agree more. I know Erin and Allen, and I know how much value they will bring to the process. I don’t know Andy as well, but I am sure he will do a great job and I hope I can meet him at PASS soon. The final candidate appointed by the PASS board is Rick Bolesta, who brings a wealth of experience to the process. I also want to take the opportunity to thank all who have voted. Not just for me, but for all the candidates during the election. Your contribution is greatly appreciated. Would I apply for the Nom Com again?  Yes I would. My first election experience has been a learning experience in itself. So I accept the result and look forward to applying next year. Moving on from this, I do want to express my opinion about the lack of international representation in the election process. One of the tweets that I saw after the result was from Adam Machanic (@AdamMachanic) who commented on the lack of international members on the Nom Com. If truth be told, I was disappointed – when the candidate list was released -- that for the second time in recent elections there was a lack of international candidates on the candidate list. It feels that only Brits and Americans partake in such elections. This is a real shame, and I can’t help thinking why this is the case. Hugo Kornelis (@Hugo_Kornelis) wrote a blog here to express his thoughts. He did raise some valid points. I don’t know why there is an absence of international candidates. I know that the team at PASS are looking to improve the situation, so I do not want to give the impression that PASS are doing nothing. For reference please see Bill Graziano’ s article here to see how PASS are addressing the situation. There is a clear direction to change the rules within PASS to give greater inclusion of international members. In addition to this, I wanted to explore a couple of potential approaches to address the situation. I am not saying that they are the right answer, but when I see challenges, I like to bring potential solutions to the table. 1.       Use the PASS mission statement to define a tactical objective that engages community leaders into the election process. If you are not familiar with the PASS mission statement, let me provide it here as laid out on the PASS website. “Empower data professionals who leverage Microsoft technologies to connect, share, and learn through networking, knowledge sharing, and peer-based learning” PASS fulfil this mission statement regularly. Whether you attend SQL Saturday, SQLRally, SQLPASS and BA conference itself. The biggest value of PASS is the ability to bring our profession together. And the 24 hour hop allows you to learn from the comfort of your own office/home. This mission should be extended to define a tactical objectives that bring greater networking and knowledge sharing between PASS Chapter leaders/Regional Mentors and PASS HQ. It should help educate the leaders about the opportunities of elections and how leaders can become involved. I know PASS engage with Chapter leaders on a regular basis to discuss community matters for the benefit of PASS members. How could this be achieved? Perhaps PASS could perform a quarterly virtual meeting that specifically looks at helping leaders become more involved with the election process 2.       Evolve the Global Growth Strategy into a Global Engagement Strategy. One of the remits of the PASS board over the last couple of years is the Global Growth strategy. This has been very successful as we have seen the massive growth of events across the world. For that, I congratulate the board for this success. Perhaps the time is now right to look at solidifying this success, through a Global Engagement Strategy that starts with the collaboration of Chapter Leaders, Regional Mentors and Evangelists in their respective Countries or Regions. The engagement strategy should look at increasing collaboration between community leaders for the benefit of their respective communities. It should also provide a channel for encouraging leaders to put themselves forward for the elections. How could this be achieved? In the UK, there has been a big growth in PASS Chapters and SQL Server Events that was approaching saturation point. The introduction of the Community Engagement Day -- channelled through the SQLBits conference -- has enabled Chapter Leaders to collaborate, connect and share with PASS, Sponsors and Microsoft. It also provides the ability for Chapter Leaders to speak directly to the PASS representatives from PASSHQ. This brings with it the ability for PASS community evangelists to communicate PASS objectives. It has also been the event where we have found out; and/or encouraged, Chapter Leaders to put themselves forward for elections. People like encouragement and validation when going for something like an election, and being able to discuss this with peers at a dedicated event provides a useful platform. PASS has the people in place already to facilitate such an event. Regional Mentors could potentially help organise such events on an annual basis, with PASSHQ providing support in providing a room/Lync access for the event to take place. It would be really good if a PASSHQ representative could attend in person as well.   3.       Restrict candidates to serve only a limited number of terms. A frequent comment I saw on social networking was that the elections can be seen by some as a popularity conference. Perhaps by limiting the number of terms that an individual can serve on either the Nom Com or the BOD, other candidates may be encouraged to be more actively involved within the PASS election process. I don’t think that the current byelaws deal with this particular suggestion. I also saw a couple of tweets that stated that more active community members did not apply for the Nom Com. I struggled to understand how the individuals of the tweets measured “more active”. It just also further solidified the subjective nature of elections. In the absence of how candidates are put forward for the elections. Then a restriction of terms enables the opportunity to be extended to others. How could this be achieved? Set a resolution that is put to a community vote as to the viability of such a solution. For example, the questions for the vote could be: Should individuals in the Nom Com and BoD be limited to a certain number of terms?  Yes/No. What is the maximum number of terms a candidate could serve?   It would be simple to execute such a vote, and the community will have an opportunity to have a say in an important aspect of the PASS organisation. And is the change is successful, then add it as a byelaw.   So there are some of my thoughts. I am not saying they are right or wrong. But I do hope that there is a concerted effort to encourage more candidates from other reaches of the Globe to become involved with future elections.   It would be good to hear your thoughts   Thanks   Chris

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  • Expectations + Rewards = Innovation

    - by D'Arcy Lussier
    “Innovation” is a heavy word. We regard those that embrace it as “Innovators”. We describe organizations as being “Innovative”. We hold those associated with the word in high regard, even though its dictionary definition is very simple: Introducing something new. What our culture has done is wrapped Innovation in white robes and a gold crown. Innovation is rarely just introducing something new. Innovations and innovators are typically associated with other terms: groundbreaking, genius, industry-changing, creative, leading. Being a true innovator and creating innovations are a big deal, and something companies try to strive for…or at least say they strive for. There’s huge value in being recognized as an innovator in an industry, since the idea is that innovation equates to increased profitability. IBM ran an ad a few years back that showed what their view of innovation is: “The point of innovation is to make actual money.” If the money aspect makes you feel uneasy, consider it another way: the point of innovation is to <insert payoff here>. Companies that innovate will be more successful. Non-profits that innovate can better serve their target clients. Governments that innovate can better provide services to their citizens. True innovation is not easy to come by though. As with anything in business, how well an organization will innovate is reliant on the employees it retains, the expectations placed on those employees, and the rewards available to them. In a previous blog post I talked about one formula: Right Employees + Happy Employees = Productive Employees I want to introduce a new one, that builds upon the previous one: Expectations + Rewards = Innovation  The level of innovation your organization will realize is directly associated with the expectations you place on your staff and the rewards you make available to them. Expectations We may feel uncomfortable with the idea of placing expectations on our staff, mainly because expectation has somewhat of a negative or cold connotation to it: “I expect you to act this way or else!” The problem is in the or-else part…we focus on the negative aspects of failing to meet expectations instead of looking at the positive side. “I expect you to act this way because it will produce <insert benefit here>”. Expectations should not be set to punish but instead be set to ensure quality. At a recent conference I spoke with some Microsoft employees who told me that you have five years from starting with the company to reach a “Senior” level. If you don’t, then you’re let go. The expectation Microsoft placed on their staff is that they should be working towards improving themselves, taking more responsibility, and thus ensure that there is a constant level of quality in the workforce. Rewards Let me be clear: a paycheck is not a reward. A paycheck is simply the employer’s responsibility in the employee/employer relationship. A paycheck will never be the key motivator to drive innovation. Offering employees something over and above their required compensation can spur them to greater performance and achievement. Working in the food service industry, this tactic was used again and again: whoever has the highest sales over lunch will receive a free lunch/gift certificate/entry into a draw/etc. There was something to strive for, to try beyond the baseline of what our serving jobs were. It was through this that innovative sales techniques would be tried and honed, with key servers being top sellers time and time again. At a code camp I spoke at, I was amazed to see that all the employees from one company receive $100 Visa gift cards as a thank you for taking time to speak. Again, offering something over and above that can give that extra push for employees. Rewards work. But what about the fairness angle? In the restaurant example I gave, there were servers that would never win the competition. They just weren’t good enough at selling and never seemed to get better. So should those that did work at performing better and produce more sales for the restaurant not get rewarded because those who weren’t working at performing better might get upset? Of course not! Organizations succeed because of their top performers and those that strive to join their ranks. The Expectation/Reward Graph While the Expectations + Rewards = Innovation formula may seem like a simple mathematics formula, there’s much more going under the hood. In fact there are three different outcomes that could occur based on what you put in as values for Expectations and Rewards. Consider the graph below and the descriptions that follow: Disgruntled – High Expectation, Low Reward I worked at a company where the mantra was “Company First, Because We Pay You”. Even today I still hear stories of how this sentiment continues to be perpetuated: They provide you a paycheck and a means to live, therefore you should always put them as your top priority. Of course, this is a huge imbalance in the expectation/reward equation. Why would anyone willingly meet high expectations of availability, workload, deadlines, etc. when there is no reward other than a paycheck to show for it? Remember: paychecks are not rewards! Instead, you see employees be disgruntled which not only affects the level of production but also the level of quality within an organization. It also means that you see higher turnover. Complacent – Low Expectation, Low Reward Complacency is a systemic problem that typically exists throughout all levels of an organization. With no real expectations or rewards, nobody needs to excel. In fact, those that do try to innovate, improve, or introduce new things into the organization might be shunned or pushed out by the rest of the staff who are just doing things the same way they’ve always done it. The bigger issue for the organization with low/low values is that at best they’ll never grow beyond their current size (and may shrink actually), and at worst will cease to exist. Entitled – Low Expectation, High Reward It’s one thing to say you have the best people and reward them as such, but its another thing to actually have the best people and reward them as such. Organizations with Entitled employees are the former: their organization provides them with all types of comforts, benefits, and perks. But there’s no requirement before the rewards are dolled out, and there’s no short-list of who receives the rewards. Everyone in the company is treated the same and is given equal share of the spoils. Entitlement is actually almost identical with Complacency with one notable difference: just try to introduce higher expectations into an entitled organization! Entitled employees have been spoiled for so long that they can’t fathom having rewards taken from them, or having to achieve specific levels of performance before attaining them. Those running the organization also buy in to the Entitled sentiment, feeling that they must persist the same level of comforts to appease their staff…even though the quality of the employee pool may be suspect. Innovative – High Expectation, High Reward Finally we have the Innovative organization which places high expectations but also provides high rewards. This organization gets it: if you truly want the best employees you need to apply equal doses of pressure and praise. Realize that I’m not suggesting crazy overtime or un-realistic working conditions. I do not agree with the “Glengary-Glenross” method of encouragement. But as anyone who follows sports can tell you, the teams that win are the ones where the coaches push their players to be their best; to achieve new levels of performance that they didn’t know they could receive. And the result for the players is more money, fame, and opportunity. It’s in this environment that organizations can focus on innovation – true innovation that builds the business and allows everyone involved to truly benefit. In Closing Organizations love to use the word “Innovation” and its derivatives, but very few actually do innovate. For many, the term has just become another marketing buzzword to lump in with all the other business terms that get overused. But for those organizations that truly get the value of innovation, they will be the ones surging forward while other companies simply fade into the background. And they will be the organizations that expect more from their employees, and give them their just rewards.

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  • When should I use Areas in TFS instead of Team Projects

    - by Martin Hinshelwood
    Well, it depends…. If you are a small company that creates a finite number of internal projects then you will find it easier to create a single project for each of your products and have TFS do the heavy lifting with reporting, SharePoint sites and Version Control. But what if you are not… Update 9th March 2010 Michael Fourie gave me some feedback which I have integrated. Ed Blankenship via @edblankenship offered encouragement and a nice quote. Ewald Hofman gave me a couple of Cons, and maybe a few more soon. Ewald’s company, Avanade, currently uses Areas, but it looks like the manual management is getting too much and the project is getting cluttered. What if you are likely to have hundreds of projects, possibly with a multitude of internal and external projects? You might have 1 project for a customer or 10. This is the situation that most consultancies find themselves in and thus they need a more sustainable and maintainable option. What I am advocating is that we should have 1 “Team Project” per customer, and use areas to create “sub projects” within that single “Team Project”. "What you describe is what we generally do internally and what we recommend. We make very heavy use of area path to categorize the work within a larger project." - Brian Harry, Microsoft Technical Fellow & Product Unit Manager for Team Foundation Server   "We tend to use areas to segregate multiple projects in the same team project and it works well." - Tiago Pascoal, Visual Studio ALM MVP   "In general, I believe this approach provides consistency [to multi-product engagements] and lowers the administration and maintenance costs. All good." - Michael Fourie, Visual Studio ALM MVP   “@MrHinsh BTW, I'm very much a fan of very large, if not huge, team projects in TFS. Just FYI :) Use Areas & Iterations.” Ed Blankenship, Visual Studio ALM MVP   This would mean that SSW would have a single Team Project called “SSW” that contains all of our internal projects and consequently all of the Areas and Iteration move down one hierarchy to accommodate this. Where we would have had “\SSW\Sprint 1” we now have “\SSW\SqlDeploy\Sprint1” with “SqlDeploy” being our internal project. At the moment SSW has over 70 internal projects and more than 170 total projects in TFS. This method has long term benefits that help to simplify the support model for companies that often have limited internal support time and many projects. But, there are implications as TFS does not provide this model “out-of-the-box”. These implications stretch across Areas, Iterations, Queries, Project Portal and Version Control. Michael made a good comment, he said: I agree with your approach, assuming that in a multi-product engagement with a client, they are happy to adopt the same process template across all products. If they are not, then it’ll either be easy to convince them or there is a valid reason for having a different template - Michael Fourie, Visual Studio ALM MVP   At SSW we have a standard template that we use and this is applied across the board, to all of our projects. We even apply any changes to the core process template to all of our existing projects as well. If you have multiple projects for the same clients on multiple templates and you want to keep it that way, then this approach will not work for you. However, if you want to standardise as we have at SSW then this approach may benefit you as well. Implications around Areas Areas should be used for topological classification/isolation of work items. You can think of this as architecture areas, organisational areas or even the main features of your application. In our scenario there is an additional top level item that represents the Project / Product that we want to chop our Team Project into. Figure: Creating a sub area to represent a product/project is easy. <teamproject> <teamproject>\<Functional Area/module whatever> Becomes: <teamproject> <teamproject>\<ProjectName>\ <teamproject>\<ProjectName>\<Functional Area/module whatever> Implications around Iterations Iterations should be used for chronological classification/isolation of work items. This could include isolated time boxes, milestones or release timelines and really depends on the logical flow of your project or projects. Due to the new level in Area we need to add the same level to Iteration. This is primarily because it is unlikely that the sprints in each of your projects/products will start and end at the same time. This is just a reality of managing multiple projects. Figure: Adding the same Area value to Iteration as the top level item adds flexibility to Iteration. <teamproject>\Sprint 1 Or <teamproject>\Release 1\Sprint 1 Becomes: <teamproject>\<ProjectName>\Sprint 1 Or <teamproject>\<ProjectName>\Release 1\Sprint 1 Implications around Queries Queries are used to filter your work items based on a specified level of granularity. There are a number of queries that are built into a project created using the MSF Agile 5.0 template, but we now have multiple projects and it would be a pain to have to edit all of the work items every time we changed project, and that would only allow one team to work on one project at a time.   Figure: The Queries that are created in a normal MSF Agile 5.0 project do not quite suit our new needs. In order for project contributors to be able to query based on their project we need a couple of things. The first thing I did was to create an “_Area Template” folder that has a copy of the project layout with all the queries setup to filter based on the “_Area Template” Area and the “_Sprint template” you can see in the Area and Iteration views. Figure: The template is currently easily drag and drop, but you then need to edit the queries to point at the right Area and Iteration. This needs a tool. I then created an “Areas” folder to hold all of the area specific queries. So, when you go to create a new TFS Sub-Project you just drag “_Area Template” while holding “Ctrl” and drop it onto “Areas”. There is a little setup here. That said I managed it in around 10 minutes which is not so bad, and I can imagine it being quite easy to build a tool to create these queries Figure: These new queries can be configured in around 10 minutes, which includes setting up the Area and Iteration as well. Version Control What about your source code? Well, that is the easiest of the lot. Just create a sub folder for each of your projects/products.   Figure: Creating sub folders in source control is easy as “Right click | Create new folder”. <teamproject>\DEV\Main\ Becomes: <teamproject>\<ProjectName>\DEV\Main\ Conclusion I think it is up to each company to make a call on how you want to configure your Team Projects and it depends completely on how many projects/products you are going to have for each customer including yourself. If we decide to utilise this route it will require some configuration to get our 170+ projects into this format, and I will probably be writing some tools to help. Pros You only have one project to upgrade when a process template changes – After going through an upgrade of over 170 project prior to the changes in the RC I can tell you that that many projects is no fun. Standardises your Process Template – You will always have the same Process implementation across projects/products without exception You get tighter control over the permissions – Yes, you can do this on a standard Team Project, but it gets a lot easier with practice. You can “move” work items from one “product” to another – Have we not always wanted to do that. You can rename your projects – Wahoo: everyone wants to do this, now you can. One set of Reporting Services reports to manage – You set an area and iteration to run reports anyway, so you may as well set both. Simplified Check-In Policies– There is only one set of check-in policies per client. This simplifies administration of policies. Simplified Alerts – As alerts are applied across multiple projects this simplifies your alert rules as per client. Cons All of these cons could be mitigated by a custom tool that helps automate creation of “Sub-projects” within Team Projects. This custom tool could create areas, Iteration, permissions, SharePoint and queries. It just does not exist yet :) You need to configure the Areas and Iterations You need to configure the permissions You may need to configure sub sites for SharePoint (depends on your requirement) – If you have two projects/products in the same Team Project then you will not see the burn down for each one out-of-the-box, but rather a cumulative for the Team Project. This is not really that much of a problem as you would have to configure your burndown graphs for your current iteration anyway. note: When you create a sub site to a TFS linked portal it will inherit the settings of its parent site :) This is fantastic as it means that you can easily create sub sites and then set the Area and Iteration path in each of the reports to be the correct one. Every team wants their own customization (via Ewald Hofman) - small teams of 2 persons against teams of 30 – or even outsourcing – need their own process, you cannot allow that because everybody gets the same work item types. note: Luckily at SSW this is not a problem as our template is standardised across all projects and customers. Large list of builds (via Ewald Hofman) – As the build list in Team Explorer is just a flat list it can get very cluttered. note: I would mitigate this by removing any build that has not been run in over 30 days. The build template and workflow will still be available in version control, but it will clean the list. Feedback Now that I have explained this method, what do you think? What other pros and cons can you see? What do you think of this approach? Will you be using it? What tools would you like to support you?   Technorati Tags: Visual Studio ALM,TFS Administration,TFS,Team Foundation Server,Project Planning,TFS Customisation

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  • SQL SERVER – Securing TRUNCATE Permissions in SQL Server

    - by pinaldave
    Download the Script of this article from here. On December 11, 2010, Vinod Kumar, a Databases & BI technology evangelist from Microsoft Corporation, graced Ahmedabad by spending some time with the Community during the Community Tech Days (CTD) event. As he was running through a few demos, Vinod asked the audience one of the most fundamental and common interview questions – “What is the difference between a DELETE and TRUNCATE?“ Ahmedabad SQL Server User Group Expert Nakul Vachhrajani has come up with excellent solutions of the same. I must congratulate Nakul for this excellent solution and as a encouragement to User Group member, I am publishing the same article over here. Nakul Vachhrajani is a Software Specialist and systems development professional with Patni Computer Systems Limited. He has functional experience spanning legacy code deprecation, system design, documentation, development, implementation, testing, maintenance and support of complex systems, providing business intelligence solutions, database administration, performance tuning, optimization, product management, release engineering, process definition and implementation. He has comprehensive grasp on Database Administration, Development and Implementation with MS SQL Server and C, C++, Visual C++/C#. He has about 6 years of total experience in information technology. Nakul is an member of the Ahmedabad and Gandhinagar SQL Server User Groups, and actively contributes to the community by actively participating in multiple forums and websites like SQLAuthority.com, BeyondRelational.com, SQLServerCentral.com and many others. Please note: The opinions expressed herein are Nakul own personal opinions and do not represent his employer’s view in anyway. All data from everywhere here on Earth go through a series of  four distinct operations, identified by the words: CREATE, READ, UPDATE and DELETE, or simply, CRUD. Putting in Microsoft SQL Server terms, is the process goes like this: INSERT, SELECT, UPDATE and DELETE/TRUNCATE. Quite a few interesting responses were received and evaluated live during the session. To summarize them, the most important similarity that came out was that both DELETE and TRUNCATE participate in transactions. The major differences (not all) that came out of the exercise were: DELETE: DELETE supports a WHERE clause DELETE removes rows from a table, row-by-row Because DELETE moves row-by-row, it acquires a row-level lock Depending upon the recovery model of the database, DELETE is a fully-logged operation. Because DELETE moves row-by-row, it can fire off triggers TRUNCATE: TRUNCATE does not support a WHERE clause TRUNCATE works by directly removing the individual data pages of a table TRUNCATE directly occupies a table-level lock. (Because a lock is acquired, and because TRUNCATE can also participate in a transaction, it has to be a logged operation) TRUNCATE is, therefore, a minimally-logged operation; again, this depends upon the recovery model of the database Triggers are not fired when TRUNCATE is used (because individual row deletions are not logged) Finally, Vinod popped the big homework question that must be critically analyzed: “We know that we can restrict a DELETE operation to a particular user, but how can we restrict the TRUNCATE operation to a particular user?” After returning home and having a nice cup of coffee, I noticed that my gray cells immediately started to work. Below was the result of my research. As what is always said, the devil is in the details. Upon looking at the Permissions section for the TRUNCATE statement in Books On Line, the following jumps right out: “The minimum permission required is ALTER on table_name. TRUNCATE TABLE permissions default to the table owner, members of the sysadmin fixed server role, and the db_owner and db_ddladmin fixed database roles, and are not transferable. However, you can incorporate the TRUNCATE TABLE statement within a module, such as a stored procedure, and grant appropriate permissions to the module using the EXECUTE AS clause.“ Now, what does this mean? Unlike DELETE, one cannot directly assign permissions to a user/set of users allowing or revoking TRUNCATE rights. However, there is a way to circumvent this. It is important to recall that in Microsoft SQL Server, database engine security surrounds the concept of a “securable”, which is any object like a table, stored procedure, trigger, etc. Rights are assigned to a principal on a securable. Refer to the image below (taken from the SQL Server Books On Line). urable”, which is any object like a table, stored procedure, trigger, etc. Rights are assigned to a principal on a securable. Refer to the image below (taken from the SQL Server Books On Line). SETTING UP THE ENVIRONMENT – (01A_Truncate Table Permissions.sql) Script Provided at the end of the article. By the end of this demo, one will be able to do all the CRUD operations, except the TRUNCATE, and the other will only be able to execute the TRUNCATE. All you will need for this test is any edition of SQL Server 2008. (With minor changes, these scripts can be made to work with SQL 2005.) We begin by creating the following: 1.       A test database 2.        Two database roles: associated logins and users 3.       Switch over to the test database and create a test table. Then, add some data into it. I am using row constructors, which is new to SQL 2008. Creating the modules that will be used to enforce permissions 1.       We have already created one of the modules that we will be assigning permissions to. That module is the table: TruncatePermissionsTest 2.       We will now create two stored procedures; one is for the DELETE operation and the other for the TRUNCATE operation. Please note that for all practical purposes, the end result is the same – all data from the table TruncatePermissionsTest is removed Assigning the permissions Now comes the most important part of the demonstration – assigning permissions. A permissions matrix can be worked out as under: To apply the security rights, we use the GRANT and DENY clauses, as under: That’s it! We are now ready for our big test! THE TEST (01B_Truncate Table Test Queries.sql) Script Provided at the end of the article. I will now need two separate SSMS connections, one with the login AllowedTruncate and the other with the login RestrictedTruncate. Running the test is simple; all that’s required is to run through the script – 01B_Truncate Table Test Queries.sql. What I will demonstrate here via screen-shots is the behavior of SQL Server when logged in as the AllowedTruncate user. There are a few other combinations than what are highlighted here. I will leave the reader the right to explore the behavior of the RestrictedTruncate user and these additional scenarios, as a form of self-study. 1.       Testing SELECT permissions 2.       Testing TRUNCATE permissions (Remember, “deny by default”?) 3.       Trying to circumvent security by trying to TRUNCATE the table using the stored procedure Hence, we have now proved that a user can indeed be assigned permissions to specifically assign TRUNCATE permissions. I also hope that the above has sparked curiosity towards putting some security around the probably “destructive” operations of DELETE and TRUNCATE. I would like to wish each and every one of the readers a very happy and secure time with Microsoft SQL Server. (Please find the scripts – 01A_Truncate Table Permissions.sql and 01B_Truncate Table Test Queries.sql that have been used in this demonstration. Please note that these scripts contain purely test-level code only. These scripts must not, at any cost, be used in the reader’s production environments). 01A_Truncate Table Permissions.sql /* ***************************************************************************************************************** Developed By          : Nakul Vachhrajani Functionality         : This demo is focused on how to allow only TRUNCATE permissions to a particular user How to Use            : 1. Run through, step-by-step through the sequence till Step 08 to create a test database 2. Switch over to the "Truncate Table Test Queries.sql" and execute it step-by-step in two different SSMS windows, one where you have logged in as 'RestrictedTruncate', and the other as 'AllowedTruncate' 3. Come back to "Truncate Table Permissions.sql" 4. Execute Step 10 to cleanup! Modifications         : December 13, 2010 - NAV - Updated to add a security matrix and improve code readability when applying security December 12, 2010 - NAV - Created ***************************************************************************************************************** */ -- Step 01: Create a new test database CREATE DATABASE TruncateTestDB GO USE TruncateTestDB GO -- Step 02: Add roles and users to demonstrate the security of the Truncate operation -- 2a. Create the new roles CREATE ROLE AllowedTruncateRole; GO CREATE ROLE RestrictedTruncateRole; GO -- 2b. Create new logins CREATE LOGIN AllowedTruncate WITH PASSWORD = 'truncate@2010', CHECK_POLICY = ON GO CREATE LOGIN RestrictedTruncate WITH PASSWORD = 'truncate@2010', CHECK_POLICY = ON GO -- 2c. Create new Users using the roles and logins created aboave CREATE USER TruncateUser FOR LOGIN AllowedTruncate WITH DEFAULT_SCHEMA = dbo GO CREATE USER NoTruncateUser FOR LOGIN RestrictedTruncate WITH DEFAULT_SCHEMA = dbo GO -- 2d. Add the newly created login to the newly created role sp_addrolemember 'AllowedTruncateRole','TruncateUser' GO sp_addrolemember 'RestrictedTruncateRole','NoTruncateUser' GO -- Step 03: Change over to the test database USE TruncateTestDB GO -- Step 04: Create a test table within the test databse CREATE TABLE TruncatePermissionsTest (Id INT IDENTITY(1,1), Name NVARCHAR(50)) GO -- Step 05: Populate the required data INSERT INTO TruncatePermissionsTest VALUES (N'Delhi'), (N'Mumbai'), (N'Ahmedabad') GO -- Step 06: Encapsulate the DELETE within another module CREATE PROCEDURE proc_DeleteMyTable WITH EXECUTE AS SELF AS DELETE FROM TruncateTestDB..TruncatePermissionsTest GO -- Step 07: Encapsulate the TRUNCATE within another module CREATE PROCEDURE proc_TruncateMyTable WITH EXECUTE AS SELF AS TRUNCATE TABLE TruncateTestDB..TruncatePermissionsTest GO -- Step 08: Apply Security /* *****************************SECURITY MATRIX*************************************** =================================================================================== Object                   | Permissions |                 Login |             | AllowedTruncate   |   RestrictedTruncate |             |User:NoTruncateUser|   User:TruncateUser =================================================================================== TruncatePermissionsTest  | SELECT,     |      GRANT        |      (Default) | INSERT,     |                   | | UPDATE,     |                   | | DELETE      |                   | -------------------------+-------------+-------------------+----------------------- TruncatePermissionsTest  | ALTER       |      DENY         |      (Default) -------------------------+-------------+----*/----------------+----------------------- proc_DeleteMyTable | EXECUTE | GRANT | DENY -------------------------+-------------+-------------------+----------------------- proc_TruncateMyTable | EXECUTE | DENY | GRANT -------------------------+-------------+-------------------+----------------------- *****************************SECURITY MATRIX*************************************** */ /* Table: TruncatePermissionsTest*/ GRANT SELECT, INSERT, UPDATE, DELETE ON TruncateTestDB..TruncatePermissionsTest TO NoTruncateUser GO DENY ALTER ON TruncateTestDB..TruncatePermissionsTest TO NoTruncateUser GO /* Procedure: proc_DeleteMyTable*/ GRANT EXECUTE ON TruncateTestDB..proc_DeleteMyTable TO NoTruncateUser GO DENY EXECUTE ON TruncateTestDB..proc_DeleteMyTable TO TruncateUser GO /* Procedure: proc_TruncateMyTable*/ DENY EXECUTE ON TruncateTestDB..proc_TruncateMyTable TO NoTruncateUser GO GRANT EXECUTE ON TruncateTestDB..proc_TruncateMyTable TO TruncateUser GO -- Step 09: Test --Switch over to the "Truncate Table Test Queries.sql" and execute it step-by-step in two different SSMS windows: --    1. one where you have logged in as 'RestrictedTruncate', and --    2. the other as 'AllowedTruncate' -- Step 10: Cleanup sp_droprolemember 'AllowedTruncateRole','TruncateUser' GO sp_droprolemember 'RestrictedTruncateRole','NoTruncateUser' GO DROP USER TruncateUser GO DROP USER NoTruncateUser GO DROP LOGIN AllowedTruncate GO DROP LOGIN RestrictedTruncate GO DROP ROLE AllowedTruncateRole GO DROP ROLE RestrictedTruncateRole GO USE MASTER GO DROP DATABASE TruncateTestDB GO 01B_Truncate Table Test Queries.sql /* ***************************************************************************************************************** Developed By          : Nakul Vachhrajani Functionality         : This demo is focused on how to allow only TRUNCATE permissions to a particular user How to Use            : 1. Switch over to this from "Truncate Table Permissions.sql", Step #09 2. Execute this step-by-step in two different SSMS windows a. One where you have logged in as 'RestrictedTruncate', and b. The other as 'AllowedTruncate' 3. Return back to "Truncate Table Permissions.sql" 4. Execute Step 10 to cleanup! Modifications         : December 12, 2010 - NAV - Created ***************************************************************************************************************** */ -- Step 09A: Switch to the test database USE TruncateTestDB GO -- Step 09B: Ensure that we have valid data SELECT * FROM TruncatePermissionsTest GO -- (Expected: Following error will occur if logged in as "AllowedTruncate") -- Msg 229, Level 14, State 5, Line 1 -- The SELECT permission was denied on the object 'TruncatePermissionsTest', database 'TruncateTestDB', schema 'dbo'. --Step 09C: Attempt to Truncate Data from the table without using the stored procedure TRUNCATE TABLE TruncatePermissionsTest GO -- (Expected: Following error will occur) --  Msg 1088, Level 16, State 7, Line 2 --  Cannot find the object "TruncatePermissionsTest" because it does not exist or you do not have permissions. -- Step 09D:Regenerate Test Data INSERT INTO TruncatePermissionsTest VALUES (N'London'), (N'Paris'), (N'Berlin') GO -- (Expected: Following error will occur if logged in as "AllowedTruncate") -- Msg 229, Level 14, State 5, Line 1 -- The INSERT permission was denied on the object 'TruncatePermissionsTest', database 'TruncateTestDB', schema 'dbo'. --Step 09E: Attempt to Truncate Data from the table using the stored procedure EXEC proc_TruncateMyTable GO -- (Expected: Will execute successfully with 'AllowedTruncate' user, will error out as under with 'RestrictedTruncate') -- Msg 229, Level 14, State 5, Procedure proc_TruncateMyTable, Line 1 -- The EXECUTE permission was denied on the object 'proc_TruncateMyTable', database 'TruncateTestDB', schema 'dbo'. -- Step 09F:Regenerate Test Data INSERT INTO TruncatePermissionsTest VALUES (N'Madrid'), (N'Rome'), (N'Athens') GO --Step 09G: Attempt to Delete Data from the table without using the stored procedure DELETE FROM TruncatePermissionsTest GO -- (Expected: Following error will occur if logged in as "AllowedTruncate") -- Msg 229, Level 14, State 5, Line 2 -- The DELETE permission was denied on the object 'TruncatePermissionsTest', database 'TruncateTestDB', schema 'dbo'. -- Step 09H:Regenerate Test Data INSERT INTO TruncatePermissionsTest VALUES (N'Spain'), (N'Italy'), (N'Greece') GO --Step 09I: Attempt to Delete Data from the table using the stored procedure EXEC proc_DeleteMyTable GO -- (Expected: Following error will occur if logged in as "AllowedTruncate") -- Msg 229, Level 14, State 5, Procedure proc_DeleteMyTable, Line 1 -- The EXECUTE permission was denied on the object 'proc_DeleteMyTable', database 'TruncateTestDB', schema 'dbo'. --Step 09J: Close this SSMS window and return back to "Truncate Table Permissions.sql" Thank you Nakul to take up the challenge and prove that Ahmedabad and Gandhinagar SQL Server User Group has talent to solve difficult problems. Reference: Pinal Dave (http://blog.SQLAuthority.com) Filed under: Best Practices, Pinal Dave, Readers Contribution, Readers Question, SQL, SQL Authority, SQL Query, SQL Scripts, SQL Security, SQL Server, SQL Tips and Tricks, T SQL, Technology

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  • Much Ado About Nothing: Stub Objects

    - by user9154181
    The Solaris 11 link-editor (ld) contains support for a new type of object that we call a stub object. A stub object is a shared object, built entirely from mapfiles, that supplies the same linking interface as the real object, while containing no code or data. Stub objects cannot be executed — the runtime linker will kill any process that attempts to load one. However, you can link to a stub object as a dependency, allowing the stub to act as a proxy for the real version of the object. You may well wonder if there is a point to producing an object that contains nothing but linking interface. As it turns out, stub objects are very useful for building large bodies of code such as Solaris. In the last year, we've had considerable success in applying them to one of our oldest and thorniest build problems. In this discussion, I will describe how we came to invent these objects, and how we apply them to building Solaris. This posting explains where the idea for stub objects came from, and details our long and twisty journey from hallway idea to standard link-editor feature. I expect that these details are mainly of interest to those who work on Solaris and its makefiles, those who have done so in the past, and those who work with other similar bodies of code. A subsequent posting will omit the history and background details, and instead discuss how to build and use stub objects. If you are mainly interested in what stub objects are, and don't care about the underlying software war stories, I encourage you to skip ahead. The Long Road To Stubs This all started for me with an email discussion in May of 2008, regarding a change request that was filed in 2002, entitled: 4631488 lib/Makefile is too patient: .WAITs should be reduced This CR encapsulates a number of cronic issues with Solaris builds: We build Solaris with a parallel make (dmake) that tries to build as much of the code base in parallel as possible. There is a lot of code to build, and we've long made use of parallelized builds to get the job done quicker. This is even more important in today's world of massively multicore hardware. Solaris contains a large number of executables and shared objects. Executables depend on shared objects, and shared objects can depend on each other. Before you can build an object, you need to ensure that the objects it needs have been built. This implies a need for serialization, which is in direct opposition to the desire to build everying in parallel. To accurately build objects in the right order requires an accurate set of make rules defining the things that depend on each other. This sounds simple, but the reality is quite complex. In practice, having programmers explicitly specify these dependencies is a losing strategy: It's really hard to get right. It's really easy to get it wrong and never know it because things build anyway. Even if you get it right, it won't stay that way, because dependencies between objects can change over time, and make cannot help you detect such drifing. You won't know that you got it wrong until the builds break. That can be a long time after the change that triggered the breakage happened, making it hard to connect the cause and the effect. Usually this happens just before a release, when the pressure is on, its hard to think calmly, and there is no time for deep fixes. As a poor compromise, the libraries in core Solaris were built using a set of grossly incomplete hand written rules, supplemented with a number of dmake .WAIT directives used to group the libraries into sets of non-interacting groups that can be built in parallel because we think they don't depend on each other. From time to time, someone will suggest that we could analyze the built objects themselves to determine their dependencies and then generate make rules based on those relationships. This is possible, but but there are complications that limit the usefulness of that approach: To analyze an object, you have to build it first. This is a classic chicken and egg scenario. You could analyze the results of a previous build, but then you're not necessarily going to get accurate rules for the current code. It should be possible to build the code without having a built workspace available. The analysis will take time, and remember that we're constantly trying to make builds faster, not slower. By definition, such an approach will always be approximate, and therefore only incremantally more accurate than the hand written rules described above. The hand written rules are fast and cheap, while this idea is slow and complex, so we stayed with the hand written approach. Solaris was built that way, essentially forever, because these are genuinely difficult problems that had no easy answer. The makefiles were full of build races in which the right outcomes happened reliably for years until a new machine or a change in build server workload upset the accidental balance of things. After figuring out what had happened, you'd mutter "How did that ever work?", add another incomplete and soon to be inaccurate make dependency rule to the system, and move on. This was not a satisfying solution, as we tend to be perfectionists in the Solaris group, but we didn't have a better answer. It worked well enough, approximately. And so it went for years. We needed a different approach — a new idea to cut the Gordian Knot. In that discussion from May 2008, my fellow linker-alien Rod Evans had the initial spark that lead us to a game changing series of realizations: The link-editor is used to link objects together, but it only uses the ELF metadata in the object, consisting of symbol tables, ELF versioning sections, and similar data. Notably, it does not look at, or understand, the machine code that makes an object useful at runtime. If you had an object that only contained the ELF metadata for a dependency, but not the code or data, the link-editor would find it equally useful for linking, and would never know the difference. Call it a stub object. In the core Solaris OS, we require all objects to be built with a link-editor mapfile that describes all of its publically available functions and data. Could we build a stub object using the mapfile for the real object? It ought to be very fast to build stub objects, as there are no input objects to process. Unlike the real object, stub objects would not actually require any dependencies, and so, all of the stubs for the entire system could be built in parallel. When building the real objects, one could link against the stub objects instead of the real dependencies. This means that all the real objects can be built built in parallel too, without any serialization. We could replace a system that requires perfect makefile rules with a system that requires no ordering rules whatsoever. The results would be considerably more robust. We immediately realized that this idea had potential, but also that there were many details to sort out, lots of work to do, and that perhaps it wouldn't really pan out. As is often the case, it would be necessary to do the work and see how it turned out. Following that conversation, I set about trying to build a stub object. We determined that a faithful stub has to do the following: Present the same set of global symbols, with the same ELF versioning, as the real object. Functions are simple — it suffices to have a symbol of the right type, possibly, but not necessarily, referencing a null function in its text segment. Copy relocations make data more complicated to stub. The possibility of a copy relocation means that when you create a stub, the data symbols must have the actual size of the real data. Any error in this will go uncaught at link time, and will cause tragic failures at runtime that are very hard to diagnose. For reasons too obscure to go into here, involving tentative symbols, it is also important that the data reside in bss, or not, matching its placement in the real object. If the real object has more than one symbol pointing at the same data item, we call these aliased symbols. All data symbols in the stub object must exhibit the same aliasing as the real object. We imagined the stub library feature working as follows: A command line option to ld tells it to produce a stub rather than a real object. In this mode, only mapfiles are examined, and any object or shared libraries on the command line are are ignored. The extra information needed (function or data, size, and bss details) would be added to the mapfile. When building the real object instead of the stub, the extra information for building stubs would be validated against the resulting object to ensure that they match. In exploring these ideas, I immediately run headfirst into the reality of the original mapfile syntax, a subject that I would later write about as The Problem(s) With Solaris SVR4 Link-Editor Mapfiles. The idea of extending that poor language was a non-starter. Until a better mapfile syntax became available, which seemed unlikely in 2008, the solution could not involve extentions to the mapfile syntax. Instead, we cooked up the idea (hack) of augmenting mapfiles with stylized comments that would carry the necessary information. A typical definition might look like: # DATA(i386) __iob 0x3c0 # DATA(amd64,sparcv9) __iob 0xa00 # DATA(sparc) __iob 0x140 iob; A further problem then became clear: If we can't extend the mapfile syntax, then there's no good way to extend ld with an option to produce stub objects, and to validate them against the real objects. The idea of having ld read comments in a mapfile and parse them for content is an unacceptable hack. The entire point of comments is that they are strictly for the human reader, and explicitly ignored by the tool. Taking all of these speed bumps into account, I made a new plan: A perl script reads the mapfiles, generates some small C glue code to produce empty functions and data definitions, compiles and links the stub object from the generated glue code, and then deletes the generated glue code. Another perl script used after both objects have been built, to compare the real and stub objects, using data from elfdump, and validate that they present the same linking interface. By June 2008, I had written the above, and generated a stub object for libc. It was a useful prototype process to go through, and it allowed me to explore the ideas at a deep level. Ultimately though, the result was unsatisfactory as a basis for real product. There were so many issues: The use of stylized comments were fine for a prototype, but not close to professional enough for shipping product. The idea of having to document and support it was a large concern. The ideal solution for stub objects really does involve having the link-editor accept the same arguments used to build the real object, augmented with a single extra command line option. Any other solution, such as our prototype script, will require makefiles to be modified in deeper ways to support building stubs, and so, will raise barriers to converting existing code. A validation script that rederives what the linker knew when it built an object will always be at a disadvantage relative to the actual linker that did the work. A stub object should be identifyable as such. In the prototype, there was no tag or other metadata that would let you know that they weren't real objects. Being able to identify a stub object in this way means that the file command can tell you what it is, and that the runtime linker can refuse to try and run a program that loads one. At that point, we needed to apply this prototype to building Solaris. As you might imagine, the task of modifying all the makefiles in the core Solaris code base in order to do this is a massive task, and not something you'd enter into lightly. The quality of the prototype just wasn't good enough to justify that sort of time commitment, so I tabled the project, putting it on my list of long term things to think about, and moved on to other work. It would sit there for a couple of years. Semi-coincidentally, one of the projects I tacked after that was to create a new mapfile syntax for the Solaris link-editor. We had wanted to do something about the old mapfile syntax for many years. Others before me had done some paper designs, and a great deal of thought had already gone into the features it should, and should not have, but for various reasons things had never moved beyond the idea stage. When I joined Sun in late 2005, I got involved in reviewing those things and thinking about the problem. Now in 2008, fresh from relearning for the Nth time why the old mapfile syntax was a huge impediment to linker progress, it seemed like the right time to tackle the mapfile issue. Paving the way for proper stub object support was not the driving force behind that effort, but I certainly had them in mind as I moved forward. The new mapfile syntax, which we call version 2, integrated into Nevada build snv_135 in in February 2010: 6916788 ld version 2 mapfile syntax PSARC/2009/688 Human readable and extensible ld mapfile syntax In order to prove that the new mapfile syntax was adequate for general purpose use, I had also done an overhaul of the ON consolidation to convert all mapfiles to use the new syntax, and put checks in place that would ensure that no use of the old syntax would creep back in. That work went back into snv_144 in June 2010: 6916796 OSnet mapfiles should use version 2 link-editor syntax That was a big putback, modifying 517 files, adding 18 new files, and removing 110 old ones. I would have done this putback anyway, as the work was already done, and the benefits of human readable syntax are obvious. However, among the justifications listed in CR 6916796 was this We anticipate adding additional features to the new mapfile language that will be applicable to ON, and which will require all sharable object mapfiles to use the new syntax. I never explained what those additional features were, and no one asked. It was premature to say so, but this was a reference to stub objects. By that point, I had already put together a working prototype link-editor with the necessary support for stub objects. I was pleased to find that building stubs was indeed very fast. On my desktop system (Ultra 24), an amd64 stub for libc can can be built in a fraction of a second: % ptime ld -64 -z stub -o stubs/libc.so.1 -G -hlibc.so.1 \ -ztext -zdefs -Bdirect ... real 0.019708910 user 0.010101680 sys 0.008528431 In order to go from prototype to integrated link-editor feature, I knew that I would need to prove that stub objects were valuable. And to do that, I knew that I'd have to switch the Solaris ON consolidation to use stub objects and evaluate the outcome. And in order to do that experiment, ON would first need to be converted to version 2 mapfiles. Sub-mission accomplished. Normally when you design a new feature, you can devise reasonably small tests to show it works, and then deploy it incrementally, letting it prove its value as it goes. The entire point of stub objects however was to demonstrate that they could be successfully applied to an extremely large and complex code base, and specifically to solve the Solaris build issues detailed above. There was no way to finesse the matter — in order to move ahead, I would have to successfully use stub objects to build the entire ON consolidation and demonstrate their value. In software, the need to boil the ocean can often be a warning sign that things are trending in the wrong direction. Conversely, sometimes progress demands that you build something large and new all at once. A big win, or a big loss — sometimes all you can do is try it and see what happens. And so, I spent some time staring at ON makefiles trying to get a handle on how things work, and how they'd have to change. It's a big and messy world, full of complex interactions, unspecified dependencies, special cases, and knowledge of arcane makefile features... ...and so, I backed away, put it down for a few months and did other work... ...until the fall, when I felt like it was time to stop thinking and pondering (some would say stalling) and get on with it. Without stubs, the following gives a simplified high level view of how Solaris is built: An initially empty directory known as the proto, and referenced via the ROOT makefile macro is established to receive the files that make up the Solaris distribution. A top level setup rule creates the proto area, and performs operations needed to initialize the workspace so that the main build operations can be launched, such as copying needed header files into the proto area. Parallel builds are launched to build the kernel (usr/src/uts), libraries (usr/src/lib), and commands. The install makefile target builds each item and delivers a copy to the proto area. All libraries and executables link against the objects previously installed in the proto, implying the need to synchronize the order in which things are built. Subsequent passes run lint, and do packaging. Given this structure, the additions to use stub objects are: A new second proto area is established, known as the stub proto and referenced via the STUBROOT makefile macro. The stub proto has the same structure as the real proto, but is used to hold stub objects. All files in the real proto are delivered as part of the Solaris product. In contrast, the stub proto is used to build the product, and then thrown away. A new target is added to library Makefiles called stub. This rule builds the stub objects. The ld command is designed so that you can build a stub object using the same ld command line you'd use to build the real object, with the addition of a single -z stub option. This means that the makefile rules for building the stub objects are very similar to those used to build the real objects, and many existing makefile definitions can be shared between them. A new target is added to the Makefiles called stubinstall which delivers the stub objects built by the stub rule into the stub proto. These rules reuse much of existing plumbing used by the existing install rule. The setup rule runs stubinstall over the entire lib subtree as part of its initialization. All libraries and executables link against the objects in the stub proto rather than the main proto, and can therefore be built in parallel without any synchronization. There was no small way to try this that would yield meaningful results. I would have to take a leap of faith and edit approximately 1850 makefiles and 300 mapfiles first, trusting that it would all work out. Once the editing was done, I'd type make and see what happened. This took about 6 weeks to do, and there were many dark days when I'd question the entire project, or struggle to understand some of the many twisted and complex situations I'd uncover in the makefiles. I even found a couple of new issues that required changes to the new stub object related code I'd added to ld. With a substantial amount of encouragement and help from some key people in the Solaris group, I eventually got the editing done and stub objects for the entire workspace built. I found that my desktop system could build all the stub objects in the workspace in roughly a minute. This was great news, as it meant that use of the feature is effectively free — no one was likely to notice or care about the cost of building them. After another week of typing make, fixing whatever failed, and doing it again, I succeeded in getting a complete build! The next step was to remove all of the make rules and .WAIT statements dedicated to controlling the order in which libraries under usr/src/lib are built. This came together pretty quickly, and after a few more speed bumps, I had a workspace that built cleanly and looked like something you might actually be able to integrate someday. This was a significant milestone, but there was still much left to do. I turned to doing full nightly builds. Every type of build (open, closed, OpenSolaris, export, domestic) had to be tried. Each type failed in a new and unique way, requiring some thinking and rework. As things came together, I became aware of things that could have been done better, simpler, or cleaner, and those things also required some rethinking, the seeking of wisdom from others, and some rework. After another couple of weeks, it was in close to final form. My focus turned towards the end game and integration. This was a huge workspace, and needed to go back soon, before changes in the gate would made merging increasingly difficult. At this point, I knew that the stub objects had greatly simplified the makefile logic and uncovered a number of race conditions, some of which had been there for years. I assumed that the builds were faster too, so I did some builds intended to quantify the speedup in build time that resulted from this approach. It had never occurred to me that there might not be one. And so, I was very surprised to find that the wall clock build times for a stock ON workspace were essentially identical to the times for my stub library enabled version! This is why it is important to always measure, and not just to assume. One can tell from first principles, based on all those removed dependency rules in the library makefile, that the stub object version of ON gives dmake considerably more opportunities to overlap library construction. Some hypothesis were proposed, and shot down: Could we have disabled dmakes parallel feature? No, a quick check showed things being build in parallel. It was suggested that we might be I/O bound, and so, the threads would be mostly idle. That's a plausible explanation, but system stats didn't really support it. Plus, the timing between the stub and non-stub cases were just too suspiciously identical. Are our machines already handling as much parallelism as they are capable of, and unable to exploit these additional opportunities? Once again, we didn't see the evidence to back this up. Eventually, a more plausible and obvious reason emerged: We build the libraries and commands (usr/src/lib, usr/src/cmd) in parallel with the kernel (usr/src/uts). The kernel is the long leg in that race, and so, wall clock measurements of build time are essentially showing how long it takes to build uts. Although it would have been nice to post a huge speedup immediately, we can take solace in knowing that stub objects simplify the makefiles and reduce the possibility of race conditions. The next step in reducing build time should be to find ways to reduce or overlap the uts part of the builds. When that leg of the build becomes shorter, then the increased parallelism in the libs and commands will pay additional dividends. Until then, we'll just have to settle for simpler and more robust. And so, I integrated the link-editor support for creating stub objects into snv_153 (November 2010) with 6993877 ld should produce stub objects PSARC/2010/397 ELF Stub Objects followed by the work to convert the ON consolidation in snv_161 (February 2011) with 7009826 OSnet should use stub objects 4631488 lib/Makefile is too patient: .WAITs should be reduced This was a huge putback, with 2108 modified files, 8 new files, and 2 removed files. Due to the size, I was allowed a window after snv_160 closed in which to do the putback. It went pretty smoothly for something this big, a few more preexisting race conditions would be discovered and addressed over the next few weeks, and things have been quiet since then. Conclusions and Looking Forward Solaris has been built with stub objects since February. The fact that developers no longer specify the order in which libraries are built has been a big success, and we've eliminated an entire class of build error. That's not to say that there are no build races left in the ON makefiles, but we've taken a substantial bite out of the problem while generally simplifying and improving things. The introduction of a stub proto area has also opened some interesting new possibilities for other build improvements. As this article has become quite long, and as those uses do not involve stub objects, I will defer that discussion to a future article.

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