Why can’t GitHub show my html pages as html?

I struggled for a while trying to get GitHub hub to display some html. It can be done, but not as slickly as other GitHub functions.

I had a page at https://github.com/colinpaicemq/zpymqi/blob/main/docs/test.html, but whenever I displayed it, the raw html was displayed. My challenge was to display the html as rendered html.

Display your repository in a web browser, and select the “settings” icon. On the settings page, click on “pages” in the left hand window. When it displays “GitHub Pages”, go down to source and select on the “None” pull down.

Select “main” to make pages available, or none to make them unavailable.

Click “save”.

It will then display

Your site is ready to be published at https://colinpaicemq.github.io/zpymqi/

After a several minute delay I could display my page at

https://colinpaicemq.github.io/zpymqi/docs/test.html

There is always a few minute delay before displaying the pages.

Compare this site with my source site

Impossible puzzles

I’ve been on holiday, visiting friends and family, and one of my friends gave me three impossible puzzles. I thought I would pass them on.

The impossible puzzle

X and Y are two different whole numbers greater than 1. Their sum is not greater than 100, and Y is greater than X. S and P are two mathematicians (and consequently perfect logicians); S knows the sum X + Y and P knows the product X × Y. Both S and P know all the information in this paragraph.

The following conversation occurs (both participants are telling the truth):

  • S says “P does not know X and Y.”
  • P says “Now I know X and Y.”
  • S says “Now I also know X and Y.”

What are X and Y?

The Seemingly Impossible “Guess The Number Logic Puzzle

I got this from Mind your decisions by Presh Talwalkar.

Alice and Bob are on a game show. Each is secretly told a whole, positive number. They are told the two numbers are consecutive, but neither knows the other person’s number. For example, if Alice is told 20, she does not know if Bob was told 19 or 21. And if Bob is told 21, he does not know if Alice was told 20 or 22. The point of the game is to guess the other person’s number. The game works as follows.

  • Alice and Bob cannot communicate with each other, and they are not allowed to plan their strategy either.
  • The two are in a room where a clock rings every minute.
  • After the clock rings, either player can call out a guess of the other player’s number, or they can stay silent.
  • The game continues until Alice or Bob makes a guess. After the first guess is made, the game ends.
  • Alice and Bob win $1 million each if the guess is correct, and they lose and get nothing if the guess is incorrect.

How should Alice and Bob play this game to have the best chance of winning? Each knows the other person is perfect at logical reasoning.

Pirates, and being thrown overboard

Some pirates caught a yacht on the high seas. The 8 people on the yacht were all logicians.

The pirate king said “Tomorrow I will put a red dot or a black dot on your forehead. You cannot see the dot, but every one else can. I will place you in a circle, so you can see every one else, and I will ask each of you in turn, if you have a red dot or a black dot. If you get it right – you live, if you get it wrong you walk the plank, and feed the sharks. Now go to the cell and plan your strategy, arr Jim lad”.

What strategy should they use to save most people.

Problems with Firefox accessing sites?

I was having problems accessing the IBM documentation from my Firefox browser. Nothing was displayed. The Firefox error log reported problems with some of the HTML. I started getting problems with other sites, such as being unable to logon to gmail. I was getting annoyed with all of these little problems, so I decided to find out why.

I eventually fixed the problems by refreshing Firefox. Type about:support on the input line, and click the box saying “Refresh Firefox”. After a few moments it came back and worked.

I can access all sites, including the IBM documentation.

I only regret clearing my cache beforehand!

Help! I’m in a Dilbertian, looking-glass world

I’ve spent an hour struggling with a web site trying to download some files and was amazed at the poor usability of the web site. I tried an alternate supplier, and this was just as bad.

It feels like I am in a world which is upside down, and what is obvious to me, is clearly not obvious to other people who design build these web sites.

I was talking to someone who lives in an “architect designed house” which looks very smart, but is not very practical. There is an open plan kitchen, flowing into the seating area, and upstairs to the open plan master bedroom. When smelly food is being cooked, you smell it in the lounge and in the master bedroom ; just imagine waking up the the smell of last night’s curry. The master bedroom has very little privacy. The master bedroom has a bath in it, with views over the town and hills. Your bedroom will be full of damp air! An “architect designed” does not mean practical and useful. Perhaps the same architect also builds web sites.

The design brainstorm

I can visualise the conference room where Dilbert’s Pointy Haired Boss is telling the team about the goals of the new web site for ordering CDs

  • “A good measure of a web site, is how much time people spend on it. I hear people spend all day on Facebook and that is popular”
  • “Real estate is valuable – so use as much as you can”
  • Use the latest Java Script tools to make it look really modern; Can we display lines where nothing is displayed until you move your mouse over it? That would be really cool.

Marketing terms

“These are the “upside down” terms we will use in our Marketing material – please ensure you follow them”

  • “Improved” : worse;slower
  • “Intuitive”: When you’ve used the interface for a few weeks, you know how your way around, and know the pitfalls.
  • “Elegant”: we use the design for a mobile phone on a web page, so the users have a narrow column of data, and do not use the available space in the web browser.
  • “Modern”: more (or less) rounded corners; different fonts (which make it harder to read – do not use the fonts which dyslexics find easier to read).
  • “Uncluttered”: provide less information on the screen; remove visual clues.
  • “Dynamic”: we use a lot of interactive scripts which look cool; such as windows that disappear when you move your mouse over them.
  • “Smart icons”: for example FEEDback is about FEEDing which is about food – so use a knife and fork for the icon – clever idea isn’t it?.

A Jelly Bean for the person who can use the greatest number of these terms.

The outcome

  • Allow search for some topics, such as Pop group – but not the name of the CD.
  • Use lots of space on the web page. For example we could easily display 40 items on a page – let’s display just 10 and make them ask for the next page by a “more”button. Though having just one line per screen would be silly – wouldn’t it?
  • List information like “Beatles hits by year” – but not the name of the CD. You have to select on each line to see what the CD is.
  • When they click to see what is in each CD, do not display all of the contents, just display 3 entries “inline” and give them another “more button”
  • When you click on a line you can select “Buy”. When they use the browser back button – do not go back to where they came from, go to the start of the web site, and so more clicks on our site. They stay logged on – it would be stupid to make them logon every time wouldn’t it?
  • Make the site inconsistent. Sometimes you can click on a line for more information, sometime you have to click on the button at the end of the line – that only appears when you hover over it.
  • Have buttons on the page which have no description or hover text, until you have clicked on it. For example ‘contact us’.
  • Use really big fonts to use more space.
  • Can we sell a course on how to use our interface? If people who have never used our web site before can quickly order things this counts as a failure because they didn’t spend much time on the web site.
  • Make it slow – so people spend more time on the site – but provide some good animation (such as a greyhound racing) to make people think it is doing something useful.

Back in the real world.

I remember having a talk about 20 years ago by  a UI expert.  I cannot remember all of it, but the points I remember were….

  • Make it easy for the end user
    1. Minimise the actions the user has to take (clicks, scrolls etc). Put the “up arrow” adjacent to the “down arrow”- not at different ends of the screen. If they have to keep clicking a button – put the buttons close to the same place on each page.
    2. Make actions obvious
    3. If the web site is slow, and you have to keep doing “next” this will frustrate the user.  Is it better to have one page to load slowly with all of the information – or have smaller pages which take seconds to load?
    4. Test it in a typical environment.  I remember trying to use the IBM documentation web site from a customer using a dial up in Indonesia,  going to the UK, to go to the US.  IBM support said the response time was “ok” because they were in the same building as the server!  For me it was taking me minutes per page.
    5. Creating a dyslexia friendly workplace is a very useful site.
  • Make the best use of available space
    1. Use the appropriate font.  For one page – do you need a big font?  No.    For a 50 “page” you need bigger fonts to make the sections visible.
    2. Try to provide the most information on the screen as possible – without going too far.   For a list of items consider colouring every 3rd or 5th line to help the user keep their eye on the line.
    3. Make all information visible – do not hide it.  Do not make users move the mouse over something to display it.
    4. If you have icons, make sure the icons are “standard”.
    5. Consider how much you display before having a “more” button.  If you expect people to “find” data, then have more lines, and make it scrollable.  Too much data ( > 1000 lines) can make it slow to load.   I think 100 -200 lines is acceptable.
    6. Provide information the end user wants.  If all the items in a list are for “ABC Wonderful software product for new users”. 
      • This would be clearer
        • ABC Wonderful software product for new users English edition
        1. version 1
        2. version 2
        3. version 3
      • than
        1. ABC Wonderful software product for new users V1English edition
        2. ABC Wonderful software product for new users V2 English edition
        3. ABC Wonderful software product for new users v3 English edition.
  • Make it clear what each part is, for example a link (it is underlined).   it should be obvious from looking at it – the end user should not have to move the mouse to display it.  ( I know modern “standards” seem to say do not underline a link – let the end user guess). Consider  people with screen readers and how they read and navigate it.
  • Less is more.   I know of this from my acting.  A character who is still, with small moves, is often more powerful than big gestures.  People expect a web site with response time of around 1-2 seconds.  The BBC new web site https://www.bbc.co.uk/news/uk displays for me in under 2 seconds ( usually 1 second) with full graphics.  Some sites I use frequently take over 5 seconds, sometimes 10 seconds.  Do we really need clever animation etc.?
  • The word “Intuitive” is often abused.
    1. If you use windows 10 as your primary work station then move to windows 11; the GUI is the same as before.   You find it “intuitive”.   I come from Linux, and having to use Windows, a lot is not intuitive.   Similarly someone going from Windows to Linux will not find it entirely intuitive.   You have to allow for people who are not familiar with the web site as well as people who use frequently use the web site (eg the web site developer and testers).
    2. Icons are often not obvious.   Giving them useful information via a hover is a good start.
  • When testing usability of web pages, use people who have never used your site before. The worst people for testing the new user experience, are those who use it every day and who work round the problems.

How long can you talk for without drawing breath?

I remember reading a book on technical writing which said you should read every report aloud to make sure the text flows, and makes sense. A comma is where you pause, (or have a side comment), and a full stop is where you finish the thought, and take a breath. If you cannot express the sentence in one breath – the sentence is too long and you should rewrite it.

If you have to read a sentence twice or more, consider rewriting it. Also remember the people reading your document may not have English as their first language. “Foreign words” take more brain power and the reader may not be entirely familiar with the word or the context used. I recently heard a conversation

  • “is it right to turn left here?”,
  • “no, right”

which maybe valid English, but it takes a moment to understand it.

Another advantage of reading it aloud is it it helps you to spot duplicated words or missing. (There was a double whoops in that sentence.)

I was reading a description in a technical report which took me several minutes to understand it. It used terms(defining some of them inline <and also had nested comments about the terms >), then using terms like “this” (when “this” could be one of several objects) (I kept thinking which this?, that this, or this this), and so I copied the text into an editor so I could break it into phrases (logical groups of thoughts) and work out what was important. See – it is hard work to understand some sentences.

I am a great believer that reading should be linear, you should not have to keep going back to reread text. I also think that people need signposts to help them through the text, along the lines of the old adage saying for a good presentation “tell them what you are going to tell them, tell them, tell them what you have told them”. Instead of one long rambling paragraph it might be clearer to say

There are three areas we need to consider, area1, area2, area3

Area1

Area2

Area3

I have noticed also noticed that people often read the first sentence, and ignore the second part, this is where good signposting can help. This applies to emails and conversations. My wife said to me “We’ll need some of the nice bread with seeds on it, and some rolls, from the bakers, but the bakers isn’t open yet’. So off I went to the bakers to find it closed. I was busy parsing the first part of the sentence, and missed the second part.

I found with some people that if you have two questions send them as two emails not one. They read the first question, reply to it, and do not read the rest of the email.

Why are you telling me this – and what do you want me to do with the information

I was talking to someone about providing useful information in reports, and we got onto the subject of “Why are you telling me this” a topic I once had in a mentoring presentation.

Why are you telling me this?

I was in a meeting with the Lab Director, on a hot summers afternoon, with the sound of the bees coming through the open window, and the smell of freshly cut grass. A team were presenting a topic to us, and it was only mildly interesting. It was easy to shut your eyes and listen (a polite way of saying fall asleep). At the end of the presentation they said “And we would like you (the Lab Director) to fund £1 million for four people to take this forward.” Whoa – we all woke up. The Lab Director said he had not been listening with his “funding ears”, and didn’t think he could fund it. He went on to say “Next time you want something from me, then at the beginning of the presentation say ‘We want you to fund this project to £1 Million’ and I’ll know what you want before we start.”

It is very useful to know why someone had come to see you. It would be very helpful if the person was to say:

  • I’m telling you this for your information. You do not need to do anything. You may get asked about it.
  • I’m telling you this for your action. I would like you to sign these expenses; give me advice; or go and talk to someone on my behalf.
  • I’ve had a great success – I just want to share it with someone!
  • I’m bored and I just want a chat. (We had someone who would come round and chat. We solved this by sending a message through the computer to a friend saying “please phone me”).

Writing reports

The “Why are you telling me this” questions applies to writing reports as well. You need to know what you expect your audience to do with the report.

I was asked to review a 60 page performance report before it was presented to the customer. Although I was jet lagged, I spend the evening going through the graphs and the explanation and marked up many comments. The next day I asked who wanted my comments, and the reply was “we don’t want any comments we just wanted you to review it”!

They planned to spend a couple of hours going through the report with the customer; a senior manager and his team. I managed to persuade them that the senior manager would not know the technical details, so he would not understand most of the charts. I asked the team “what do you expect the manager to do with the report?” the answer was “give it to one of the system programmers”. “What do you expect the systems programmers to do with it?”, “We don’t know”!

We had a lot of discussion, came up with a short presentation aimed at the executive. We took data from the report and summarised it, for example

  • We tested it up to 50,000 transactions a second” before we ran out of CPU. Your requirement is 10,000 a second.
  • The cost per transaction stayed pretty constant. At the high transaction rate, it was 20% more than than a low transaction rate.
  • In a disaster recovery it took us 2 minutes to switch to the backup servers, and continue working. It may take you longer depending on your database.

It is much better to tell people information, than have people work to get the same information. It is much quicker to read

The cost per transaction stayed pretty constant. At the high transaction rate, it was 20% more than than a low transaction rate

than to give them a chart they have to look at – read the title, the axis, the ranges of the data, and interpret it (should it be flat or should it slope up? Why is there a wobble in the data?). Many people do not listen while they are reading.

Graphs have their places, for example showing how the response time changes with transaction rate may be good. But

at 100 transactions a second the response time is 500 ms, and 1000 transactions a second the response time is 1000 milliseconds.

may be good enough if the requirement is 2000 milliseconds at 1000 transactions a second.

It all comes down to …

What you expect the audience to do with the data.

I have been working on some blog posts about z/OS performance. I had someone review it to make sure it was at the right level and I was surprised at the comments. For example

  • You have told me about the RMF reports, but you haven’t told me how to collect the data, or how to format it.
  • You said if this number was large, you have a problem. What do you mean by large?

I should have written a “specification” in comments at the top of the blog post.

Q:Why am I writing this?
A:So people can collect and report performance data; and see if there is a problem.

Q:What will they do with the report
A:Use it to collect performance data.
A:Use it to process the data
A:Understand which fields are important, and have background to explain
why the field is important
A:Identify good and bad values of fields
A:Understand what they can do about problems.

If I had done this and written the blog post to meet these goals it would have been a better document.

Feel the weight!

I once saw a report about MQ for a customer. It was about 100 pages long! They gave an introduction to MQ, listed all the parameters, gave the size of all the data sets etc. A lot of the data was just cut and paste of other data. When I mentioned this to the team, they replied, the customer executive likes to get value for money, and a long report shows value for money (feel the weight), it shows how much work we did.

I thought the executive was out of his depth.

This reminded me of Parkinson’s law, “work expands so as to fill the time available for its completion”. He also described “the bike shed problem”. A committee has two items on its agenda

  • Should we invest in a nuclear reactor?
  • What colour should we paint the bike shed?

No one had any experience of nuclear reactors, so after 5 minutes discussion they approved it. They spent the next 55 minutes discussing the bike shed. The cost of them discussing it was much more than the cost of a person to repaint the shed if they made the wrong decision.

They understood the bike shed problem, and knew nothing about the nuclear reactors, so focused on things they knew about rather than getting experts in to advise them.

This is not to be confused with the Peter Principal which observes that people in a hierarchy tend to rise to their “level of incompetence”. If the person is competent in the new role, they will be promoted again and will continue to be promoted until reaching a level at which they are incompetent. Being incompetent, the individual will not qualify for promotion again.

Nor is it to be confused with The Dilbert principle which says that incompetent employees are promoted to management positions to get them out of the workflow.

Who do you get to implement this critical fix? The senior techie or a grunt?

I was reading an article about making systems resilient and how events can conspire to cause problems. As Terry Pratchett said Million-to-one chances…crop up nine times out of ten. For example the day you have a power outage and fail over to generators, is the day you find the fuel tank for the generators has not been filled, and with the weekly tests, it has emptied the tank.

This article made me think about the best way of implementing changes. If you have a critical change that needs to be made with no possible errors; who do you get to implement it – the team leader, or a junior person in the team? (Grunt – slang: Junior person in a team, lacking prestige, and authority. The grunts do all of the heavy lifting, and when people lift heavy things, they grunt as they lift.)

I assume that you have the steps documented, and have tested them. For example using cut and paste instead of typing information. You copy files from test to production, rather than create from new.

I think it would be good for a junior person in the team to make the change, with the team leader watching. This has several advantages:

  • You only learn by doing. You can watch someone do something a hundred times – but it only when you have to do it do you learn (and get the fear of doing it wrong).
  • The junior person will be very careful, and double check things. The team leader may just check once – as there were no problems in the past.
  • The junior person will be focused on the changes. Having the team leader there as another pair of eyes, and looking at the systems overall can alert you to problems. Hmm we made the change – now that over there has produced an alert – is that connected? You need the team leader’s experience to make the judgement call, while the rest of the change is implemented.
  • When the change has been made and had unexpected side effects, the junior person can follow the backout process while the team leader is on the phone to management and the incident room to explain what happened, and what they are doing about it. There is nothing worse than trying to resolve a problem while explaining to the incident team conference call that you would rather fix the problem, than do a causal analysis of the root cause of the problems. I remember one manager said to the management call “We estimate it will take an hour to resolve. I will dial back in in 30 minutes and give a status – good bye”. It takes seniority and courage to make that sort of call.
  • When you are in a hole, it is easy to keep trying things, and making the hole deeper. Having the team leader as an observer means they can say “step back from the keyboard and let us discuss what we can do”.
  • One person whom I respected, said that his life goal was to make himself redundant, by getting his team to make the hard decisions. His teams always had a reputation of getting things done, and doing a good job. He said the hardest part of his job was standing back and letting the team gently struggle, and letting them get themselves out of the problem. He never told us what to do – he just asked us questions to make us find the solutions ourselves – to me that was the skilful part. As he said – “I am a manager, I am technical, but not deeply technical, and I could not solve the problem – but my job is to help you find the solution”

Using the Java Health Centre to look at Liberty on z/OS

The Java Health centre is an eclipse plugin which allows you to monitor Liberty( and so MQWEB, z/OSMF, z/OS Connect, etc) on z/OS.

You can look at

  • the Java classes being used,
  • the environment variables, and startup parameters.
  • charts of garbage collection
  • method profiling

Before you get to far into investigation be warned, this is basically insecure.

  • By default anyone can connect to it
  • You can specify a file with userid and password in it (in clear text)
  • You can use TLS – but you have to have a keystore in a file rather than the security manager, and RACF keyrings.
  • You cannot use RACF or other security manager for authentication and authorization.

Install the health centre on Eclipse.

I used Eclipse Marketplace to install IBM Monitoring and Diagnostic Tools – Health Center 3.0.12

Configuring Health center on Liberty.

You can use

  • headless mode, where files are written to the local file system, transported to your Eclipse environment and reviewed offline.
  • Connection from Eclipse to give real time information

See Configuring the monitoring agent and Health Center configuration properties.

Headless mode

Add the following to the JVM.options (or other start up), change the directory location.

-XHealthCenter -Dcom.ibm.diagnostics.healthcenter.headless=on -Dcom.ibm.java.diagnostics.healthcenter.data.collection.level=headless -Dcom.ibm.java.diagnostics.healthcenter.headless.output.directory=/u/adcd/java/ -Dcom.ibm.diagnostics.healthcenter.readonly=on

Restart the server.

Download the files from the specified directory to your works station, so the files are available from Eclipse.

In Eclipse

Window -> Open Perspective -> Open Perspective -> Health Center Status Summary

File -> Load Data…

Specify the file name.

Interactive mode

First time use (with little or no security)

-Xhealthcenter:transport=jrmp, port=8125 -Dcom.ibm.diagnostics.healthcenter.logging.level=info -Dcom.ibm.diagnostics.healthcenter.readonly=on -Dcom.ibm.diagnostics.healthcenter.data.profiling=off

Note: Use -Dcom.ibm.diagnostics.healthcenter.data.profiling=off to start the server with profiling disabled.

Restart the server. Check the error log for messages like INFO: Health Center agent started on port 8125.a

On Eclipse, once you have installed the health center.

Window -> Open Perspective -> Open Perspective -> Health Center Status Summary

Open a connection to the server

File->”New Connection” (do not select the “New” option)

JMX; Host name 10.1.1.2; Port 8125; Untick Scan next 100 ports

This should connect you.

Problems

If you get

  • Unable to contact agent: Non IBM version of Java has been detected. Check the server is fully active, and you get a message in STDERR INFO: Health Center agent started on port 8125. in STDERR

Ping the IP address to check connectivity.

Quick overview

Once you have connected, or loaded the files

  • Environment gives you the properties and class paths.
  • Classes
    • Classes loaded shows you the classes loaded, and if they can from the shared cache or not.
    • Class Histogram shows you information of all the fields and variables. For example I had 196106 Ljava/lang/String – so lots of string variables, and 146973 HashMap nodes.
  • Method profiling
    • Self – which was the hottest method.
    • Tree – includes parents. The top element in the tree is java.lan.Thread.run. All work runs on a thread, so all work will be reported under this.
    • Click a line and select Invocation Paths to show who called the method.
  • Where you get a chart with Elapsed time … you can use your mouse, to select a time period and zoom in. Click on “elapsed time” to unzoom.

Securing Health Center

This is documented in Securing Health Center – but is missing standard Z techniques of protecting resources.

  • By default anyone can connect to it
  • You can specify a file with userid and password in it (in clear text)
  • You can use TLS – but you have to have a keystore in a file rather than the security manager, and using RACF keyrings.
  • You cannot use RACF or other security manager for authentication and authorization.

Double whoops – I’ve been ransomware-d and … it gets worse

This story comes from a friend of a friend, so I cannot tell how much it true, but it another good example of showing some things are “obvious” only when you understand it.

I heard that some one’s office systems had been compromised by a ransomware attack, where their files had been encrypted and they money was demanded to decrypt them. The first whoops. While someone else was sorting the problem for the office, the person was pleased that he kept backups of all his key files, on a separate portable hard disk drive attached via a USB cable. The person realised that his backup files had been encrypted as well, so he was unable to restore his own backups of his key files. The second whoops. Looking back this was an obvious consequence of having the backups connected connected to the machine.

I would have expected that any decent backup package would make the files read only, but then if the ransomware was able to get into administrator mode, it would be able to change these “protected” files as well.

I think the only answer is to take backups off your machine – for example over a network, and hope the ransomware is smart enough not to corrupt files across a network. You could also backup your key files to a CD which is write once, and then becomes read only.

As I wrote this I remembered that I had been meaning to backup some family photographs and documents that only exist on my machine (and backups). I had sent a copy to my brother, but when he got a new machine he did not copy the files across!

I was also reminded of the University that diligently backed up the system every week. Which was fine until the building with the computer, and cupboard full of backups was destroyed in a fire.

Making diff even better

I was using diff option -y  on Linux to compare two files side by side,  but it did not display the fill width of the window.

diff -W $(( $(tput cols) - 2 )) -y file1 file2 |less

solved it.

It went from being like

javax.net.ssl|AL   |    javax.net.ssl|DE
javax.net.ssl|IN   |    javax.net.ssl|DE
javax.net.ssl|DE   <
javax.net.ssl|DE   <
javax.net.ssl|DE   <
"ClientHello": {        "ClientHello": {

to


javax.net.ssl|ALL|01|main|2021-01-29 16:39:00.297 GMT|Si   |    javax.net.ssl|DEBUG|01|main|2021-01-29 16:39:15.405 GMT|
javax.net.ssl|INFO|01|main|2021-01-29 16:39:00.297 GMT|A   |    javax.net.ssl|DEBUG|01|main|2021-01-29 16:39:15.407 GMT|
javax.net.ssl|DEBUG|01|main|2021-01-29 16:39:00.297 GMT|   <
javax.net.ssl|DEBUG|01|main|2021-01-29 16:39:00.298 GMT|   <
javax.net.ssl|DEBUG|01|main|2021-01-29 16:39:00.299 GMT|   <
"ClientHello": {                                                "ClientHello": {
  "client version"      : "TLSv1.2",                              "client version"      : "TLSv1.2",

diff -W $(( 120))…. used a terminal width of 120 or each section 60 wide.