March 2023
Beginner to intermediate
266 pages
4h 30m
Chinese
Content preview from FinOps云成本优化
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28
｜
第
3
章
文化转变和
FinOps
团队的关系
有人认为，在同一计算资源上部署更多服务可以使成本效率更高，但具体节省多少成本
很难被量化及展现。账单数据存在潜在的计算实例成本，但财务部无法通过这些（信息）
知晓每个实例上运行的容器细节。
试想一下，如果没有
FinOps
文化将会发生什么。
财务部门想知道如何才能将潜在的计算资源成本分摊至合适的业务部门，这很合理。财
务人员会去询问工程师，此时，工程师只能停下案头的工作，转而查询成本与财务数据。
这会降低生产力，而财务人员则因此得出结论并报告至高管 ：容器化对业务运营不利。
然而，引入
FinOps
并赋予其从业者的话语权，结果将大不相同。
FinOps
从业者通过检
查云服务提供商的计费文件，深入了解数据可用与否 ；财务部门会学习、理解容器化的
基础知识及优势 ；运营团队则开始重视费用分摊和费用展示。
FinOps
能够理解财务部门对集群上运行容器的成本明细提出质疑，因为他们只关注了集
群的总成本。另外，工程团队虽然知道每个计算实例上调度的容器，但他们不会关注总
支出。只有当两个部门共享各自已有的信息时，
FinOps
团队才会作为中介，为双方计算
出具体的成本。
FinOps
团队得到这些分摊数据，进行必要分析，并与账单数据相结合。如此一来，财务
部门得到了所需报告，而忙碌的工程团队也能专注于本职工作。这种跨职能作用，使得
容器化对财务部门来说不再是一种阻碍因素，而成为提升效率的关键。
总结
在本章中，我们一直强调，每个团队都必须应用
FinOps
的思维方式。
FinOps
中心团队 ...
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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.