Operations | Monitoring | ITSM | DevOps | Cloud

Every engineering team has their own approach when it comes to development methodologies. Most teams have embraced popular frameworks, Agile Scrum seems to be the most popular, both putting their own spin on it and choosing the parts that work for them. Despite any differences, we’re all out to achieve the same goal. We want a process that scales with our organizations and results in happy teams, high velocity, and quality software.

There’s no question that engineering teams at innovative tech companies are busy. No matter how successful your company is, there’s always a long backlog of feature enhancements that can make it challenging to focus on other priorities. So, it’s no surprise that one of the most common questions we get from companies that engage with us is “How much of an effort will this be for my engineering team?” The short answer is that you can get value within minutes.

The promise of running a business on the cloud is that — in theory, at least — you should be able to scale your infrastructure up and down with your customer utilization. This should lead, again in theory, to less maintenance and more opportunity for innovation.

There’s no question that the cloud offers efficiencies and innovation opportunities that are near impossible to replicate on-premise. In fact, Amazon reports that companies achieve 31% infrastructure cost savings, as well as 62% more efficient IT infrastructure management, when they move to AWS (and that doesn’t include the many other cost benefits — like improved security and on-demand services). But the extent of those efficiencies can vary.

Businesses are always looking for ways to increase efficiency and eliminate waste. For software-driven companies, DevOps is one approach that helps to achieve this. The goal of DevOps is faster software delivery to the end-user while maintaining high software quality. DevOps enhances collaboration between operations and development teams for faster code deployment. When evaluating the effectiveness of your DevOps model, it is critical to use metrics relevant to your organization.

CloudZero is a platform that helps you understand cost — but that doesn't mean it's purely a finance tool. In fact, unlike most other cloud cost management and optimization solutions, it’s built for engineering. However, CloudZero still makes a lot of finance teams very happy. First of all, the work that engineering teams do while using CloudZero saves money, which every finance team appreciates.

It’s no secret that AWS bills are confusing. But it’s particularly difficult for the team who actually writes the check to Amazon for hundreds of thousands or millions of dollars — yet has never personally seen what the inside of the AWS portal looks like (and probably never will).

CloudZero is a cloud cost intelligence solution that puts engineering in control of cloud cost. We set out to disrupt the cost management and optimization space by building a solution that was designed around the way engineers work — so cost becomes a tradeoff during the software development process, rather than a massive disruption. We often get asked what actually makes us such an engineering-friendly solution? Well, here are seven reasons why engineering and DevOps teams love CloudZero.

Technical debt is an important — but often unclear — concept for engineering teams. In software development, technical debt, also called code debt or tech debt, is defined as the cost of refactoring a piece of code or system to keep it working efficiently. It can be caused by outdated architecture, a change in requirements, or the result of choosing an easier solution instead of a better, but more difficult one.

As a cloud cost intelligence company, we often like to say “every line of code is a buying decision”. If you’re running on AWS or one of the other big cloud providers, you know that a simple decision about how to architect an application can have a significant impact on your future cost of goods sold (COGS). However, in my experience, many engineering teams don’t discuss cost — at least not until it’s already become a problem.