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  • Cardinality Estimation Bug with Lookups in SQL Server 2008 onward

    - by Paul White
    Cost-based optimization stands or falls on the quality of cardinality estimates (expected row counts).  If the optimizer has incorrect information to start with, it is quite unlikely to produce good quality execution plans except by chance.  There are many ways we can provide good starting information to the optimizer, and even more ways for cardinality estimation to go wrong.  Good database people know this, and work hard to write optimizer-friendly queries with a schema and metadata (e.g. statistics) that reduce the chances of poor cardinality estimation producing a sub-optimal plan.  Today, I am going to look at a case where poor cardinality estimation is Microsoft’s fault, and not yours. SQL Server 2005 SELECT th.ProductID, th.TransactionID, th.TransactionDate FROM Production.TransactionHistory AS th WHERE th.ProductID = 1 AND th.TransactionDate BETWEEN '20030901' AND '20031231'; The query plan on SQL Server 2005 is as follows (if you are using a more recent version of AdventureWorks, you will need to change the year on the date range from 2003 to 2007): There is an Index Seek on ProductID = 1, followed by a Key Lookup to find the Transaction Date for each row, and finally a Filter to restrict the results to only those rows where Transaction Date falls in the range specified.  The cardinality estimate of 45 rows at the Index Seek is exactly correct.  The table is not very large, there are up-to-date statistics associated with the index, so this is as expected. The estimate for the Key Lookup is also exactly right.  Each lookup into the Clustered Index to find the Transaction Date is guaranteed to return exactly one row.  The plan shows that the Key Lookup is expected to be executed 45 times.  The estimate for the Inner Join output is also correct – 45 rows from the seek joining to one row each time, gives 45 rows as output. The Filter estimate is also very good: the optimizer estimates 16.9951 rows will match the specified range of transaction dates.  Eleven rows are produced by this query, but that small difference is quite normal and certainly nothing to worry about here.  All good so far. SQL Server 2008 onward The same query executed against an identical copy of AdventureWorks on SQL Server 2008 produces a different execution plan: The optimizer has pushed the Filter conditions seen in the 2005 plan down to the Key Lookup.  This is a good optimization – it makes sense to filter rows out as early as possible.  Unfortunately, it has made a bit of a mess of the cardinality estimates. The post-Filter estimate of 16.9951 rows seen in the 2005 plan has moved with the predicate on Transaction Date.  Instead of estimating one row, the plan now suggests that 16.9951 rows will be produced by each clustered index lookup – clearly not right!  This misinformation also confuses SQL Sentry Plan Explorer: Plan Explorer shows 765 rows expected from the Key Lookup (it multiplies a rounded estimate of 17 rows by 45 expected executions to give 765 rows total). Workarounds One workaround is to provide a covering non-clustered index (avoiding the lookup avoids the problem of course): CREATE INDEX nc1 ON Production.TransactionHistory (ProductID) INCLUDE (TransactionDate); With the Transaction Date filter applied as a residual predicate in the same operator as the seek, the estimate is again as expected: We could also force the use of the ultimate covering index (the clustered one): SELECT th.ProductID, th.TransactionID, th.TransactionDate FROM Production.TransactionHistory AS th WITH (INDEX(1)) WHERE th.ProductID = 1 AND th.TransactionDate BETWEEN '20030901' AND '20031231'; Summary Providing a covering non-clustered index for all possible queries is not always practical, and scanning the clustered index will rarely be optimal.  Nevertheless, these are the best workarounds we have today. In the meantime, watch out for poor cardinality estimates when a predicate is applied as part of a lookup. The worst thing is that the estimate after the lookup join in the 2008+ plans is wrong.  It’s not hopelessly wrong in this particular case (45 versus 16.9951 is not the end of the world) but it easily can be much worse, and there’s not much you can do about it.  Any decisions made by the optimizer after such a lookup could be based on very wrong information – which can only be bad news. If you think this situation should be improved, please vote for this Connect item. © 2012 Paul White – All Rights Reserved twitter: @SQL_Kiwi email: [email protected]

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  • How to deal with project managers who micromanage?

    - by entens
    Perhaps I'm just naive, but when I try to decipher the wall of tasks I'm targeted to do over the course of a week, I just can't help but think whoever builds the project schedule needs to get some remedial training on basic project management. For example, I am assigned 13 tasks today, the shortest lasting .13 days (default time metric in Microsoft Project), and the longest lasting .75 days. I can't help but think that it is blatant micromanagement scheduling projects in sub 10 minute intervals. The effects of management are becoming evident in slipped tasks, resource assignment exceeding capacity by a factor of two at some points in time, and spending more time clearing tasks and figuring out what comes next than actually doing work. How can I convince the project manager to create tasks with larger duration and to see the larger picture?

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  • Two Weeks As A Software Estimation Rule of Thumb?

    - by Todd Williamson
    I saw a blog posting that spoke to me: http://james-iry.blogspot.com/2010/10/how-to-estimate-software.html Oddly, this is the kind of estimate that I tend to do on smaller projects. Just about everything is "two weeks" as that is comfortably far enough out. I once had an instructor walk us through how to create a more detailed estimate, wherein we already had the requirements up front, etc. and even after all the careful tabulation and such the final instruction was "Now that you have all this documentation go ahead and double it." Agile practitioners seem to like two weeks also as a sprint length. Is there something magical about two weeks? Is it a hrair number for our psyches or some other kind of crutch? Do you have an immediate default fall-back schedule strategy when you are pressed for an initial delivery date?

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  • What makes a project big?

    - by Jonny
    Just out of curiosity what's the difference between a small, medium and large size project? Is it measured by lines of code or complexity or what? Im building a bartering system and so far have about 1000 lines of code for login/registration. Even though there's lots of LOC i wouldnt consider it a big project because its not that complex though this is my first project so im not sure. How is it measured?

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  • Failed Project: When to call it?

    - by Dan Ray
    A few months ago my company found itself with its hands around a white-hot emergency of a project, and my entire team of six pulled basically a five week "crunch week". In the 48 hours before go-live, I worked 41 of them, two back to back all-nighters. Deep in the middle of that, I posted what has been my most successful question to date. During all that time there was never any talk of "failure". It was always "get it done, regardless of the pain." Now that the thing is over and we as an organization have had some time to sit back and take stock of what we learned, one question has occurred to me. I can't say I've ever taken part in a project that I'd say had "failed". Plenty that were late or over budget, some disastrously so, but I've always ended up delivering SOMETHING. Yet I hear about "failed IT projects" all the time. I'm wondering about people's experience with that. What were the parameters that defined "failure"? What was the context? In our case, we are a software shop with external clients. Does a project that's internal to a large corporation have more space to "fail"? When do you make that call? What happens when you do? I'm not at all convinced that doing what we did is a smart business move. It wasn't my call (I'm just a code monkey) but I'm wondering if it might have been better to cut our losses, say we're not delivering, and move on. I don't just say that due to the sting of the long hours--the company royally lost its shirt on the project, plus the intangible costs to the company in terms of employee morale and loyalty were large. Factor that against the PR hit of failing to deliver a high profile project like this one was... and I don't know what the right answer is.

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  • What is a correct/polite way to inherit from an abandoned open-source project for a new open-source project?

    - by Kabumbus
    My team just tried to contact some guys from an old open source project hosted on code.google.com. We told them that we'd like to join their project and commit to it — at least to some branch of it — but no one responded to us. We tried everyone, owners and committers; no one was in any way active, and no one replied. But we have some code to commit and we really would love to continue work on that project. So we need to create a new project. We came up with a name for it which is close to but not a duplicate of the name of the project we want to inherit from. How should we do our first commit, and what should the commit message be? Should we just copy their code to our repository with a comment like "we inherited this code, we found it here under such and such a license ... now we're upgrading it to this more/less strict license ..."? Or should we just use their code as our first commit, with updates saying "we inherited from ... we made such and such changes ..."?

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  • Setting up Clojure Project And Sub Projects

    - by octopusgrabbus
    This is primarily a lein question about setting up a major project and its sub-projects, and is not intended to be a discussion question. Instead, I am interested in either a pointer to documentation or to a Clojure/lein best practices link. I have a municipal property assessments application that splits two master flies into different subset files, depending on whether a billing transfer is taking place or we want to batch update new accounts, rather than making our assessment department enter new accounts once in their system and then again in the tax collection system. My application is going to be large enough, that I can see a common library lein project with support functions, like splitting apart the files, and then individual lein projects that use the common library. Should the lein projects be set up at the same level and support included through the project.clj/core.clj files? Is there an advantage to creating lein new projects underneath a major project? Is there a problem with combing all functions in one project? I can probably make my one core.clj contain all flavors of the program, but coming from a C/C++ and Python background, I would prefer to have a lot of little projects.

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  • How to start to gain experience of managing a project

    - by Tim
    There are some job requirements of project management experience for a programmer, such as: the candidate has to have some experience managing a project, not necessarily with subordinates, but rather having worked on a project all the way from design down to test. I was wondering what "subordinates" mean here? if there are some books, webpages or elsewhere with both general guideline and simple practical sample projects to help one get some basics about the whole process of a project. I am particularly interested in projects for both Linux and Windows, in C, C++, Python, Java. I am considering to start by playing on my own, not eager to find a company yet. My major was not CS, so I might lack the basics.

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  • VS2008 Setup Project for C# Project

    - by xopht
    I've built app using wmp.dll which is Windows System File in my XP machine. If I tried add outputs of above project to my Setup Project, VS warned that ''wmp.dll' should be excluded because its source file 'C:\WINDOWS\system32\wmp.dll' is under Windows System File Protection'. There're three things under 'Detected Dependencies' folder. Microsoft .NET Framework, Interop.WMPLib.dll and wmp.dll. The app works okay in my machine, of course. But if I install this into Windows Server 2003 machine, the app does not be launched. I think this is because different version of OS use different version of wmp.dll. Anyway, how can I fix this? ps. I've even excluded wmp.dll from the Setup Project.

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  • Alternatives to MS project server

    - by Ajaxx
    I manage a small group and I'd keep my work breakdown in project. However, it's difficult to provide my team with an adequate view into the project and ability to report on their progress. I looked at MS Project Server (the sharepoint webpart) but it's an expensive proposition. Has anyone had any experience with any other tool (commercial is fine) that helps team view and report on their work as managed by MS Project? FWIW, I have looked at OpenProj and it appears to be a decent solution for viewing project files on the desktop. Anything web-based, keeping in mind that I'd like people to report on their work not just view their work.

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  • Project Implementation estimates with TDD

    - by panzerschreck
    Are there any guidelines when quoting estimates for projects/tasks involving TDD? For example, when compared to normal development of a task taking 1 day to complete, how much more should a TDD driven task take? 50% more time or 70% more time? Are there any statistics available, assuming the developer is well versed with the language and the test framework?

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  • Estimating time for planning and technical design using Evidence Based Scheduling

    - by Turgs
    I'm at the beginning of a development project in a large organization. The Functional Requirements are currently being worked out and documented with our business stakeholders by our Enterprise Design department. I'm required to produce Technical Design Documents and manage the team to actually build the solution. I'm wanting to try Evidence Based Scheduling, but as I understand, part of that is breaking the job down into small tasks that are less than 14 hours in duration, which requires me to have already done the Technical Design. Therefore, can Evidence Based Scheduling only be used after the Technical Design has been done? How do you then plan and estimate the time it may take to come up with the Technical Design?

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  • Evaluating software estimates: sure signs of unrealistic figures?

    - by Totophil
    Whilst answering “Dealing with awful estimates” posted by Ash I shared a few tips that I learned and personally use to spot weak estimates. But I am certain there must be many more! What heuristics to use in the scenario when one needs to make a quick evaluation of software project estimate that has been compiled by a third-party (a colleague, a business partner or an external company)? What are the obvious and not so obvious signs of weak software estimates that can be spotted without much detailed knowledge of task at hand?

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  • Beginning with first project on game development [closed]

    - by Tsvetan
    Today is the day I am going to start my first real game project. It will be a Universe simulator. Basically, you can build anything from tiny meteor to quazars and universes. It is going to be my project for an olympiad in IT in my country and I really want to make it perfect(at least a bronze medal). So, I would like to ask some questions about organization and development methodologies. Firstly, my plan is to make a time schedule. In it I would write my plans for the next month or two(because that is the time I have). With this exact plan I hope to make my organisation at its best. Of course, if I am doing sth faster than the schedule I would involve more features for the game and/or continue with the tempo I have. Also, for the organisation I would make a basic pseudocode(maybe) and just rewrite it so it is compilable. Like a basic skeleton of everything. The last is an idea I tought of in the moment, but if it is good I will use it. Secondly, for the development methodologies, obviously, I think of making object-oriented code and make everything perfect(a lot of testing, good code, documentation etc.). Also, I am going to make my own menu system(I read that OpenGL hasn't got very good one). Maybe I would implement it with an xml file, holding the info about position of buttons, text boxes, images and everything. Maybe I would do a specific CSS for it and so on. I think that is very good way of doing the menu system, because it makes the presentation layer separate of the logic. But, if there is a better way, I would do it the better way. For the logic, well, I don't have much to say. OO code, testing, debuging, good and fast algorithms and so on. Also, a good documentation must be written and this is the area I need to make some research in. I think that is for now. I hope I have been enough descriptive. If more questions come on my mind, I will ask them. Edit: I think of blogging every part of the project, or at least writing down everything in a file or something like that. My question is: Is my plan of how to do everything around the project good? And if not, what is necessary to be improved and what other things I can involve for making the project good.

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  • How to motivate as a project leader?

    - by Zenzen
    Ok so some of you might think this is not stackoverflow related, but since I got a similar question during an interview (for a J2EE dev position) I think you guys will help me in the end. The situation is simple: you're working on a project in a small group (4-5 people), you're the project leader and the guy who's the most competent (technology wise) is also slacking the most. What do you do to motivate him? The problem is, I'm having the same issue at the university - this semester we have a lot of projects going on (6 to be exact) so we decided to dived the work so everyone will do 1-2 projects in a technology he knows/wants to learn. It's been working well for the most part, the problem is the person whom we thought would finish his project way before us as he's the most experienced among us. How am I supposed to make him do his share properly? Till now he was just half assing his part by doing the bare minimum, with which the professor wasn't really pleased to say the least... Now it's only a university project, but in the future I might have the same problem in a real job and losing a really smart and experienced worker (as firing him is the only solution I can come up with now) would really be a waste. Aren't there any better ways? p.s. now that I think about it, are there any books that would help me in becoming a better project manager?

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  • Distributed Development Tools -- (Version control and Project Management)

    - by Macy Abbey
    Hello, I've recently become responsible for choosing which source control and project management software to use for a company that employs me. Currently it uses Jira (project management) and Subversion (version control). I know there are many other options out there -- the ones I know about are all in this article http://mashable.com/2010/07/14/distributed-developer-teams/ . I'm leaning towards recommending they just stay with what they have as it seems workable and any change would have to be worth the cost of switching to say github/basecamp or some other solution. Some details on the team: It's a distributed development shop. Meetings of the whole team in one room are rare. It's currently a very small development team (three developers). The project management software is used by developers and a product manager or two. What are you experiences with version control and project management web applications? Are there any you would recommend and you think are worth the switching cost of time to learn new services / implementing the change? Edit: After educating myself further on the options it appears DVCS offer powerful benefits that may be worth investing in now as opposed to later in the company's lifetime when the switching cost is higher: I'm a Subversion geek, why I should consider or not consider Mercurial or Git or any other DVCS?

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  • Are project managers useful in Scrum?

    - by Martin Wickman
    There are three roles defined in Scrum: Team, Product Owner and Scrum Master. There is no project manager, instead the project manager job is spread across the three roles. For instance: The Scrum Master: Responsible for the process. Removes impediments. The Product Owner: Manages and prioritizes the list of work to be done to maximize ROI. Represents all interested parties (customers, stakeholders). The Team: Self manage its work by estimating and distributing it among themselves. Responsible for meeting their own commitments. So in Scrum, there is no longer a single person responsible for project success. There is no command-and-control structure in place. That seems to baffle a lot of people, specifically those not used to agile methods, and of course, PM's. I'm really interested in this and what your experiences are, as I think this is one of the things that can make or break a Scrum implementation. Do you agree with Scrum that a project manager is not needed? Do you think such a role is still required? Why?

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  • Are project managers useful in Scrum?

    - by Martin Wickman
    There are three roles defined in Scrum: Team, Product Owner and Scrum Master. There is no project manager, instead the project manager job is spread across the three roles. For instance: The Scrum Master: Responsible for the process. Removes impediments. The Product Owner: Manages and prioritizes the list of work to be done to maximize ROI. Represents all interested parties (customers, stakeholders). The Team: Self manage its work by estimating and distributing it among themselves. Responsible for meeting their own commitments. So in Scrum, there is no longer a single person responsible for project success. There is no command-and-control structure in place. That seems to baffle a lot of people, specifically those not used to agile methods, and of course, PM's. I'm really interested in this and what your experiences are, as I think this is one of the things that can make or break a Scrum implementation. Do you agree with Scrum that a project manager is not needed? Do you think such a role is still required? Why?

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  • How to properly structure a project in winform?

    - by user850010
    A while ago I started to create a winform application and at that time it was small and I did not give any thought of how to structure the project. Since then I added additional features as I needed and the project folder is getting bigger and bigger and now I think it is time to structure the project in some way, but I am not sure what is the proper way, so I have few questions. How to properly restructure the project folder? At the moment I am thinking of something like this: Create Folder for Forms Create Folder for Utility classes Create Folder for Classes that contain only data What is the naming convention when adding classes? Should I also rename classes so that their functionality can be identified by just looking at their name? For example renaming all forms classes, so that their name ends with Form. Or is this not necessary if special folders for them are created? What to do, so that not all the code for main form ends up in Form1.cs Another problem I encountered is that as the main form is getting more massive with each feature I add, the code file (Form1.cs) is getting really big. I have for example a TabControl and each tab has bunch of controls and all the code ended up in Form1.cs. How to avoid this? Also, Do you know any articles or books that deal with these problems?

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  • Distributed Development Tools -- (Version control and Project Management)

    - by Macy Abbey
    I've recently become responsible for choosing which source control and project management software to use for a company that employs me. Currently it uses Jira (project management) and Subversion (version control). I know there are many other options out there -- the ones I know about are all in this article http://mashable.com/2010/07/14/distributed-developer-teams/ . I'm leaning towards recommending they just stay with what they have as it seems workable and any change would have to be worth the cost of switching to say github/basecamp or some other solution. Some details on the team: It's a distributed development shop. Meetings of the whole team in one room are rare. It's currently a very small development team (three developers). The project management software is used by developers and a product manager or two. What are you experiences with version control and project management web applications? Are there any you would recommend and you think are worth the switching cost of time to learn new services / implementing the change? Edit: After educating myself further on the options it appears DVCS offer powerful benefits that may be worth investing in now as opposed to later in the company's lifetime when the switching cost is higher: I'm a Subversion geek, why I should consider or not consider Mercurial or Git or any other DVCS?

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  • MS Grad Student Project

    - by Bernie Perez
    I'm a computer science grad student at UCLA specializing in security and/or mobile devices. I'm looking for ideas for my M.S. Project. Something with research and experimenting or testing. I have a few in mind, just wondering if the community has some good thoughts. I'm currently working on a project that deals with offload security related operations to a grid-powered/cloud server to improve battery life on phones or tablets, aka Security-Aware software on mobile devices. I might be able to expand on this for my project... but I'm open to any new types of ideas. I have another idea about secure communications with a peer-2-peer ad-hoc network, but its seems a little dull. Hope this questions is not off topic for this StackExchange. I look forward to hearing your thoughts and ideas.

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  • Getting overwhelmed after starting a new project

    - by Kian Mayne
    I started a project (a Windows based timetable program that helps you stay organised with your subjects and assignments). The problem is that I'm not sure how I should manage this project and what order to build things. I.e. Should I build all the different interface elements then write the code or should I make an interface, code it, make another interface then code that? So my question is; how do I split up this longish project into small, ordered pieces to complete; and how should I order this?

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  • Community to discuss project ideas

    - by Auxiliary
    Although I already predict the down votes but the question has stuck in my throat for a while now. I think this has happened to many of us. Sometimes we find a great idea for a project and obviously think this is THE GREATEST idea ever but then one of the following things will happen: The project is a small one, so you might actually give it a try and see how it goes. The project is a big one, even a risk, and you just need a good programmer's community that you could just discuss your idea with them and see what they say and even get some help to make it happen. And there's always the possibility of others stealing your idea which is really bad. So could anyone suggest an online community or place or even method of talking about ideas and the ways of developing them? and do you think it's a good thing to tell others about your idea?

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  • What makes for the ideal project? [closed]

    - by Hans Westerbeek
    I try to be careful when accepting assignments, to avoid mutual disappointment. So, I started to come up with a list of things that I consider ingredients for The Ideal Project: (in no particular order) What did I miss? What did I get wrong? Team size < 6 persons to avoid having too many meetings Team members must be dedicated to the project Gut-feeling-estimate (made by developers) of running period does not exceed 4 months. Projects longer than that tend to become open-ended, and are therefore not projects. Has a Product Owner who has mandate and is well-respected at their own company and who has a real interest in the long-term success of the project. Has no technical involvement from people that are not on the team. (yes that's you, Mr Architect That Doesn't Code) All the usual about quiet working conditions Exciting subject matter. Content management is just not as cool as controlling robots :)

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