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Capture or Estimate Resource Budgets
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As mentioned in the previous section, remember that the performance tester s job is to collect and provide information about budgets and allocations, not to enforce them. Determining resource budgets or allocations is one way that teams work together to ensure that targets and thresholds are realistic. For example, if one of your targets is to keep the total RAM usage of a particular server under 1 gigabyte (GB) and that server hosts both a database and application server software, the database software may be given a RAM allocation of 600 megabytes (MB) and the application server software 400 MB. It is the responsibility of the developers and administrators of those software components to stay within those budgets. By making sure that you are aware of these budgets or
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allocations as a performance tester, you can let the team know when a resource is approaching or exceeding its budget almost immediately, thus giving the team more time to react. Consider the following proven practices when performing this activity: Ask the architects, or other team members who may be responsible for enforcing and/or making decisions regarding targets and thresholds, to share those decisions with you. Review project documents. Performance testers are not always specifically invited to review design and architecture documents, so remember to ask. Attend developer and architect meetings. Take note of comments such as see if you can get that object under X memory consumption. Although instructions such as these rarely appear on paper, and thus would not be known to you if you didn t attend the meeting, the developer still might appreciate another set of eyes watching his object s memory consumption. Work with key performance indicator thresholds that indicate the health of the technologies being used. Work with business metrics that indicate whether you are meeting the business requirements; for example, orders per second, number of failed order requests, and so on.
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Most of the time, this activity is rather transparent. For example, if an objective states that the processor utilization of the Web server should not exceed 80 percent for more than 1 second in 10, it is clear that one metric you should be monitoring is the processor utilization of the Web server, polled at not less than 1-second intervals. You may not want to do this during every test, but there is no question what you need to measure. However, sometimes the associated metrics are not so clear or are not so simple to collect. In these cases, consider the following approach: Create a grid or a simple spreadsheet that maps each of the collected objectives to the metric(s) that will indicate if the objective is being met. If it is not obvious how to collect each metric without skewing the test or any of the other data you hope to collect at the same time, do some research or work with the development team to determine the optimal approach. Collaborate with the developers, architects, and administrators. These parties know which metrics are valuable for their specific purposes and how to capture most of them. Their input will ensure that you know how to put the application in the state that makes those metrics most valuable. Consider where you will keep this information and how you will label it so that it is accessible after the tests.
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Communicating the results of tests that capture data related to performance objectives is different than communicating results related to overall performance goals and requirements. Objective-related results are intended to be useful information for the team rather than to determine an application s overall fitness for release. Therefore it is beneficial to share the information freely. In most cases, the fact that an objective is not
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being met is not something that gets recorded in a defect-tracking system but is simply information to help the team do its job better. Consider the following techniques when performing this activity: Report results versus targets, budgets, and previous measurements as well as your own research. You never know what the team will find most valuable. Share reports with the entire team. Make the raw data available to the team and invite them to parse it in other ways and to suggest more helpful ways of presenting the data. Be ready, willing, interested, and able to re-execute and/or modify the tests as needed. Do not send raw data outside the team unless instructed to do so by someone willing and able to take responsibility for any consequences that might arise from doing so. Avoid reporting potential causes of poor performance. Instead, report symptoms and conditions. Reporting a cause incorrectly may damage your credibility.
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