March 2023
Beginner to intermediate
266 pages
4h 30m
Chinese
Content preview from FinOps云成本优化
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212
｜
第
19
章
管理单位经济学：
FinOps
涅
槃
在每秒可变收费的云世界中有效运营，尤其是当购买决策分布在公司中时。这就是为什
么我们相信
FinOps
是技术业务管理框架的好伙伴。
我们经常与那些负责运营基础设施的人对其产生的收入一无所知的公司坐在一起，尤其
是在科技领域。与想象中的相反，那些负责收入的人对收入背后的成本驱动因素没有足
够的了解。技术业务管理框架将收入纳入等式，并将其与
FinOps
提供的成本驱动因素
结合起来，从而能够就云对收入的影响进行更全面的业务讨论，这是任何一个学科都无
法单独提供的。
我们认为，这是
FinOps
应该停止的地方，然后整合到现有的完善框架中，以告知有关
IT
支出的决策。我们还没有看到很多将这些框架整合在一起的成功案例，但我们建议
FinOps
使技术业务管理能够以更加云原生的方式在云端中运行，而技术业务管理框架将
允许
FinOps
在不重新造轮子的情况下，对云端账单之外的更大业务成本进行探究。
总结
现在，你应该了解如何构建
FinOps
的流程，使你能够开始根据其提供的业务价值来衡
量云支出，以及围绕优化来设置业务价值目标，并使用指标来跟踪云成本的真正原因。
总结如下 ：
●
北极星指标衡量云支出的业务价值。每月活跃用户（
MAU
）是常见的北极星指标，
但它因公司而异。
●
具有复杂结构和多种产品供应的组织通常具有多个单位指标，每个单位指标都与
特定的产品线、应用程序或服务相关。
●
决策不再关注云的成本，而是基于云支出为组织带来的好处。
当我们结束这本书时，我们想花点时间把我们的思想继续向前推进。 ...
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I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.