دانلود کتاب Cloud FinOps: Collaborative, Real-Time Cloud Value Decision Making

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Cover VMWare Copyright Table of Contents Preface The World Turned Upside Down Who Should Read This Book About This Book What You Need to Know Before Reading On FinOps Is Evolving Conventions Used in This Book O’Reilly Online Learning How to Contact Us Acknowledgments Part I. Introducing FinOps Chapter 1. What Is FinOps? Defining the Term “FinOps” The FinOps Hero’s Journey Where Did FinOps Come From? Data-Driven Decision Making Real-Time Feedback (aka the “Prius Effect”) Core Principles of FinOps When Should You Start FinOps? Starting with the End in Mind: Data-Driven Decision Making Conclusion Chapter 2. Why FinOps? Use Cloud for the Right Reasons Cloud Spend Keeps Accelerating The Impact of Not Adopting FinOps Informed Ignoring: Why Start Now? Conclusion Chapter 3. Cultural Shift and the FinOps Team Deming on Business Transformation Who Does FinOps? Why a Centralized Team? The FinOps Team Doesn’t Do FinOps The Role of Each Team in FinOps Executives and Leadership Engineering and Developers Finance Procurement and Sourcing Product or Business Teams FinOps Practitioners A New Way of Working Together Where Does Your FinOps Team Report? Understanding Motivations Engineers Finance People Executives and Leadership Procurement and Sourcing People FinOps Throughout Your Organization Hiring for FinOps FinOps Culture in Action Difficulty Motivating People Is Not New Contributors to Action Detractors from Action Tipping the Scales in Your Favor Conclusion Chapter 4. The Language of FinOps Defining a Common Lexicon Defining the Basic Terms Defining Finance Terms for Cloud Professionals Abstraction Assists Understanding Cloud Language Versus Business Language Creating a Universal Translator Between Your DevOps and Finance Teams The Need to Educate All the Disciplines Benchmarking and Gamification Conclusion Chapter 5. Anatomy of the Cloud Bill Types of Cloud Bill Cloud Billing Complexity Basic Format of Billing Data Time, Why Do You Punish Me? Sum of the Tiny Parts A Brief History of Cloud Billing Data The Importance of Hourly Data A Month Is Not a Month A Dollar Is Not a Dollar Two Levers to Affect Your Bill Who Should Avoid Costs and Who Should Reduce Rates? Centralizing Rate Reduction Why You Should Decentralize Usage Reduction Conclusion Chapter 6. Adopting FinOps A Confession Different Executive Pitches for Different Levels Starting Pitch Advancing Pitch Sample Headcount Plan for Advancing a FinOps Team Pitching the Executive Sponsor Playing to Your Audience Key Personas That the Driver Must Influence CEO Persona CTO/CIO Persona CFO Persona Engineering Lead Persona Roadmap for Getting Adoption of FinOps Stage 1: Planning for FinOps in an Organization Stage 2: Socializing FinOps for Adoption in an Organization Stage 3: Preparing the Organization for FinOps Type of Alignment to the Organization Full Time, Part Time, Borrowed Time: A Note on Resources A Complex System Designed from Scratch Never Works Conclusion Chapter 7. The FinOps Foundation Framework An Operating Model for Your Practice The Framework Model Principles Personas Maturity Phases Domains and Capabilities Structure of a Domain Structure of Capabilities Adapting the Framework to Fit Your Needs Connection to Other Frameworks/Models Conclusion Chapter 8. The UI of FinOps Build Versus Buy Versus Native When to Use Native Tooling When to Build Why to Buy Operationalized Reporting Data Quality Perfect Is the Enemy of Good Report Tiering Rolling Out Changes The Universal Report Accessibility Color Visual Hierarchy Usability and Consistency Language Consistency of Color and Visual Representation Recognition Versus Recall Psychological Concepts Anchoring Bias Confirmation Bias The Von Restorff Effect Hick’s Law Perspectives on Reports Personas Maturity Multicloud Putting Data in the Path of Each Persona Data in the Path of Finance Data in the Path of Leadership Data in the Path of Engineers Connecting FinOps to the Rest of the Business Seek First to Understand Conclusion Part II. Inform Phase Chapter 9. The FinOps Lifecycle The Six Principles of FinOps #1: Teams Need to Collaborate #2: Decisions Are Driven by the Business Value of Cloud #3: Everyone Takes Ownership of Their Cloud Usage #4: FinOps Reports Should Be Accessible and Timely #5: A Centralized Team Drives FinOps #6: Take Advantage of the Variable Cost Model of the Cloud The FinOps Lifecycle Inform Optimize Operate Considerations Where Do You Start? You Don’t Have to Find All the Answers Conclusion Chapter 10. Inform Phase: Where Are You Right Now? Data Is Meaningless Without Context Seek First to Understand Organizational Work During This Phase Transparency and the Feedback Loop Benchmarking Team Performance What Great Looks Like Conclusion Chapter 11. Allocation: No Dollar Left Behind Why Allocation Matters Amortization: It’s Accrual World Creating Goodwill and Auditability with Accounting The “Spend Panic” Tipping Point Spreading Out Shared Costs Chargeback Versus Showback A Combination of Models Fit for Purpose Accounts, Tagging, Account Organization Hierarchies The Showback Model in Action Chargeback and Showback Considerations Conclusion Chapter 12. Tags, Labels, and Accounts, Oh My! Tag- and Hierarchy-Based Approaches Getting Started with Your Strategy Communicate Your Plan Keep It Simple Formulate Your Questions Comparing the Allocation Options of the Big Three Comparing Accounts and Folders Versus Tags and Labels Organizing Accounts and Projects into Groups Tags and Labels: The Most Flexible Allocation Option Using Tags for Billing Getting Started Early with Tagging Deciding When to Set Your Tagging Standard Picking the Right Number of Tags Working Within Tag/Label Restrictions Maintaining Tag Hygiene Reporting on Tag Performance Getting Teams to Implement Tags Conclusion Chapter 13. Accurate Forecasting The State of Cloud Forecasting Forecasting Methodologies Forecasting Models Cloud Forecasting Challenges Manual Versus Automated Forecasts Inaccuracies Granularity Forecast Frequency Communication Future Projects Cost Estimation Impacts of Cost Optimization on Forecasts Forecast and Budgeting The Importance of Managing Teams to Budgets Conclusion Part III. Optimize Phase Chapter 14. Optimize Phase: Adjusting to Hit Goals Why Do You Set Goals? The First Goal Is Good Cost Allocation Is Savings the Goal? The Iron Triangle: Good, Fast, Cheap Hitting Goals with OKRs OKR Focus Area #1: Credibility OKR Focus Area #2: Maintainable OKR Focus Area #3: Control Goals as Target Lines Budget Variances Using Less Versus Paying Less Conclusion Chapter 15. Using Less: Usage Optimization The Cold Reality of Cloud Consumption Where Does Waste Come From? Usage Reduction by Removing/Moving Usage Reduction by Resizing (Rightsizing) Common Rightsizing Mistakes Relying on Recommendations That Use Only Averages or Peaks Failing to Rightsize Beyond Compute Not Addressing Your Resource “Shape” Not Simulating Performance Before Rightsizing Hesitating Due to Reserved Instance Uncertainty Going Beyond Compute: Tips to Control Cloud Costs Block Storage Object Storage Networking Usage Reduction by Redesigning Scaling Scheduled Operations Effects on Reserved Instances Benefit Versus Effort Serverless Computing Not All Waste Is Waste Maturing Usage Optimization Advanced Workflow: Automated Opt-Out Rightsizing Tracking Savings Conclusion Chapter 16. Paying Less: Rate Optimization Compute Pricing On-Demand/Pay-As-You-Go Spot Resource Usage Commitment-Based Discounts Storage Pricing Volume/Tiered Discounts Usage-Based Time-Based Negotiated Rates Custom Pricing Seller Private Offers BYOL Considerations Conclusion Chapter 17. Understanding Commitment-Based Discounts Introduction to Commitment-Based Discounts Commitment-Based Discount Basics Compute Instance Size Flexibility Conversions and Cancellations Overview of Usage Commitments Offered by the Big Three Amazon Web Services What Does an RI Provide? AWS Commitment Models AWS Reserved Instance Member Account Affinity Standard Versus Convertible RIs Instance Size Flexibility AWS Savings Plans Savings Bundles Microsoft Azure Azure Reservations Instance Size Flexibility Azure Savings Plans Google Cloud Google Committed Use Discounts Paying for Cores, Not Hours, in Google Google Billing and Sharing CUDs Google Billing Account and Ownership Applying Google CUDs in a Project Google Flexible Committed Use Discounts Conclusion Chapter 18. Building a Commitment-Based Discount Strategy Common Mistakes Steps to Building a Commitment-Based Discount Strategy Step 1: Learn the Fundamentals of Each Program Step 2: Understand Your Level of Commitment to Your Cloud Service Provider Step 3: Build a Repeatable Commitment-Based Discount Process Step 4: Purchase Regularly and Often Step 5: Measure and Iterate Step 6: Allocate Up-Front Commitment Costs Appropriately How to Manage the Commitment Strategy Purchasing Commitments Just-in-Time When to Rightsize Versus Commit The Zone Approach Who Pays for Commitments? Strategy Tips Conclusion Chapter 19. Sustainability: FinOps Partnering with GreenOps What Are Cloud Carbon Emissions? Scope 1, 2, and 3 Emissions Are Cloud Providers Green? Access Completeness Granularity Partnering with Engineers on Sustainability FinOps and GreenOps Better Together? GreenOps Remediations Avoid FinOps Working Against GreenOps Conclusion Part IV. Operate Phase Chapter 20. Operate: Aligning Teams to Business Goals Achieving Goals Staffing and Augmenting Your FinOps Team Processes Onboarding Responsibility Visibility Action How Do Responsibilities Help Culture? Carrot Versus Stick Approach Handling Inaction Putting Operate into Action Conclusion Chapter 21. Automating Cost Management What Is the Outcome You Want to Achieve? Automated Versus Manual Tasks Automation Tools Costs Other Considerations Tooling Deployment Options Automation Working Together Integration Automation Conflict Safety and Security How to Start What to Automate Tag Governance Scheduled Resource Start/Stop Usage Reduction Conclusion Chapter 22. Metric-Driven Cost Optimization Core Principles Automated Measurement Targets Achievable Goals Data Driven Metric-Driven Versus Cadence-Driven Processes Setting Targets Taking Action Bring It All Together Conclusion Chapter 23. FinOps for the Container World Containers 101 The Move to Container Orchestration The Container FinOps Lifecycle Container Inform Phase Cost Allocation Container Proportions Tags, Labels, and Namespaces Container Optimize Phase Cluster Placement Container Usage Optimization Server Instance Rate Optimization Container Operate Phase Serverless Containers Conclusion Chapter 24. Partnering with Engineers to Enable FinOps Integrating Us with Them What’s on the Mind of the Engineer? Constraints and the Solving of Hard Problems Principles for Enabling Cost-Efficient Engineering #1: Maximize Value Rather Than Reduce Cost #2: Remember That We Are on the Same Team #3: Prioritize Improving Communication #4: Introduce Financial Constraints Early in the Product Development #5: Enablement, Not Control #6: Leadership Support Isn’t Helpful, It Is Essential Data in the Path of the Engineer Models for Partnering with Engineering Teams Direct Contribution Indirect Collaboration Indirect Collaboration with Targeted Contribution Conclusion Chapter 25. Connectivity to Other Frameworks Total Cost of Ownership Working with Other Methodologies and Frameworks Find Out Who’s Out There Make Friends and Share Goals Share Influence, Terminology, and Processes Share Infrastructure Share Knowledge Conclusion Chapter 26. FinOps Nirvana: Data-Driven Decision Making Unit Economics and Metrics Unit Economics Don’t Have to Be About Revenue Calculating Unit Economic Metrics Spending Is Fine, Wasting Is Not Activity-Based Costing Coming Back to the Iron Triangle What’s Missing from the Equation? When Have You Won at FinOps? Conclusion Chapter 27. You Are the Secret Ingredient Call to Action Afterword on What to Prioritize (from J.R.) Index About the Authors Colophon