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This chapter explains why you should read this book and how it can help you with any computer performance problem, now or in the future.
Some have hundreds of pages of very difficult math that most people cana€™t do and most problems dona€™t require. There are so many different technologies in your transaction path; to read all the necessary books would take longer than the average corporate lifetime. Almost all manuals about a specific version of a technology were written under tremendous time pressure at about the same time the engineering was being completed; thus the engineers had little time to talk to the writers. What Ia€™m about to tell you will work for any collection of computers, running any software that has ever been built.
Whether you are studying the slow response time of a computer, the root cause of a traffic jam, or why you are always in the slowest line, understanding those forces gives you a big insight into why this is happening. Many parts of this book help you solve the diversity and complexity problems mentioned earlier by helping you quickly determine that large chunks of your computing infrastructure are not the problem. Once focused, a large fraction of everyonea€™s effort is spent working in the right place and on the right problem. If you can replace S with the number 2 and U with the number 0.5 and calculate that R is equal to (spoiler alert) 4, then you have all the math you need for a long career in performance.
In the future, money will still be important, humans will still want to avoid risk, office politics will still matter, and there will be many ways that you can be right, but still fail because you did not pay attention to the people involved. Having worked many performance problems from problem discovery, through solution presentation to senior management, and then on to problem resolution, Ia€™ve made a few mistakes and learned a few tricks.
If you are impressed with work experience, then read on as Ia€™ve spent the last 25 years teaching performance fundamentals, capacity planning, modeling, and performance testing of websites.
If you are a person who is only impressed with academic qualifications then I have few to offer you.
Your business depends on a collection of computers, software, networking equipment, and specialized devices.
All companies have an internal language and shorthand terms they use when describing the subset of the entire computing universe that determines their customera€™s experience. In performance monitoring you need to know three things: the incoming workload, the resource consumption and what is normal. You need to know the incoming workload (what the users are asking your system to do) because all computers run just fine under no load. Expected problems are when the users are simply asking the application for more things per second than it can do. Unexpected problems are when the incoming workload should be well within the capabilities of the application, but something is wrong and either the end-user performance is bad or some performance meter makes no sense. On any given day you, as the performance person, should be able to have a fairly good idea of how much work the users are asking the system to do and what the major performance meters are showing. With rare exception Ia€™ve found the lack of easily available workload information to be the single best predictor of how bad the situation is performance wise. The data you collect can also be used to predict the future with the other three tools in your bag: Capacity Planning, Load Testing, and Modeling. Capacity planning is the simple science of scaling the observed system so you can see if you have enough resources to handle the projected peak load, but it only works for resources you know about. Capacity planning is like a pre-party checklist where you check if there are enough: appetizers, drinks, glasses, places to sit, etc. Capacity planning starts by gathering key performance meters at a peak time on a reasonably busy day. Now scale (multiply) the observed meters by the bossa€™s answer to get the projected peak utilization. In my experience, the application is rarely reengineered unless the inefficiency is egregious and the fix is easy and obvious.
Capacity planning can be that simple, but there are a few more things you need to consider.
Even though you base your projections on one peak day, you should look at the data over a period of a few days to a few weeks. Capacity planning can show you how busy key resources are at peak load, but it cana€™t tell you about response time changes as the load increases. Load testing is the art of creating artificially generated work that mimics the real work generated by the real users.
Load tests depend on good performance monitoring to keep an eye on critical system resources as the load builds. For a load test to be really useful it must test the entire part of the transaction path that you care about.
Load testing can also help you find where subsystems break, and isolate the effect of one transaction type. Load testing can tell you many interesting things, but it can only give you data on the computing infrastructure you have now.
If you need to predict a future that is different from your present, then you need to model.
When your boss asks you to predict future performance of some application, first see if you can do a simple capacity plan.
This model of Hurricane Irene is accurate enough for anyone with a house on the Gulf of Mexico and it looks hopeful for Floridaa€™s Atlantic coast as well. In a computer context, imagine your model shows that at peak load this servera€™s CPU is 20% busy.
Unfortunately, the above model of Hurricane Irene, at that moment, could not see far enough into the future to predict the devastating flooding Irene would cause in my home state of Vermont.
If you respect these limits, modeling is doable, useful and has its place when you are asking questions about the future. This chapter shows you how to gain confidence you will make it smoothly though a projected future peak load by scaling up your current observed load. This chapter gives you practical advice on how to load test an existing application to see if can really handle the upcoming peak.
This chapter dispels the myth of modeling complexity and shows how modeling performance can save you a lot of time and money.
This chapter teaches you how to present your results so that they are understood and are believable. This book is concise, useful, and occasionally funny.A  It gives you the tools needed to explore, and discover the hidden truths about your computing world.
Unfortunately, the above model of Hurricane Irene, at that moment, could not see far enough into the future to predict the devastating flooding Irene would cause in my home state of Vermont.A  All models have limits. Everything (hardware, operating systems, networking, applications, users, corporate goals, org charts, priorities, and budgets) changes over time and with change comes new performance challenges.
It will continue to be useful 100 years from now when todaya€™s technology, if it runs at all, will look as quaint as a mechanical cuckoo clock. They help you make sense out of the performance meters you do understand and help keep you from making big mistakes. It shows you how to use the scientific method to decipher what they mean and how to find patterns in the raw data.


This rapidly focuses your companya€™s full and undivided attention on the small part of your computing world (System Z) that is causing the performance problem.
Now, the right experts can be consulted and business decisions can be made to fix or work around the problem.
I spent about 15 of those years also doing performance work on live systems and critical applications for customers around the world.
Ia€™ve had plenty of practice in my standup teaching as well as when working with customers. Back in the 70a€™s he wrote this wonderful little book about repairing literally any bicycle.
It usually includes dealing with immediate performance problems or collecting data that will be used by the other three tools to plan for future peak loads. Without these three things you can only solve the most obvious performance problems and have to rely on tools outside the scientific realm (such as a Ouija Board, or a Magic 8 Ball) to predict the future.
If you have a good sense of what is normal for your situation, then any abnormality will jump right out at you in the same way you notice subtle changes in a loved one that a stranger would miss.
Your meters should be running all the time (like bank security cameras) so that when weird things happen you have a multitude of clues to look at. Assuming you know how many guests will show up and have a reasonable understanding of what they will consume, everything you checked should be fine. Almost any day will do, as long as the system load is high enough to clearly differentiate it from the idle system load. In most situations, people tend to value application stability more than the money they will spend to solve the problem with more hardware.
This gives you a clear picture where the usual daily peaks are and if there are things going on at odd times that you have to factor into any changes you propose. Even if you had perfect metering, doing the math would be a staggering challenge and, even, then youa€™d be gambling the business on reams of calculations.
These resources take a little more work and creativity to capacity plan for, but this is completely doable. It can be done in a few days, presented in a few slides and prepared with few additional costs or risks. The overall load starts off low and then increases in stages to the point where you achieved your goal or you fail because some resource has hit a limit and has become a bottleneck. For any test you need to know how much work you are sending into the system, the throughput and response time for the completed work, and how the system resources are responding under that load. If your product is your website then you need to test from where your users are: all the way in and all the way back to where they live. If you only got half way to your goal before you hit a bottleneck, then every measured resource is going to be doing twice the work once you fix the current bottleneck. Imagine your workload is an even mix of Red and Blue transactions, but it is the Blue transactions that really exercise some key component of your computing world. To use a metaphor, running a race tells you about your current aerobic capacity, not the capacity you will have after six more months of training. To model, you are going to need the data you collected with performance monitoring and maybe some data from load tests. Everyday, in companies all over the world, regular people build simple models that answer important business questions. If circumstances change so much that you lack confidence in that prediction, then try modeling. Either you can directly measure the performance of a live system under load, or you have to guess about a theoretical future situation.
It doesna€™t take a genius to understand that your model could be off by a lot and the server would still have plenty of CPU power left. This chapter gives you the keys to understanding all computer performance problems and provides an important foundation for the next four chapters.
With it, and some work on your part, youa€™ll be able to solve performance problems and to walk into the CIOa€™s office with confidence. There are utilization meters that tell you how busy a resource is, there are count meters that count interesting events (some good, some bad), and there are duration meters that tell you how long something took.
A useful answer is: accurate enough to answer your question with a reasonable margin of safety.
There are always things to do, things to learn, things to prepare for, and experiments to run.
These patterns can tell you useful things about whata€™s going on inside the giant black box that is your computing world. I had three majors (Wildlife Biology, Botany and Computer Science) but I have no degree as I left college when I ran out of money and got my first job in the computer industry. Mostly Ia€™ve learned from other performance wizards, programmers, system administrators and a few generally smart people Ia€™ve known. Clarity is essential when explaining to senior management that they need to spend large amounts of money. There are many other parts that you dona€™t control, cana€™t meter, and have no clue how they do their work. Expected problems are no fun, but they can be foreseen and, depending on the situation, your response might be to endure them, because money is tight or because the fix might introduce too much risk. This could be a simple case of them not caring about doing a good job, but my more charitable assessment is that he had no idea what a€?normala€? was, so everything the register told him had to be taken at face value. This can save your bacon because if you spot the unexpected utilization before the peak occurs, then you have time to find and fix the problem before the system comes under a peak load. You will want to search this data by time (What happened at 10:30?), so be sure to include timestamps. However, even if you miss something, you are still better off having planned for reasonable amounts of the key resources. Ia€™m very sure the CIO looking at all this complex math would feel very uneasy betting his or her job on these calculations.
If you need more confidence in your plan, or you need to hold the response time down to a reasonable level, or if the future you are planning for includes significant changes to the transaction mix or vital systems, then you need to do either Load Testing or Modeling. When that happens, throughput stops increasing, response times climb to an unacceptably painful place and things break. If you (and your boss) only have responsibility for a small subset of the entire transaction path then thata€™s all you really need to test. So take all the peak measurements and double them to get a good idea of what you are likely to run out of as you push the test to the goal load. Create a load test that sends in all Blue transactions and you can collect the data you need without the interference of the Red transactions. Examples of big changes that preclude simple capacity planning might be things like, large application or middleware changes or a big change in the incoming workload. The closer to the utilization limit (or the projected storm track), the more precise you have to make your model.
As the commemorative plate infomercial says: a€?Collect them all!a€?A  Please dona€™t wait for perfection.


I would arrive knowing almost nothing about their business and their problems and leave having given them a clear path to follow.
An engaging style is essential when teaching multi-day classes, especially just after lunch. Furthermore, there are limits placed on you due to politics, time, budget, legal restrictions, and the tools you have available.
Modeling is the only way to project the performance of an application in the design stage where there is no performance data to scale.
Start somewhere, collect something and, as you explore and discover, add this to your collection. I like people and if I couldna€™t make my classes useful, interesting, and relevant, then I would have stopped teaching a long time ago. As the commemorative plate infomercial says: a€?Collect them all!a€? Please dona€™t wait for perfection.
THESE VERY SAME ENFORCEMENT AGENCIES, WHO HAVE SWORN TO PROTECT AND SERVE, OUR COUNTRY, AND CITIZENS ,ARE BUT SOME, OF THE CORRUPT,GREEDY TRAITORS .ENGAGED IN THE TYRANNY AND TORTURE. The school district has moved to a biometric identification program, saying students will no longer have to use an ID card to buy lunch.A  BIOMETRICS TO TRACK YOUR KIDS!!!!!i»?i»?A TARGETED INDIVIDUALS, THE GREEDY CRIMINALS ARE NOW CONDONING THEIR TECH!
Paul Weindling, history of medicine professor at Oxford Brookes University, describes his search for the lost victims of Nazi experiments. The chairman of the board at ESL a€” then proprietor of the desert wasteland in Nevada known as a€?Area 51a€? a€” was William Perry, who would be appointed secretary of defense several years later. EUCACH.ORG PanelIn a 2-hour wide-ranging Panel with Alfred Lambremont Webre on the Transhumanist Agenda, Magnus Olsson, Dr. Henning Witte, and Melanie Vritschan, three experts from the European Coalition Against Covert Harassment, revealed recent technological advances in human robotization and nano implant technologies, and an acceleration of what Melanie Vritschan characterized as a a€?global enslavement programa€?.Shift from electromagnetic to scalar wavesThese technologies have now shifted from electromagnetic wave to scalar waves and use super quantum computers in the quantum cloud to control a€?pipesa€? a reference to the brains of humans that have been taken over via DNA, via implants that can be breathed can breach the blood-brain barrier and then controlled via scalar waved on a super-grid. Eventually, such 'subvocal speech' systems could be used in spacesuits, in noisy places like airport towers to capture air-traffic controller commands, or even in traditional voice-recognition programs to increase accuracy, according to NASA scientists."What is analyzed is silent, or sub auditory, speech, such as when a person silently reads or talks to himself," said Chuck Jorgensen, a scientist whose team is developing silent, subvocal speech recognition at NASA Ames Research Center in California's Silicon Valley. We numbered the columns and rows, and we could identify each letter with a pair of single-digit numbers," Jorgensen said.
People in noisy conditions could use the system when privacy is needed, such as during telephone conversations on buses or trains, according to scientists."An expanded muscle-control system could help injured astronauts control machines. If an astronaut is suffering from muscle weakness due to a long stint in microgravity, the astronaut could send signals to software that would assist with landings on Mars or the Earth, for example," Jorgensen explained. These are processed to remove noise, and then we process them to see useful parts of the signals to show one word from another," Jorgensen said.After the signals are amplified, computer software 'reads' the signals to recognize each word and sound. Our Research and Development Division has been in contact with the Federal Bureau of Prisons, the California Department of Corrections, the Texas Department of Public Safety, and the Massachusetts Department of Correction to run limited trials of the 2020 neural chip implant. We have established representatives of our interests in both management and institutional level positions within these departments. Federal regulations do not yet permit testing of implants on prisoners, but we have entered nto contractual agreements with privatized health care professionals and specified correctional personnel to do limited testing of our products.
We need, however, to expand our testing to research how effective the 2020 neural chip implant performs in those identified as the most aggressive in our society.
In California, several prisoners were identified as members of the security threat group, EME, or Mexican Mafia. They were brought to the health services unit at Pelican Bay and tranquilized with advanced sedatives developed by our Cambridge,Massachussetts laboratories.
The results of implants on 8 prisoners yielded the following results: a€?Implants served as surveillance monitoring device for threat group activity. However, during that period substantial data was gathered by our research and development team which suggests that the implants exceed expected results.
One of the major concerns of Security and the R & D team was that the test subject would discover the chemial imbalance during the initial adjustment period and the test would have to be scurbbed. However, due to advanced technological developments in the sedatives administered, the 48 hour adjustment period can be attributed t prescription medication given to the test subjects after the implant procedure. One of the concerns raised by R & D was the cause of the bleeding and how to eliminate that problem. Unexplained bleeding might cause the subject to inquire further about his "routine" visit to the infirmary or health care facility. Security officials now know several strategies employed by the EME that facilitate the transmission of illegal drugs and weapons into their correctional facilities. One intelligence officier remarked that while they cannot use the informaiton that have in a court of law that they now know who to watch and what outside "connections" they have. The prison at Soledad is now considering transferring three subjects to Vacaville wher we have ongoing implant reserach. Our technicians have promised that they can do three 2020 neural chip implants in less than an hour. Soledad officials hope to collect information from the trio to bring a 14 month investigation into drug trafficking by correctional officers to a close. Essentially, the implants make the unsuspecting prisoner a walking-talking recorder of every event he comes into contact with.
There are only five intelligence officers and the Commisoner of Corrections who actually know the full scope of the implant testing.
In Massachusetts, the Department of Corrections has already entered into high level discussion about releasing certain offenders to the community with the 2020 neural chip implants. Our people are not altogether against the idea, however, attorneys for Intelli-Connection have advised against implant technology outside strick control settings. While we have a strong lobby in the Congress and various state legislatures favoring our product, we must proceed with the utmost caution on uncontrolled use of the 2020 neural chip. If the chip were discovered in use not authorized by law and the procedure traced to us we could not endure for long the resulting publicity and liability payments. Massachusetts officials have developed an intelligence branch from their Fugitive Task Force Squad that would do limited test runs under tight controls with the pre-release subjects. Correctons officials have dubbed these poetnetial test subjects "the insurance group." (the name derives from the concept that the 2020 implant insures compliance with the law and allows officials to detect misconduct or violations without question) A retired police detective from Charlestown, Massachusetts, now with the intelligence unit has asked us to consider using the 2020 neural chip on hard core felons suspected of bank and armored car robbery. He stated, "Charlestown would never be the same, we'd finally know what was happening before they knew what was happening." We will continue to explore community uses of the 2020 chip, but our company rep will be attached to all law enforcement operations with an extraction crrew that can be on-site in 2 hours from anywhere at anytime. We have an Intelli-Connection discussion group who is meeting with the Director of Security at Florence, Colorado's federal super maximum security unit. The initial discussions with the Director have been promising and we hope to have an R & D unit at this important facilitly within the next six months. Napolitano insisted that the department was not planning on engaging in any form of ideological profiling. I will tell him face-to-face that we honor veterans at DHS and employ thousands across the department, up to and including the Deputy Secretary," Ms.
Steve Buyer of Indiana, the ranking Republican on the House Committee on Veterans' Affairs, called it "inconceivable" that the Obama administration would categorize veterans as a potential threat.



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