I fired up the Boston FIoS measurement location today after a couple of days off, and found that suddenly FIoS doesn’t like the BitTorrent.

The line of purple dots all indicate measurements that reported an error code. All of those measurements come from Boston FiOS. See the real-time graph here.

Accident? Design? That I cannot comment on. I simply report on what I see.

Tags: bittorrent, FIoS, GrabPERF, Verizon, Verizon FIoS, Web Performance, Web performance measurement

Today’s Web interfaces are all about the Flash (literally). Smooth charting, cool effects, callouts to references — ways to try and simplify complex data collections.

Problem-solving and diagnosis requires a far deeper dive than the flashiest interface could ever provide, because it comes down to the numbers. The actual measurements that make up the flashy chart. If you look at the data used by a professional trader and a someone at home looking at stock charts, there is a substantial difference.

When you get down to that level of analysis, the interface becomes irrelevant. Any analyst worth her or his salary (or salt - same thing) can tell you more from a spreadsheet full of relevant numbers than they can from any pretty graphic. This is true in any field.

When do traders or Web performance analysts use pretty charts? When they have to explain complex issues to non-technical or non-specialist audiences. When these analysts work on solving the sticky problems faced in the everyday world, they always fall back on the numbers.

Web performance data consists of the same few components, regardless of which company is providing the data. In effect, beyond a few key pieces of information about how the measurement data is captured, all Web performance data is the same.

Just because the components that make up the data are the same does not guarantee that the data from two different providers is of the same quality. In an imaginary system, Web performance data from all the major providers could flow into a centralized repository and be transformed using an XSLT or some other mangler so that it would be indistinguishable in most cases to tell which firm was the source.

But a skilled analyst would quickly learn to recognize the data that can be trusted. That would be the data that quickly and accurately represented the issues he was trying to diagnose. The data that flowed with the known patterns of the Web site. The data that helped him do his job more effectively.

In the end, a pretty interface can go a long way to hide the quality of the data that is being represented. A shiny gloss on poor data does not make it better data. It is critical that the data that underlies that pretty chart is able to live up to the quality demands of the people who use it every day.

Selling the interface is selling the brand. Trust in the data builds the reputation.

Which one sold you when you chose your Web performance measurement provider?

Tags: branding, data, flash, interface, measurements, reputation, Web interfaces, Web Performance, Web performance analysts, web performance data, Web performance measurement, Web performance measurement data, XSLT

When I meet with clients, I am always astounded by the strength of the silos that exist inside companies. Business, Marketing, IT, Server ops, Development, Network ops, Finance. In the same house, sniping and plotting to ensure that their team has the most power.

Or so it seems to the outsider.

Organizations are all fighting over the same limited pool of resources. Also, the organization of the modern corporation is devised to create this division, with an emphasis on departments and divisions over teams with shared goals. But even the Utopian world of the cross-functional team is a false dream, as the teams begin to fight amongst themselves for the same meagre resources at a project, rather than a department level.

I have no solution for this rather amusing situation. Why is it amusing? As an outsider (at my clients and in my own company) I look upon these running battles as a sign of an organization that has lost its way. Where the need to be managed and controlled has overcome the need to create and accept responsibility.

Start-ups are the villages of the corporate world. Cooperation is high, justice is swift, and creative local solutions abound. Large companies are the Rio de Janeiro’s of the economy. Communication is so broken that companies have to run private phone exchanges to other offices. Interesting things have to be accomplished in the back-channel.

This has a severe effect on Web performance initiatives. Each group is constant battling to maintain control over its piece of the system, and ensure that their need for resources is fulfilled. That means one group wants to test K while another wants to measure Q and yet a third needs to capture data on E.

This leads to a substantial amount of duplication and waste when it comes to solving problems and moving the Web site forward. There is no easy answer for this. I have discussed the need for business and IT to find some level of understanding in previous posts, and have yet to find a company that is able break down the silos without reducing the control that the organization imposes.

Tags: business, conflict, creative local solutions, it, silos, Web performance initiatives

Yesterday in the Fast Company Live Fail Whale session [mention on Scoble's blog here], Paul Bucheit of FriendFeed jokingly said that his company’s external alerting mechanism was Louis Gray.

I cringed when I read that, as the last people who should be letting you know you have an issue are your visitors or customers. I know that FriendFeed is new and may not have the ops team that Dorion Carroll and Technorati have developed over the years, but it is still critical.

You have done a lot as a company to build a brand. Don’t let your internal and external performance sully your reputation. There are a number of low-cost and free ways to watch your performance and alert you before things break.

Louis Gray is a great guy. But he is not an objective and reliable way to alert you when something is wrong with your site.

Tags: alerting, Dorion Carroll, External Web Performance, friendfeed, Internal Web Performance, Louis Gray, Paul Bucheit, Technorati, Web Performance

The Dog and The Toolbox

One day, a dog stumbled upon a toolbox left on the floor. There was a note on it, left by his master, which he couldn’t read. He was only a dog, after all.

He sniffed it. It wasn’t food. It wasn’t a new chew toy. So, being a good dog, he walked off and lay on his mat, and had a nap.

When the master returned home that night, the dog was happy and excited to see him. He greeted his master with joy, and brought along his favorite toy to play with.

He was greeted with yelling and anger and “bad dog”. He was confused. What had he done to displease his master? Why did the master keep yelling at him, and pointing at the toolbox. He had been good and left it alone. He knew that it wasn’t his.

With his limited understanding of human language, he heard the words “fix”, “dishwasher”, and “bad dog”. He knew that the dishwasher was the yummy cupboard that all of the dinner plates went in to, and came out less yummy and smelling funny.

He also knew that the cupboard had made a very loud sound that had scared the dog two nights ago, and then had spilled yucky water on the floor. He had barked to wake his master, who came down, yelling at the dog, then yelling at the machine.

But what did fix mean? And why was the master pointing at the toolbox?

The Toolbox and Web Performance

It is far too often that I encounter companies that have purchased Web performance service that they believe will fix their problems. They then pass the day-to-day management of this information on to a team that is already overwhelmed with data.

What is this team supposed to do with this data? What does it mean? Who is going to use it? Does it make my life easier?

When it comes time to renew the Web performance services, the company feels gipped. And they end up yelling at the service company who sold them this useless thing, or their own internal staff for not using this tool.

To an overwhelmed IT team, Web performance tools are another toolbox on the floor. They know it’s there. It’s interesting. It might be useful. But it makes no sense to them, and is not part of what they do.

Giving your dog the toolbox does not fix your dishwasher. Giving an IT team yet another tool does not improve the performance of a Web site.

Only in the hands of a skilled and trained team does the Web performance of a site improve, or the dishwasher get fixed. As I have said before, a tool is just a tool. The question that all organizations must face is what they want from their Web performance services.

Has your organization set a Web performance goal? How do you plan to achieve your goals? How will you measure success? Does everyone understand what the goal is?

After you know the answers to those questions, you will know that that as amazing as he is, your dog will not ever be able to fix your dishwasher.

But now you know who can.

Tags: Web Performance, Web performance goal, Web performance service, Web performance services, Web performance tools

Give almost any human being a hammer, and they will know what to do with it. Modern city dwellers, ancient jungle tribes, and most primates would all look at a hammer and understand instinctively what it does. They would know it is a tool to hit other things with. They may not grasp some of the subtleties, such as that is designed to drive nails into other things and not beat other creatures into submission, but they would know that this is a tool that is a step up from the rock or the tree branch.

Simple tools produce simple results. This is the foundation of a substantial portion of the Software-as-a-Service (SaaS) model. SaaS is a model which allows companies to provide a simple tool in a simple way to lower the cost of the service to everyone.

Web performance data is not simple. Gathering the appropriate data can be as complex as the Web site being measured. The design and infrastructure that supports a SaaS site is usually far more complex than the service it presents to the customer. A service that measures the complexity of your site will likely not provide data that is easy to digest and turn into useful information.

As any organization who has purchased a Web performance measurement service, a monitoring tool, a corporate dashboard expecting instant solutions will tell you, there are no easy solutions. These tools are the hammer and just having a hammer does not mean you can build a house, or craft fine furniture.

In my experience, there are very few organizations that can craft a deep understanding of their own Web performance from the tools they have at their fingertips. And the Web performance data they collect about their own site is about as useful to them as a hammer is to a snake.

Tags: corporate dashboard, corporate dashboard expecting instant solutions, dashboard, measurement, monitoring, project management tool, SaaS, Software as a service, Web Performance, web performance data, Web performance measurement service, word processor

One of the ongoing themes is the way that slow or degrading response times can have a negative effect on how a brand is perceived. This is especially true when you start placing third-party content on your site. Jake Swearingen, in an article at VetureBeat, discusses the buzz currently running through the advertising world that Right Media is suffering from increasing latency, a state that is being noticed by its customers.

In the end, the trials and tribulations of a single ad-delivery network are not relevant to world peace and the end of disease. However, the performance of an advertising platform has an affect on the brands that host the ads on their sites and the on the brand of the ad platform itself. And in a world where there are many players fighting for second place, it is not good to have a reputation as being slow.

The key differentiators between advertising networks fighting for revenue are not always the number of impressions or the degree to which they have penetrated a particular community. An ad network is far more palatable to visitors when it can deliver advertising to a visitor without affecting or delaying the ability to see the content they originally came for.

If a page is slow, the first response is to blame the site, the brand, the company. However, if it is clear that the last things to load on the page are the ads, then the angst and anger turns toward those parts of the page. And if visitors see ads as inhibitors to their Web experience, the ads space on a page is more likely to be ignored or seen as intrusive.

Tags: ad network, ad-delivery network, advertising networks, advertising platform, advertising world, brand, Jake Swearingen, Right Media, third-party, third-party applications, VentureBeat, Web experience, Web Performance

When starting with new clients, finding the low-hanging fruit of Web performance is often the simplest thing that can be done. By recommending a few simple configuration changes, these early stage clients can often reap substantial Web performance improvement gains.

The harder problem is that it is hard for organizations to build on these early wins and create an ongoing culture of Web performance improvement. Stripping away the simple fixes often exposes deeper, more base problems that may not have anything to do with technology. In some cases, there is no Web performance improvement process simply because of the pressure and resource constraints that are faced.

In other cases, a deeper, more profound distrust between the IT and Business sides of the organization leads to a culture of conflict, a culture where it is almost impossible to help a company evolve and develop more advanced ways of examining the Web performance improvement process.

I have written on how Business and IT appear, on the surface, to be a mutually exclusive dichotomy in my review of Andy King’s Website Optimization. But this dichotomy only exists in those organizations where conflict between business and technology goals dominate the conversation. In an organization with more advanced Web performance improvement processes, there is a shared belief that all business units share the same goal.

So how can a company without a culture of Web performance improvement develop one?

What can an organization crushed between limited resources and demanding clients do to make sure that every aspect of their Web presence performs in an optimal way?

How can an organization where the lack of transparency and the open distrust between groups evolve to adopt an open and mutually agreed upon performance improvement process?

Experience has shown me that a strong culture of Web performance improvement is built on three pillars: Targets, Measurements, and Involvement.

Targets

Setting a Web performance improvement target is the easiest part of the process to implement. it is almost ironic that it is also the part of the process that is the most often ignored.

Any Web performance improvement process must start with a target. It is the target that defines the success of the initiative at the end of all of the effort and work.

If a Web performance improvement process does not have a target, then the process should be immediately halted. Without a target, there is no way to gauge how effective the project has been, and there is no way to measure success.

Measurements

Key to achieving any target is the ability to measure the success in achieving the target. However, before success can be measured, how to measure success must be determined. There must be clear definitions on what will be measured, how, from where, and why the measurement is important.

Defining how success will be measured ensures transparency throughout the improvement process. Allowing anyone who is involved or interested in the process to see the progress being made makes it easier to get people excited and involved in the performance improvement process.

Involvement

This is the component of the Web performance improvement process that companies have the greatest difficulty with. One of the great themes that defines the Web performance industry is the openly hostile relationships between IT and Business that exist within so many organizations. The desire to develop and ingrain a culture of Web performance improvement is lost in the turf battles between IT and Business.

If this energy could be channeled into proactive activity, the Web performance improvement process would be seen as beneficial to both IT and Business. But what this means is that there must be greater openness to involve the two parts of the organization in any Web performance improvement initiative.

Involving as many people as is relevant requires that all parts of the organization agree on how improvement will be measured, and what defines a successful Web performance improvement initiative.

Summary

Targets, Measurements, and Involvement are critical to Web performance initiatives. The highly technical nature of a Web site and the complexities of the business that this technology supports should push companies to find the simplest performance improvement process that they can. What most often occurs, however, is that these three simple process management ideas are quickly overwhelmed by time pressures, client demands, resource constraints, and internecine corporate warfare.

Tags: Andy King, caching, energy, HTTP, substantial Web performance improvement gains, technology goals, technology supports, Web development process, Web Performance, Web performance improvement, Web performance improvement initiative, Web performance improvement process, Web performance improvement processes, Web performance improvement target, Web performance improvment, Web performance industry, Web performance initiatives, Web presence

The idea that blogs generate a personal brand is as old as the “blogosphere”. It’s one of those topics that rages through the blog world every few months. Inexorably the discussion winds its way to the idea that a blog is linked exclusively to the creators of its content. This makes a blog, no matter what side of the discussion you fall on, the online representation of a personal brand that is as strong as a brand generated by an online business.

And just as corporate brands are affected by the performance of their Web sites, a personal brand can suffer just as much when something causes the performance of a blog Web site to degrade in the eyes of the visitors. For me, although my personal brand is not a large one, this happened yesterday when Disqus upgraded to multiple databases during the middle of the day, causing my site to slow to a crawl.

I will restrain my comments on mid-day maintenance for another time.

The focus of this post is the effect that site performance has on personal branding. In my case, the fact that my blog site slowed to a near standstill in the middle of the day likely left visitors with the impression that my blog about Web performance was not practicing what it preached.

For any personal brand, this is not a good thing.

In my case, I was able to draw on my experience to quickly identify and resolve the issue. Performance returned to normal when I temporarily disabled the Disqus plugin (it has since been reactivated). However, if I hadn’t been paying attention, this performance degradation could have continued, increasing the negative effect on my personal brand.

Like many blogs, Disqus is only one of the outside services I have embedded in my site design. Sites today rely on AdSense, Lookery, Google Analytics, Statcounter, Omniture, Lijit, and on goes the list. These services have become as omnipresent in blogs as the content. What needs to be remembered is that these add-ons are often overlooked as performance inhibitors.

Many of these services are built using the new models of the over-hyped and mis-understood Web 2.0. These services start small, and, as Shel Israel discussed yesterday, need to focus on scalability in order to grow and be seen as successful, rather than cool, but a bit flaky. As a result, these blog-centric services may affect performance to a far greater extent than the third-party apps used by well-established, commercial Web sites.

I am not claiming that any one of these services in and of themselves causes any form of slowdown. Each has its own challenges with scaling, capacity, and success. It is the sheer number of the services that are used by blog designers and authors poses the greatest potential problem when attempting to debug performance slowdowns or outages. The question in these instances, in the heat of a particularly stressful moment in time, is always: Is it my site or the third-party?

The advice I give is that spoken by Michael Dell: You can’t manage what you can’t measure. Yesterday, I initiated monitoring of my personal Disqus community page, so I could understand how this service affected my continuing Web performance. I suggest that you do the same, but not just of this third-party. You need to understand how all of the third-party apps you use affect how your personal brand performance is perceived.

Why is this important? In the mind of the visitor, the performance problem is always with your site. As with a corporate site that sees a sudden rise in response times or decrease in availability, it does not matter to the visitor what the underlying cause of the issue is. All they see is that your site, your brand (personal or corporate), is not as strong or reliable as they had been led to believe.

The lesson that I learned yesterday, one that I have taught to so many companies but not heeded myself, is that monitoring the performance of all aspects of your site is critical. And while you as the blog designer or writer might not directly control the third-party content you embed in your site, you must consider how it affects your personal brand when something goes wrong.

You can then make an informed decision on whether the benefit of any one third-party app is outweighed by the negative effect it has on your site performance and, by extension, your personal brand.

Tags: app, blog site, blog Web site, blog-centric services, brand, corporate site, disqus, Google, Michael Dell, online, online representation, outside services, personal brand, third-party, third-party applications, third-party apps, Web Performance

It’s not often as a Web performance consulatant and analyst that I find a book that is useful to so many clients. It’s much more rare to discover a book that can help most Web sites improve their response times and consistency in fewer than 140 pages.

Steve Souders’ High Performance Web Sites (O’Reilly, 2007 - Companion Site) captures the essence of one-side of the Web performance problem succinctly and efficiently, delivering a strong message to a group he classifies as front-end engineers. It is written in a way that can be understood by marketing, line-of-business, and technical teams. It is written in a manner designed to provoke discussions within an organization with the ultimate goal of improving Web performance

Once these discussion have started, there may some shock withing these very organizations. Not only with the ease with which these rules can be implemented, but by the realization that the fourteen rules in this book will only take you so far.

The 14 Rules

Web performance, in Souders’ world, can be greatly improved by applying his fourteen Web performance rules. For the record, the rules are:

Rule 1 - Make Fewer HTTP Requests
Rule 2 - Use a Content Delivery Network
Rule 3 - Add an Expires Header
Rule 4 - Gzip Components
Rule 5 - Put Stylesheets at the Top
Rule 6 - Put Scripts at the Bottom
Rule 7 - Avoid CSS Expressions
Rule 8 - Make JavaScript and CSS External
Rule 9 - Reduce DNS Lookups
Rule 10 - Minify JavaScript
Rule 11 - Avoid Redirects
Rule 12 - Remove Duplicate Scripts
Rule 13 - Configure ETags
Rule 14 - Make AJAX Cacheable

From the Companion Site [here]

These rules seem simple enough. And, in fact, most of them are easy to understand, and, in an increasingly complex technical world, easy to implement. In fact, the most fascinating thing about the lessons in this book, for the people who think about these things everyday, is that they are pieces of basic knowledge, tribal wisdom, that have been passed down for as long as the Web has existed.

Conceptually, the rules can be broken down to:

• Ask for fewer things
• Move stuff closer
• Make things smaller
• Make things less confusing

These four things are simple enough to understand, as they emphasize simplicity over complexity.

For Web site designers, these fourteen rules are critical to understanding how to drive better performance not only in existing Web sites, but in all of the sites developed in the future. They provide a vocabulary to those who are lost when discussions of Web performance occur. The fourteen rules show that Web performance can be improved, and that something can be done to make things better.

Beyond the 14 Steps

There is, however, a deeper, darker world beneath the fourteen rules. A world where complexity and interrelated components make change difficult to accomplish.

In a simple world, the fourteen rules will make a Web site faster. There is no doubt about that. They advocate for the reduction object size (for text objects), the location of content closer to the people requesting it (CDNs), and the optimization of code to accelerate the parsing and display of Web content in the browser.

Deep inside a Web site lives the presentation and application code, the guts that keep a site running. These layers, down below the waterline are responsible for the heavy lifting, the personalization of a bank account display, the retrieval of semantic search results, and the processing of complex, user-defined transactions. The data that is bounced inside a Web application flows through a myriad of network devices — firewalls, routers, switches, application proxies, etc — that can be as complex, if not more so, than the network complexity involved in delivering the content to the client.

It is fair to say that a modern Web site is the proverbial duck in a strong current.

The fourteen rules are lost down here beneath the Web layer. In these murky depths, far from the flash and glamor, parsing functions that are written poorly, database table without indices, internal networks that are poorly designed can all wreak havoc on a site that has taken all fourteen rules to heart.

When the content that is not directly controlled and managed by the Web site is added into this boiling stew, another layer of possible complexity and performance challenge appears. Third parties, CDNs, advertisers, helper applications all come from external sources that are relied on to have taken not only the fourteen rules to heart, but also to have considered how their data is created, presented, and delivered to the visitors to the Web site that appears to contain it.

Remember the Complexity

High Performance Web Sites is a volume (a pamphlet really) that delivers a simple message: there is something that can be done to improve the performance of a Web site. Souders’ fourteen rules capture the items that can be changed quickly, and at low-cost.

However, if you ask Steve Souders’ if this is all you need to do to have a fast, efficient, and reliable Web site, he should say no. The fourteen rules are an excellent start, as they handle a great deal of the visible disease that infects so many Web sites.

However, like the triathlete with an undiagnosed brain tumor, there is a lot more under the surface that needs to be addressed in order to deliver Web performance improvements that can be seen by all, and support rapid, scalable growth.

This is a book that must be read. Then deeper questions must be asked to ensure that the performance of the 90% of a Web site design not seen by visitors matches the 10% that is.

Tags: ajax, bank account display, brain tumor, DNS, helper applications, High Performance Web Sites, HTTP, internal networks, semantic search results, Steve Souders, Web application flows, Web content, Web layer, Web Performance, Web performance consulatant, Web performance improvements, Web performance problem, Web performance rules, Web site design, Web site designers