---
name: finops-maturity-assessor
description: "Assesses an organization's cloud financial management maturity across the FinOps Framework's three phases (Inform, Optimize, Operate) and nine core capabilities, assigning a Crawl/Walk/Run tier per domain with evidence-based reasoning and a prioritized 90-day improvement roadmap. Use when evaluating FinOps program maturity, building a cloud cost governance business case, benchmarking cost management practices, or planning the next phase of a FinOps initiative."
argument-hint: "[cloud-spend] [org-context]"
allowed-tools: ["Read"]
---

# FinOps Maturity Assessor

## Purpose
Produce an evidence-based maturity assessment of an organization's cloud financial management practices — scored per FinOps Framework domain and capability — and translate the gaps into a prioritized, sequenced set of improvement actions. Replaces vague "we need to be better at cloud cost" conversations with a tier-by-tier scorecard and a concrete next-move plan.

## When to Use
Invoke this skill when the user asks to:
- Assess how mature their FinOps or cloud cost management practice is
- Benchmark cost governance against the FinOps Framework
- Build a business case for investing in FinOps tooling, headcount, or processes
- Identify the highest-leverage gaps in cost allocation, chargeback, anomaly detection, or commitment management
- Plan the next phase of a cloud cost program after early wins have plateaued
- Prepare a maturity scorecard for CFO, VP Eng, or board-level reporting

## Inputs Required
Before starting, collect:
- **Annual cloud spend**: Approximate total across all providers (e.g., $2M/yr on AWS + Azure)
- **Cloud providers**: Which platforms are in use (AWS, Azure, GCP, multi-cloud)
- **Team structure**: Who owns cost today — dedicated FinOps team, finance, engineering, or nobody
- **Current tooling**: Native cost tools (Cost Explorer, Azure Cost Management) or third-party (Cloudability, CloudHealth, Vantage, etc.)
- **Cost allocation state**: Tagging coverage, account/project structure, how spend maps to teams
- **Existing practices**: What they already do — showback/chargeback, budgets, RIs/Savings Plans, anomaly alerts
- **Primary driver**: What triggered this assessment — runaway costs, upcoming audit, growth, board pressure

If team structure or tooling is unspecified, assume a decentralized model with native cloud tools only and note the assumption.

## Instructions

### Step 1: Establish the Maturity Scale
Use the FinOps Foundation Crawl / Walk / Run model consistently across every capability:
- **Crawl**: Ad hoc, reactive, manual. Little or no automation. Coverage under ~50%. Processes are inconsistent or undocumented.
- **Walk**: Defined processes exist and are followed by some teams. Partial automation. Coverage 50–90%. Metrics tracked but not universally acted on.
- **Run**: Automated, proactive, and embedded in daily engineering and finance workflows. Coverage >90%. Continuous improvement with clear ownership and KPIs.

Assign a tier to each capability below, then roll capabilities up into a phase-level tier.

### Step 2: Assess the Inform Phase (Visibility & Allocation)
Score these capabilities:
- **Cost Allocation**: Tagging/labeling strategy, account/project hierarchy, % of spend that maps cleanly to a team, product, or cost center. Untagged spend above 10% caps this at Walk.
- **Showback / Chargeback**: Is spend reported back to teams (showback) or billed to their budgets (chargeback)? Frequency, granularity, and whether teams actually see it.
- **Reporting & Analytics**: Dashboards, cadence, unit economics (cost per customer, per transaction, per feature), and who consumes them.

For each: state current tier, cite the evidence from inputs, and name the single blocker preventing the next tier.

### Step 3: Assess the Optimize Phase (Efficiency & Rate)
Score these capabilities:
- **Anomaly Detection**: Automated alerting on unexpected spend spikes, time-to-detection, false-positive handling, and who responds.
- **Commitment Management**: Reserved Instances, Savings Plans, Committed Use Discounts — coverage %, utilization %, and whether commitments are actively managed vs. set-and-forget.
- **Workload / Rate Optimization**: Rightsizing, autoscaling, storage tiering, spot/preemptible usage, idle resource cleanup. Whether optimization is a recurring practice or a one-time cleanup.

For each: state tier, cite evidence, name the blocker. Flag any capability where quick, high-ROI wins exist (e.g., low commitment coverage on stable workloads).

### Step 4: Assess the Operate Phase (Governance & Culture)
Score these capabilities:
- **Governance & Policy**: Budgets, guardrails, provisioning policies, approval workflows, and enforcement mechanisms.
- **Team Enablement & Accountability**: Do engineers see cost impact of their decisions? Is cost a KPI? Is there shared language between finance and engineering?
- **Continuous Improvement / FinOps Operating Model**: Is there a defined FinOps function, executive sponsorship, and a feedback loop that turns Inform + Optimize outputs into policy?

For each: state tier, cite evidence, name the blocker.

### Step 5: Build the Maturity Scorecard
Compile all nine capabilities into a table: Capability | Phase | Current Tier | Target Tier | Primary Blocker. Assign a phase-level tier (the lowest capability tier in a phase generally caps the phase, since gaps compound).

### Step 6: Prioritize Improvement Actions
Rank 8–10 improvement actions by expected impact ÷ effort. For each action include:
- The capability it advances and the tier jump it enables (e.g., Crawl → Walk)
- Expected financial or operational impact (quantified where spend data allows — e.g., "increasing Savings Plan coverage from 20% to 60% on stable compute ≈ 15–25% savings on that portion")
- Effort level (Low / Medium / High) and rough owner
- Dependencies — what must exist first (allocation before chargeback; visibility before anomaly detection)

Sequence Inform-phase gaps first when foundational visibility is missing — optimization and governance cannot mature on top of poor allocation.

### Step 7: Deliver the 90-Day Roadmap
Group prioritized actions into three 30-day waves:
- **Days 1–30**: Foundational fixes — usually tagging, allocation, and baseline reporting
- **Days 31–60**: First optimization and detection wins
- **Days 61–90**: Governance, accountability, and operating-model steps
State the target maturity tier per phase at the end of 90 days.

## Output Format
- **Structure**: Executive summary → per-phase assessments (Inform, Optimize, Operate) → scorecard table → prioritized action list → 90-day roadmap
- **Length**: 1,000–1,400 words
- **Format**: Structured document with one summary scorecard table and a numbered priority action list; supporting analysis in short prose + bullets
- **Sections**: Executive Summary (overall maturity + top 3 gaps) → Inform Phase → Optimize Phase → Operate Phase → Maturity Scorecard → Prioritized Actions → 90-Day Roadmap
- **Tone**: FinOps practitioner advising a CFO — analytical, direct, quantified where possible, no cloud-vendor cheerleading

## Quality Checklist
Before delivering output, verify:
- [ ] All nine capabilities across the three phases are assigned a Crawl/Walk/Run tier
- [ ] Each tier is justified with specific evidence from the inputs — not assigned arbitrarily
- [ ] The scorecard table includes current tier, target tier, and primary blocker for every capability
- [ ] Prioritized actions are ranked by impact-to-effort and include dependencies — not listed alphabetically
- [ ] At least one action includes a quantified savings or impact estimate tied to the stated cloud spend
- [ ] The 90-day roadmap sequences foundational visibility work before optimization and governance

## Notes
- The most common failure pattern is over-investing in optimization tooling while allocation is still at Crawl — you cannot optimize what you cannot see or attribute.
- Untagged/unallocated spend is the single most diagnostic metric; if it's above 20%, nearly every downstream capability is capped at Crawl regardless of tooling.
- Chargeback maturity should not be pushed faster than the organization's cultural readiness — premature chargeback without accurate allocation destroys trust between finance and engineering.
- If spend data is thin, keep impact estimates as percentage ranges rather than fabricating dollar figures.

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## How to use this skill

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