SUS 3. How do you shape demand so that less capacity is needed?
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Capacity is provisioned for the peak. Everything below the peak is spare, so the shape of demand determines how much infrastructure exists rather than merely how busy it is.
That makes demand shaping structurally different from right-sizing. SUS 2 fits the allocation to
the peak. This question changes the peak, which is the only move that reduces the hardware itself.
Best practices
Section titled “Best practices”SUS 3.1Establish which work has a real deadline and which merely has a scheduleSUS 3.2Batch and defer what does not need to happen nowSUS 3.3Flatten the peak, because the peak is what sizes the estateSUS 3.4Ask whether the work needs to happen at all
SUS 3.1 Establish which work has a real deadline and which merely has a schedule
Section titled “SUS 3.1 Establish which work has a real deadline and which merely has a schedule”Risk if not established: Medium
A great deal of scheduled work runs at a particular time because somebody chose that time once, not because anything depends on it. That distinction is invisible until somebody asks.
Go through the scheduled and background work and ask, per item, what breaks if it runs an hour later, or overnight, or on any of the next three days. The answers separate into deadlines that are real, deadlines that are conventions, and work with no deadline at all.
The recurring finds: reports generated before anyone reads them, indexing jobs that could run during the quiet period, data exports scheduled at the top of the hour alongside everything else, and cleanup tasks running during peak because that is when they were first written.
Watch for accidental synchronization. Work scheduled on round times converges: a dozen jobs at midnight produce a peak that a dozen jobs spread across the night would not.
On STACKIT. Scheduled execution is available through Automation Service for recurring platform work and through whatever scheduler your runtime provides for application work. Neither decides which work has a deadline, which is the part of this best practice that is yours.
Tradeoffs. Operational Excellence. Analysis time, and the answers are frequently that the deadline is real. The value is in the subset where it is not, which is usually larger than expected.
Verify. List your scheduled jobs and the time each runs. For how many can you state what breaks if it ran three hours later?
SUS 3.2 Batch and defer what does not need to happen now
Section titled “SUS 3.2 Batch and defer what does not need to happen now”Risk if not established: Medium
Work that arrives continuously and is processed immediately requires capacity sized for its arrival rate. The same work batched requires capacity sized for the batch, which can run when there is capacity to spare.
Deferral moves work off the peak. Batching reduces the per-item overhead, which is PERF 6.3 from
the performance side and produces less total work rather than merely rescheduling it.
Both change the failure behaviour, which is the cost. Deferred work needs somewhere to wait, and
that queue is a component with its own availability and its own failure modes, as REL 6.1
describes. A batch that fails loses more than a single item would.
Bound the deferral. Work that can be postponed indefinitely tends to be, and a backlog that grows faster than it drains is a capacity problem rather than a saving.
On STACKIT. Deferral needs durable storage for the pending work.
RabbitMQ is the managed queue and
Object Storage suits deferred bulk
work. Each adds a component that has to be as available as the deferral strategy assumes, which
belongs in the composition from REL 1.3 rather than being treated as free.
Tradeoffs. Performance Efficiency. Batching adds latency for the first item in a batch, which makes it right for throughput-oriented work and wrong for interactive requests. Reliability. A larger unit of work loses more when it fails.
Verify. What proportion of your compute happens in response to an immediate request, and what proportion is background work? Of the background work, how much runs during your peak?
SUS 3.3 Flatten the peak, because the peak is what sizes the estate
Section titled “SUS 3.3 Flatten the peak, because the peak is what sizes the estate”Risk if not established: Medium
The ratio between peak and average demand is the multiplier on your infrastructure. A workload with a peak three times its average needs three times the capacity that its average work requires, and the difference is idle for most of the day.
Reducing that ratio is worth more than any efficiency improvement at the same scale, because it removes hardware rather than making hardware busier.
The levers, in roughly the order they pay: move deferrable work away from the peak under SUS 3.2, spread scheduled work rather than converging it on round times, shed or delay low-value
traffic under REL 6.3, and where the peak is genuinely inherent, decide whether serving it is
worth the standing capacity or whether degrading is acceptable.
Distinguish peaks you can move from peaks you cannot. User traffic follows people and is largely fixed. Batch processing, replication, backups and reporting are yours to schedule, and they frequently coincide with the user peak for no reason other than convention.
On STACKIT. Where scaling is fast enough, a peak can be met with capacity that exists only
during it, which converts a standing allocation into a temporary one. Whether that works depends
on the provisioning time from PERF 5.4, which is workload-specific and worth measuring.
Backup windows are the schedulable peak most often left where it was set. The scheduling in Server Backup Management and in the managed databases is configurable, and moving it away from the user peak costs nothing.
Tradeoffs. Reliability. A flatter profile leaves less absorbed slack for an unexpected
spike, which is REL 7.1 and has to be sized deliberately rather than emerging.
Verify. What is the ratio between your peak and average demand? Which components of the peak are schedulable rather than user-driven?
SUS 3.4 Ask whether the work needs to happen at all
Section titled “SUS 3.4 Ask whether the work needs to happen at all”Risk if not established: Medium
The strongest form of demand shaping is removing the demand. Nothing in a normal development process asks this question, so it is asked only when somebody decides to.
The recurring finds are consistent across estates: reports produced on a schedule that nobody has opened in a year, data pipelines feeding a dashboard that was replaced, jobs that were part of a migration that finished, and recomputation of values that have not changed.
The check is whether the output is consumed. That is answerable with instrumentation under OPS 7.3, and it is frequently not instrumented precisely because nobody suspected the answer would be
interesting.
This overlaps with SUS 7 and with SUS 6, and the overlap is the point: work nobody consumes,
capacity nobody uses and data nobody reads are the same finding arriving through three different
questions. Whichever question surfaces it, the action is the same.
On STACKIT. No platform feature identifies work nobody needs. Where the output lands in Object Storage or a database, access patterns are observable, and an object nobody has read since it was written is a strong signal about the job that produced it.
Tradeoffs. Operational Excellence. Removing a scheduled job requires establishing that it is not needed, which is work and carries a small chance of being wrong. That asymmetry is why accumulated jobs are never removed by default.
Verify. For your scheduled jobs, which produced output that anybody read in the last quarter? How would you find out?
Related
Section titled “Related”SUS 4Utilization density, which is what a flatter profile enablesSUS 6Shutting down idle, the same question applied to capacity rather than workREL 6.3Load shedding, the deliberate version of not serving the peakPERF 6.3Batching, the same technique serving throughputREL 7.1Headroom, which the peak determines