Assumptions This Book Makes
This book makes no assumptions about the expertise and/or technical savvy of the reader. However, people earlier in their system administration career may find it more useful. The more stressed out you are about your job, the more valuable this book will be.
Chapter 13 contains actual code samples, so some prior knowledge is required to understand and apply these examples, but they're nothing the typical administrator doesn't already know.
Conventions Used in This Book
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Using Code Examples
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Acknowledgments
This book would not be possible without the help of Chris Polk, who supported me both emotionally and technically throughout the entire project. Every chapter was influenced by her helpful suggestions.
Thanks to David Blank-Edelman for his touching Foreword, and to Illiad for his User Friendly comic strips. I feel doubly blessed to have both of you involved.
I'd also like to thank the O'Reilly staff for their help, especially Mike Loukides for bringing this project to O'Reilly and helping to define the book, and David Brickner who got the book into shape so it could be published. David took an OK book and turned it into a great book. I couldn't have done it without him. Marlowe Shaeffer, my production editor, brought these pages to life. Thanks to everyone at O'Reilly!
If I see farther than others, it's because I stand on the shoulders of greatness. Some of these great people are: Mary Clark, Benji Feen, Doug Furlong, Trey Harris, Jennifer Joy, Andy Lester, R. A. Lichtensteiger, John Linderman, Les Lloyd, Ralph Loura, Tina Mancuso, Cliff Miller, Adam Moskowitz, Daisy Nguyen, Cat Okita, JP, Victor Raymond, Tom Reingold, Michael Richichi, Strata Rose-Chalup, Glenn Seib, Frank J. T. Wojcik, and apologies to anyone I have forgotten!
Chapter 1. Time Management Principles
Wait! Before we get started, let's do something to make sure we actually finish.
I realize that as a system administrator (SA), you are flooded with constant interruptions. The phone rings, a customer![*] stops by with questions, your email reader beeps with the arrival of a new message, and someone on Instant Messenger (IM) is trying to raise your attention. Heck, I bet someone's interrupted you while reading this paragraph.
I'm not going to cover how to deal with interruptions until the next chapter, and I hope you don't take offense, but at this rate, I'm worried you won't get that far. To mitigate this problem I'm going to share a tip from Chapter 2, which, if you implement, will shield you from interruptions between now and when we can deal with the subject of interruptions properly.
Suppose you are in an environment with two SAs. You and your coworker can agree to establish a mutual interruption shield . Before lunch, you field all the interruptions so that your coworker can work on projects. After lunch, your coworker fields all the interruptions and lets you work on projects. Obviously, if there is an emergency or an urgent request that only you can handle, you'll drop what you're doing. However, you'll find that by organizing your days like this, you'll see an immediate improvement in the amount of project work you get done. You may also find some time to read this book.
This method works particularly well when there are a lot of SAs. I was once part of a very large admin team, and we were able to assign time slots of "interruption catching" that let the entire rest of the team focus on project work for all but one hour a day.