Perfbytes press (34 resultados)

Paperback. Condición: Very Good. It's a well-cared-for item that has seen limited use. The item may show minor signs of wear. All the text is legible, with all pages included. It may have slight markings and/or highlighting.

Paperback. Condición: Very Good. It's a well-cared-for item that has seen limited use. The item may show minor signs of wear. All the text is legible, with all pages included. It may have slight markings and/or highlighting.

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Paperback or Softback. Condición: New. Navigating Performance Engineering: The Collapse of Performance Value. Book.

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PAP. Condición: New. New Book. Shipped from UK. Established seller since 2000.

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PAP. Condición: New. New Book. Shipped from UK. Established seller since 2000.

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Paperback. Condición: Brand New. 130 pages. 7.00x0.35x10.00 inches. In Stock.

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Condición: New. Print on Demand pp. 80.

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Condición: New. PRINT ON DEMAND pp. 80.

Paperback. Condición: new. Paperback. Software systems increasingly determine whether organizations succeed or fail. Yet the discipline responsible for understanding how those systems behave under pressure-performance engineering-has quietly lost much of the authority it once held.Navigating Performance Engineering: The Collapse of Performance Value examines how that loss occurred and what it means for modern software organizations.Drawing on more than three decades of experience in enterprise performance engineering, James L. Pulley III argues that the profession did not fail because systems became too complex. It failed because the scientific foundations of measurement-reproducibility, control, and experimental discipline-were gradually replaced by tooling convenience and compressed delivery schedules.The result is a profession that often produces activity rather than value: dashboards without decisions, reports without change, and tests that measure performance without influencing outcomes.This book reconstructs the original purpose of performance engineering as a discipline of risk discovery and operational truth. Through a series of practical and conceptual explorations, the author shows how modern organizations drifted away from measurement science and toward instrumentation theater.Topics include: - Why performance engineering is fundamentally a risk discipline, not a testing phase - How tool-centric workflows replaced experimental thinking - Why reproducibility, control, and validation disappeared from practice - The structural effects of compressed delivery pipelines on performance work - The role of requirements in defining measurable performance truth - Why modern observability emerged as a reaction to declining pre-production confidenceRather than proposing yet another testing methodology or toolset, this book focuses on restoring the intellectual foundations of performance engineering itself.Performance engineering is not about producing charts. It is about producing change.When measurement cannot influence decisions, the discipline loses authority-and organizations pay the price in production failures, operational instability, and lost trust.For performance engineers, architects, SREs, and technology leaders, Navigating Performance Engineering provides a clear and challenging examination of how the profession reached this point-and how it can recover its original purpose. A critical examination of modern performance engineering and how the discipline lost its measurement foundations-plus a roadmap for restoring performance engineering as a science of operational risk. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.…

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Paperback. Condición: new. Paperback. Software systems increasingly determine whether organizations succeed or fail. Yet the discipline responsible for understanding how those systems behave under pressure-performance engineering-has quietly lost much of the authority it once held.Navigating Performance Engineering: The Collapse of Performance Value examines how that loss occurred and what it means for modern software organizations.Drawing on more than three decades of experience in enterprise performance engineering, James L. Pulley III argues that the profession did not fail because systems became too complex. It failed because the scientific foundations of measurement-reproducibility, control, and experimental discipline-were gradually replaced by tooling convenience and compressed delivery schedules.The result is a profession that often produces activity rather than value: dashboards without decisions, reports without change, and tests that measure performance without influencing outcomes.This book reconstructs the original purpose of performance engineering as a discipline of risk discovery and operational truth. Through a series of practical and conceptual explorations, the author shows how modern organizations drifted away from measurement science and toward instrumentation theater.Topics include: - Why performance engineering is fundamentally a risk discipline, not a testing phase - How tool-centric workflows replaced experimental thinking - Why reproducibility, control, and validation disappeared from practice - The structural effects of compressed delivery pipelines on performance work - The role of requirements in defining measurable performance truth - Why modern observability emerged as a reaction to declining pre-production confidenceRather than proposing yet another testing methodology or toolset, this book focuses on restoring the intellectual foundations of performance engineering itself.Performance engineering is not about producing charts. It is about producing change.When measurement cannot influence decisions, the discipline loses authority-and organizations pay the price in production failures, operational instability, and lost trust.For performance engineers, architects, SREs, and technology leaders, Navigating Performance Engineering provides a clear and challenging examination of how the profession reached this point-and how it can recover its original purpose. A critical examination of modern performance engineering and how the discipline lost its measurement foundations-plus a roadmap for restoring performance engineering as a science of operational risk. This item is printed on demand. Shipping may be from our Sydney, NSW warehouse or from our UK or US warehouse, depending on stock availability.…

Taschenbuch. Condición: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - Where do you find high value software performance professionals. Most people, when they think of a software performance professional, immediately think of a tester. It is worthwhile to stop and consider what is the desired outcome of your performance effort. Do you need to validate To tune To uncover deep architectural issues The answer will often determine the type of individual you need to solicit on the open market: An architect, an engineer, or a tester.This book is targeted at those who need to recruit, to interview, and to objectively evaluate the capabilities of different classes of performance professionals even if you do not have a mature performance testing team that can evaluate the candidate.RecruitersInterviewersPersonnel ManagersOrganizational Contacts For Outsourced SkillsProduct OwnersThis book is for you. To enable you to accurately identify the skills you need. You will gain insight into the foundational skills shared by high value performance professionals & how to interview for these skills.This book will save you from at least one bad hire.…

Taschenbuch. Condición: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - Software systems increasingly determine whether organizations succeed or fail. Yet the discipline responsible for understanding how those systems behave under pressure-performance engineering-has quietly lost much of the authority it once held.Navigating Performance Engineering: The Collapse of Performance Value examines how that loss occurred and what it means for modern software organizations.Drawing on more than three decades of experience in enterprise performance engineering, James L. Pulley III argues that the profession did not fail because systems became too complex. It failed because the scientific foundations of measurement-reproducibility, control, and experimental discipline-were gradually replaced by tooling convenience and compressed delivery schedules.The result is a profession that often produces activity rather than value: dashboards without decisions, reports without change, and tests that measure performance without influencing outcomes.This book reconstructs the original purpose of performance engineering as a discipline of risk discovery and operational truth. Through a series of practical and conceptual explorations, the author shows how modern organizations drifted away from measurement science and toward instrumentation theater.Topics include:¿ Why performance engineering is fundamentally a risk discipline, not a testing phase ¿ How tool-centric workflows replaced experimental thinking ¿ Why reproducibility, control, and validation disappeared from practice ¿ The structural effects of compressed delivery pipelines on performance work ¿ The role of requirements in defining measurable performance truth ¿ Why modern observability emerged as a reaction to declining pre-production confidenceRather than proposing yet another testing methodology or toolset, this book focuses on restoring the intellectual foundations of performance engineering itself.Performance engineering is not about producing charts. It is about producing change.When measurement cannot influence decisions, the discipline loses authority-and organizations pay the price in production failures, operational instability, and lost trust.For performance engineers, architects, SREs, and technology leaders, Navigating Performance Engineering provides a clear and challenging examination of how the profession reached this point-and how it can recover its original purpose.…