How to Make Things Faster: Lessons in Performance from Technology and Everyday Life

Copyright
Table of Contents
Foreword
Preface
	Acknowledgments
	Conventions Used in This Book
	O’Reilly Online Learning
	How to Contact Us
Part I. Look at It
	Chapter 1. Bob
	Chapter 2. Phyllis
	Chapter 3. The Real Goal
	Chapter 4. Nancy
	Chapter 5. Looking at the Right It
	Chapter 6. When You Can’t Look at It
Part II. Method
	Chapter 7. Forty-Nine Grievances
	Chapter 8. The Shipping Labels Problem
	Chapter 9. More Grievances
	Chapter 10. Priority
	Chapter 11. But My Whole System Is Slow
	Chapter 12. Collateral Benefit
	Chapter 13. The Silver Bullet
	Chapter 14. The List
	Chapter 15. Method R
Part III. Profiling
	Chapter 16. Payroll
	Chapter 17. The Sequence Diagram
	Chapter 18. The Gantt Chart
	Chapter 19. Tracing
	Chapter 20. The Profile
	Chapter 21. Creating a Profile
Part IV. Measuring Performance
	Chapter 22. Performance Is a Feature
	Chapter 23. The Reproducible Test Case
	Chapter 24. Intermittent Problems
	Chapter 25. How Much to Trace
	Chapter 26. Identifying Experiences
	Chapter 27. Measurement Intrusion
Part V. Optimizing
	Chapter 28. A Riddle
	Chapter 29. A Game
	Chapter 30. Event Count
	Chapter 31. Event Duration
	Chapter 32. Filter Early
	Chapter 33. Look Left
	Chapter 34. Tow–Millsap Law
	Chapter 35. The Bottleneck
	Chapter 36. Beware the “System Bottleneck”
	Chapter 37. The Problem with Optimizing Subsystems
	Chapter 38. Every Problem Is a Skew Problem
	Chapter 39. Critical Path
Part VI. Delays
	Chapter 40. Kevin
	Chapter 41. Queueing Delay
	Chapter 42. Queueing Theory
	Chapter 43. The Hyperbola
	Chapter 44. Traffic Intensity
	Chapter 45. Utilization
	Chapter 46. Hyperbolic Leverage
	Chapter 47. Coherency Delay
	Chapter 48. Delays and Throughput
Part VII. Waste
	Chapter 49. Debra
	Chapter 50. The Ramp
	Chapter 51. Martha
	Chapter 52. Efficiency
	Chapter 53. Fix It, or Feed It?
	Chapter 54. Yeti
	Chapter 55. Fast vs. Efficient
	Chapter 56. Scalability
Part VIII. Problem Solving
	Chapter 57. Four Simple Questions
	Chapter 58. Reaching the End of Your Data
	Chapter 59. Your C-Level Feedback Loop
	Chapter 60. Collateral Damage
	Chapter 61. Too Much of a Good Thing
	Chapter 62. Doug
	Chapter 63. When Are You Done?
Part IX. Predicting
	Chapter 64. Richard
	Chapter 65. Why Predict?
	Chapter 66. Predicting with Profiles
	Chapter 67. Go/No-Go Predictions
	Chapter 68. Linear Behavior
	Chapter 69. Skew
	Chapter 70. Event Interdependencies
	Chapter 71. Nonlinear Behavior
Part X. Latency Hiding
	Chapter 72. Mom
	Chapter 73. Dominic
	Chapter 74. Parallelization
	Chapter 75. How to Melt a System
	Chapter 76. Multitasking
	Chapter 77. Human Multitasking
Part XI. Fallacies
	Chapter 78. The Evil Genie
	Chapter 79. The Leather Jacket
	Chapter 80. The Buried Outlier
	Chapter 81. Be Careful What You Wish For
	Chapter 82. Percentile Specifications
	Chapter 83. The Hit Rate Problem
	Chapter 84. The MPG Problem
	Chapter 85. The Ratio Trick
	Chapter 86. Even Throughput and Response Time?
	Chapter 87. Are Ratios Useless?
	Chapter 88. When Ratios Are Reliable
	Chapter 89. Describing Performance Improvements
	Chapter 90. The “n Times Faster” Myth
Part XII. Testing
	Chapter 91. Why Test?
	Chapter 92. Risk
	Chapter 93. Destructive Testing
	Chapter 94. Testing Is Not a Phase
	Chapter 95. Automated Testing
	Chapter 96. Preventing Problems
Part XIII. Planning
	Chapter 97. Mrs. Utley
	Chapter 98. Capacity Planning
	Chapter 99. Utilization Targets
	Chapter 100. When to Upgrade
Part XIV. Politics
	Chapter 101. Proving
	Chapter 102. The Problem with Underpromising
	Chapter 103. Seven Project Risk Magnifiers
	Chapter 104. Fail Fast
	Chapter 105. Face
	Chapter 106. The Jeweler’s Method
	Chapter 107. Change Control
	Chapter 108. Record Keeping
	Chapter 109. Failure
	Chapter 110. Don’t Worry, Be Nervous
Part XV. Just for Fun
	Chapter 111. Optimizing for Kids
Glossary
References
Index
About the Author