March 2023
Beginner to intermediate
266 pages
4h 30m
Chinese
Content preview from FinOps云成本优化
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xxi
前言
多年来，我们一次又一次地听到这样的说法 ：由于工程团队对成本效益了解过少，所以
云计算的支出远超预期。与此同时，财务部门也无法理解并及时跟进团队支出。但最糟
糕的是，公司的领导层不但缺乏对公司成本管理的建议，甚至很少强调将成本管理作为
组织层面的重要任务。
长期以来，采购部门是
IT
设备支出的命门，购买大型设备都需要经其批准。然而，随着
公司进入云时代，按量计费制（也称为可变支出模型）的出现省去了原先的采购审批流程。
当云支出达到预期水平时，公司不得不对成本进行分配、解释与控制。由于云服务提供
商每年为公司提供远超
30
万个
SKU
（
Stock Keeping Unit
，库存量单位）、数千个新功能，
所以云成本优化成为公司无法忽视的一大问题。
业界亟须一个新的云成本优化运营模型，这便是
FinOps
。
我们在学术峰会或博客上看到的成功案例，其展示重点都在于公司如何进行技术迁移。
他们的故事往往始于夸大开发与运营团队面临的挑战，再冠以完美解决的英雄式结尾。
他们会谈到规模、数据，以及如何通过最新服务来解决复杂的问题。然而，成功路上必
不可少的财务管理实践却往往被忽略。多年来，由于云成本优化失败而陷入困境的案例
层出不穷。
在我们过去八年的职业生涯里，从公司高管和从业者口中了解到同一个问题 ：当代公司
对于
FinOps
教育与相关知识非常匮乏。
Mike
在对
Atlassian
公司大规模云业务部署进行
成本优化时听到了对该问题的反馈。而
J.R.
作为
Apptio Cloudability
云支出管理平台联
合创始人，在指导世界上最大的云用户进行成本优化时听到了同样的问题。 ...
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