Brave New Geek

December 20, 2016December 23, 2016

Take It to the Limit: Considerations for Building Reliable Systems

Complex systems usually operate in failure mode. This is because a complex system typically consists of many discrete pieces, each of which can fail in isolation (or in concert). In a microservice architecture where a given function potentially comprises several independent service calls, high availability hinges on the ability to be partially available. This is a core tenet behind resilience engineering. If a function depends on three services, each with a reliability of 90%, 95%, and 99%, respectively, partial availability could be the difference between 99.995% reliability and 84% reliability (assuming failures are independent). Resilience engineering means designing with failure as the normal.

Anticipating failure is the first step to resilience zen, but the second is embracing it. Telling the client “no” and failing on purpose is better than failing in unpredictable or unexpected ways. Backpressure is another critical resilience engineering pattern. Fundamentally, it’s about enforcing limits. This comes in the form of queue lengths, bandwidth throttling, traffic shaping, message rate limits, max payload sizes, etc. Prescribing these restrictions makes the limits explicit when they would otherwise be implicit (eventually your server will exhaust its memory, but since the limit is implicit, it’s unclear exactly when or what the consequences might be). Relying on unbounded queues and other implicit limits is like someone saying they know when to stop drinking because they eventually pass out.

Rate limiting is important not just to prevent bad actors from DoSing your system, but also yourself. Queue limits and message size limits are especially interesting because they seem to confuse and frustrate developers who haven’t fully internalized the motivation behind them. But really, these are just another form of rate limiting or, more generally, backpressure. Let’s look at max message size as a case study.

Imagine we have a system of distributed actors. An actor can send messages to other actors who, in turn, process the messages and may choose to send messages themselves. Now, as any good software engineer knows, the eighth fallacy of distributed computing is “the network is homogenous.” This means not all actors are using the same hardware, software, or network configuration. We have servers with 128GB RAM running Ubuntu, laptops with 16GB RAM running macOS, mobile clients with 2GB RAM running Android, IoT edge devices with 512MB RAM, and everything in between, all running a hodgepodge of software and network interfaces.

When we choose not to put an upper bound on message sizes, we are making an implicit assumption (recall the discussion on implicit/explicit limits from earlier). Put another way, you and everyone you interact with (likely unknowingly) enters an unspoken contract of which neither party can opt out. This is because any actor may send a message of arbitrary size. This means any downstream consumers of this message, either directly or indirectly, must also support arbitrarily large messages.

How can we test something that is arbitrary? We can’t. We have two options: either we make the limit explicit or we keep this implicit, arbitrarily binding contract. The former allows us to define our operating boundaries and gives us something to test. The latter requires us to test at some undefined production-level scale. The second option is literally gambling reliability for convenience. The limit is still there, it’s just hidden. When we don’t make it explicit, we make it easy to DoS ourselves in production. Limits become even more important when dealing with cloud infrastructure due to their multitenant nature. They prevent a bad actor (or yourself) from bringing down services or dominating infrastructure and system resources.

In our heterogeneous actor system, we have messages bound for mobile devices and web browsers, which are often single-threaded or memory-constrained consumers. Without an explicit limit on message size, a client could easily doom itself by requesting too much data or simply receiving data outside of its control—this is why the contract is unspoken but binding.

Let’s look at this from a different kind of engineering perspective. Consider another type of system: the US National Highway System. The US Department of Transportation uses the Federal Bridge Gross Weight Formula as a means to prevent heavy vehicles from damaging roads and bridges. It’s really the same engineering problem, just a different discipline and a different type of infrastructure.

The August 2007 collapse of the Interstate 35W Mississippi River bridge in Minneapolis brought renewed attention to the issue of truck weights and their relation to bridge stress. In November 2008, the National Transportation Safety Board determined there had been several reasons for the bridge’s collapse, including (but not limited to): faulty gusset plates, inadequate inspections, and the extra weight of heavy construction equipment combined with the weight of rush hour traffic.

The DOT relies on weigh stations to ensure trucks comply with federal weight regulations, fining those that exceed restrictions without an overweight permit.

The federal maximum weight is set at 80,000 pounds. Trucks exceeding the federal weight limit can still operate on the country’s highways with an overweight permit, but such permits are only issued before the scheduled trip and expire at the end of the trip. Overweight permits are only issued for loads that cannot be broken down to smaller shipments that fall below the federal weight limit, and if there is no other alternative to moving the cargo by truck.

Weight limits need to be enforced so civil engineers have a defined operating range for the roads, bridges, and other infrastructure they build. Computers are no different. This is the reason many systems enforce these types of limits. For example, Amazon clearly publishes the limits for its Simple Queue Service—the max in-flight messages for standard queues is 120,000 messages and 20,000 messages for FIFO queues. Messages are limited to 256KB in size. Amazon Kinesis, Apache Kafka, NATS, and Google App Engine pull queues all limit messages to 1MB in size. These limits allow the system designers to optimize their infrastructure and ameliorate some of the risks of multitenancy—not to mention it makes capacity planning much easier.

Unbounded anything—whether its queues, message sizes, queries, or traffic—is a resilience engineering anti-pattern. Without explicit limits, things fail in unexpected and unpredictable ways. Remember, the limits exist, they’re just hidden. By making them explicit, we restrict the failure domain giving us more predictability, longer mean time between failures, and shorter mean time to recovery at the cost of more upfront work or slightly more complexity.

It’s better to be explicit and handle these limits upfront than to punt on the problem and allow systems to fail in unexpected ways. The latter might seem like less work at first but will lead to more problems long term. By requiring developers to deal with these limitations directly, they will think through their APIs and business logic more thoroughly and design better interactions with respect to stability, scalability, and performance.

Follow @tyler_treat

November 27, 2016January 23, 2018

Benchmarking Commit Logs

In this article, we look at Apache Kafka and NATS Streaming, two messaging systems based on the idea of a commit log. We’ll compare some of the features of both but spend less time talking about Kafka since by now it’s quite well known. Similar to previous studies, we’ll attempt to quantify their general performance characteristics through careful benchmarking.

The purpose of this benchmark is to test drive the newly released NATS Streaming system, which was made generally available just in the last few months. NATS Streaming doesn’t yet support clustering, so we try to put its performance into context by looking at a similar configuration of Kafka.

Unlike conventional message queues, commit logs are an append-only data structure. This results in several nice properties like total ordering of messages, at-least-once delivery, and message-replay semantics. Jay Kreps’ blog post The Log is a great introduction to the concept and particularly why it’s so useful in the context of distributed systems and stream processing (his book I Heart Logs is an extended version of the blog post and is a quick read).

Kafka, which originated at LinkedIn, is by far the most popular and most mature implementation of the commit log (AWS offers their own flavor of it called Kinesis, and imitation is the sincerest form of flattery). It’s billed as a “distributed streaming platform for building real-time data pipelines and streaming apps.” The much newer NATS Streaming is actually a data-streaming layer built on top of Apcera’s high-performance publish-subscribe system NATS. It’s billed as “real-time streaming for Big Data, IoT, Mobile, and Cloud Native Applications.” Both have some similarities as well as some key differences.

Fundamental to the notion of a log is a way to globally order events. Neither NATS Streaming nor Kafka are actually a single log but many logs, each totally ordered using a sequence number or offset, respectively.

In Kafka, topics are partitioned into multiple logs which are then replicated across a number of servers for fault tolerance, making it a distributed commit log. Each partition has a server that acts as the leader. Cluster membership and leader election is managed by ZooKeeper.

NATS Streaming’s topics are called “channels” which are globally ordered. Unlike Kafka, NATS Streaming does not support replication or partitioning of channels, though my understanding is clustering support is slated for Q1 2017. Its message store is pluggable, so it can provide durability using a file-backed implementation, like Kafka, or simply an in-memory store.

NATS Streaming is closer to a hybrid of traditional message queues and the commit log. Like Kafka, it allows replaying the log from a specific offset, the beginning of time, or the newest offset, but it also exposes an API for reading from the log at a specific physical time offset, e.g. all messages from the last 30 seconds. Kafka, on the other hand, only has a notion of logical offsets (correction: Kafka added support for offset lookup by timestamp in 0.10.1.0) . Generally, relying on physical time is an anti-pattern in distributed systems due to clock drift and the fact that clocks are not always monotonic. For example, imagine a situation where a NATS Streaming server is restarted and the clock is changed. Messages are still ordered by their sequence numbers but their timestamps might not reflect that. Developers would need to be aware of this while implementing their business logic.

With Kafka, it’s strictly on consumers to track their offset into the log (or the high-level consumer which stores offsets in ZooKeeper (correction: Kafka itself can now store offsets which is used by the new Consumer API, meaning clients do not have to manage offsets directly or rely on ZooKeeper)). NATS Streaming allows clients to either track their sequence number or use a durable subscription, which causes the server to track the last acknowledged message for a client. If the client restarts, the server will resume delivery starting at the earliest unacknowledged message. This is closer to what you would expect from a traditional message-oriented middleware like RabbitMQ.

Lastly, NATS Streaming supports publisher and subscriber rate limiting. This works by configuring the maximum number of in-flight (unacknowledged) messages either from the publisher to the server or from the server to the subscriber. Starting in version 0.9, Kafka supports a similar rate limiting feature that allows producer and consumer byte-rate thresholds to be defined for groups of clients with its Quotas protocol.

Kafka was designed to avoid tracking any client state on the server for performance and scalability reasons. Throughput and storage capacity scale linearly with the number of nodes. NATS Streaming provides some additional features over Kafka at the cost of some added state on the server. Since clustering isn’t supported, there isn’t really any scale or HA story yet, so it’s unclear how that will play out. That said, once replication is supported, there’s a lot of work going into verifying its correctness (which is a major advantage Kafka has).

Benchmarks

Since NATS Streaming does not support replication at this time (0.3.1), we’ll compare running a single instance of it with file-backed persistence to running a single instance of Kafka (0.10.1.0). We’ll look at both latency and throughput running on commodity hardware (m4.xlarge EC2 instances) with load generation and consumption each running on separate instances. In all of these benchmarks, the systems under test have not been tuned at all and are essentially in their “off-the-shelf” configurations.

We’ll first look at latency by publishing messages of various sizes, ranging from 256 bytes to 1MB, at a fixed rate of 50 messages/second for 30 seconds. Message contents are randomized to account for compression. We then plot the latency distribution by percentile on a logarithmic scale from the 0th percentile to the 99.9999th percentile. Benchmarks are run several times in an attempt to produce a “normalized” result. The benchmark code used is open source.

First, to establish a baseline and later get a feel for the overhead added by the file system, we’ll benchmark NATS Streaming with in-memory storage, meaning messages are not written to disk.

Unsurprisingly, the 1MB configuration has much higher latencies than the other configurations, but everything falls within single-digit-millisecond latencies.

NATS Streaming 0.3.1 (in-memory persistence)

Size	99%	99.9%	99.99%	99.999%	99.9999%
256B	0.3750ms	1.0367ms	1.1257ms	1.1257ms	1.1257ms
1KB	0.38064ms	0.8321ms	1.3260ms	1.3260ms	1.3260ms
5KB	0.4408ms	1.7569ms	2.1465ms	2.1465ms	2.1465ms
1MB	6.6337ms	8.8097ms	9.5263ms	9.5263ms	9.5263ms

Next, we look at NATS Streaming with file-backed persistence. This provides the same durability guarantees as Kafka running with a replication factor of 1. By default, Kafka stores logs under /tmp. Many Unix distributions mount /tmp to tmpfs which appears as a mounted file system but is actually stored in volatile memory. To account for this and provide as level a playing field as possible, we configure NATS Streaming to also store its logs in /tmp.

As expected, latencies increase by about an order of magnitude once we start going to disk.

NATS Streaming 0.3.1 (file-backed persistence)

Size	99%	99.9%	99.99%	99.999%	99.9999%
256B	21.7051ms	25.0369ms	27.0524ms	27.0524ms	27.0524ms
1KB	20.6090ms	23.8858ms	24.7124ms	24.7124ms	24.7124ms
5KB	22.1692ms	35.7394ms	40.5612ms	40.5612ms	40.5612ms
1MB	45.2490ms	130.3972ms	141.1564ms	141.1564ms	141.1564ms

Since we will be looking at Kafka, there is an important thing to consider relating to fsync behavior. As of version 0.8, Kafka does not call fsync directly and instead relies entirely on the background flush performed by the OS. This is clearly indicated by their documentation:

We recommend using the default flush settings which disable application fsync entirely. This means relying on the background flush done by the OS and Kafka’s own background flush. This provides the best of all worlds for most uses: no knobs to tune, great throughput and latency, and full recovery guarantees. We generally feel that the guarantees provided by replication are stronger than sync to local disk, however the paranoid still may prefer having both and application level fsync policies are still supported.

However, NATS Streaming calls fsync every time a batch is written to disk by default. This can be disabled through the use of the –file_sync flag. By setting this flag to false, we put NATS Streaming’s persistence behavior closer in line with Kafka’s (again assuming a replication factor of 1).

As an aside, the comparison between NATS Streaming and Kafka still isn’t completely “fair”. Jay Kreps points out that Kafka relies on replication as the primary means of durability.

Kafka leaves [fsync] off by default because it relies on replication not fsync for durability, which is generally faster. If you don’t have replication I think you probably need fsync and maybe some kind of high integrity file system.

I don’t think we can provide a truly fair comparison until NATS Streaming supports replication, at which point we will revisit this.

To no one’s surprise, setting –file_sync=false has a significant impact on latency, shown in the distribution below.

In fact, it’s now in line with the in-memory performance as before for 256B, 1KB, and 5KB messages, shown in the comparison below.

For a reason I have yet to figure out, the latency for 1MB messages is roughly an order of magnitude faster when fsync is enabled after the 95th percentile, which seems counterintuitive. If anyone has an explanation, I would love to hear it. I’m sure there’s a good debug story there. The distribution below shows the 1MB configuration for NATS Streaming with and without fsync enabled and just how big the difference is at the 95th percentile and beyond.

NATS Streaming 0.3.1 (file-backed persistence, –file_sync=false)

Size	99%	99.9%	99.99%	99.999%	99.9999%
256B	0.4304ms	0.8577ms	1.0706ms	1.0706ms	1.0706ms
1KB	0.4372ms	1.5987ms	1.8651ms	1.8651ms	1.8651ms
5KB	0.4939ms	2.0828ms	2.2540ms	2.2540ms	2.2540ms
1MB	1296.1464ms	1556.1441ms	1596.1457ms	1596.1457ms	1596.1457ms

Kafka with replication factor 1 tends to have higher latencies than NATS Streaming with –file_sync=false. There was one potential caveat here Ivan Kozlovic pointed out to me in that NATS Streaming uses a caching optimization for reads that may put it at an advantage.

Now, there is one side where NATS Streaming *may* be looking better and not fair to Kafka. By default, the file store keeps everything in memory once stored. This means look-ups will be fast. There is only a all-or-nothing mode right now, which means either cache everything or nothing. With caching disabled (–file_cache=false), every lookup will result in disk access (which when you have 1 to many subscribers will be bad). I am working on changing that. But if you do notice that in Kafka, consuming results in a disk read (given the other default behavior described above, they actually may not ;-)., then you could disable NATS Streaming file caching.

Fortunately, we can verify if Kafka is actually going to disk to read messages back from the log during the benchmark using iostat. We see something like this for the majority of the benchmark duration:

avg-cpu:  %user   %nice %system %iowait  %steal   %idle
          13.53    0.00   11.28    0.00    0.00   75.19

Device:    tps   Blk_read/s   Blk_wrtn/s   Blk_read   Blk_wrtn
xvda      0.00         0.00         0.00          0          0

Specifically, we’re interested in Blk_read, which indicates the total number of blocks read. It appears that Kafka does indeed make heavy use of the operating system’s page cache as Blk_wrtn and Blk_read rarely show any activity throughout the entire benchmark. As such, it seems fair to leave NATS Streaming’s –file_cache=true, which is the default.

One interesting point is Kafka offloads much of its caching to the page cache and outside of the JVM heap, clearly in an effort to minimize GC pauses. I’m not clear if the cache Ivan refers to in NATS Streaming is off-heap or not (NATS Streaming is written in Go which, like Java, is a garbage-collected language).

Below is the distribution of latencies for 256B, 1KB, and 5KB configurations in Kafka.

Similar to NATS Streaming, 1MB message latencies tend to be orders of magnitude worse after about the 80th percentile. The distribution below compares the 1MB configuration for NATS Streaming and Kafka.

Kafka 0.10.1.0 (replication factor 1)

Size	99%	99.9%	99.99%	99.999%	99.9999%
256B	0.9230ms	1.4575ms	1.6596ms	1.6596ms	1.6596ms
1KB	0.5942ms	1.3123ms	17.6556ms	17.6556ms	17.6556ms
5KB	0.7203ms	5.7236ms	18.9334ms	18.9334ms	18.9334ms
1MB	5337.3174ms	5597.3315ms	5617.3199ms	5617.3199ms	5617.3199ms

The percentile distributions below compare NATS Streaming and Kafka for the 256B, 1KB, and 5KB configurations, respectively.

Next, we’ll look at overall throughput for the two systems. This is done by publishing 100,000 messages using the same range of sizes as before and measuring the elapsed time. Specifically, we measure throughput at the publisher and the subscriber.

Despite using an asynchronous publisher in both the NATS Streaming and Kafka benchmarks, we do not consider the publisher “complete” until it has received acks for all published messages from the server. In Kafka, we do this by setting request.required.acks to 1, which means the leader replica has received the data, and consuming the received acks. This is important because the default value is 0, which means the producer never waits for an ack from the broker. In NATS Streaming, we provide an ack callback on every publish. We use the same benchmark configuration as the latency tests, separating load generation and consumption on different EC2 instances. Note the log scale in the following charts.

Once again, we’ll start by looking at NATS Streaming using in-memory persistence. The truncated 1MB send and receive throughputs are 93.01 messages/second.

For comparison, we now look at NATS Streaming with file persistence and –file_sync=false. As before, this provides the closest behavior to Kafka’s default flush behavior. The second chart shows a side-by-side comparison between NATS Streaming with in-memory and file persistence.

Lastly, we look at Kafka with replication factor 1. Throughput significantly deteriorates when we set request.required.acks = 1 since the producer must wait for all acks from the server. This is important though because, by default, the client does not require an ack from the server. If this were the case, the producer would have no idea how much data actually reached the server once it finished—it could simply be buffered in the client, in flight over the wire, or in the server but not yet on disk. Running the benchmark with request.required.acks = 0 yields much higher throughput on the sender but is basically an exercise in how fast you can write to a channel using the Sarama Go client—slightly misleading.

Looking at some comparisons of Kafka and NATS Streaming, we can see that NATS Streaming has higher throughput in all but a few cases.

I want to repeat the disclaimer from before: the purpose of this benchmark is to test drive the newly released NATS Streaming system (which as mentioned earlier, doesn’t yet support clustering), and put its performance into context by looking at a similar configuration of Kafka.

Kafka generally scales very well, so measuring the throughput of a single broker with a single producer and single consumer isn’t particularly meaningful. In reality, we’d be running a cluster with several brokers and partitioning our topics across them.

For as young as it is, NATS Streaming has solid performance (which shouldn’t come as much of a surprise considering the history of NATS itself), and I imagine it will only get better with time as the NATS team continues to optimize. In some ways, NATS Streaming bridges the gap between the commit log as made popular by Kafka and the conventional message queue as made popular by protocols like JMS, AMQP, STOMP, and the like.

The bigger question at this point is how NATS Streaming will tackle scaling and replication (a requirement for true production-readiness in my opinion). Kafka was designed from the ground up for high scalability and availability through the use of external coordination (read ZooKeeper). Naturally, there is a lot of complexity and cost that comes with that. NATS Streaming attempts to keep NATS’ spirit of simplicity, but it’s yet to be seen how it will reconcile that with the complex nature of distributed systems. I’m excited to see where Apcera takes NATS Streaming and generally the NATS ecosystem in the future since the team has a lot of experience in this area.

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November 16, 2016December 20, 2016

You Are Not Paid to Write Code

“Taco Bell Programming” is the idea that we can solve many of the problems we face as software engineers with clever reconfigurations of the same basic Unix tools. The name comes from the fact that every item on the menu at Taco Bell, a company which generates almost $2 billion in revenue annually, is simply a different configuration of roughly eight ingredients.

Many people grumble or reject the notion of using proven tools or techniques. It’s boring. It requires investing time to learn at the expense of shipping code. It doesn’t do this one thing that we need it to do. It won’t work for us. For some reason—and I continue to be completely baffled by this—everyone sees their situation as a unique snowflake despite the fact that a million other people have probably done the same thing. It’s a weird form of tunnel vision, and I see it at every level in the organization. I catch myself doing it on occasion too. I think it’s just human nature.

I was able to come to terms with this once I internalized something a colleague once said: you are not paid to write code. You have never been paid to write code. In fact, code is a nasty byproduct of being a software engineer.

Every time you write code or introduce third-party services, you are introducing the possibility of failure into your system.

I think the idea of Taco Bell Programming can be generalized further and has broader implications based on what I see in industry. There are a lot of parallels to be drawn from The Systems Bible by John Gall, which provides valuable commentary on general systems theory. Gall’s Fundamental Theorem of Systems is that new systems mean new problems. I think the same can safely be said of code—more code, more problems. Do it without a new system if you can.

Systems are seductive and engineers in particular seem to have a predisposition for them. They promise to do a job faster, better, and more easily than you could do it by yourself or with a less specialized system. But when you introduce a new system, you introduce new variables, new failure points, and new problems.

But if you set up a system, you are likely to find your time and effort now being consumed in the care and feeding of the system itself. New problems are created by its very presence. Once set up, it won’t go away, it grows and encroaches. It begins to do strange and wonderful things. Breaks down in ways you never thought possible. It kicks back, gets in the way, and opposes its own proper function. Your own perspective becomes distorted by being in the system. You become anxious and push on it to make it work. Eventually you come to believe that the misbegotten product it so grudgingly delivers is what you really wanted all the time. At that point encroachment has become complete. You have become absorbed. You are now a systems person.

The last systems principle we look at is one I find particularly poignant: almost anything is easier to get into than out of. When we introduce new systems, new tools, new lines of code, we’re with them for the long haul. It’s like a baby that doesn’t grow up.

We’re not paid to write code, we’re paid to add value (or reduce cost) to the business. Yet I often see people measuring their worth in code, in systems, in tools—all of the output that’s easy to measure. I see it come at the expense of attending meetings. I see it at the expense of supporting other teams. I see it at the expense of cross-training and personal/professional development. It’s like full-bore coding has become the norm and we’ve given up everything else.

Another area I see this manifest is with the siloing of responsibilities. Product, Platform, Infrastructure, Operations, DevOps, QA—whatever the silos, it’s created a sort of responsibility lethargy. “I’m paid to write software, not tests” or “I’m paid to write features, not deploy and monitor them.” Things of that nature.

I think this is only addressed by stewarding a strong engineering culture and instilling the right values and expectations. For example, engineers should understand that they are not defined by their tools but rather the problems they solve and ultimately the value they add. But it’s important to spell out that this goes beyond things like commits, PRs, and other vanity metrics. We should embrace the principles of systems theory and Taco Bell Programming. New systems or more code should be the last resort, not the first step. Further, we should embody what it really means to be an engineer rather than measuring raw output. You are not paid to write code.

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April 14, 2016April 5, 2017

Shit Rolls Downhill

Building software of significant complexity is tough because a lot of pieces have to come together and a lot of teams have to work in concert to be successful. It can be extraordinarily difficult to get everyone on the same page and moving in tandem toward a common goal. Product development is largely an exercise in trust (or perhaps more accurately, hiring), but even if you have the “right” people—people you can trust and depend on to get things done—you’re only halfway there.

Trust is an important quality to screen for, difficult though it may be. However, a person’s trustworthiness or dependability doesn’t really tell you much about that person as an engineer. The engineering culture is something that must be cultivated. Etsy’s CTO, John Allspaw, said it best in a recent interview:

Post-mortem debriefings every day are littered with the artifacts of people insisting, the second before an outage, that “I don’t have to care about that.”

If “abstracting away” is nothing for you but a euphemism for “Not my job,” “I don’t care about that,” or “I’m not interested in that,” I think Etsy might not be the place for you. Because when things break, when things don’t behave the way they’re expected to, you can’t hold up your arms and say “Not my problem.” That’s what I could call “covering your ass” engineering, and it may work at other companies, but it doesn’t work here.

Allspaw calls this the distinction between hiring software developers and software engineers. This perception often results in heated debate, but I couldn’t agree with it more. There is a very real distinction to be made. Abstraction is not about boundaries of concern, it’s about boundaries of focus. Engineers need to have an intimate understanding of this.

Engineering, as a discipline and as an activity, is multi-disciplinary. It’s just messy. And that’s actually the best part of engineering. It’s not about everyone knowing everything. It’s about paying attention to the shared, mutual understanding.

But engineering is more than just technical aptitude and a willingness to “dig in” to the guts of something. It’s about having an acute awareness of the delicate structure upon which software is built. More succinctly, it’s about having empathy. It’s recognizing the fact that shit rolls downhill.

For things to work, the entire structure has to hold, and no one point is any more or less important than the others. It almost always starts off with good intentions at the top, but the shit starts to compound and accelerate as it rolls effortlessly and with abandon toward the bottom. There are a few aspects to this I want to explore.

Understand the Relationships

This isn’t to say that folks near the top are less susceptible to shit. Everyone has to shovel it, but the way it manifests is different depending on where you find yourself on the hill. The key point is that the people above you are effectively your customers, either directly or indirectly, and if you’re toward the top, maybe literally.

And, as all customers do, they make demands. This is a very normal thing and is to be expected. Some of these demands are reasonable, others not so much. Again, this is normal, but what do we make of these demands?

There are some interesting insights we can take from The Innovator’s Dilemma (which, by the way, is an essential read for anyone looking to build, run, or otherwise contribute to a successful business), which are especially relevant toward the top of the hill. Mainly, we should not merely take the customer’s word as gospel. When it comes to products, feature requests, and “the way things should be done,” the customer tends to have a very narrow and predisposed view. I find the following passage to be particularly poignant:

Indeed, the power and influence of leading customers is a major reason why companies’ product development trajectories overshoot demands of mainstream markets.

Essentially, too much emphasis can be placed on the current or perceived needs of the customer, resulting in a failure to meet their unstated or future needs (or if we’re talking about internal customers, the current or future needs of the business). Furthermore, we can spend too much time focusing on the customer’s needs—often perceived needs—culminating in a paralysis to ship. This is very anti-continuous-delivery. Get things out fast, see where they land, and make appropriate adjustments on the fly.

Giving in to customer demands is a judgement game, but depending on the demand, it can have profound impact on the people further down the hill. Thus, these decisions should be made accordingly and in a way that involves a cross section of the hill. If someone near the top is calling all the shots, things are not going to work out, and in all likelihood, someone else is going to end up getting covered in shit.

An interesting corollary is the relationship between leadership and engineers. Even a single, seemingly innocuous question asked in passing by a senior manager can change the entire course of a development team. In fact, the manager was just trying to gain information, but the team interpreted the question as a statement suggesting “this thing needs to be done.” It’s important to recognize this interaction for what it is.

Set Appropriate Expectations

In truth, the relationship between teams is not equivalent to the relationship between actual customers and the business. You may depend on another team in order to provide a certain feature or to build a certain product. If the business is lagging, the customer might take their money elsewhere. If the team you depend on is lagging, you might not have the same liberty. This leads to the dangerous “us versus them” trap teams fall in as an organization grows. The larger a company gets, the more fingers get pointed because “they’re no longer us, they’re them.” There are more teams, they are more isolated, and there are more dependencies. It doesn’t matter how great your culture is, changing human nature is hard. And when pressure builds from above, the finger-pointing only intensifies.

Therefore, it’s critical to align yourself with the teams you depend on. Likewise, align yourself with the teams that depend on you, don’t alienate them. In part, this means have a realistic sense of urgency, have realistic expectations, and plan accordingly. It’s not reasonable to submit a work item to another team and turn around and call it a blocker. Doing so means you failed to plan, but now to outside observers, it’s the other team which is the problem. As we prioritize the work precipitated by our customers, so do the rest of our teams. With few exceptions, you cannot expect a team to drop everything they’re doing to focus on your needs. This is the aforementioned “us versus them” mentality. Instead, align. Speak with the team you depend on, understand where your needs fit within their current priorities, and if it’s a risk, be willing to roll up your sleeves and help out. This is exactly what Allspaw was getting at when he described what a “software engineer” is.

Setting realistic expectations is vital. Just as products ship with bugs, so does everything else in the stack. Granted, some bugs are worse than others, but no amount of QA will fully prevent them from going to production. Bugs will only get worked out if the code actually gets used. You cannot wait until something is perfect before adopting it. You will wait forever. Remember that Agile is micro failure on a macro level. Adopt quickly, deploy quickly, fail quickly, adjust quickly. As Jay Kreps once said, “The only way to really know if a system design works in the real world is to build it, deploy it for real applications, and see where it falls short.”

While it’s important to set appropriate expectations downward, it’s also important to communicate upward. Ensure that the teams relying on you have the correct expectations. Establish what the team’s short-term and long-term goals are and make them publicly available. Enable those teams to plan accordingly, and empower them so that they can help out when needed. Provide adequate documentation such that another engineer can jump in at any time with minimal handoff.

Be Curious

This largely gets back to the quote by John Allspaw. The point is that we want to hire and develop software engineers, not programmers. Being an engineer should mean having an innate curiosity. Figure out what you don’t know and push beyond it.

Understand, at least on some level, the things that you depend on. Own everything. Similarly, if you built it and it’s running in production, it’s on you to support it. Throwing code over the wall is no longer acceptable. When there’s a problem with something you depend on, don’t just throw up your hands and say “not my problem.” Investigate it. If you’re certain it’s a problem in someone else’s system, bring it to them and help root cause it. Provide context. When did it start happening? What were the related events? What were the effects? Don’t just send an error message from the logs.

This is the engineering culture that gets you the rest of the way there. The people are important, especially early on, but it’s the core values and practices that will carry you. The Innovator’s Dilemma again provides further intuition:

In the start-up stages of an organization, much of what gets done is attributable to resources—people, in particular. The addition or departure of a few key people can profoundly influence its success. Over time, however, the locus of the organization’s capabilities shifts toward its processes and values. As people address recurrent tasks, processes become defined. And as the business model takes shape and it becomes clear which types of business need to be accorded highest priority, values coalesce. In fact, one reason that many soaring young companies flame out after an IPO based on a single hot product is that their initial success is grounded in resources—often the founding engineers—and they fail to develop processes that can create a sequence of hot products.

Summary

There will always be gravity. As such, shit will always roll downhill. It’s important to embrace this structure, to understand the relationships, and to set appropriate expectations. Equally important is fostering an engineering culture—a culture of curiosity, ownership, and mutual understanding. Having the right people is essential, but it’s only half the problem. The other half is instilling the right values and practices. Shit rolls downhill, but if you have the right people, values, and practices in place, that manure might just grow something amazing.

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February 27, 2016February 27, 2016

Abstraction Considered Harmful

“Abstraction is sometimes harmful,” he proclaims to the sound of anxious whooping and subdued applause from the audience. Peter Alvaro’s 2015 Strange Loop keynote, I See What You Mean, remains one of my favorite talks—not just because of its keen insight on distributed computing and language design, but because of a more fundamental, almost primordial, understanding of systems thinking.

Abstraction is what we use to manage complexity. We build something of significant complexity, we mask its inner workings, and we expose what we think is necessary for interacting with it.

Programmers are lazy, and abstractions help us be lazy. The builders of abstractions need not think about how their abstractions will be used—this would be far too much effort. Likewise, the users of abstractions need not think about how their abstractions work—this would be far too much effort. And now we have a nice, neatly wrapped package we can use and reuse to build all kinds of applications—after all, duplicating it would be far too much effort and goes against everything we consider sacred as programmers.

It usually works like this: in order to solve a problem, a programmer first needs to solve a sub-problem. This sub-problem is significant enough in complexity or occurs frequently enough in practice that the programmer doesn’t want to solve it for the specific case—an abstraction is born. Now, this can go one of two ways. Either the abstraction is rock solid and the programmer never has to think about the mundane details again (think writing loops instead of writing a bunch of jmp statements)—success—or the abstraction is leaky because the underlying problem is sufficiently complex (think distributed database transactions). Infinite sadness.

It’s kind of a cruel irony. The programmer complains that there’s not enough abstraction for a hard sub-problem. Indeed, the programmer doesn’t care about solving the sub-problem. They are focused on solving the greater problem at hand. So, as any good programmer would do, we build an abstraction for the hard sub-problem, mask its inner workings, and expose what we think is necessary for interacting with it. But then we discover that the abstraction leaks and complain that it isn’t perfect. It turns out, hard problems are hard. The programmer then simply does away with the abstraction and solves the sub-problem for their specific case, handling the complexity in a way that makes sense for their application.

Abstraction doesn’t magically make things less hard. It just attempts to hide that fact from you. Just because the semantics are simple doesn’t mean the solution is. In fact, it’s often the opposite, yet this seems to be a frequently implied assumption.

Duplication is far cheaper than the wrong abstraction. Just deciding which little details we need to expose on our abstractions can be difficult, particularly when we don’t know how they will be used. The truth is, we can’t know how they will be used because some of the uses haven’t even been conceived yet. Abstraction is a delicate balance of precision and granularity. To quote Dijkstra:

The purpose of abstracting is not to be vague, but to create a new semantic level in which one can be absolutely precise.

But, as we know, requirements are fluid. Too precise and we lose granularity, hindering our ability to adapt in the future. Too granular and we weaken the abstraction. But a strong abstraction for a hard problem isn’t really strong at all when it leaks.

The key takeaway is that abstractions leak, and we have to deal with that. There is never a silver bullet for problems of sufficient complexity. Peter ends his talk on a polemic against the way we currently view abstraction:

[Let’s] not make concrete, static abstractions. Trust ourselves to let ourselves peer below the facade. There’s a lot of complexity down there, but we need to engage with that complexity. We need tools that help us engage with the complexity, not a fire blanket. Abstractions are going to leak, so make the abstractions fluid.

Abstraction, in and of itself, is not harmful. On the contrary, it’s necessary for progress. What’s harmful is relying on impenetrable barriers to protect our precious programmers from hard problems. After all, the 21st century engineer understands that in order to play in the sand, we all need to be comfortable getting our feet a little wet from time to time.

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