Show HN: See the impact on your cloud costs as you code
I was one of the founders of tfsec (it scanned code for security issues). One of the things I learnt was if we catch issues early, i.e. when the engineer was typing their code, we save a bunch of time.
I was thinking … okay, why not build cloud costs into the code editor. Show the cloud cost impact of the code as the engineers are writing it.
So I spent some weekends and built one right into JetBrains - fully free - keep in mind it is new, might be buggy, so please let me know if you find issues. It is check it out: https://plugins.jetbrains.com/plugin/24761-infracost
I recorded a video too, if you just want to see what it does:
https://www.youtube.com/watch?v=kgfkdmUNzEo
I'd love to get your feedback on this. I want to know if it is helpful, what other cool features we can add to it, and how can we make it better?
Final note - the extension calls our Cloud Pricing API, which holds 4 million prices from AWS, Azure and GCP, so no secrets, credentials etc are touched at all.
If you want to get the same Infracost goodness in your CI/CD, check out https://www.infracost.io/cicd
101 comments
[ 3.3 ms ] story [ 184 ms ] threadHow "smart" is it? Say I make a copy of a large database in TF and redeploy it into a staging env, will it know that the storage is $200 a month?
Also maybe put the supported clouds on the front page? I work multi-cloud so was worried it was only AWS.
If you're using tfvars for your envs, its "smart". With easily inferable env names for tfvars, we will generate estimations for each env.
In the video, I give an example where for the prod env, I turn on multi-az and have a larger storage and the price goes up.
Good suggestion about supported clouds, I'll update!
If it's just a straightforward conversion, then sure...
There is a potential intersection, but that might have to go further down the roadmap
Disclaimer: I work at Climatiq
Definitely one for the road map!
It's not dissimilar to AWS urging people to use Flex or Graviton instances, only we can decide if our workload will run appropriately!
If you want to automatically make these changes (with optional approval in Slack) you can use the Flowpipe thrifty mods, e.g. AWS [3].
It's all open source and easy to update / extend (SQL, HCL).
1 - https://github.com/turbot/steampipe 2 - https://hub.powerpipe.io/?objectives=cost 3 - https://hub.flowpipe.io/mods/turbot/aws_thrifty
(disclamer: I know about it because work for Datadog, I'm sure there are other competiting products that do the same)
It's almost a REPL for cloud costs! Amazing!
Can you base usage off previous billing data for existing resources?
As for usage, at the moment it's driven from a usage file - https://www.infracost.io/docs/features/usage_based_resources...
In the future, we'd like to infer usage directly from the cloud account to give the most accurate view and do right size suggestion
As a data engineer in a consulting company: this would be a good way to get an idea of cost once we've written infra for projects.
Couple of questions:
1. Is Bicep supported?
2. Any plans for a VS Code plugin? (I just saw in your docs you have a plugin for this, great!)
3. How are you handling pricing of resources that are dependent on consumption?
2. There is a vscode extension - https://marketplace.visualstudio.com/items?itemName=Infracos...
3. That is a challenge, we use usage files, but in the future would like to pull it from the cloud account to be more accurate and the best suggestions. https://www.infracost.io/docs/features/usage_based_resources...
There is a definite case for pulling usage data from the cloud account to make suggestions about right sizing though, that's a definite roadmap item
Metadata about the resources that require cost estimation are rolled up and sent to the pricing API, it's generally pretty quick process even with large projects
Think there’s a book called “measure what matters” and the idea is what we measure shapes companies and behaviour. So I’d be very careful about implementing anything like this in my org.
This is tackling one aspect of this - highlighting the cost to the engineer.
It adds things like management of guardrails and policies that can be maintained by a finops role, or engineering manager. PRs can block or notify if thresholds are going to be breached by a specific PR.
Personally, baking this kind of spreadsheet work into a pipeline was a moderate pain in the butt and hazardous to fully automate.
The dev doesn't worry about it unless it is obviously crazy, I.e. above a team budget. If so they sanity check the code.
A company employees engineers in the hopes of reaping value significantly higher than their pay in the future. Analysis takes time, time requires money - reviews require multiple people's time. If you are looking at 1k per month in expenses - but spend 1 month debating methods of saving ~500 bucks per mont at the cost of ~1 engineer. You can easily be looking at a 20+ month time to return on investment. Computers generally halve in cost every 2 years - so you're time to reach a 2x ROI can easily be 4-5 years. Most businesses need a return on capital of ~10% to justify investors not simply placing their funds in the stock market.
As an electrical engineer, we scrounged for every cent on devices when they were being released. A TVS diode can be replaced with a capacitor? That's a cent. A cheaper processor? Several tens of cents. Over ten million devices plus the legacy of your design into the next generations, that's a lot of money. Someone else negotiates the price of the TVS diode and the processor, but that doesn't mean you should be isolated from the cost. A thing that does X and is more expensive is worse than a thing that does X cheaply.
Software engineers spend fractional cents on requests executed thousands of times per second. That's the same scale as the electrical engineering example when you do this.
As far as I can tell, most good software engineers are very cost aware. That doesn't mean they don't do stuff. They just understand the cost of that stuff. This does seem to be a big divide between senior and junior engineers, as well.
Because it's not their job and therefore they don't have the information necessary to know what is or isn't expensive.
Their job is to come up with the best design using common sense when it comes to cost.
Cost of a part isn't the only thing that matters either. Ok, we can save 1 cent if we swap this part out. But now we have to purchase lot sizes that are 10x bigger. How does that impact production? How does that affect operational budgets? Etc.
The engineers engineer and the bean counters count beans. They meet and find a happy place.
Why would you even want that extra workload? The fact that you think it's so easy just goes to show why actual accountants do the accounting, managers do the managing, procurement does the procuring, and operations does the operating.
"I know calculus, accounting is easy!" Sure, if you throw out all of the variables other than unit cost.
Yes, you shouldn't care about lot sizes and cost breaks (unless they are significant deciding factors), but knowing that one operation is going to cost 2x another, largely equivalent operation is relvant/important.
Anyone can make a bridge that stands. It takes an engineer to make one that barely stands. The same largely goes for computer systems.
Those same developers don't get to complain on the rainy day, when someone who knows how to save the company millions of dollars a year gets a better deal.
This is why bridges are not just huge chunks of titanium. Those would work very well at handling 50 tons at year 70, but would be shitty bridges because they are too expensive to build.
Could it possibly be because it is cheaper to insure, repair, and work with those designs?
Risk is expensive. That's why you reduce it. If it weren't expensive, you would take it on.
That’s not necessarily the risk being avoided. The customer may be better off, but project management’s risk vs reward looks very different than the customer’s risks and rewards. Get enough stakeholders together and …
So no, people really do regularly reject the cheapest design that fulfills the spec.
That being said, you should be able to have enough awareness to avoid anything particularly egregious - eg. avoid things that you would never want in a final product anyway in the first place. I guess we probably agree on that when you say standard parts etc.
It is your job, when you make something, to understand how it works. How much it costs to operate is an integral part of how it works.
> Ok, we can save 1 cent if we swap this part out. But now we have to purchase lot sizes that are 10x bigger. How does that impact production? How does that affect operational budgets? Etc.
A 10x larger lot size makes each part per unit cheaper and it simplifies production to eliminate items from your BoM. Understanding that sort of thing in an order-of-magnitude sense is also part of your job.
By the way, you don't need to know this stuff precisely to make good decisions. You need to know it roughly. You still need to know it, though.
This is eventually taken to the extreme and you occasionally see posts here titled something like "how we saved millions by doing X", where the thing they were originally doing was extremely wasteful.
For the last decade, we've also been in a "free money" mode. Where companies were happy to spend money as long as it led to growth. Optimizing for cost wasn't a priority.
That has leaked into electrical engineering as well. There were a few products that shipped full Raspberry pis in an enclosure in the name of velocity. The savings possible there were probably in the dollars, not cents, not to mention the supply chain issues. And yet companies did it in the name of velocity.
Sometimes it's better to have a product that you can sell, than waiting to perfect the product to sell.
Let's leave aside the RPi availability issues, you could do this with any other discovery board.
Say you want to sell your first 1000 of products x, y, and z to see how the product market fit is. You might find that x and y don't sell at all, but z was sold out in the blink of an eye.
Now you can design a custom PCB for z, knowing that it will probably sell well. And until that is finished you continue selling the off the shelf version. Some profit is better than no profit, and consistency is good for your brand.
Software engineers, especially at startups, are building proofs of concept that they need to iterate on very quickly. Spending significant thought on reducing opex is an absolutely terrible call in the early stages of dev.
If you have a profitable product, or one that would be if you can squeeze costs, then you play the optimization game.
The difference between electrical engineering and software engineering is that software can be updated after it’s deployed. The ability to get all of those gains later changes the strategy completely
I fixed that one for you. Software engineers not at startups are usually not building proofs-of-concept. They are usually building production systems. And at the early stages of development of production systems, it can save a lot of headache down the road to think ahead. Yes, you will be slower in the moment, but the number of times I have heard a startup say "we did great with our first version, but then realized we needed to completely rewrite the thing to scale" (when the rewrite takes literally a week longer than the first version) has been too high.
This is completely false. Most startups go through massive pivots. I’ve been through 6 of them (2 successful exits) and literally everyone made drastic changes to every code base to target completely different markets and features.
I’m telling you from experience, if you can’t recognize providing business value as an engineer recognizing opportunity cost, you will stagnate as a junior engineer or even destroy the company as a senior one.
This attitude is one vendors have leaned into way too hard, and it's why there are so many consumer products out there which shipped with half-baked, buggy firmware.
>which shipped with half-baked, buggy firmware.
Because consumers pay for this shit. It’s the world we live in. The people working on the bug free version ship a year later after the buggy competitor ate the whole market. They’ve also taken the recognized revenue to take a higher valuation and hire more engineers to rewrite their buggy system than won the market.
Bugs don’t matter unless it’s a competitive market where they can change a sale. A startup operating in that kind of market is already fucked.
I wanted to watch the YouTube video but I didn’t have access to audio, and gave up. Video took to long and had too few visual cues - I think many people will do the same.
So you should make a super short gif (10-20 seconds max) that gets the point across extremely fast and visually - no audio.
Post it on Reddit on webdev, you’ll get a shit tonne of people installing this.
I’ve had lots of success with this simple method (sold a personal project with 700,000 users)
Hope this Gif is clearer - https://github.com/infracost/jetbrains-infracost/blob/244ee8...
In my org 50k-100k cloud bill I don't see that much use for it (mainly we are not increasing our costs significantly and we roughly know what we are paying for).
I can see a lot of value for indie/small/medium sized biz but the commercial of that is too high in my opinion.
So overall, the two main benefits are cost avoidance, and then engineering time saving or toil reduction, since all the issues get fixed before the code is merged. The product is being used by over 3,000 companies now in CI/CD; we have a few case studies on the website: https://www.infracost.io/safe-fleet/
More useful for me would be to plug directly into the account OR to analyse the cloud formation template, which can be easily obtained regardless of the IaC you're using.
Thanks for the feedback
Excellent work, thanks for this.
That said, I've never personally seen any cloud project where there wasn't a business case review that didn't include a review of architectural plans/assumptions and expected cloud service consumption profiling. I think what's different here is that you can help engineers close a feedback loop that is often left open between when a project is planned & scoped and when 1) the landing zone (or data pipelines) is created, and 2) when the app/system is moved from test/QA into production. This could be helpful for the project/product manager, especially, because anything that looks out of whack with the forecast should be escalated promptly.
Going off the other threads of this post, how much engineers should know or care about billing seems to be open for debate; I think an engineer needs to appreciate that often cost is one of the many trade-offs that need to be accounted for
ChatGPT gave me a decent chuck of terraform and running Infracost against it gave me a $515 monthly cost.
If you go to the settings of the plugin and get the absolute path of infracost binary then run
infracost breakdown --path .
in the dir with the terraform, does it give you a breakdown?
BigQuery has a neat feature where it estimates the cost __before__ you run a query, which has often come in handy.
Here is one of the examples https://mastheadata.com/yalos-cost-management-blueprint-elev...