March 2023
Beginner to intermediate
266 pages
4h 30m
Chinese
Content preview from FinOps云成本优化
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26
｜
第
3
章
文化转变和
FinOps
团队的关系
●
希望缩短新服务的上市时间。
●
挖掘竞争优势。
●
希望实施成功的云战略。
●
需要界定和掌控
KPI
（关键绩效指标）。
●
必须证明科技投资的价值。
在第
2
章，我们介绍了公司如何通过使用软件与互联网相关技术在竞争者中脱颖而出。
云计算就是加速这种数字化变革的主要工具之一。因此，高管们正忙于制定云优先战略，
带领其团队掌握、应用云计算。随着云支出在公司中的地位逐步提高，推动工程团队追
踪与均衡成本对高管们来说至关重要。高管们也会对
FinOps
从业者在公司内部实现文
化变革的行为加以支持。如此由上而下，各团队成功在好、快和便宜三者中取得了平衡。
采购人员
●
处理传统业务时，致力于节省或规避成本。
●
想从团队已掌握的技术中快速选择一种。
●
希望在一定程度上控制支出。
●
希望与战略供应商合作伙伴建立联系。
●
希望谈判、续签供应商合同。
采购部门不再是
IT
支出的守门人。当工程师可直接对云资源进行购买和使用时，采购就
变成了每个人都需要负责的事情。保证云支出的可视化并提供精准的预测非常重要，相
关数据可用于供应商关系管理，以及促成合同谈判。随着采购团队逐渐接纳
FinOps
，他
们不再强制要求云支出执行微审批程序，而是采用问责制，同时确保团队技术创新所需
的资源是足够的。
贯穿始终的
FinOps
各团队不再只把自身利益作为首位考量因素。如果运营团队不考虑云支出带来的影响，
财务部门就无法对公司的云支出进行预测并划拨预算。相反，如果财务部门全权掌控云
支出，要求每一资源的应用都必须得到审批 ...
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I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
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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.