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FinOps: The Cloud Financial Management Practice

Ashesh Anand
Nov 25, 2022

FinOps is fundamentally a cultural practice. This is how teams may control their cloud expenses; everyone takes responsibility for their consumption, which is supported by a common best practices group. Cross-functional teams from engineering, finance, and other departments collaborate to speed up product delivery while also improving financial management and predictability.

Technology, finance, and business are brought together through an operational framework and cultural shift to promote financial accountability and hasten the realization of corporate value through cloud transformation.

What Is FinOps?

FinOps is a direct reaction to cloud stimuli. It is not a concept that was founded by a single individual or organization; rather, it is a global movement that emerged on its own as a result of the environment produced by on-demand cloud resources and outdated technology management methodologies. It is a cultural shift and a collection of procedures that have been given various names and probably will again.

FinOps, to put it simply, adds financial accountability to the cloud's variable spend approach. But that's just an indication as to what will happen. The cultural shift brought about by cloud computing pushes responsibility for technical and financial decision-making outside the core of the firm.

It transforms a long-standing, forward-looking capacity planning approach into rate-optimization analysis for already-used technology. Additionally, it requires IT, financial, and business specialists to collaborate in novel ways. It's a recognition that the traditional methods of managing infrastructure are no longer applicable and are not only useless in the cloud.

Also Read | What is Data Encryption? Examples and Types

The FinOps Lifecycle:

The FinOps lifecycle can be seen as a continuing three-step process since FinOps adopts an iterative approach to managing cloud money.

Inform:

To support businesses' and teams' ability to make decisions in real-time, FinOps depends on clear insight into resources, budgeting, benchmarking, and other factors. The organization will be better equipped to control cloud expenditures the more informed they are about visibility and allocation.

Optimize:

The firm must now move to cut spending and correctly scale capacity without lowering cloud effectiveness after gathering the necessary data. Optimization is examining utilization and rates with a critical eye and making the required adjustments.

Operate:

Following the removal of excess, companies must evaluate effectiveness. They evaluate the speed, cost, and quality of cloud capacities and compare the outcomes to predetermined objectives. The company repeatedly starts the cycle to continue FinOps optimization as changes are made and tested.

It's crucial to keep in mind that this cycle depends on the team in addition to being self-repeating. Across several departments, an organization could be in several different stages at once.

Different Steps of FinOps Lifecycle

Where does FinOps originate from?

FinOps is a natural progression of technology management to take account of on-demand cloud resources, unlike many contemporary tech trends that are based on a single technological advancement or policy shift pioneered by a particular company or organization.

With the rise and spread of cloud computing in the new millennium, usage-based pricing models started to replace old, standard pricing for many businesses. This led to a crisis for CFOs even while it allowed firms to use technology more cost-effectively by only paying for the time and resources they used. Budgeting can be a fruitless endeavor because it is very hard to estimate tool usage with any degree of accuracy.

Organizations around the world started to establish the idea of financial operations to handle this issue, minimize escalating costs, and foster economic profitability (FinOps). Respected technology firms from all around the world helped create this transformation, which began as cloud cost management and eventually evolved into cloud cost optimization and cloud financial management.

Also Read | AI Applications in financial services

FinOps Vs. DevOps:

If you've worked in the IT sector for some time, you are aware that DevOps combines development and operations. It's a set of procedures and guidelines, along with technologies that have been developed to support them, that assist businesses in bringing software to market quickly and with minimal disruptions.

DevOps is all about automation, dismantling silos, collaboration, and "shifting left," which refers to actions done to identify and prevent potential software issues earlier in the development process.

FinOps is a culture and practice transformation, similar to DevOps, enabled by new kinds of tools. Breaking down silos and collaborating across teams are the first steps. The results, such as enhanced cooperation and communication, are comparable. The duties involved with FinOps are very different, though.

Software development is the main focus of DevOps, but cost management and optimization are the main topics of FinOps. Engineering and finance work together to make sure there is enough cost visibility to influence better business decisions across the board.

Some businesses, particularly the bigger ones, have a dedicated FinOps employee or possibly a whole team. In some organizations, these duties are handled by subsets of the engineering department, such as DevOps and infrastructure engineering, or by sections of the finance department, such as financial planning and analysis (FP&A), or a combination of both.

Also Read | An Introduction to DataOps: Factors, Principles & Advantages

How to Implement FinOps on the Cloud?

Putting together a heterogeneous team of finance experts and engineers who collaborate to identify essential and efficient strategies for cloud financial efficiency is the first step in creating a concrete FinOps plan.

The following are some strategies to incorporate into a successful FinOps roadmap:

Re-evaluating AWS regions
Where possible, combine network components.
Rightsizing instances.
Restoring underutilized resources.
Removal of inactive load balancers (e.g., zeroing in on specific goals and areas for improvement).
Utilizing commitment-based strategies.

Examining resource overprovisioning, a common approach to provide business continuity between platforms, improve performance and stability, and cushion against use surges.

Managers will find it simpler to accomplish business-related objectives without overspending on cloud functionality if these problems are addressed.

Framework and Principles for FinOps:

The FinOps methodology brings together leadership from the finance, IT, and DevOps sectors to control the overall cost of cloud deployments across the company. The company gives cross-functional teams the authority to control cloud costs while operating according to FinOps principles.

To enforce the best practices for cloud financial management, the FinOps initiative frequently involves setting up governance mechanisms with a team or council.

Four steps can be taken to develop a FinOps framework:

Analysis. Audit all cloud spending and gain insight into team-specific IT budgets and allocations.
Benchmarking. Measure cloud instance performance to identify over- and underprovisioning.
Optimization. To enhance cost/performance, rightsize instances, shift workloads, and tweak applications.
Negotiation. Consolidate your cloud service provider (CSP) purchases and match your organization's strategy with cloud service allocations.

To maintain efficiency, encourage innovation, and lower costs, these processes should be done periodically.

The five fundamental components of cloud FinOps:

The self-governing, cost-conscious culture that will be fostered by FinOps design principles will encourage both financial accountability and business agility in the cloud.

Accountability and facilitation:

To build governance and establish standards for controlling cloud spending, this pillar focuses on creating lean, centralized cross-functional teams that include representatives from engineering, architecture, finance, operations, and app owners.

Measurement and realization:

This pillar concentrates on creating a set of KPIs and business-value measures to assess the progress of the transformation. Customers frequently begin with a set of cost-optimization criteria before switching to metrics that focus on unit economics and business value, including cost per transaction or cost per customer, served.

Cost optimization:

This pillar focuses on identifying the important cost-optimization drivers and offers a consistent methodology to manage cloud consumption most cost-effectively. It is an iterative and continuous process.

Preparing and Predicting:

A deeper understanding of the cost drivers, spending allocation, and efficiency benchmarking are necessary for effective planning and forecasting in the cloud.

Tools and speedups:

Finally, putting all of this together, it's critical to use the right tools and accelerators to manage and track cloud spending. This comprises:

Utilizing Google Cloud cost-management resources to examine current billing and expense information
Creating a dashboard reporting system to control cloud spending and value tracking
Putting automation scripts in place to establish budget alerts and account guardrails.

Also Read | A Guide to Artificial Intelligence for IT Operations (AIOps)

What are the best practices that exist in FinOps for controlling cloud spending?

FinOps is a cultural shift that necessitates continual support and accountability across an entire organization, as was already said. Here are a few best practices that can be applied across levels, teams, and departments to assist assure the success of FinOps.

Find out where the money is going:

Determine which teams, applications, and divisions are utilizing which resources. Having visibility into existing spending will give you a clear place to start when trying to cut costs without sacrificing performance.

Spend less money than necessary:

Cut costs as they are shown to be unneeded. Businesses involved in FinOps must be able to operate efficiently, with no room for unnecessary cloud costs.

Utilize reserved situations:

Consider buying the reserved instances when they become available so you may utilize them later. Comparing reserved instances to on-demand options, reserved instances are frequently more affordable and can help cut expenditures.

Make use of autoscaling:

Utilize autoscaling options to automatically alter computing resources to match current services when workloads are uncertain.

Avoid becoming dependent only on one vendor:

Businesses increase their flexibility and enable a wider range of cloud solutions by collaborating with numerous vendors.

Look for and benefit from discounts:

While working with a variety of providers might be beneficial, some offer bulk discounts, which could result in considerable savings on cloud services.

Challenges and Solutions in FinOps:

Most corporate finance managers are happy with the transition to cloud operations, which are becoming crucial to the information technology and DevOps environments. In a cloud migration, operational costs related to CSP contracts replace the fixed costs of a capital equipment infrastructure.

However, cloud operations costs can be extremely unpredictable and easily spiral out of hand. For instance, without higher-level monitoring or coordination, individuals or groups from across the corporation may buy cloud services or instances independently of one another.

This discrepancy may result in underprovisioning for some workloads while overprovisioning for others. Whereas a more coordinated effort would have resulted in a rightsized solution at a lower cost, either of those results can result in significant cost overruns.

The improper management of cloud resources may be exacerbated by organizational silos and geographic dispersion, particularly in multinational corporations and conglomerates.

Hardware purchases are strictly regulated in a more conventional on-premises computer arrangement. Only top managers are typically permitted to approve such capital expenditures in organizations. On the other hand, cloud services can be bought in modest, reasonably priced increments. Thus, CSP contracts may be signed by first-level managers or individual contributors.

It is advantageous when the democratization of computing resources makes cloud migrations flexible and agile. However, a lack of control and coordination can result in wasteful spending and pointless work. Cost overruns, particularly in large businesses, can be very considerable.

A multidisciplinary team will oversee the establishment of governance policies using a FinOps framework. Performance and cost will be adequately balanced across all of the organization's cloud engagements through a successful FinOps exercise.

Also Read | The Psychology of Financial Investments

Conclusion:

Using the cloud differs from building a bridge or a skyscraper in that it doesn't add value to spending more money on it. Instead, the goal is to extract as much juice from the cloud as possible.

The cloud should, at its finest, make businesses' burdens lighter rather than adding to them. However, the digital cloud is erratic and constantly changing, just like the clouds in the sky. The cloud's dynamic nature can swiftly result in unforeseen costs and rain down waste on any company if the prediction is not correctly understood.

On the plus side, dependable financial and resource savings are offered by the best cloud solutions for businesses. Businesses can save a lot of money in the cloud by combining these solutions with a complete and comprehensive FinOps plan, allowing them to keep their most precious assets: committed and skilled people.

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FinOps: The Cloud Financial Management Practice

What Is FinOps?

The FinOps Lifecycle:

Inform:

Optimize:

Operate:

Where does FinOps originate from?

FinOps Vs. DevOps:

How to Implement FinOps on the Cloud?

Framework and Principles for FinOps:

The five fundamental components of cloud FinOps:

Accountability and facilitation:

Measurement and realization:

Cost optimization:

Preparing and Predicting:

Tools and speedups:

What are the best practices that exist in FinOps for controlling cloud spending?

Find out where the money is going:

Spend less money than necessary:

Utilize reserved situations:

Make use of autoscaling:

Avoid becoming dependent only on one vendor:

Look for and benefit from discounts:

Challenges and Solutions in FinOps:

Conclusion:

Share Blog :

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