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by "ByteByteGo" <bytebytego@substack.com> - 01:08 - 17 Jul 2023

Webinar invite: Edge Insight for Industrial Overview

Edge Insight for Industrial Overview

Thursday, July 27, 2023
07:30‌ am - 08:30‌ am PDT

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Edge Insight for Industrial consists of a set of pre-integrated ingredients optimized for Intel^® architecture. It includes modules that enable data collection, storage, and analytics for both time-series and video data, as well as the ability to act on these insights by sending downstream commands to tools or devices.
In this session you will learn EII v4.0.0 key features and improvements.

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Speaker

Murni Jasamai

Enabling and Optimization Engineer- Intel

Murni has joined Intel since 2018 and works in the Machine Vision and Analytics domains to support solutions for customer enablement. Currently, she is working as a solution enabling and optimization engineer, and one of the main focus areas that she is supporting is Edge Insight for Industrial.

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by "Intel Corporation" <intel@plan.intel.com> - 11:04 - 17 Jul 2023

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by "Mahak Gupta" <mahakgupta.web@outlook.com> - 08:41 - 17 Jul 2023

RE: Best budgeting apps_

Greetings,

Just wanted to check, have you checked my previous e-mail? If you are interested let me know please.

Please share your exact requirements so that we can do effort estimation and come up with cost and timeline of the project.

From: Naitik Singhania [mailto:naitiksinghania@outlook.com]
Sent: 14 June 2023 03:57 PM
Subject: Best budgeting apps_

Hello, :-)

Hope you are doing great today.

We are an IT outsourcing company with 8 years of experience in developing top-notch applications.

We happened to see your business and were wondering if you would like to create a super-flexible application for your business.

We have years of experience working with businesses and can provide a solution that fits your needs. We can help you build:

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by "Naitik Singhania" <naitiksinghania@outlook.com> - 08:20 - 17 Jul 2023

RE: Get a birds eye view of your online business _

Greetings,

Just wanted to check, have you checked my previous e-mail? If you are interested let me know please.

Please share your exact requirements so that we can do effort estimation and come up with cost and timeline of the project.

_____________________________________________
From: Chayan Sharma [mailto:Poojasharma303@outlook.com]
Sent: 14 June 2023 03:48 PM
Subject: Get a birds eye view of your online business _

Hello, :-)

Hope you are doing great today.

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by "Chayan Sharma" <Poojasharma303@outlook.com> - 08:15 - 17 Jul 2023

Conducting a midyear tech review: A leader’s guide

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ESSENTIALS FOR LEADERS AND THOSE THEY LEAD

Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

“Resolutions in technology are essential for companies looking to navigate the uncertainties of 2023,” we observed at the beginning of this year. Tech resolutions—and companies’ commitments to keeping them—may become even more important as disruptive technologies such as generative AI begin to reshape organizations. Leaders who may have put digital transformation on the back burner face a new urgency to deploy technology at scale to improve business performance. The year’s midpoint may be a good time for leaders to examine how their technology plans and actions are shaping up.

AN IDEA

An image linking to the web page “Technology’s generational moment with generative AI: A CIO and CTO guide” on McKinsey.com.

Nine ways to capture value from generative AI

There’s a reason this powerful technology dominates the news—besides its appeal to consumers, generative AI offers leaders in almost all industries a unique opportunity to reinvent their businesses. “But it’s worth remembering we’ve seen this movie before,” McKinsey experts caution. “New technologies emerged . . . that set off a melee of experiments and pilots, though significant business value often proved harder to come by.” Our latest research takes some of the guesswork out of generative-AI deployments: we’ve identified nine actions that tech leaders can take to mitigate risk and identify where the technology can create the most value. For example, one possibility may be to develop a “financial AI” capability to estimate the true costs and returns of generative AI. While all parts of an enterprise stand to gain from generative AI’s “superpowers,” our research shows that 75 percent of its value may lie in four functions: customer operations, marketing and sales, software engineering, and R&D.

A BIG NUMBER

10

That’s the number of critical practices that top-performing companies follow more frequently than others—becoming digital leaders as a result. At these organizations, “senior leaders take time to tune up their understanding of the digital tools and practices their businesses need to stay ahead,” note McKinsey senior partner Tanguy Catlin and coauthors in an update of earlier McKinsey research. Hands-on demos may appeal most to leaders who are pressed for time: for example, cross-functional teams at one company displayed the benefits of robotic process automation by sharing models, assumptions, and findings with business leaders at monthly meetings.

A QUOTE

“Many companies develop their business strategy, and then their technology strategy follows later. That does not work anymore.”

That’s McKinsey partner Gayatri Shenai on why technology needs to be integrated with business operations. “Boards and CEOs are increasingly realizing how technology can change the company’s performance trajectory,” says Shenai. CEOs may need to pay attention to three technology issues in particular: its role in business growth, how it is delivered, and whether its foundation is future-proof. “Make sure the decisions you make today help you advance versus hold you back,” suggests McKinsey senior partner Krish Krishnakanthan. “What can you do now with respect to the cloud or micro services, for example?”

A SPOTLIGHT INTERVIEW

An image linking to the web page “Constructing the tech future: Porsche Digital spearheads talent attraction” on McKinsey.com.

With the tech talent market in flux, hiring and retaining skilled people is a challenging task—one that mobility technology company Porsche Digital is meeting head on. “We see that people are motivated most by the job that they’re doing and the people that they are working with,” says Mattias Ulbrich, CEO of Porsche Digital and chief information officer of Porsche AG, in an episode of McKinsey’s Drivers of Disruption podcast. “We introduced agile ways of working several years ago, because you then can take more responsibility to the team and to each individual, and that can really affect the solution that they would like to develop.” Clear career paths, opportunities for professional development, and the ability to work with different technologies and in various roles are other motivators for Porsche Digital employees. The range of choices “makes working more attractive to more people within our company—to have mobility and not having to work for ten years at the same level on the same topics,” says Ulbrich.

CASH CRUNCH

An image linking to the web page “Staying ahead: How the best CEOs continually improve performance” on McKinsey.com.

Your organization may need to invest in technology immediately but may not want to pay for it right now. Concerned about a possible economic downturn later in the year, many companies (including some tech players ) are reducing their IT spending. Psychological barriers—such as the “hassle factor” of making the effort to invest in new technology—may also curtail IT investment. If your budget is tight, consider putting industry-specific needs first: for example, some asset managers are focusing on technologies that power growth, such as AI-enabled analytics, tools that support customized product building, and unified platforms that offer an integrated view of private and public holdings.

Lead with tech savvy.

— Edited by Rama Ramaswami, senior editor, New York

Out now: New issue of the McKinsey Quarterly

Sign up for a free membership to start reading the digital version of McKinsey Quarterly. The latest issue focuses on transformation in a time of disruption.

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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:50 - 17 Jul 2023

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Auto and mobility leaders face critical skills gaps. Here’s what could help.

On Point

TODAY’S NEWS. TOMORROW’S INSIGHTS.
A daily newsletter from McKinsey & Company

Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

Carmakers’ race for tech talent

In the news

•

Finding factory workers. The electric-car industry is the focus of American ambition to jump-start domestic manufacturing and become a leader in critical technologies. But even as new factories are popping up across the country, the US confronts a shortage of experienced workers. Vocational schools that partner with auto brands may provide part of the answer. One system of technical colleges in Tennessee has 34,000 students attending; in 2017, the school teamed up with a Japanese electric-vehicle (EV) maker to establish a new campus. [Bloomberg]

•

Teenage trainees. The EV revolution is here. There’s just one problem: countries need many more skilled workers to produce EV batteries. Throughout Asia, Europe, and North America, many leaders are grappling with the same issue—how to train and recruit battery engineers, technicians, and others needed for the energy transition. One Asian country is enlisting teenagers and trade school students to study battery technology; it aspires to add 30,000 more workers to the battery industry by 2030. [Quartz]

Survey respondents indicate that having caring and inspiring leaders is a top ten factor for staying in or leaving a role and an important reason for accepting a new job.

On McKinsey.com

•

Vital skills. Auto and mobility leaders face significant skills gaps. But despite recent shake-ups, tech workers are scrutinizing potential employers. What matters most to this crucial part of the workforce? A McKinsey survey of about 1,500 US tech workers finds that career development is the most frequently cited reason for employment-related decisions, with 43% of respondents reporting it as a top factor for why they stay in a current job, accept a new role, or leave one, McKinsey partner Asad Husain and coauthors explain.

•

Attracting talent. Seven of ten automotive leaders are focusing on building new businesses, previous McKinsey research has shown. Automotive and mobility incumbents now have a chance to snap up tech talent in what could be a singular realignment. However, that will require effectively outlining the expectations and commitments of the worker–employer relationship. See four dimensions of an effective employee value proposition that auto and mobility leaders can consider as they seek to attract and retain critical tech workers.

Learn what motivates tech workers

— Edited by Belinda Yu, editor, Atlanta

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:07 - 16 Jul 2023

The week in charts

The Week in Charts

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ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE

Our McKinsey Chart of the Day series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored customer experience with government, the lithium market, virtual learning, alternative capital in the reinsurance market, and demand for renewable-energy projects.

FEATURED CHART

Room for improvement

A chart titled “Satisfaction level by number of respondents, by demographic group.” Click to open the full article on McKinsey.com.

This week’s other select charts

Plugging in to the lithium market

All in on virtual learning? Not so fast

Insuring the insurers

Talent crunch

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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:09 - 15 Jul 2023

EP68: Top architectural styles

Open in app or online

EP68: Top architectural styles

ByteByteGo

Jul 15

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This week’s system design refresher:

1 year of Youtube
Top Architectural Styles
Firewall explained
Two-tier infrastructure on AWS
How Developer to Tester Ratio Changed From 1:1 to 100:1

New Relic APM 360: The industry’s next evolution of APM (Sponsored)

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Top architectural styles

In software development, architecture plays a crucial role in shaping the structure and behavior of software systems. It provides a blueprint for system design, detailing how components interact with each other to deliver specific functionality. They also offer solutions to common problems, saving time and effort and leading to more robust and maintainable systems.

However, with the vast array of architectural styles and patterns available, it can take time to discern which approach best suits a particular project or system. Aims to shed light on these concepts, helping you make informed decisions in your architectural endeavors.

To help you navigate the vast landscape of architectural styles and patterns, there is a cheat sheet that encapsulates all. This cheat sheet is a handy reference guide that you can use to quickly recall the main characteristics of each architectural style and pattern.

Firewall explained to Kids… and Adults

A firewall is a network security system that controls and filters network traffic, acting as a watchman between a private network and the public Internet.

They come in two broad categories:
Software-based: installed on individual devices for protection
Hardware-based: stand-alone devices that safeguard an entire network.

Firewalls have several types, each designed for specific security needs:
1. Packet Filtering Firewalls: Examines packets of data, accepting or rejecting based on source, destination, or protocols.

2. Circuit-level Gateways: Monitors TCP handshake between packets to determine session legitimacy.

3. Application-level Gateways (Proxy Firewalls): Filters incoming traffic between your network and traffic source, offering a protective shield against untrusted networks.

4. Stateful Inspection Firewalls: Tracks active connections to determine which packets to allow, analyzing in the context of their place in a data stream.

5. Next-Generation Firewalls (NGFWs): Advanced firewalls that integrate traditional methods with functionalities like intrusion prevention systems, deep packet analysis, and application awareness.

Over to you: Do you know what firewalls your company uses?

Two-tier infrastructure on AWS

An amazing illustration of how to use Terraform to create a robust Two-tier infrastructure on AWS.

Image Credit: Ankit Jodhani

Paradigm Shift: How Developer to Tester Ratio Changed From 1:1 to 100:1

This post is inspired by the article "The Paradigm Shifts with Different Dev:Test Ratios" by Carlos Arguelles. I highly recommend that you read the original article here.

1:1 ratio (~1997)
Software used to be burned onto physical CDs and delivered to customers. The development process was waterfall-style, builds were certified, and versions were released roughly every three years.

If you had a bug, that bug would live forever. It wasn’t until years later that companies added the ability for software to ping the internet for updates and automatically install them.

10:1 ratio (~2009)
Around 2009, the release-to-production speed increased significantly. Patches could be installed within weeks, and the agile movement, along with iteration-driven development, changed the development process.

For example, at Amazon, the web services are mainly developed and tested by the developers. They are also responsible for dealing with production issues, and testing resources are stretched thin (10:1 ratio).

100:1 ratio (~2020)
Around 2015, big tech companies like Google and Microsoft removed SDET or SETI titles, and Amazon slowed down the hiring of SDETs.

But how is this going to work for big tech in terms of testing?

Firstly, the testing aspect of the software has shifted towards highly scalable, standardized testing tools. These tools have been widely adopted by developers for building their own automated tests.

Secondly, testing knowledge is disseminated through education and consulting.

Together, these factors have facilitated a smooth transition to the 100:1 testing ratio we see today.

Over to you: What does the future hold for testing, and how is it currently working for you?

Latest articles

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by "ByteByteGo" <bytebytego@substack.com> - 11:37 - 15 Jul 2023

We missed you at Harness Generative AI Acceleration

Harness Generative AI Acceleration with OpenVINO™ Toolkit

Watch on-demand

We're sorry we missed you at our workshop Harness Generative AI Acceleration with OpenVINO™ toolkit, but not to worry, the on-demand replay is now available for you to watch anytime.

Watch to learn:

HuggingFace Transformers create powerful AI solutions quickly
Deploying stable diffusion and text processing from sophisticated Jupyter Notebooks
AI applications can scale across GPUs and CPUs heterogeneously with Intel® Hardware
Dynamic shape optimization maximizes Deep Learning performance

Watch now

Don’t Stop There

Watch tutorials, view use cases and see all the toolkit options at openvino.ai
Download your free version of Intel® Distribution of OpenVINO™ toolkit and
Explore the OpenVINO™ toolkit Github repository of Jupyter Notebooks, Training Extensions, Models, and more…

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by "Intel Developer Zone" <intel.developer.zone@plan.intel.com> - 06:37 - 15 Jul 2023

European consumer sentiment, seizing Africa’s potential, reimagining intelligence, and more essential reads: The Daily Read weekender

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CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS

Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

Finally, it’s the weekend, and it’s time to dive into some of the week’s highlights including the latest on consumer sentiment in Europe, Africa’s potential, reimagining intelligence, and more.

Couple window shopping and pointing at clothes they are excited about.

What’s consumer sentiment like in France, Germany, Italy, Spain, and the UK? Check out the latest research survey by McKinsey’s Jessica Moulton, Thomas Rüdiger Smith, and their coauthors.

5 Charts

University of Cape Town professor Carlos Lopes talks about seizing Africa’s potential in a new episode of MGI’s Forward Thinking podcast.

Get perspective

Portrait of Dr. Rina Bliss, genetics expert, sociologist and author

In a new Author Talks interview, genetics expert and sociologist Dr. Rina Bliss explains why environments, not genetics, are the source of human intelligence.

Change your perception

Our weekly briefing note on sustainable and inclusive growth explores the need for a retail reset, how generative AI can help streamline routine healthcare tasks, and more.

Get updated

QUOTE OF THE DAY

“The ability to extract full potential value from digital solutions is the key to successful long-term transformations. Rewired companies achieve this outcome by building a culture of continuous growth driven by scaling and supported by reinforcing mechanisms.”

—See how rewired companies focus on scaling through a modern culture in “The rewired enterprise: How five companies built to outcompete”

chart of the day

A chart titled “Despite indicators that low-income and non-White respondents use government services more often, satisfaction is lower for these demographics,” Click to open the full article on McKinsey.com.

See today’s chart

Ready to unwind?

—Edited by Joyce Yoo, editor, New York

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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:16 - 14 Jul 2023

Introducing a new way to navigate global salary benchmarking 🌍

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by "Remote" <hello@remote-comms.com> - 05:53 - 14 Jul 2023

Gen AI: The new code maker

The Shortlist

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FOUR OF OUR BEST NEW IDEAS

Curated by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

Twice monthly, we bring you four new insights out of the dozens we publish that we think are worth a second glance from CEOs and business leaders in any geography. In this edition, we look at generative AI and software development, how to make the best of the tech talent turmoil, and more. We hope you enjoy the read.

—Liz and Homayoun

An image linking to the web page “Unleashing developer productivity with generative AI” on McKinsey.com.

What’s new

README.txt. In our view, every company is now a software company. That’s one reason that gen AI is so important: software development is one of the four biggest opportunities for companies to become more efficient. Now, our latest research shows just how gen AI can tag team with your company’s developers to improve each of their core tasks.

Want better code, faster? Download Unleashing developer productivity with generative AI, by Begum Karaci Deniz, Martin Harrysson , Alharith Hussain, and Shivam Srivastava .

An image linking to the web page “HR rewired: An end-to-end approach to attracting and retaining top tech talent” on McKinsey.com.

What’s now

Matchmaker, matchmaker. If you’ve been on LinkedIn lately, you know the recent volatility in tech talent has been stressful for many. There’s a silver lining though: the potential matchup between newly unattached tech talent and traditional organizations in need of a reboot. This calls for an end-to-end approach to HR that keeps the needs of tech talent front and center, from recruiting to retaining.

Find your tech stars with HR rewired: An end-to-end approach to attracting and retaining top tech talent, by Vincent Bérubé , Dana Maor , Maria Ocampo, and Alex Sukharevsky .

An image linking to the web page “‘In the face of volatility, CFOs—and their organizations—adapt’’” on McKinsey.com.

What’s next

Steady as she goes. CFOs are figuring out how to steer their companies through the latest disturbances. In our most recent survey, the people at the financial helm shared their thoughts on how to judge the economic winds and tides.

Calibrate your compass with In the face of volatility, CFOs—and their organizations—adapt, by Ankur Agrawal , Christian Grube, and Jorge Herranz Bayo.

An image linking to the web page “The Gen Z equation” on McKinsey.com.

What’s needed

Gen X, Gen Y, Gen Z: plus ça change . . . By 2025, Gen Z may make up a quarter of the global workforce. To prepare for the incoming class, organizations need to come to grips with what makes Gen Zers tick. Here’s a tip: despite the TikTok of it all, for the most part, young people value respect, well-being, and, yes, compensation—just like their older counterparts.

For Gen Z 101 (and all the further reading you need to graduate), read The Gen Z equation, the latest edition of the McKinsey Quarterly Five Fifty.

We hope you find this synthesis helpful. See you in two weeks with four more ideas from McKinsey.

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by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 03:34 - 14 Jul 2023

Helping Black brands make progress in the beauty industry

On Point

TODAY’S NEWS. TOMORROW’S INSIGHTS.
A daily newsletter from McKinsey & Company

Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

Make room on the shelf

In the news

•

The science of hair care. Black consumers in the US spend $1.8 billion a year on hair products, but are three times as likely than other groups to say that they are unhappy with the available options. One consumer goods conglomerate is working to understand the chemistry behind what makes products work for curly and textured hair, as well as how consumers interact with them, by pairing a salon with an R&D lab. The project employs scientists, data analysts, and stylists to gather data and improve products. This information may help brands create more nuance for their products to gain more customer loyalty. [NYT]

•

To sell or not to sell. Many owners of small beauty businesses dream about being bought up by a larger company, but achieving that dream has become somewhat of a mixed blessing in the world of Black beauty products. Customers worry that if a brand is no longer Black-owned, the product formulas may change and not work as well, or become more expensive. But for small businesses, which often struggle to meet demand, being able to access the infrastructure of a larger company can help scale production faster and increase visibility. [Harper’s Bazaar]

Today, Black cosmetics brands make up only 2.5% of revenue in the beauty industry, even though Black consumers are responsible for over 11% of total beauty spending.

On McKinsey.com

•

Looking for Black beauty brands. The first beauty brand marketed and designed exclusively for Black women hit shelves in 1973 and was revamped in 2019. The intervening years have brought an increase in products specifically for women of color, but supply doesn’t meet demand. McKinsey senior partner Tiffany Burns and colleagues note that beauty products designed for Black consumers account for, at most, 7% of the brands available in stores. Part of the disconnect stems from entrepreneurs’ lack of access to capital and a strong business network, since Black people are still underrepresented within the beauty industry .

•

Building up Black brands. As part of our ten actions for racial equality that emerged in 2020, McKinsey has dedicated research to find the best ways to help Black beauty brands by tackling barriers on both the retail and the entrepreneurial side. McKinsey’s work with the nonprofit Fifteen Percent Pledge, which urges retailers to dedicate 15% of shelf space to Black-owned brands, was focused on making sure the organization had pledges from the right mix of retailers so Black brands will show up in a variety of stores. Learn how McKinsey is helping to boost Black beauty brands .

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:14 - 13 Jul 2023

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The Foundation of REST API: HTTP

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The Foundation of REST API: HTTP

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In this issue, we’re diving into the foundation of data communication for the World Wide Web - HTTP.

What is Hypertext?

HTTP, or HyperText Transfer Protocol, owes its name to ‘hypertext’.

So, what exactly is hypertext?

Imagine a blend of text, images, and videos that are stitched together by the magic of hyperlinks. These links serve as portals that allow us to jump from one set of hypertext to another. HTML, or HyperText Markup Language, is a prime example of hypertext.

HTML is a plain text file. It’s packed with many tags that define links to images, videos, and more. After the browser interprets these tags, it transforms the seemingly ordinary text file into a webpage filled with text and images.

HTTP/1.1, HTTP/2, and HTTP/3

HTTP has undergone significant transformations since its inception in 1989 with version 0.9. Let’s take a walk down memory lane and see the problems each version of HTTP addresses. The diagram below shows the key improvements.

HTTP/1.0 was finalized and formally documented in 1996. This version had a key limitation: each request to the same server required a separate TCP connection.
HTTP/1.1 arrived next in 1997. It introduced the concept of a ‘persistent connection’, which means a TCP connection could be left open for reuse. Despite this enhancement, HTTP/1.1 couldn’t fix the issue of ‘Head-of-Line’ (HOL) blocking. In simple terms, HOL blocking happens when all parallel request slots in a browser are filled, forcing subsequent requests to wait until previous ones are complete.
HTTP/2.0, published in 2015, sought to tackle the HOL blocking issue. It implemented ‘request multiplexing’, a strategy to eliminate HOL blocking at the application layer. As illustrated in the diagram below, HTTP/2.0 introduced the concept of HTTP ‘streams’. This abstraction allows the multiplexing of different HTTP exchanges onto the same TCP connection, freeing us from the need to send each stream in order. However, HOL blocking could still occur at the transport (TCP) layer.
HTTP/3.0 made its debut with a draft published in 2020. Positioned as the successor to HTTP/2.0, it replaces TCP with QUIC as the underlying transport protocol. This effectively eliminates HOL blocking at the transport layer. QUIC is based on UDP. It introduces streams as first-class citizens at the transport layer. QUIC streams share the same QUIC connection, requiring no additional handshakes or slow starts to create new ones. QUIC streams are delivered independently. It means that in most cases packet loss in one stream doesn't impact others.

HTTP Headers

HTTP headers play a crucial role in how clients and servers send and receive data. They provide a structured way for these entities to communicate important metadata about the request or response. This metadata can contain various information like the type of data being sent, its length, how it's compressed, and more.

An HTTP header consists of several fields, each with a specific role and meaning. Now that we have an understanding of what HTTP headers are, let's dive deeper into some specific HTTP fields.

HTTP Fields

When we send HTTP requests to a server, several common fields play a critical role. Let’s dissect some of them.

Host: This is the domain name of the server.
Content-Length: This field in the request or response header plays a crucial role in data transfer. It specifically indicates the size of the body of the request or response in bytes. This helps the receiver understand when the current message ends and potentially prepare for the next one, especially in cases where multiple HTTP messages are being sent over the same connection.
Connection: This field is crucial in HTTP persistent connections, where a single TCP connection is used to send and receive multiple HTTP requests and responses. We will discuss this in more detail.
Content-type: This field tells the client the format of the data it’s receiving.
Content-encoding: This field indicates the compression format used for the data. For example, if the client sees ‘gzip’ encoding, it knows it needs to decompress the data.

HTTP GET vs HTTP POST

HTTP protocols define various methods or ‘verbs’ to perform different actions on web resources. The commonly used ones are GET, POST, PUT, and DELETE, which are often used to read, create, update, and delete resources. Less common methods include HEAD, CONNECT, OPTIONS, TRACE, and PATCH, which we covered in our previous “API Design” issues.

One common interview question is: “What is the difference between GET and POST?” Let’s dive into their definitions.

HTTP GET: This method retrieves resources from the server via URLs without producing any other effect. As GET requests usually lack a payload body, they enable bookmarking, sharing, and caching of web pages.

HTTP POST: This method interacts with resources based on the payload body. The interaction varies depending on the resource type. For example, if we’re leaving a comment after purchasing an iPhone 14, clicking “submit” sends a POST request to the server with the comment in the message body. While there's no defined limit to the size of the message body in a POST request by the HTTP protocol itself, in practice, browsers and servers often impose their own limits.

Understanding the Characteristics of GET and POST

HTTP methods have certain properties that define how they interact with server resources. Two such properties are whether they're 'non-mutating' and 'idempotent.'

A non-mutating method doesn't alter any server resources. On the other hand, an idempotent method produces the same result, regardless of how many times it's repeated.

HTTP GET: The GET method retrieves data without causing changes, making it non-mutating. Additionally, repeating a GET request won't change the outcome, making it idempotent.

HTTP POST: Unlike GET, the POST method sends data that can modify server resources, making it potentially mutating. Furthermore, if we repeat a POST request, it can create additional resources, making it non-idempotent.

However, it's important to note that actual behavior can depend on how the server implements these methods. While the standards suggest certain behaviors, developers sometimes use these methods in non-standard ways. For instance, a GET method might be used to delete data (making it both mutating and non-idempotent), or a POST method may be used to retrieve data (making it non-mutating and potentially idempotent).

One infamous example of non-standard usage involved a blogger who implemented post deletion operations with HTTP GET, assuming no one would visit the blog. But when Google crawled the blog, all posts were deleted!

It's also essential to remember that when it comes to security and preventing information leaks, neither GET nor POST is inherently secure. GET parameters are visible in the URL, while POST bodies, though not visible in the URL, can still be intercepted if not encrypted. To ensure secure data transmission, the use of HTTPS is advised, a topic we will discuss in more detail later.

HTTP Keep-Alive vs TCP keepalive

We’ve discussed how HTTP can initiate a persistent connection using “Connection: Keep-Alive”. Recall that in the issue about TCP, we’ve also mentioned TCP’s keepalive mechanism. Are they the same? No, they’re quite different:

HTTP Keep-Alive, linked to HTTP persistent connections, operates at the application layer.
TCP keepalive, working at the transport layer, keeps a TCP connection alive during periods of data exchange inactivity.

Let’s dive deeper.

HTTP Keep-Alive

HTTP, except for HTTP/3, is built on TCP. Establishing an HTTP connection requires a 3-way TCP handshake. After sending an HTTP request and receiving a response, the TCP connection disconnects.

Sending multiple requests to the same server this way is quite inefficient. Wouldn’t it be better to reuse the same TCP connection? That’s the purpose of HTTP Keep-Alive. It maintains the TCP connection until either party requests disconnection.

HTTP/1.1 enables HTTP Keep-Alive by default.

HTTP Keep-Alive reduces the overhead of opening and closing TCP connections. It's even more powerful when combined with HTTP/2, which introduces the concept of “streams”.

Streams allow us to send multiple requests simultaneously without waiting for server responses. More importantly, these requests and responses can be handled out of order, which is not possible with only HTTP Keep-Alive.

The comparison diagram below shows the difference between HTTP Keep-Alive and HTTP/2 streams. Normally, we wait for the first response before sending a second request. With HTTP/2 streams, we can send multiple requests simultaneously without waiting for the first response, and the server can respond out of order.

Why is this important? This feature is crucial to avoid head-of-line (HOL) blocking. In earlier versions of HTTP, if the server takes a long time to process one request, subsequent requests have to wait, leading to delays. But with HTTP/2 streams, each request is independent. Even if a server takes longer to process one request, it can still respond to other requests. Responses can come back as soon as they're ready, even if that means they're not in the original request order.

TCP keepalive

TCP keepalive is unrelated to HTTP Keep-Alive. In a TCP connection, both parties remain in the ESTABLISHED state until one ends it. If one party disconnects without notifying the other, the remaining party wouldn’t know about it. TCP keepalive addresses this by periodically sending probes when there’s no data exchange. We discussed this in our previous TCP issue. The following diagram should serve as a refresher.

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by "ByteByteGo" <bytebytego@substack.com> - 11:38 - 13 Jul 2023

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