ECM Noir – Killa Hertz & The Case of the Missing Documents – Part 6

…continued from Part 5 —  [All Episodes]

Killa Hertz had worked through the night with help from Trudy. They had gone through the indexing process. It looked like the answer could be in the eResults log. Killa had sent it to his super-geek friend Mike to see if he could make sense of it.

The alarm clock went off at 8am. Swinging my arm I knocked the thing off the bedside table. Being electric, it just keep beeping. I pull the plug out of the wall.

After leaving Trudy’s office last night, I made a phone call. My friend Mike was awake. I expected that. He liked his internet games. I swung past his place with the CD. Trudy had made sure that there was only the eResults log on it.

Mike invited me to stay while he analysed the log.  His flat was small, and messy, and there was no bourbon. I declined. “Mike – call me in the morning when you have an answer.”

So now – it was morning. Still hot, and as sticky as it was last night. After swallowing two cups of coffee, I headed into Trudy’s office. She was there looking at the system. “Hi Killa!” she squeaked far too enthusiastically. I hate morning people. “Have you heard anything?”. I told her that Mike would call me as soon as he had news for me.

“But you know Trudy, it could be that the system is choking while it’s doing the indexing. Let’s have another look at it.”

She logged onto the system for me, and then let me sit in her chair. I had a look at the Crawler Impact Rules in SharePoint. There were none. I poked around and checked out a few other things. There system was 32 bit. Not the best, but didn’t explain why the crawls were suddenly stopping short. There were a few settings in the registry that could be tweaked to increase the amount of memory used. But, again, no point changing those…yet. I made note of them anyway.

Around 9:30, my cell phone rang. It was Mike. He wanted me to come around.

Knocking on his door, I was met by Mike in the same clothes that he had on the last time I saw him. He was talking fast. Clearly a sign of too many caffeine-loaded energy drinks. I didn’t want to be around when those wore off.

Mike pulled a stool over next to his chair. The computer screen was filled with the error logs. “I looked through the logs, Killa. There’s a hellova lot of information in there. I went through each line. This is a smart app.” I could hear that Mike was impressed. “There are a lot of errors, but they are nothing to be worried about. It looks like the system is just reporting that it couldn’t find certain things. These don’t look like they are causing the crawl to fail. I double-checked them anyway. It took me awhile, but about an hour ago I think I finally pinned it down”

I glanced at Mike. He liked his moment of importance. “So what do ya think it is?”, I asked. Mike continued “Memory” he said.”But their SharePoint system is running fine” I said. “No – not the SharePoint server – it’s a Java error.”

“I need coffee” I said. His response was to thrust a can of energy drink in my hand. It was better than nothing.

I thought back over the process. SharePoint indexed the docs. But that didn’t use Java. The documents were transferred in batches from the Documentum docbase to the SharePoint server first. And this was via a web server that did use Java.

“Mike – I’ve gotta go check something. I’ll call you.” Mike handed me a pile of paper. It was a printout of the error log with the Java error highlighted. “As always – Thanks”.

I arrived back at Trudy’s office. “Trudy – give me access to your web server.”

to be continued…

Part 7

  • HKEY_LOCAL_MACHINE\SOFTWARE\Microsoft\Office Server\12.0\Search\Global\Gathering Manager: set DedicatedFilterProcessMemoryQuota = 200000000 Decimal
  • HKEY_LOCAL_MACHINE\SOFTWARE\Microsoft\Office Server\12.0\Search\Global\Gathering Manager: set FilterProcessMemoryQuota = 200000000 Decimal

Innovation policy from an unexpected mine – 3M

There is a well known company with a background that is nowhere near the image we have of it today.

That company is 3M.

I saw a video the other day discussing innovation, and the story of 3M was discussed. I found the story very, very interesting, and very, very inspiring. (I intend to write a separate post about the video I saw soon, and will go into more detail about it then.)

3M – a company known through the world for…Postit sticky notes. And scotch tape, and many other useful products. Do you know what 3M stands for? – “Minnesota Mining and Manufacturing Company“.

Yes – 3M started out as a mining company. It was set up in 1902, with the aim of mining material for grinding wheels. This didn’t pan out though (no pun intended), and so 3M changed direction to sandpaper.

One of 3M’s sandpaper engineers was a man called Dick Drew. Drew was at an automobile company one day with the goal of selling 3M’s product, when he became aware of a problem the company was having. Drew thought that he might have a solution, and went back to the 3M lab where he started experimenting.

Drew’s boss, William L McKnight, advised Drew to stop what he was doing and to get back to his normal job. Which Drew did. But not for long, Drew was so engrossed in finding a solution to the problem that the automobile company was having that it wasn’t long before he was experimenting again, and working on a solution.

Eventually, Dick Drew was successful. The problem the automobile company was having was this: Two-tone cars were popular then, but the effect required workers to mask certain parts of the auto body using a combination of heavy adhesive tape and butcher paper. After the paint dried, workers removed the tape – and often peeled away part of the new paint. Drew invented masking tape. That was 1925.

3M saw how enthusiastic the automobile company was about this new product, and started to produce it regularly. And William L. McKnight became President of the company. Later, in 1949, he became Chairman of the company. And in 1948 he developed his Business Policy:

As our business grows, it becomes increasingly necessary to delegate responsibility and to encourage men and women to exercise their initiative. This requires considerable tolerance.
Those men and women, to whom we delegate authority and responsibility, if they are good people, are going to want to do their jobs in their own way.
Mistakes will be made. But if a person is essentially right, the mistakes he or she makes are not as serious in the long run as the mistakes management will make if it undertakes to tell those in authority exactly how they must do their jobs. Management that is destructively critical when mistakes are made kills initiative.
And it’s essential that we have many people with initiative if we are to continue to grow.

Now … I’ve been reading a lot lately about innovation. Nielsen published a report “First-Of-Its-Kind Study” where it reveals that “companies with less senior management involvement in the new product development process generate 80 percent more new product revenue than those with heavy senior management involvement.”

Looking at McKnight’s Business Policy, and you can see that, in 1948, he pointed out the same thing.