Onwards and upwards

By on April 28, 2008. Filed Under: architecture, development

Of all the system qualities debated by architects and developers, scalability is perhaps the one that has the greatest reputation for being mysterious and poorly understood. And if you want to avoid unnecessary work in the future, it’s also one of the most important. Except for adding new, or modifying existing, functionality I’d suggest meeting the growth demands of a scaling business ranks highest amongst the work-creating aspects of corporate enterprises.

A clue to the mystery (he somewhat obviously suggests) is in the name - the ability to scale. Scale being a range of values for something, often in a graduated series, and ability being a measure of capacity or proficiency in operating at the values within the scale. You can simplify capacity and proficiency and just say ease, because that’s all businesses really care about. Which gives us two subjective notions to base scalability debates on: exactly what is and isn’t easy, and what the strength of belief is as to whether a system can lift itself up the scale when called to at some point in the future.

There are plenty of good definitions out there, such as Werner Vogels’ post ”A Word on Scalability”.

A service is said to be scalable if, when we increase the resources in a system, it results in increased performance in a manner proportional to resources added.

I think that’s a rather neat and succinct way to sum up what scalability looks like when it happens, but it doesn’t identify what a system that can scale might look like right now. It also doesn’t answer the question of whether the resources added would be considered easy or not.

Any system can scale given enough time and money. An extreme example of this would constitute a rewrite, which though inconvenient could still provide a proportional uplift. To be fair, I think Vogels meant his definition to be understood in a continuous sense with a specific meaning to the word resource - double the CPU, double the throughput capability - that sort of thing. And to remain truly scalable, when we double that CPU and reap the commercial rewards of handling twice as much business, we must not see a diminishing capability in other system qualities like data integrity.

Let’s design an imaginary web sales solution and see where we might build in scalability as we go. What I hope to show is that much of the range of opinion that might otherwise be brought to bear on those subjective aspects can be avoided early in the process by working through alternative operating models, so that we can meet Vogels’ definition without too much hullabaloo.

Our business runs a web site selling fruit and vegetables. In a normal day we sell 500 bananas, but recently a need has been identified for us to scale up to 1000 banana sales per day because we are launching a new campaign in the run up to Christmas, to capitalise on the seasonal trifle-fest.

Our board of directors can empirically say whether or not we are delivering the scale required, because in one day there will be 1000 bananas or more leaving the warehouse and not 500. Although we’ll obviously have to track uncompleted orders just to make sure that marketing and the product managers got their predictions correct and orders for 1000+ bananas were actually placed into online baskets.

The first thing to dispense with is any form of rewriting or restructuring our platform. That can’t possibly be scalability. If we’ve written our banana-shop software in all the worst ways, we may have no choice but to respond to the business with a plan, budget and team schedule to meet their scaling needs but that would break the change-partity concept I’ve talked about before - a measurably good architecture meets a small business change (selling more bananas) with a small technology change (buying more memory, for example).

Change, and therefore scaling, is rarely going to be free but anyone would understand the frustration of a product manager who has to watch all those banana-obsessed English people going to competitor websites because the project to enable them to buy his fruit can’t be completed in time to meet the seasonal surge.

Next on our dispensing list is consequential effect. There’s no sense being able to handle 1000 banana orders in one day if our customer service application becomes unstable as it receives the order data, thereby reducing our ability to handle calls about cranberry availability. That can’t possibly be scalability either.

And finally we must understand that scalability comes in many forms. This example uses an increase in throughput (bananas per day), but maybe if we examined the requirement more closely we would find that our customers aren’t domestic trifle-makers but restaurants hoping to cater to hoards of trifle-loving office workers at the annual Christmas party. Suddenly we’re facing more fruit and vegetables per basket in one hour (because restaurants buy all their day’s supply between 6am and 7am say). Now we have to scale capacity in addition to scaling throughput.

So a few points about scalability to bear in mind are:

  • Only local circumstances will define how your business measures ease of scaling - but do make sure it is defined somewhere and not left as a debatable point for later. Clearly, most organisations will put direct and indirect cost at the top of the list, closely followed by timeliness, unless you work in the FMCG world where moving quickly can often trump the initial cost of deployment.

  • Scaling, even easily, against one metric easily may not be of much value if another application or service is negatively impacted.

  • How you scale can be a multidirectional thing. It’s easy to capture a requirement badly, which is why I always says you need to be careful of blindly meeting business requirements.

Some of this may sound a little vague, but if scalability were that prescriptive then everyone would be doing it, with ease, and with little debate. I think that what makes scalability seem more dark art than simple checklist is also what makes it an engrossing design feature.

Scalability is an enormous subject. Certainly too big to do any justice to here. A couple of good sources worth reading are Building Scalable Web Sites and sites like High Scalability. It’s also true to say that almost every design decsion you make will affect the ease with which you can scale or add to the cost of doing so. But there are some basic techniques and ideas we might have adopted when we designed portal-of-fruit.com such that this banana opportunity could more easily be seized.

Look for Queues

A prime enemy of scalability is the queue. Just as for cars on the roads around the holiday season, anything that causes a small queue in one place can quickly have a knock-on affect in other places. In reality, of course, there are queues and latencies all through software - if there weren’t then everything would complete in zero seconds - but avoiding operations that require blocking should be a primary directive for the critical (i.e. customer affecting) portions of the business process.

Blocking generally takes place whenever something requires consistency in its result. For example, when you hand data over from one application to another you would expect a short pause while the receiver get’s itself into a consistent state (i.e. persists the data somewhere so that it can survive a crash). This is good for the sender because it can be confident its data is safe, but the downside is that a queue can form because no other process can use the service while the block is in place.


To reduce blocking incidents you need to do more in one place (within the same memory space, same process etc), so it’s no coincidence that discussions on the topic of transactions and consistency often focus on component scope and granularity. I’m of the school of thought that these things will, by and large, sort themselves out once some other issues are resolved.

One end of the consistency spectrum would be to see the banana order process as one big transaction - the basket is submitted as the initiation of that transaction and, from the user’s point of view, it either succeeds or fails (failure here would be because of lack of available stock, insufficient credit, or perhaps a technical reason). And, of course, this view is true from the user’s perspective - a customer clicks a button and either gets what they want, or not.


Indeed this is closer to the perspective commonly taken by product managers. What they want is to give the customer the best possible experience, and so naturally they see the purchase process in quite literal transactional terms (they might not know they are talking about ACID, but in essence they are). To them the best possible customer experience is for the web site to go away and do all the work and then come back with a nice message for the customer saying all is well and bananas will be leaving to meet them shortly.

And when you analyse our banana order fulfilment business process it is tempting to draw it out as an elongated data flow diagram: validate order, if ok then check stock, if ok then reserve stock, if ok then take payment, if ok then update ERP, if ok then alert warehouse, if ok then confirm order. Clearly each activity depends on the previous one being successful for it to start and for websites with low throughput figures this approach might even work fine.

Every process step (reserve stock, take payment) could be and ACID transaction talking directly to a database. You would have very strong consistency and customers would indeed be happy. If you were to think in terms of services then each order step would be an atomic service, and your process control would simply call each service and get an OK (in which case it would call the next service in the workflow chain) or it would get an error (in which case it would perform some atomic rollback operations such as un-reserving the stock and return some conciliatory error message back to the customer).


And here we have identified one of the quandaries of atomic services. What if a rollback fails? We have reserved some stock successfully but, because the customer failed on payment, we have to un-reserve it successfully too. If the stock reserve/un-reserve service experiences an issue, we could end up with reserved stock that will never leave the warehouse, and we can’t get into a wait-and-try-again loop because we have a customer waiting for an answer.

This scenario is interesting because we have an operation that’s important to us, but not the customer. They care that we reserve stock for them, but not that we un-reserve something that they are never going to be receiving. If you think of the order process as a vector that must get from A (submitted basket) to B (happy, or at least informed, customer) then un-reserving stock is orthogonal to that process. And for scalability, orthogonal activities should be designed as asynchronous services - because they don’t block and there’s minimal latency (only long enough to acknowledge that the instruction has been received successfully).


So there’s an interesting idea. If we can remove operations from the order vector that are important to us but not the customer, perhaps we should ask ourselves long and hard about what really is important to the customer?

What about reserving stock? On the face of it, it seems logical to make this part of the critical path, but why? If we offline the entire stock control service what would be the experience? Well, we’d have to email the customer a few minutes later if we we’re experiencing a stock level issue (once the asynchronous transaction had completed) and give them a chance to cancel the order, but we’d also have an opportunity to place a back order.

Not only do we get better scalability, we get an additional customer service and we’ve managed to decouple order processing workflow from the stock control service so if it’s down we can still collect orders.

As an aside, much of the logic I am talking about here went into the development of the bespoke order management system that powered the Virgin Mobile UK website. I chose Gigaspaces as the operating platform for that system because it had another advantage that boosts scalability by a factor - grid technology that doesn’t tie consumers and suppliers together.

Taking the pessimistic view that any legacy system we needed to talk to might suffer from sporadic availability, the design used a shared-memory Javaspace as a repository for order documents.

All a process step required was an order document in the appropriate state (i.e. needing a credit check) to be collected from the space and passed to the relevant legacy application. If the application was down the document remained in the space. The user was long gone from the process, having received a confirmation email on submission of the order. If a document sat too long in the space, an alert could be raised. If a document contained data that for some reason made it incompatible with a legacy application (e.g. non-existent post code entered erroneously) this could be fixed and the document put back in the space.

The point being that the “consumer” simply had to put a document of the right format into the space, having no idea of the implementation details or location of the “supplier”. Moving things in and out of the space was atomic, as were the eventual writes to the database - thus, according to Brewers Theorem, we sacrificed immediate data consistency in return for improved availability of the money-making customer-satisfying processing engine and better partition-tolerance of those areas of the architecture that might not be as reliable as we need. This sacrifice is what also gives us scalability.