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Now that we ve covered the important preinstallation checks and planning, let s walk through an actual installation of SQL Server 2008.

I Writing ds =-(x2 +y2)-l12d(x2 y 2 ) + 2 as the first step will help to prevent errors with 1/2's and the minus signs

In this section, we ll walk through the installation of a SQL Server instance using a number of different techniques. Before we do that, let s cover an important installation selection: the choice between a default and a named instance.

Since SQL Server 2000, multiple instances (copies) of SQL Server can be installed on one server, thus providing various benefits, such as the ability to control the amount of memory and CPU resources granted to each instance, and the option to maintain different collation and service pack levels per instance. Such benefits are crucial for server consolidation projects, and we ll spend more time on some of these benefits in chapter 7 when we cover the process of configuring memory usage on multiinstance servers. As we ll see shortly, one of the choices during installation of SQL Server is the selection between a named instance and a default instance. While there can only be a single default instance per server, the Enterprise edition of SQL Server 2008 supports the installation of up to 50 named instances.3 When connecting to SQL Server, the instance name is specified in the connection string; for example, BNE-SQL-PR-01\SALES will connect to the SALES instance on the BNE-SQL-PR-01 server. In contrast, connecting to the default instance requires the server name only that is, BNE-SQL-PR-01. In addition to the instance name, SQL Server 2008 uses an instance ID, which by default has the same value as the instance name. The instance ID is used to identify registry keys and installation directories, particularly important on servers with multiple installed instances. With this background in mind, let s install an instance of SQL Server using the GUI installation wizard.

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Back in the dark ages (ten to twenty years ago), computers were located in data processing departments Early data processing was used in most organizations primarily for mundane business tasks such as payroll and inventory applications Managers of data processing had very little power within the corporate structure They were viewed as highly technical specialists with little understanding of the organization and its activities other than basic accounting tasks The data processing manager was far more comfortable with his or her assemblers and compilers than with corporate strategic planning The data processing department was remote from the rest of the organization, with a culture and a language all its own Those outside the data processing department, including top management, felt uncomfortable with the language and somewhat intimidated by the machines Communication was thus limited The lack of knowledge of computers and their potential by top management and the inability of the data processing manager to communicate this potential to executives in language they could understand resulted in a failure to use the computer beyond the simplest applications The lack of understanding of the organization and its functions by data processing managers reinforced top management s view of them as purely technocrats Promotion to a line management position, from which advancement to executive levels was possible, simply did not occur Thus, the position of data processing manager was a deadend job It is no wonder that many programmers and systems analysts preferred to stay with their computers rather than assume the headaches of the data processing manager Often these technically oriented people lacked management and communication skills and infinitely preferred working alone The frustrations experienced by the data processing manager were numerous in that corporate decisions affecting the data processing department were made without involving him or her at all On the other hand, because top management had little or no knowledge of computers, the data processing manager had total control over the purchase of hardware and software, and this did not always result in the best business decisions As the technology became userfriendly and personal computers became every manager s best friend, most organizations realized that the computer could be used in far more valuable.

Fig 6-4

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