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FinOps in Action: What It Is How to Practice It...

FinOps in Action: What It Is How to Practice It and the Power of Community

2025年6月15日に開催されたJapan Community Day at KubeCon + CloudNativeCon Japan 2025でのFinOpsに関する発表資料
https://community.cncf.io/events/details/cncf-cloud-native-community-japan-presents-japan-community-day-at-kubecon-cloudnativecon-japan-2025/

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Akiho Miyamura

June 15, 2025
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  1. ©2025 FinOps Foundation Japan Chapter FinOps in Action: What It

    Is, How to Practice It, and the Power of Community Akiho Miyamura FinOps Foundation Japan Chapter Japan Community Day at KubeCon+CloudNativeCon 15/6/2025
  2. 2 ©2025 FinOps Foundation Japan Chapter Akiho Miyamura FinOps Foundation

    Japan Chapter Organizer Presentations at CNCF event in 2024: ⁃ KubeDay Japan 2024 Towards a World Without Dependency Consideration: All Resources Be Deleted Simply ⁃ CNCF Cloud Native Sustainability Week 2024 – Local Meetup Tokyo! (LT) Measuring the Power Consumption and Carbon Emissions of Your Local LLM on Kubernetes Who I am
  3. 3 ©2025 FinOps Foundation Japan Chapter Why is the FinOps

    Foundation Japan Chapter(F2JC) presenting? The FinOps Foundation (F2) is a project of the The Linux Foundation (alongside organizations like Cloud Native Computing Foundation) dedicated to advancing people who practice the discipline of cloud financial management through best practices, education, and standards. Source: About the FinOps Foundation by FinOps Foundation The FinOps Foundation Japan Chapter (F2JC) is promoting the adoption of FinOps in Japan through localization of various FinOps Foundation content and the organization of local meetups, while also providing a space for Japanese engineers involved in FinOps to learn and grow together. More details on F2 and F2JC will follow…
  4. 5 ©2025 FinOps Foundation Japan Chapter The Era of Cloud+

    Additional areas of technology spend does the FinOps team manage today and planning to in the next 12-months Source: The State of FinOps by FinOps Foundation Modern system is the cloud+ environment that includes Cloud, SaaS, and AI etc. • Every year, the number of service to be managed increases • Beyond Cloud like SaaS and AI are expanding fast across organizations • Workloads run on many platforms, but real costs and owners are hard to track • Technology is advancing, but cost visibility and accountability are falling behind Those managing AI spend significantly increase from previous year Source: The State of FinOps by FinOps Foundation
  5. 6 ©2025 FinOps Foundation Japan Chapter Problems in the era

    of cloud+ Complexity of Cost Construction cause some problems such as below 1. Lack of visibility into business value It's unclear how cloud and technologies investments relate to business outcomes. ROI can't be evaluated effectively. 2. Delayed decision-making Teams rely on monthly reports and can't make timely, real-time decisions. 3. Unclear accountability It's difficult to identify who owns the cost or is responsible for spending across teams. 4. Siloed departments Engineering, Finance, and Business operate with different languages and metrics.
  6. 7 ©2025 FinOps Foundation Japan Chapter What FinOps Is FinOps

    is an operational framework and cultural practice which maximizes the business value of cloud and technology, enables timely data-driven decision making, and creates financial accountability through collaboration between engineering, finance, and business teams Source: FinOps Foundation - What is FinOps? by FinOps Foundation FinOps = Finance × DevOps Key Concepts of FinOps ・Everyone takes ownership of their cloud usage supported by a central best-practices group. ・Cross-functional teams in Engineering, Finance, Product, etc work together to enable faster product delivery, while at the same time gaining more financial control and predictability
  7. 8 ©2025 FinOps Foundation Japan Chapter Why FinOps need? FinOps

    is an operational framework and cultural practice which maximizes the business value of cloud and technology, enables timely data-driven decision making, and creates financial accountability through collaboration between engineering, finance, and business teams Source: FinOps Foundation - What is FinOps? by FinOps Foundation FinOps solves the problems in the era of cloud+ # Problem 1 Lack of visibility into business value 2 Delayed decision-making 3 Unclear accountability 4 Siloed departments
  8. 10 ©2025 FinOps Foundation Japan Chapter FinOps Framework The FinOps

    Framework provides the operational model for FinOps practices that follows best practices for cloud and technology cost management. ①Scopes ②Principles ③Personas ④Phases ⑤Maturity ⑥Domains ⑦Capabilities ⑧Assset Library Contents ① ② ③ ④ ⑥⑦ Source: FinOps Framework by FinOps Foundation
  9. 12 ©2025 FinOps Foundation Japan Chapter Principles – 6 Principles

    FinOps Principles act as a north star, guiding the activities of our FinOps practice Source: FinOps Principles by FinOps Foundation
  10. 13 ©2025 FinOps Foundation Japan Chapter Principles – 6 Principles

    FinOps Principles act as a north star, guiding the activities of our FinOps practice Teams need to collaborate Finance, technology, product, and business teams work together to continuously improve for efficiency, innovation and delivery speed Source: FinOps Principles by FinOps Foundation
  11. 14 ©2025 FinOps Foundation Japan Chapter Principles – 6 Principles

    FinOps Principles act as a north star, guiding the activities of our FinOps practice Teams need to collaborate Finance, technology, product, and business teams work together to continuously improve for efficiency, innovation and delivery speed Business value drives technology decisions ・Unit economic※ and value- based metrics demonstrate business impact better than aggregate spend. ・Make conscious trade-off decisions among cost, quality, and speed (※)Unit economic: (e.g.) Cost per Active User, Cost per Reservation Source: FinOps Principles by FinOps Foundation
  12. 15 ©2025 FinOps Foundation Japan Chapter Principles – 6 Principles

    FinOps Principles act as a north star, guiding the activities of our FinOps practice Teams need to collaborate Finance, technology, product, and business teams work together to continuously improve for efficiency, innovation and delivery speed Business value drives technology decisions ・Unit economic※ and value- based metrics demonstrate business impact better than aggregate spend. ・Make conscious trade-off decisions among cost, quality, and speed Everyone takes ownership for their technology usage ・Individual feature and product teams are empowered to manage their own usage of cloud and intersecting technologies against their budget ・Decentralize the decision making around cost-effective architecture, resource usage, and optimization Source: FinOps Principles by FinOps Foundation (※)Unit economic: (e.g.) Cost per Active User, Cost per Reservation
  13. 16 ©2025 FinOps Foundation Japan Chapter Principles – 6 Principles

    FinOps Principles act as a north star, guiding the activities of our FinOps practice Teams need to collaborate Finance, technology, product, and business teams work together to continuously improve for efficiency, innovation and delivery speed Business value drives technology decisions ・Unit economic※ and value- based metrics demonstrate business impact better than aggregate spend. ・Make conscious trade-off decisions among cost, quality, and speed Everyone takes ownership for their technology usage ・Individual feature and product teams are empowered to manage their own usage of cloud and intersecting technologies against their budget ・Decentralize the decision making around cost-effective architecture, resource usage, and optimization FinOps data should be accessible, timely, and accurate ・Process and share cost data as soon as it becomes available. ・Real-time visibility autonomously drives better cloud and technology utilization. ・Fast feedback loops result in more efficient behavior. Source: FinOps Principles by FinOps Foundation (※)Unit economic: (e.g.) Cost per Active User, Cost per Reservation
  14. 17 ©2025 FinOps Foundation Japan Chapter Principles – 6 Principles

    FinOps Principles act as a north star, guiding the activities of our FinOps practice Teams need to collaborate Finance, technology, product, and business teams work together to continuously improve for efficiency, innovation and delivery speed Business value drives technology decisions ・Unit economic※ and value- based metrics demonstrate business impact better than aggregate spend. ・Make conscious trade-off decisions among cost, quality, and speed Everyone takes ownership for their technology usage ・Individual feature and product teams are empowered to manage their own usage of cloud and intersecting technologies against their budget ・Decentralize the decision making around cost-effective architecture, resource usage, and optimization FinOps data should be accessible, timely, and accurate ・Process and share cost data as soon as it becomes available. ・Real-time visibility autonomously drives better cloud and technology utilization. ・Fast feedback loops result in more efficient behavior. FinOps should be enabled centrally ・The central team encourages, evangelizes, and enables best practices in a shared accountability model ・Rate, commitment, and discount optimization are centralized to take advantage of economies of scale. Source: FinOps Principles by FinOps Foundation (※)Unit economic: (e.g.) Cost per Active User, Cost per Reservation
  15. 18 ©2025 FinOps Foundation Japan Chapter Principles – 6 Principles

    FinOps Principles act as a north star, guiding the activities of our FinOps practice Teams need to collaborate Finance, technology, product, and business teams work together to continuously improve for efficiency, innovation and delivery speed Business value drives technology decisions ・Unit economic※ and value- based metrics demonstrate business impact better than aggregate spend. ・Make conscious trade-off decisions among cost, quality, and speed Everyone takes ownership for their technology usage ・Individual feature and product teams are empowered to manage their own usage of cloud and intersecting technologies against their budget ・Decentralize the decision making around cost-effective architecture, resource usage, and optimization FinOps data should be accessible, timely, and accurate ・Process and share cost data as soon as it becomes available. ・Real-time visibility autonomously drives better cloud and technology utilization. ・Fast feedback loops result in more efficient behavior. FinOps should be enabled centrally ・The central team encourages, evangelizes, and enables best practices in a shared accountability model ・Rate, commitment, and discount optimization are centralized to take advantage of economies of scale. Take advantage of the variable cost model of the cloud ・Embrace just-in-time prediction, planning, and purchasing of capacity. ・Agile iterative planning is preferred over static long-term plans. Source: FinOps Principles by FinOps Foundation (※)Unit economic: (e.g.) Cost per Active User, Cost per Reservation
  16. 19 ©2025 FinOps Foundation Japan Chapter Unit economics Unit metrics

    can generally be sorted into two broad categories: 1.Resource Efficiency Unit Metrics (e.g. cost per GB stored, cost per GB transferred, cost per virtual CPU) 2.Business Unit Metrics (e.g. cost per flight available seat mile, cost per tenant, cost per transaction) Unit economics measures the incremental revenue vs. incremental cost of a single “unit” of your product or service, revealing whether scaling each unit adds or erodes profit ・Unit Costs metrics: the incremental cost of the cloud services required to deliver the next unit of production ・Unit Revenues metrics : the incremental revenue the next unit that cloud based production generates ・Gross Unit Profit: Unit Revenues – Unit Costs Online Hotel Booking company Rideshare company Video Conferencing Company Product: Booking platform Product: Ridesharing app Product: Video Conferencing SaaS Metric: Cost per reservation Metric: Cost per ride Metric: Cost per active user Benefit: Understand the impact of seasonality on infrastructure consumption Benefit: Determine cost-effective scaling strategies connected to passenger demand Benefit: Track who their most expensive customers are Example Use Cases Source: Cloud Unit Economics Pitch Presentation - FINAL COPY - Google スライド, Capability: Unit Economics by FinOps Foundation
  17. 21 ©2025 FinOps Foundation Japan Chapter Core Personas Core Personas

    Core Personas are always involved in the practice of FinOps Source: FinOps Personas by FinOps Foundation
  18. 22 ©2025 FinOps Foundation Japan Chapter Core Personas - Engineering

    Core Personas Core Personas are always involved in the practice of FinOps Engineering ・Roles: Cloud Architects, Engineering leads, SREs, DevOps team members, Software Engineers, Engineering Managers, or Platform Engineering etc. Source: FinOps Personas by FinOps Foundation
  19. 23 ©2025 FinOps Foundation Japan Chapter Core Personas - Leadership

    Core Personas Leadership ・Roles: CPO, CTO, CIO, CFO and Head of CCOE etc. Core Personas are always involved in the practice of FinOps Engineering ・Roles: Cloud Architects, Engineering leads, SREs, DevOps team members, Software Engineers, Engineering Managers, or Platform Engineering etc. Source: FinOps Personas by FinOps Foundation
  20. 24 ©2025 FinOps Foundation Japan Chapter Core Personas - Finance

    Core Personas Leadership ・Roles: CPO, CTO, CIO, CFO and Head of CCOE etc. Core Personas are always involved in the practice of FinOps Finance ・ Roles: Corporate Finance, Financial Analysts, Budget Analysts, Financial Business Managers and Accounting Engineering ・Roles: Cloud Architects, Engineering leads, SREs, DevOps team members, Software Engineers, Engineering Managers, or Platform Engineering etc. Source: FinOps Personas by FinOps Foundation
  21. 25 ©2025 FinOps Foundation Japan Chapter Core Personas - Product

    Core Personas Leadership ・Roles: CPO, CTO, CIO, CFO and Head of CCOE etc. Core Personas are always involved in the practice of FinOps Finance ・ Roles: Corporate Finance, Financial Analysts, Budget Analysts, Financial Business Managers and Accounting Engineering ・Roles: Cloud Architects, Engineering leads, SREs, DevOps team members, Software Engineers, Engineering Managers, or Platform Engineering etc. Product ・Roles: Business Operations, Product Managers, Program Managers, Systems Analyst, or Product Owner Source: FinOps Personas by FinOps Foundation
  22. 26 ©2025 FinOps Foundation Japan Chapter Core Personas – FinOps

    Practioner Core Personas Leadership ・Roles: CPO, CTO, CIO, CFO and Head of CCOE etc. Core Personas are always involved in the practice of FinOps Finance ・ Roles: Corporate Finance, Financial Analysts, Budget Analysts, Financial Business Managers and Accounting Engineering ・Roles: Cloud Architects, Engineering leads, SREs, DevOps team members, Software Engineers, Engineering Managers, or Platform Engineering etc. Product ・Roles: Business Operations, Product Managers, Program Managers, Systems Analyst, or Product Owner FinOps Practitioner ・Roles: FinOps Team Lead, FinOps Analyst, FinOps Practitioner, Cloud Business Office, or CCOE etc. Source: FinOps Personas by FinOps Foundation
  23. 27 ©2025 FinOps Foundation Japan Chapter Core Personas - Procurement

    Core Personas Leadership ・Roles: CPO, CTO, CIO, CFO and Head of CCOE etc. Core Personas are always involved in the practice of FinOps Finance ・ Roles: Corporate Finance, Financial Analysts, Budget Analysts, Financial Business Managers and Accounting Engineering ・Roles: Cloud Architects, Engineering leads, SREs, DevOps team members, Software Engineers, Engineering Managers, or Platform Engineering etc. Product ・Roles: Business Operations, Product Managers, Program Managers, Systems Analyst, or Product Owner FinOps Practitioner ・Roles: FinOps Team Lead, FinOps Analyst, FinOps Practitioner, Cloud Business Office, or CCOE etc. Procurement ・Sourcing and vendor management Source: FinOps Personas by FinOps Foundation
  24. 28 ©2025 FinOps Foundation Japan Chapter Core Personas Core Personas

    Leadership ・Roles: CPO, CTO, CIO, CFO and Head of CCOE etc. Core Personas are always involved in the practice of FinOps Finance ・ Roles: Corporate Finance, Financial Analysts, Budget Analysts, Financial Business Managers and Accounting Engineering ・Roles: Cloud Architects, Engineering leads, SREs, DevOps team members, Software Engineers, Engineering Managers, or Platform Engineering etc. Product ・Roles: Business Operations, Product Managers, Program Managers, Systems Analyst, or Product Owner FinOps Practitioner ・Roles: FinOps Team Lead, FinOps Analyst, FinOps Practitioner, Cloud Business Office, or CCOE etc. Procurement ・Sourcing and vendor management Source: FinOps Personas by FinOps Foundation
  25. 29 ©2025 FinOps Foundation Japan Chapter Engineering Persona in FinOps

    Source: finops.org/framework/persona/engineering/ by FinOps Foundation Persona Challenges Objectives Key Metrics Benefits - Treats cloud cost and usage as key performance metrics - Designs systems with efficiency and resource optimization - Owns responsibility for selecting resource location, rightsizing, and workload management - Removes unused resources and monitors for spending anomalies - Unsatisfied engineers as their workload keeps rising. - Long delivery cycles - Cannot predict the impact on the budget - Difficult to identify service or application ownership - Cannot predict the costs closely enough for developing new features and products. - Drive accountability to engineering teams that are responsible for the application/services - Provide guidance to engineering teams to have a cost-effective application/service by identifying anomalies and best practices. - Work together with engineering teams to identify rate reductions and possible cost avoidance - Cost allocation - Revenue by infrastructure costs - Cost per deployed service & service utilization rates - Showback & Chargeback of IT costs to the business - Increased visibility to cloud cost - Connection to cloud cost and unit economics - More accountability for utilization - Incentive towards solid architecture principles to factor efficiency
  26. 30 ©2025 FinOps Foundation Japan Chapter Allied Personas Allied Personas

    support a FinOps practice ITAM IT Asset Management collaborates with FinOps Practitioners to achieve efficiency, transparency, and value in managing IT assets that impact cloud use - Asset Discovery and Inventory - Asset Auditing and Compliance - License Management - Cost Analysis and Optimization ITFM IT Financial Management is responsible for collaborating with FinOps Practitioners to provide transparency into IT spending, enable informed decision-making - Budgeting - Cost Accounting & Optimization Sustainability Sustainability collaborates with FinOps Practitioners to ensure cloud use optimizes for environmental impact - Optimization for Sustainable Initiatives - Waste Reduction Security IT Security collaborates with FinOps Practitioners to leverage their FinOps expertise and insights to optimize cloud security spending - Monitoring and Anomaly Response - Anomaly Investigation and Analysis ITSM / ITIL IT Service Management is responsible for collaborating with FinOps Practitioners to standardize and streamline IT service operations, improve service quality and reliability Allied Personas Source: FinOps Personas by FinOps Foundation
  27. 32 ©2025 FinOps Foundation Japan Chapter Phases FinOps continuously develop

    strategies and refine workflows to cycle three phases: Inform, Optimize and Operate. Source: FinOps Phases by FinOps Foundation
  28. 33 ©2025 FinOps Foundation Japan Chapter Phases - Inform FinOps

    continuously develop strategies and refine workflows to cycle three phases: Inform, Optimize and Operate. Inform Visibility & Allocation Identifying data sources for Cloud cost, usage and efficiency data. ・Allocation ・Account strategy ・Tagging & Labeling ・Analysis and Reporting ・Budgeting ・Forecasting trends ・Building KPIs etc. Source: FinOps Phases by FinOps Foundation
  29. 34 ©2025 FinOps Foundation Japan Chapter Phases - Optimize FinOps

    continuously develop strategies and refine workflows to cycle three phases: Inform, Optimize and Operate. Inform Visibility & Allocation Identifying data sources for Cloud cost, usage and efficiency data. ・Allocation ・Account strategy ・Tagging & Labeling ・Analysis and Reporting ・Budgeting ・Forecasting trends ・Building KPIs etc. Optimize Rates & Usage Identifying opportunities to improve cloud efficiency using the data and capabilities developed in the Inform Phase. ・Rightsizing underutilized cloud resources ・Taking advantage of modern architectures ・Elimination of unused resources ・Using discount pricing models such as Reserved Instances (RIs), Savings Plans (SPs) and Committed Use Discounts (CUDs) etc. Source: FinOps Phases by FinOps Foundation
  30. 35 ©2025 FinOps Foundation Japan Chapter Phases - Operate FinOps

    continuously develop strategies and refine workflows to cycle three phases: Inform, Optimize and Operate. Inform Visibility & Allocation Identifying data sources for Cloud cost, usage and efficiency data. ・Allocation ・Account strategy ・Tagging & Labeling ・Analysis and Reporting ・Budgeting ・Forecasting trends ・Building KPIs etc. Optimize Rates & Usage Identifying opportunities to improve cloud efficiency using the data and capabilities developed in the Inform Phase. ・Rightsizing underutilized cloud resources ・Taking advantage of modern architectures ・Elimination of unused resources ・Using discount pricing models such as Reserved Instances (RIs), Savings Plans (SPs) and Committed Use Discounts (CUDs) etc. Operate Continuous Improvement & Usage Implementing organizational changes to operationalize FinOps using the data and capabilities developed in the Inform and Optimize phase. ・Establishing cloud governance policies, compliance monitoring ・Development of training programs, team guidelines, and automation policies ・Rightsizing (or stopping) instances and services ・Organizing tagging and set storage lifecycles based on policy etc. Source: FinOps Phases by FinOps Foundation
  31. 36 ©2025 FinOps Foundation Japan Chapter ▪Cost Management ・Gaps and

    Challenges - Multiple cost-related challenges in cloud native environments. - The consumption-based model across multiple platforms creates complex billing scenarios that are difficult to track and optimize. - Right-sizing containers in Kubernetes deployments is a common difficulty, alongside the challenges of predicting costs across cloud providers. - Organizations find it difficult to manage spending spikes during auto-scaling events and accurately attribute costs in shared infrastructure environments. - These cost management difficulties increase as organizations scale their cloud native infrastructure. ・Existing Resources Current CNCF cost management projects include OpenCost and Cloud Custodian Cost Management at CNCF Ecosystem Gaps Source: CNCF_2024_Ecosystem-Gaps-Survey-Report-jp.pdf, CNCF_2024_Ecosystem-Gaps-Survey-Report_v2.pdf
  32. 37 ©2025 FinOps Foundation Japan Chapter OpenCost is available for

    use in the Inform phase OpenCost give teams visibility into current and historical Kubernetes and cloud spend and resource allocation in real time. Source: OpenCost / Overview | Grafana Labs, Streamlining Kubernetes Cost Management with the New OpenCost Plugin for Headlamp | Headlamp Key Features •Real-time cost allocation by Kubernetes cluster, node, namespace, controller kind, controller, service, or pod •Multi-cloud cost monitoring with dynamic pricing via AWS, Azure, GCP OCI billing APIs •Allocation for in-cluster k8s resources like CPU, GPU, memory, persistent volumes •Support for external costs like OpenAI through OpenCost Plugins •Easily export pricing data to Prometheus with /metrics endpoint Grafana dashboard OpenCost UI Headlamp UI
  33. 38 ©2025 FinOps Foundation Japan Chapter OpenCost is available for

    use in the Inform phase Multi-Cloud Cost Monitoring Source: OpenCost Expands Its Horizon: Introducing Multi-Cloud Cost Monitoring! | OpenCost — open source cost monitoring for cloud native environments, Blog | OpenCost — open source cost monitoring for cloud native environments, FOCUS - FinOps Open Cost & Usage Specification by FinOps Foundation OpenCost support the FinOps Open Cost and Usage Specification (FOCUS) OpenCost enables consistent, real-time cost visibility across multi-cloud and hybrid environments by supporting FOCUS, making it easier to compare, analyze, and manage cloud spending at scale External Service Cost Monitoring through Plugin In addition to Kubernetes, OpenCost can also visualize costs from Public Clouds, SaaS like Datadog and API usage fees from platforms like OpenAI, broken down by model unit such as 4o and 4o-mini
  34. 39 ©2025 FinOps Foundation Japan Chapter Cloud Custodian is available

    for use in Optimize & Operate phase Cloud Custodian Use cases - Enforce cost allocation tags - Enforce off hours - Identifying unused resources - Identifying underutilized resources - CNCF Incubating project - Stateless rules for defining and enforcing policies (YAML-based) - Supports AWS, Azure, GCP, OCI, Tencent, k8s Example of AWS Policies Sample Policy Require Labels on Resources on Creation or Update Source: Cloud Custodian Documentation — Cloud Custodian documentation, Require Labels on Resources on Creation or Update — Cloud Custodian documentation
  35. 40 ©2025 FinOps Foundation Japan Chapter Maturity A “Crawl, Walk,

    Run” approach to performing FinOps enables organizations to start small, and grow in scale, scope, and complexity as business value warrants maturing a functional activity. The practice of FinOps is inherently iterative and maturity of any given process, functional activity, Capability or Domain will improve with repetition Source: FinOps Maturity Model by FinOps Foundation
  36. 41 ©2025 FinOps Foundation Japan Chapter Maturity - Crawl A

    “Crawl, Walk, Run” approach to performing FinOps enables organizations to start small, and grow in scale, scope, and complexity as business value warrants maturing a functional activity. The practice of FinOps is inherently iterative and maturity of any given process, functional activity, Capability or Domain will improve with repetition Crawl Maturity Level Characteristics •Very little reporting and tooling •Measurements only provide insight into the benefits of maturing the capability •Basic KPIs set for the measurement of success •Basic processes and policies are defined around the capability etc. Source: FinOps Maturity Model by FinOps Foundation
  37. 42 ©2025 FinOps Foundation Japan Chapter Maturity Level Characteristics •Capability

    is understood and followed within the organization •Difficult edge cases are identified but decision to not address them is adopted •Automation and/or processes cover most of the Capability requirements •Medium to high goals/KPIs set on the measurement of success Maturity - Walk A “Crawl, Walk, Run” approach to performing FinOps enables organizations to start small, and grow in scale, scope, and complexity as business value warrants maturing a functional activity. The practice of FinOps is inherently iterative and maturity of any given process, functional activity, Capability or Domain will improve with repetition Crawl Maturity Level Characteristics •Very little reporting and tooling •Measurements only provide insight into the benefits of maturing the capability •Basic KPIs set for the measurement of success •Basic processes and policies are defined around the capability etc. Walk Source: FinOps Maturity Model by FinOps Foundation
  38. 43 ©2025 FinOps Foundation Japan Chapter Maturity Level Characteristics •Capability

    is understood and followed within the organization •Difficult edge cases are identified but decision to not address them is adopted •Automation and/or processes cover most of the Capability requirements •Medium to high goals/KPIs set on the measurement of success Maturity - Run A “Crawl, Walk, Run” approach to performing FinOps enables organizations to start small, and grow in scale, scope, and complexity as business value warrants maturing a functional activity. The practice of FinOps is inherently iterative and maturity of any given process, functional activity, Capability or Domain will improve with repetition Crawl Maturity Level Characteristics •Very little reporting and tooling •Measurements only provide insight into the benefits of maturing the capability •Basic KPIs set for the measurement of success •Basic processes and policies are defined around the capability etc. Walk Run Maturity Level Characteristics •Capability is understood and followed by all teams within the organization •Difficult edge cases are being addressed •Very high goals/KPIs set on the measurement of success •Automation is the preferred approach Source: FinOps Maturity Model by FinOps Foundation
  39. 44 ©2025 FinOps Foundation Japan Chapter Maturity Assessment items of

    “Allocation” capability Source: FinOps Framework: “Allocation” by FinOps Foundation
  40. 46 ©2025 FinOps Foundation Japan Chapter Domain & Capabilities Domains

    are outcomes of a FinOps practice & Capabilities describe how to achieve them Source: FinOps Domains by FinOps Foundation, FinOps Capabilities by FinOps Foundation
  41. 47 ©2025 FinOps Foundation Japan Chapter Data Ingestion Collect, transfer,

    store, and normalize data from various sources Allocation Share cloud costs using accounts, tags, labels, and other metadata Reporting & Analytics Gain insights into usage patterns and support informed decision-making Anomaly Management Detect, alert unexpected cost and usage irregularities in a timely manner between parts of the organization Unit Economics Track metrics that demonstrate how an organization’s use of the cloud and its management practices impact the value of its products Planning & Estimating Estimation and exploration of potential cost and value Forecasting Creating a model of the anticipated future cost and value Budgeting setting limits, monitoring, and managing cloud spending benchmarking Using efficiency metrics to evaluate cloud optimization and value between parts of the organization Unit Economics Track metrics that demonstrate how an organization’s use of the cloud and its management practices impact the value of its products Domain & Capabilities Understand Usage & Cost Quantify Business Value Data Ingestion Collect, transfer, store, and normalize data from various sources Allocation Share cloud costs using accounts, tags, labels, and other metadata Reporting & Analytics Gain insights into usage patterns and support informed decision-making Anomaly Management Detect, alert unexpected cost and usage irregularities in a timely manner between parts of the organization Unit Economics Track metrics that demonstrate how an organization’s use of the cloud and its management practices impact the value of its products Planning & Estimating Estimation and exploration of potential cost and value Forecasting Creating a model of the anticipated future cost and value Budgeting setting limits, monitoring, and managing cloud spending benchmarking Using efficiency metrics to evaluate cloud optimization and value between parts of the organization Unit Economics Track metrics that demonstrate how an organization’s use of the cloud and its management practices impact the value of its products Domains are outcomes of a FinOps practice & Capabilities describe how to achieve them Source: FinOps Domains by FinOps Foundation, FinOps Capabilities by FinOps Foundation
  42. 48 ©2025 FinOps Foundation Japan Chapter ・FinOps Education & Enablement

    Training, skill development, and practical activities that enable teams throughout the organization to adopt and deliver the FinOps practice ・Invoicing & Chargeback Developing specific reporting, cloud invoice reconciliation workflows and chargeback models, in direct collaboration with Finance Personas ・Onboarding Workloads Migration of systems into, or between, cloud environments in a way that provides transparency to cost, usage, and impact ・Intersecting Disciplines Coordinating activities with Allied Personas which manage responsibilities broader than just cloud ・FinOps Education & Enablement Training, skill development, and practical activities that enable teams throughout the organization to adopt and deliver the FinOps practice ・Invoicing & Chargeback Developing specific reporting, cloud invoice reconciliation workflows and chargeback models, in direct collaboration with Finance Personas ・Onboarding Workloads Migration of systems into, or between, cloud environments in a way that provides transparency to cost, usage, and impact ・Intersecting Disciplines Coordinating activities with Allied Personas which manage responsibilities broader than just cloud ・Rate Optimization Driving cloud rate efficiency through a combination of negotiated discounts, commitment discounts (RIs, SPs) ・Cloud Sustainability Incorporating sustainability criteria and metrics into cloud optimization ・Rate Optimization Driving cloud rate efficiency through a combination of negotiated discounts, commitment discounts (RIs, SPs) ・Cloud Sustainability Incorporating sustainability criteria and metrics into cloud optimization ・Rate Optimization Driving cloud rate efficiency through a combination of negotiated discounts, commitment discounts (RIs, SPs) ・Cloud Sustainability Incorporating sustainability criteria and metrics into cloud optimization Domain & Capabilities Optimize Usage & Cost Manage the FinOps Practice Architecting for Cloud Designing solutions with cost-awareness and efficiency to maximize business value Licensing & SaaS Optimizing the impact of software licenses and SaaS investments Workload Optimization Optimize cloud resources to match specific usage patterns FinOps practice Operations Driving a culture of accountability by running an effective FinOps team Policy & Governance Establishing and evolving policies, controls and governance mechanisms to ensure that cloud use and intersecting FinOps Scopes FinOps Assessment Conducting an analysis of the maturity of a FinOps Practice for insights into strengths and areas for improvement FinOps Tools & Services Effectively integrate FinOps tools and services to empower the FinOps practice. FinOps Education & Enablement Training, skill development, and practical activities that enable teams throughout the organization to adopt and deliver the FinOps practice Invoicing & Chargeback Developing specific reporting, cloud invoice reconciliation workflows and chargeback models, in direct collaboration with Finance Personas Onboarding Workloads Migration of systems into, or between, cloud environments in a way that provides transparency to cost, usage, and impact Intersecting Disciplines Coordinating activities with Allied Personas which manage responsibilities broader than just cloud Rate Optimization Driving cloud rate efficiency through a combination of negotiated discounts, commitment discounts (RIs, SPs) Cloud Sustainability Incorporating sustainability criteria and metrics into cloud optimization Source: FinOps Domains by FinOps Foundation, FinOps Capabilities by FinOps Foundation
  43. 49 ©2025 FinOps Foundation Japan Chapter Scopes (Public Cloud, SaaS,

    Data Center, License, AI, Custom) Public Cloud SaaS Data Center Scope - is a segment of technology-related spending to which FinOps Practitioners apply FinOps concepts - determine which Personas, Domains, and Capabilities are Engaged - Scopes were added to FinOps Framework 2025 Source: FinOps Scopes by FinOps Foundation
  44. 50 ©2025 FinOps Foundation Japan Chapter Scopes (Public Cloud, SaaS,

    Data Center, License, AI, Custom) Scope - is a segment of technology-related spending to which FinOps Practitioners apply FinOps concepts - determine which Personas, Domains, and Capabilities are Engaged - Scopes were added to FinOps Framework 2025 Source: FinOps Scopes by FinOps Foundation, Framework 2025 reflects the addition of Scopes as a core element of the FinOps Framework. AI Licensing
  45. 51 ©2025 FinOps Foundation Japan Chapter Scopes (Public Cloud, SaaS,

    Data Center, License, AI, Custom) The State of FinOps 2025 revealed that Optimization was the top priority for Cloud, but Optimization was not in the top 5 priorities for SaaS, AI, Licensing, or Data Centers Source: FinOps Scopes by FinOps Foundation, State of FinOps by FinOps Foundation
  46. 52 ©2025 FinOps Foundation Japan Chapter FinOps Framework The FinOps

    Framework provides the operational model for FinOps practices that follows best practices for cloud and technology cost management. ①Scopes ②Principles ③Personas ④Phases ⑤Maturity ⑥Domains ⑦Capabilities ⑧Assset Library Contents Source: FinOps Framework by FinOps Foundation
  47. 54 ©2025 FinOps Foundation Japan Chapter What the FinOps Foundation

    Is The FinOps Foundation is a place for practitioners to advance your career through connections, best practices, education, and specifications. Source: The FinOps Foundation, FinOps X 2025 - The Home of FinOps, FinOps Framework Overview , FinOps Certification and Training, FOCUS - FinOps Open Cost & Usage Specification by FinOps Foundation The FinOps Open Cost and Usage Specification (FOCUS ) Training and Certification Community Event Framework and, State of FinOps, Community Call, Working Groups, Ambassadors, Technical Advisory Council
  48. 56 ©2025 FinOps Foundation Japan Chapter FinOps Training and Certification

    Source: FinOps Certification and Training by FinOps Foundation
  49. 57 ©2025 FinOps Foundation Japan Chapter The State of FinOps

    In 12 months: Governance and optimization top for future priorities but managing spend in addition to cloud increasing Workload Optimization and Waste Reduction; the clear current top priority for FinOps Practitioners Source: State of FinOps by FinOps Foundation
  50. 58 ©2025 FinOps Foundation Japan Chapter What FinOps Foundation Japan

    Chapter Is Source: FinOps Foundation Japan Chapter The FinOps Foundation Japan Chapter is a community that promotes FinOps in Japan by supporting knowledge sharing and collaboration among practitioners, companies, and organizations across industries.
  51. 59 ©2025 FinOps Foundation Japan Chapter Main Activities Our main

    activities ・Meetup ・Translation ・Information sharing ・Mentorship ・Promotion of FinOps adoption Source: FinOps Foundation Japan Chapter
  52. 60 ©2025 FinOps Foundation Japan Chapter Our main activities •

    Meetup Provide a forum for sharing information, exchanging ideas, and networking on FinOps • Translation • Information sharing • Mentorship • Promotion of FinOps adoption Meetup Source: Japan FinOps Community Meetup
  53. 61 ©2025 FinOps Foundation Japan Chapter Our main activities •

    Meetup Provide a forum for sharing information, exchanging ideas, and networking on FinOps • Translation Make key FinOps Foundation resources accessible to Japanese practitioners. Translate training materials into Japanese: Support the development of FinOps professionals in Japan with localized training. • Information sharing • Mentorship • Promotion of FinOps adoption Translation Source: FinOpsフレームワーク | FinOps Foundation Japan Chapter, FinOps Certification and Training by FinOps Foundation
  54. 62 ©2025 FinOps Foundation Japan Chapter The Japanese version of

    Cloud FinOps クラウドFinOps 第2版 ―協調的でリアルタイムなクラウド価値の意思決定 著者:J.R. Storment、Mike Fuller 訳者:松沢 敏志、風間 勇志、新井 俊悟、 福田 遥、門畑 顕博、小原 誠 発行:2025年03月 頁数:488ページ 原書:Cloud FinOps, 2nd Edition Source: クラウドFinOps(第2版) 協調的でリアルタイムなクラウド価値の意思決定 | Ohmsha
  55. 63 ©2025 FinOps Foundation Japan Chapter FinOps X Day Tokyo

    2025 Date: 18, June 2025 From 9:00 am to 8:00 pm Location: Hilton Odaiba in Tokyo Source: FinOps X Day Tokyo
  56. 64 ©2025 FinOps Foundation Japan Chapter Summary Community The FinOps

    Foundation and The FinOps Foundation Japan Chapter host global events, local meetups •Provides training, certifications, real-world use cases, and open specifications •Get involved—we invite you to join and grow with us! What FinOps is Modern systems are no longer just "cloud." Today’s IT is Cloud+, combining Cloud, SaaS, AI, and more. •Workloads run across many platforms, but true cost and ownership are unclear •Technology advances, but cost visibility and accountability are falling behind →FinOps is the key to bringing back visibility, efficiency, and shared responsibility across the organization. How to practice FinOps The FinOps Framework provides a structured way to manage cloud financial operations. Core Elements: Scope FinOps applies to public cloud, private cloud, SaaS, AI workloads, on-prem, and hybrid environments — not just traditional cloud infrastructure. •3 Phases: - Inform – Understand usage and cost - Optimize – Improve efficiency and reduce waste - Operate – Drive accountability and governance •6 Domains (e.g., Understand Usage & Cost, Quantify Business Value, Optimize Usage & Cost...) Each domain contains actionable Capabilities like allocation, budgeting, anomaly management, rightsizing, etc. •Personas: Encourages collaboration across Core personas and Allied Personas •A “Crawl → Walk → Run” approach to gradually scale capabilities and automation
  57. 65 ©2025 FinOps Foundation Japan Chapter Trademarks ・Amazon Web Services,

    AWS, the Powered by AWS logo are trademarks of Amazon.com, Inc. or its affiliates. ・Microsoft, Microsoft Azure are trademarks of the Microsoft group of companies. ・Google, Google Cloud are trademarks of Google LLC. ・Oracle, Oracle Cloud Infrastructure are registered trademarks of Oracle or its affiliates. ・Other company, product, or service names may be trademarks or service marks of others.
  58. 66 ©2025 FinOps Foundation Japan Chapter Appendix: Well-Architected Framework -

    Cost Optimization Pillar AWS Microsoft Azure Google Cloud Oracle Cloud Infrastructure Source: Cost Optimization Pillar - AWS Well-Architected Framework - Cost Optimization Pillar, Cost optimization quick links - Microsoft Azure Well-Architected Framework | Microsoft Learn, Well-Architected Framework: Cost optimization pillar | Cloud Architecture Center | Google Cloud, About Performance Efficiency and Cost Optimization Practices
  59. 67 ©2025 FinOps Foundation Japan Chapter Appendix: FinOps for AI

    - Layered Cost-Optimization Example Optimization Lever Example Actions FinOps Capability / Phase Model Selection Resize to smaller/OSS models, routing Rate & Usage Optimization / Optimize Prompt Tuning & RAG Token reduction, batch vs. streaming Usage Optimization / Optimize Machine Type Right-Sizing Switch GPU/CPU, Spot/Preemptible Resource Right-Sizing / Optimize Output Compaction Compression / summarization Usage Governance / Optimize Model Advancements Distillation, Quantization Engineering Optimization / Optimize Commitments & Discounts GPU RIs / SPs, vendor negotiations Rate Optimization / Operate
  60. 68 ©2025 FinOps Foundation Japan Chapter Appendix: Best practices in

    Kubernetes cost optimization 1. Right-sizing Right-size nodes and set proper requests/limits to avoid overprovisioning or resource waste. 2. Enabling Autoscaling Use cluster and HPA/VPA autoscaling with limits to ensure cost-effective scaling. 3. Clean up unused resources regularly Remove orphaned volumes, idle services, and unused namespaces to reduce waste. 4. Use monitoring and cost-aware logging Monitor usage and costs. Optimize log levels to reduce storage and ingestion expenses. 5. Implement resource quotas per teams Apply quotas to prevent teams from consuming excessive resources in shared environments. 6. Track usage and set cost alerts Use chargeback/showback reports and alerts to detect budget breaches early.
  61. 69 ©2025 FinOps Foundation Japan Chapter Appendix: Maturity Assessment Source:

    FinOps Assessment Guide by FinOps Foundation Assess the maturity level of each Capability, like a SRE maturity assessment
  62. 70 ©2025 FinOps Foundation Japan Chapter Appendix: FOCUS (FinOps Open

    Cost and Usage Specification) The Unifying Format for Cloud Billing Data An open-source specification that normalizes cost and usage datasets across cloud vendors and reduces complexity for FinOps Practitioners. FOCUS provides common definitions for everyone to use FOCUS makes it easier to understand all technology spending so you can make data-driven decisions that reduce waste and drive better business value. Source: FOCUS - FinOps Open Cost & Usage Specification by FinOps Foundation