ITIL Practice Infrastructure and Platform Management

Infrastructure and platform
management
ITIL® 4 Practice Guide
AXELOS.com
28th
February
2020
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Contents
1 About this document 3
2 General information 4
3 Value streams and processes 14
4 Organizations and people 21
5 Information and technology 26
6 Partners and suppliers 29
7 Important reminder 31
8 Acknowledgments 32

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for Redistribution © 2020 management
1 About this document

This document provides practical guidance for the infrastructure and platform management
practice. It is split into five main sections, covering:
● general information about the practice
● the practice’s processes and activities and their roles in the service value chain
● the organizations and people involved in the practice
● the information and technology supporting the practice
● considerations for partners and suppliers for the practice.
1.1 ITIL® 4 QUALIFICATION SCHEME

Selected content from this document is examinable as a part of the following syllabus:
● ITIL Specialist High-velocity IT
Please refer to the respective syllabus document for details.

2 General information
2.1 PURPOSE AND DESCRIPTION
Key message
The purpose of the infrastructure and platform management practice is to oversee the
infrastructure and platforms used by an organization. When carried out properly, this practice
enables the monitoring of technology solutions available to the organization, including the
technology and external service providers.
The infrastructure and platform management practice ensures that the organization has a high-
quality IT infrastructure that efficiently meets its current and anticipated needs. ‘IT
infrastructure’ as a concept includes all of the hardware, software, networks, and facilities that
are required to develop, test, deliver, monitor, manage, and support IT services.
Depending on the architecture of the organization’s IT infrastructure, this practice may focus on
the management of the physical environment, physical equipment, or digital infrastructure
solutions, which may be the organization’s own resources or services provided by suppliers and
partners. Often, IT infrastructure solutions are managed as services; in these cases, the
infrastructure and platform management practice may include dedicated teams acting as service
providers for the application and/or product teams within the organization. If this approach is
taken, it is important to ensure that the infrastructure and platform teams are closely involved in
the overall service delivery activities of the organization and follow the ITIL principles focus on
value, think and work holistically, and collaborate and promote visibility. Members of these teams
should understand the wider context of the organization and its service value system (SVS).
This practice covers all stages of the infrastructure solutions lifecycle, from ideation and gathering
requirements to delivery and support. At every stage, it is used in conjunction with other practices
(including the business analysis, architecture management, service design, availability
management, capacity and performance management, service continuity management,
information security management, risk management practices, and others). The importance of
high-quality infrastructure and platforms for service delivery cannot be overstated; this practice is
vital for the success of the organization’s digital services and digitized business processes.
2.2 TERMS AND CONCEPTS

The infrastructure and platform management practice provides the structure to deliver and
support stable and well-performing technology services. Infrastructure and platform management
is provided directly to the business, or supports the applications used by the business. With a
robust infrastructure and platform management practice, an organization can enable value
creation with the confidence that the underlying technology will meet organization’s and service
consumers’ needs.
Definition: IT infrastructure
All of the hardware, software, networks, and facilities that are required to develop, test, deliver,
monitor, manage, and support IT services.
A wide range of activities are used to run and manage IT infrastructure effectively. These
activities range from understanding organization’s requirements and developing and planning
infrastructure and platforms, to performing routine maintenance and overseeing infrastructure
performance.

Definition: Operation
The routine of running and managing an activity, product, service, or other configuration item.
A large portion of the operational activities can be automated. Automation tools can monitor the
environment, identify changes, distribute patches and other updates, provide asset inventory, and
schedule and automate jobs.
2.2.1 Business alignment for infrastructure and platform solutions

Infrastructure and platform solutions are designed to meet specific quality criteria defined to
support the organization’s needs. The infrastructure and platform management practice is closely
connected with the architecture management practice, ensuring that all infrastructure and
platform solutions comply with the chosen architectural approach, model and standards, as well as
sharing knowledge on the innovation available and feeding possible infrastructure and platform
solutions into architecture management. The infrastructure and platform management practice
must support application architecture, data architecture, and business architecture as well as
align to the organization’s overall vision and principles.
To ensure alignment to the overall architectural model, standardized infrastructure and platform
solutions are defined to meet the organization’s needs in a repeatable manner, to simplify delivery
and ongoing management for these services. Standardized services allow for efficient provisioning
through repeatability and automation. Many infrastructure services are designed to enable speed
and agility. Self-service capabilities leverage automation capabilities to allow for users or other IT
staff to request and receive items without manual steps behind the scenes. This should account for
the majority of the services that are in utilized in the environment. Examples of standardized
solutions may include storage systems, application servers, database platforms, authentication
systems, single-sign-on, and others.
In integration with the architecture management the practice, the infrastructure and platform
management practice should ensure development or outsourcing and cost-efficient operation of
flexible and compatible core infrastructure and platform solutions, that should be easily
deployable and easily configured or merged to support the organization’s services or products,
serving as building blocks for the complex solutions, products, and services. One of the examples
of implementing such approach is usage of microservices, that are “small in size, messaging-
enabled, bounded by contexts, autonomously developed, independently deployable, decentralized
and built and released with automated processes”. 1
When the standard solution does not align with the business, a tailored or customized solution
must be developed. The selection of a non-standard service delays the delivery of the solution and
increases the ongoing effort and cost to the business for support for the solution. These non-
standard solutions should be deployed and managed as an exception due to the additional
overhead it requires.
In cases where the technology is not currently in place, the solution must be designed together
with the architecture management and service design practices for conceptual and detailed
design. During design, the infrastructure and platform management practice, business, and
technical requirements are aligned and the recommended infrastructure and platform solutions
are determined. As the solution is not currently available within the environment, additional steps
are taken to address the procurement, build, sourcing, and support of the solution. The solution
should be evaluated by infrastructure and enterprise architecture to determine if this should be
offered to additional consumers or to remain as an exception to the existing documented
standards.
1
Nadareishvili, I., Mitra, R., McLarty, M., Amundsen, M., Microservice Architecture: Aligning Principles, Practices, and
Culture, O’Reilly 2016

When an organization needs an infrastructure and platform solution, infrastructure and platform
management practice ensures that a solution is designed and delivered to meet the organization’s
requirements. There are several ways to provide a solution. For requests that can be fulfilled using
documented standard packages, the solution is provided through defined provisioning methods.
2.2.2 Infrastructure and platform solution technologies – physical and

virtual
The technology used for infrastructure and platform solutions is either physical or virtual. Physical
resources run directly from the hardware, such as an operating system that is installed directly on
the hardware. This operating system can either host the application or services directly or virtual
systems can run on top of it.
Virtualization allows for additional systems to be built on the physical system. Virtualization
software runs on the hardware and allows for additional operating systems that are isolated and
separated to be installed, creating multiple servers residing on the physical server. All virtual
systems may run on the same or different hardware, but the virtual capabilities allow for dynamic
workload placement and other capabilities; it also allows for better utilization of the hardware.
The logical structure that connects the virtual servers and the physical servers should be
accounted for in the configuration management database (CMDB). Additional capabilities that
allow for dynamic moving of workloads should also be represented in the data model.
Infrastructure technologies, such as software-defined networking, virtual servers, and object

storage, simplify the provisioning of infrastructure services. This allows the organization to deliver
services quickly through automation.
Virtualization has greatly improved provisioning, performance, capacity, and availability for
solutions. Further development in the virtualization direction is the usage of infrastructure-as-code
(IaC) solutions. IaC is a way of managing and provisioning IT infrastructure and platforms by using
machine-readable definition files rather than physically configuring hardware components. IaC
solutions significantly speed up design (including hypothesis testing), development, building,
provisioning and changing the infrastructure and platform solutions. Such solutions also usually
make the infrastructure more reliable and fault resistant.
2.2.3 Infrastructure and platform solution delivery models

Advancements in technical capabilities have changed how services are delivered. Service providers
have embraced the ability to scale services. As organizations move to services offerings that allow
for flexibility in terms of how the service is provided, the organization can choose the model that
best aligns to their strategic goals. Many times, the preferred model is a combination of both
internal and external provided services. This complexity drives the need for a comprehensive
management approach that ensures end-to-end delivery meets customer expectations.
There are many models for providing infrastructure and platform solutions, ranging from in-house
dedicated data centres to fully out-sourced cloud environments. Many organizations continue to
provide and support infrastructure residing in their internal data centres. They can also use
solutions external to their organization. Cloud solutions provide offerings that allow systems and
applications to run in internal and external data centres. Most enterprises use public cloud
providers for at least part of their infrastructure. Cloud providers offer many solutions based on
the expected needs of the business. An application may be accessed through the cloud, leaving
infrastructure management activities beyond connecting to the cloud to be done externally by the
application provider. Cloud offerings can include platforms for application development and
infrastructure specific services like storage or backup as a service.
There is usually a mix of public and private cloud services in any organization. Both cloud services
and outsourcing can provide infrastructure and platform services. Cloud services provide technical
capabilities whereas outsourcing performs IT functions in a similar manner to internal teams. The
contract defines the outsourcing scope and service levels. Instead of managing technology
directly, internal IT teams focus on managing the contractual obligations and interactions with
internal teams in an outsourced environment.

2.2.4 Agile methods in infrastructure and platform management

Recent technology innovations have enabled changes to how infrastructure is delivered and
supported. Development practices have been adopted by teams providing infrastructure and
platform solutions. Engineering and support functions rely heavily on coding and other
development capabilities for automation.
Along with a focus on development from a system perspective, many organizations have also
moved into models that blend development and infrastructure capabilities on one team to provide
coverage throughout the lifecycle. DevOps and site reliability engineering (SRE) are examples of
these models.
Specifically, DevOps brings a robust landscape of tools to automate the tracking, building, and
deploying of small, agile-based releases. Agile is a development framework, but DevOps includes
the infrastructure components and operational activities. DevOps focuses on the opportunities
across all technology components and drives automation to enable rapid system updates.
Infrastructure can now fully benefit from structured development practices.
By accounting for the end-to-end development and management of the solution, this approach
allows for operational improvements to be included in the development releases. Machine
learning and AIOps leverages data collected on solutions to automate, address issues, or manage
requests without development. Through operational visibility and development capabilities, the
overall system is managed in a more comprehensive and consistent manner through automation.
When using DevOps for infrastructure and platform management, special attention must be paid to
obsolete systems and monolithic solutions that require manual operation and, therefore, slow
down all management processes and changes. There should be a clear roadmap of
decommissioning and replacing such solutions or replacing the manual activities with automation.
One of the ways to do this is have an SRE team to run operations.
SRE is a discipline that incorporates aspects of software engineering and applies them to
infrastructure and operations problems with the goal of creating ultra-scalable and highly reliable
solutions. SRE is an approach that tries to bridge the gap between development and operations and
find a consensus of their opposite objectives, which is to develop and release solutions fast and
have a stable solution to support. SRE teams usually have software developers who must support
the solutions they develop, and this stimulates them to automate most of the manual support and
management tasks (in the course of reducing toil: manual, repetitive, automatable, non-creative
work). With this, infrastructure and platform solutions become more manageable, require less
manual work, and gain agility in changes, delivery, and support. Probably one of the most
important gains of SRE operations is that infrastructure scale-out doesn’t lead to according linear
growth of the team size, as it often happens in classical operations.

Key message
The practice is involved throughout the lifecycle of product and services. Figure 2.1 from “The Site
Reliability Workbook” by Google, illustrates how SRE teams are involved during the lifecycle. With
minor variations, this illustration is applicable to other approaches to infrastructure and platform
management.
Figure 2.1 Infrastructure and platform management during product and service lifecycle
2.2.5 Reliability and maintainability

Once the solution is in production, the primary focus of the team supporting and operating the
infrastructure is to ensure high-quality delivery through managing the ongoing performance and
functionality of the infrastructure and platform solutions. This team may be a dedicated
infrastructure team or a dedicated product team. The products and services rely on the solution’s
availability and performance to support them. In production, the organization has high
expectations for uptime and very little tolerance for any impact of any type on service or product.
To meet these demands, the solutions must be reliable and maintainable. Beyond infrastructure
and platform configurations to support reliability and maintainability, the infrastructure and
platform management practice must ensure the solution is supportable. Supportability addresses
the organization’s requirements to ensure that the solution is functional and ready to support
products and services.
Reliability is designed with the system. Reliability requirements are aligned to the uptime and
performance requirements, defined by the capacity and performance management practice.
These requirements ensure the solutions are built in to support the organization’s requirements.
For example, this may include high availability or redundant network connectivity.

Definition: Reliability
The ability of a product, service, or other configuration item to perform its intended function for a
specified period of time or number of cycles.
Maintainability of a system should be addressed during the design of a new system and tested
before being transitioned to production. There could be rules agreed for an infrastructure and
platform solution, ensuring maintainability based on the organization’s requirements and industry
practices. One example is the existence of a monitoring tool to identify issues, or general
monitorability of the solution planned at the design phase. Other examples could be the existence
of tools used to configure, deploy, and provision the solutions. These rules could also be used to
manage partners and suppliers responsible for infrastructure and platform service components.
Definition: Maintainability
The ease with which a service or other entity can be repaired or modified.
If maintainability is not addressed during the initial design and as part of daily operations, higher
support costs, extended outages, and negative impacts to performance will affect the production
environment. Maintainability is improved through appropriate monitoring configurations,
automation, and utilization of standards.
Another aspect of maintainability involves ensuring the solution is recoverable to meet availability
targets. This aspect is tightly aligned with the service continuity management. Maintainability
ensures that infrastructure and platform solutions can be recovered to meet availability targets.
This may mean, for example, ensuring that the hardware contract supports on-site replacements
within a set timeframe. It may also cover having on-site resources performing the repair. When
committing to availability targets, the parts and resources needed to restore service need to be
factored in and be in place throughout the solution lifecycle. The infrastructure and platform
management practice requires that the right pieces are in place to diagnose, repair, and recover in
order to restore services on time.
Automation is also used to improve a system’s maintainability. Repeatable actions are excellent
candidates for automation. Software development and management tools and techniques, such as
Agile and DevOps, can be applied to infrastructure and platform management to drive frequent
updates to systems and configurations. By addressing opportunities as they are identified and
implementing solutions in small releases, benefits are realized quickly.
2.3 SCOPE
The scope of the infrastructure and platform practice includes:
● activities used to plan, design, develop, deliver, maintain, and support infrastructure and
platform technology
● infrastructure and platform technology including:
● hardware (servers, desktops, routers, switches, storage, cabling, and data centre)
● software (operating systems, desktop applications, and middleware)
● management tools (monitoring, management tools, deployment, inventory)
● web hosting
● cloud infrastructure and platform
● identification systems and single sign-on (SSO).
● infrastructure and platform management skills, including:
● technical architecture and engineering

● technical administration and operations

● execution and enforcement of policies and procedures connected to infrastructure and
platform management (planning, decision making, oversight).
● integration with other practices
● skills required for infrastructure and platform management, including infrastructure
architecture, engineering, and administration.
There are many activities and areas of responsibility that are not included in the infrastructure
and platform management practice, although they are still closely related to infrastructure and
platform management. These are listed in Table 2.1, along with references to the practices in
which they can be found. It is important to remember that ITIL practices combine value chain
activities through value streams to deliver value.
Table 2.1 Activities related to the infrastructure and platform management practice described in
other practice guides
Activity Practice guide

Restoration of infrastructure and platform technology and Incident management
services including major incidents
Defining permanent resolution or workarounds for Problem management
infrastructure and platform known errors
Management of changes to the infrastructure and Change enablement
platforms
Tracking and management of infrastructure and platform IT asset management
assets
Tracking of infrastructure and platform configurations in Service configuration management
relationship to other configuration items (CIs)
Monitoring, event management, and log management for Monitoring and event management
infrastructure and platform technologies
Infrastructure and platform design Service design
Defining requirements for infrastructure and platform Business analysis
solutions
Definition of standards and road map for infrastructure Architecture management
and platforms
2.4 PRACTICE SUCCESS FACTORS
Definition: Practice success factor
A complex functional component of a practice that is required for the practice to fulfil its purpose.
A practice success factor (PSF) is more than a task or activity; it includes components from all four
dimensions of service management. The nature of the activities and resources of PSFs within a
practice may differ, but together they ensure that the practice is effective.

The infrastructure and platform practice includes the following PSFs:

● establishing an infrastructure and platform management approach to meet evolving
organizational needs
● ensuring that the infrastructure and platform solutions meet the organization’s current and
anticipated needs.
2.4.1 Establishing an infrastructure and platform management approach

to meet evolving organizational needs
The needs of organizations and their customers are continually changing which leads to the
technology industry continually transforming. The changes may result from industry trends,
changes within organizations, business process innovation, or changes to business volumes. The
infrastructure and platform management practice ensures that infrastructure and platform
solutions are flexible and scalable so that they are aligned with demand. Organizational
infrastructure and platforms meet this demand through optimized solutions that are designed for
and used by all parts of the organization.
To properly design these solutions, teams delivering infrastructure and platform change must be
aware of new technologies and techniques. The evolution of technology can be seen in examples
like email, virtual server farms, storage arrays, single sign-on, and cloud platforms. When solutions
are identified based on requirements, requests are promptly fulfilled. With virtual server
technology that is used both internally and for cloud offerings, the turnaround time for requests
can be reduced to minutes. Technological progress, such as virtualization, containers, continuous
integration/continuous delivery (CI/CD), and IaC, significantly impacts the rate of change and
innovation.
Organizations that deliver and support infrastructure and platform solutions have evolved through
models, such as DevOps and SRE; they eliminate the use of traditional waterfall techniques in
favour of end-to-end development and management within one team. Crucially, the organization’s
structure and technology components must align with its overall strategic direction in order to
ensure the consistent delivery and support of infrastructure and platform solutions. Components
must align with the overall strategic direction to ensure consistent delivery and support of
infrastructure and platform solutions.
It is important to plan how infrastructure and platform teams will identify, design, and introduce
innovation into the environment at the solution and strategic levels. Depending on the current
needs, infrastructure and platform management might need initial research and testing so that,
when the need is presented, there is a clear plan of action. If the need is pressing, the technology
may be selected, purchased, designed, and configured before any official requests are received.
The infrastructure and platform management practice should ensure that the infrastructure and
platforms are built to promote experimentation, quick technology adoption, the ability to test
theories and hypotheses, change the infrastructure and platform iteratively with feedback, fail
fast, and learn from experience and errors in a safe environment. Each organization should define
its innovation and risk appetite and consider their financial constraints for innovation in the
infrastructure and platforms areas.
2.4.2 Ensuring that the infrastructure and platform solutions meet the
organization’s current and anticipated needs
The main focus of the infrastructure and platform management practice should be ensuring that
stakeholders receive value throughout the infrastructure and platform solution lifecycle.
Stakeholders must be engaged from the initiation of a request or project until the solution’s
retirement. Understanding stakeholder expectations, from design to the ongoing management and
support of the solutions, is an essential aspect of delivering infrastructure and platform solutions.
This ongoing relationship will drive improvement opportunities and ensure value continues to be
co-created as the solution evolves.
When the organization needs a technical solution, requirements are defined in order to ensure that
the solution meets the organization’s needs. The solution design should include technical and

business requirements. The infrastructure and platform management practice is involved in

analysing requirements to create a high-level design (in conjunction with the architecture
management, business analysis, and service design practices, and others).
The requirements for infrastructure and platform solutions may come from different sources,
including:
● architectural standards and guidelines
● compliance requirements, if the organization is subject to legislation
● direct requirements from customers, if a solution is a service or service component that will be
directly released to customers.
Where possible, the infrastructure and platform management practice ensures that standards can
be defined and utilized in order to simplify the management of infrastructure and platform
solutions. The enforcement of these standards ensures the reliability and maintainability of
solutions. Standards enable efficient and effective operations and may include the hardware and
software versions, configuration settings, management and monitoring tools, and support
structures. Through standards, solutions are easier to operate, monitor, and upgrade.
Designs should be assessed against current and planned standards and validated against the current
and anticipated levels of availability, performance, capacity, information security, and so on.
Management practices supporting these should have active involvement.
Standard infrastructure solution packages should be utilized wherever possible. Any portion of the
solution that is not standard increases cost, delays delivery, and requires customized support
throughout the life of the solution. Exceptions to standards may result in extended downtime or
other impacts to the customer. They may also delay teams responsible for performing other
activities for other infrastructure and platform solutions.
If there are multiple exceptions to a standard, a review should be conducted to ensure that the
standard still meets the organization’s needs. If it does not, a new standard should be designed
and its implementation should be planned. Retiring the standard may include planning the removal
of current systems that were installed as part the retired offering in order to reduce technical
debt and the potential risk to the environment. The development and maintenance of the
standards and standard packages are also within the scope of the infrastructure and platform
management practice.
Part of the practice’s focus is to manage risk to the organization throughout the infrastructure and
platform. As part of this effort, input from practices such as information security, service
continuity, and risk management are taken to ensure that risks are managed throughout the
lifecycle of the solution. This ongoing management includes, for example, ensuring that network
devices are configured based on defined security policies, controls are tested periodically, and
risks are identified and effectively managed. Requirements are handled on an ongoing basis to
prevent adverse impacts, such as extended service downtime or a security breach of confidential
information.
The overall management of infrastructure and platform solutions often includes internal and third-
party solutions and components. Understanding the overall structure of these solutions and
ensuring that the overall level of service provided meets customer expectations is critical.
Management need visibility to validate that solutions are performing at acceptable levels and to
highlight opportunities. These may include addressing any issues and identifying areas that could
be improved. The infrastructure and platform management practice should provide visibility to
stakeholders in performance and improvement plans. This practice interacts with other practices
to ensure that any issues or requests on solutions are resolved promptly. For this reason, the
practice participates in agreeing targets for incident response, restoration, and request fulfilment
times to align with customer expectations. This practice may include managing and reporting on
the ability of solutions to meet targets. This visibility also provides an opportunity to improve
performance in this area through automation or process refinement.
This practice also contributes to ensure that the agreed-upon levels of service is met. The scope of
this effort includes any internal or external components used in the solution. Third-party services

must align with customer expectations, or the expectations must be reset. External providers must
meet the service levels in their contracts. By managing performance levels across internal and
external services, the practice is able to report performance and other outcomes to the business.
The infrastructure and platform management practice ensures that solutions within its scope
effectively contribute to overall financial targets. Infrastructure and platform solutions should be
benchmarked against cloud offerings and external provider solutions. From a technology
perspective, automation, consolidation, and standardization simplify the infrastructure and
platforms and release resources, which can then be used to drive value. The current and potential
partnerships with external providers can also be evaluated and existing agreements optimized.
2.5 KEY METRICS

The effectiveness and performance of the ITIL practices should be assessed within the context of
the value streams to which each practice contributes. As with the performance of any tool, the
practice’s performance can only be assessed within the context of its application. However, tools
can differ greatly in design and quality, and these differences define a tool’s potential or
capability to be effective when used according to its purpose. Further guidance on metrics, key
performance indicators (KPIs), and other techniques that can help with this can be found in the
measurement and reporting practice guide.
Key metrics for infrastructure and platform management are mapped to its PSFs. They can be used
as KPIs in the context of value streams to assess the contribution of the practice to the
effectiveness and efficiency of those value streams. Some examples of key metrics are given in
Table 2.3.
Table 2.3 Examples of key metrics for the practice success factors
Practice success factors Key metrics
Establishing an infrastructure and ● Stakeholder satisfaction with the approach to management of

platform management approach infrastructure and platforms
to meet evolving organizational ● Alignment of the infrastructure and platform management
needs approach with the organization’s strategy and architecture
● Number and impact of deviations from the organization’s
strategy and architecture road map
● Level of benefits, costs, and risks associated with the
approach to management of infrastructure and platforms
Ensuring that the infrastructure ● Stakeholder satisfaction with infrastructure and platform
and platform solutions meet the solutions
organization’s current and ● Number and impact of infrastructure incidents
anticipated needs ● Number and impact of constraints imposed by infrastructure
and platform solutions
● Number and impact of deviations from the agreed approach
The correct aggregation of metrics into complex indicators will make them easier to use for the
ongoing management of value streams and for the periodic assessment and continual improvement
of the infrastructure and platform management practice. There is no single best solution. Metrics
will be based on the overall service strategy and priorities of an organization, as well as on the
goals of the value streams to which the practice contributes.

3 Value streams and processes

3.1 VALUE STREAM CONTRIBUTION
Like any other ITIL management practice, the infrastructure and platform management practice
contributes to multiple value streams. Remember, no value stream is made up of a single practice.
The infrastructure and platform management practice combines with other practices to provide
high-quality services to consumers. The main value chain activities to which this practice
contributes are:
● deliver and support
● design and transition
● obtain/build
● plan.
The contribution of the infrastructure and platform management practice to the service value
chain is shown in Figure 3.1.
Figure 3.1 Heat map of the contribution of the infrastructure and platform management practice
to value chain activities

3.2 PROCESSES
Each practice may include one or more processes and activities that may be necessary to fulfil the
purpose of that practice.
Definition: Process
A set of interrelated or interacting activities that transform inputs into outputs. A process takes
one or more defined inputs and turns them into defined outputs. Processes define the sequence of
actions and their dependencies.
There are numerous models to structure activities of the infrastructure and platform management
practice. These span several decades and range from waterfall and manual, to iterative and
incremental.
This practice is one of the two ITIL practices (the other is the software development and
management practice) where activities do not always form processes that could be described as
sequences at the level of detail appropriate to this guide. This is because the infrastructure and
platform management activities are always performed in a context of one or another value stream,
and always in conjunction with other practices. However, activities of this practice can be
categorized in three groups:
● technology planning
● product development
● technology operations.
3.2.1 Technology planning activities

Technology planning activities ensure that the organization has a technology management
approach and a roadmap for infrastructure development and improvement. These activities ensure
the organization’s financial, architectural, and resource plans are aligned. With formalized and
repeatable planning and effective integration with other practices, infrastructure and platform
solutions will continually support alignment with the strategic goals of the organization. Table 3.1
shows how the activities transforms the inputs into outputs.
Table 3.1 Inputs, activities, and outputs of technology planning
Key inputs Activities Key outputs

● Analyse the organization’s ● Infrastructure and platform
● Organization’s principles,
strategy and architecture management approach and
policies, and vision
● Develop and agree the roadmap
● Organizational strategy
infrastructure and platform ● Improvement initiatives and
● Organizational structure
management approach requests for changes
● Product and service portfolio
● Review the infrastructure and
● Customer portfolio
platform management
● Business analysis records and
approach
review reports
● Audit reports

Figure 3.2 shows a workflow diagram of the process.
Figure 3.2 Workflow of technology planning
Table 3.2 provides an example of the technology planning activities.
Table 3.2 Example activities of technology planning
Activity Example
Analyse the IT Leaders of the organization analyse the organization’s strategy,
organization’s strategy architecture road map, and portfolios and define requirements to the
and architecture infrastructure and platform management approach.
Develop and agree the Business analysts, architects, product owners, and infrastructure
infrastructure and experts agree and communicate an infrastructure and platform
platform management approach, including scope, sourcing strategy, methods and techniques,
approach procedures, and responsibilities.
Review the Based on infrastructure review reports, periodic reviews, and audit
infrastructure and reports, product owners and infrastructure experts review the
platform management effectiveness of the infrastructure and platform management approach
approach and provide input to the analyse the organization and requirements
activity, and/or initiate required changes.

3.2.2 Product development activities

In many organizations these activities are performed within product development value streams in
conjunction with other practices. The infrastructure and platform management practice serves as
a source of technical expertise and other resources to support product ideation, design,
development, and deployment. In other organizations, infrastructure and platform solutions are
developed in a separate value stream and provided to as services to product teams and their
products. The activities of the infrastructure and platform practices are similar in these scenarios.
In many cases, infrastructure solutions are sourced from external developers; the activities of the
practice are focused on ensuring that the solutions meet the organization’s requirements and
constraints.
This group includes the activities outlined in Table 3.3 and transforms the inputs into outputs.
Table 3.3 Inputs, activities, and outputs of product development

● Create a basic solution design ● Basic and detailed design
● Infrastructure and platform
management approach
● Create a detailed solution ● Agreed service level
design objectives
● Solution requirements
● Source/develop/configure the ● Components and solutions
● Budget and other resources
and constraints
components ● Solution documentation
● Source/build/configure the ● Setup in management tools
● Sourcing and supplier
solution including monitoring, ITSM
management policies
● Support validation and testing tools
● Sourcing and build policies
and guidance
● Support deployment and ● Operational run books
● Operational standards
release ● Reports and scheduled
● Review solution development reviews
● Success criteria
and implementation
● Project structure (schedule,
assignment, methods)
The focus of technology delivery and engineering is on designing, building, and transitioning
infrastructure and platform services. These activities may vary, depending on how the services
will be delivered and how the organization applies these steps, as is outlined in Table 3.4.
Table 3.4 Technology delivery and engineering activities
Activity Internal build Sourced

Based on the requirements identified by business analysts and
Create a basic solution design
product owner, infrastructure specialists agree service level
objectives for the infrastructure solution and create a basic
solution design. The basic design is approved by the product
owner.
Infrastructure specialists and/or site reliability engineers
Create a detailed solution design
creates a detailed solution design, ensuring its reliability,
efficiency, scalability, and other quality characteristics
required by the agreed SLOs and the organization’s
infrastructure management approach are met.
The resulting design includes a recommended sourcing and
delivery model for the components and the solution.
Agreed components are Agreed components are
Source/develop/configure the
developed and configured by procured and configured by
components
infrastructure specialists a supplier according to the
according to the design design; their work is
monitored and accepted by
infrastructure specialists

Agreed solution/system is Agreed solution/system is

Source/build/configure the
built/configured by built/configured by a
solution
infrastructure specialists supplier according to the
according to the design; their design; their work is
work is accepted by the monitored and accepted by
product owner infrastructure specialists
and the product owner
Infrastructure specialists Infrastructure specialists
Support validation and testing
participate in the validation participate in the validation
and testing of the components and testing of the
and the solution at all stages components and the
of the solution development, solution at all stages of the
ensuring effective integration solution development,
with the service validation ensuring effective
and testing practice integration with the service
validation and testing
practice and the supplier
management practice
Infrastructure specialists Infrastructure specialists
Support deployment and release
participate in the deployment participate in the
and release of the solution, deployment and release of
ensuring effective integration the solution, ensuring
with the respective practices effective integration with
the supplier management
practice
Infrastructure specialists, Infrastructure specialists,
Review solution development and
product owners, and product owners, application
implementation
application developers review developers, and supplier
the infrastructure solution representatives review the
development activities and infrastructure solution
outcomes. The resulting development activities and
report is used as an input to outcomes. The resulting
the technology planning report is used as an input to
activities and other the technology planning
improvement initiatives activities, supplier
management
improvements, and other
improvement initiatives
Product development activities ensure the delivery of a supportable solution that meets the
organization’s needs and agreed SLOs. Even if an external provider provides a solution, steps are
taken to ensure it fits into the overall delivery and support model.
3.2.3 Technology operation activities

The technology operations activities are performed after the solution goes into the live
environment. These activities include planned maintenance and unplanned support activities.
Maintenance focuses on the normal operations of the solution, such as administration and
monitoring. Support focuses on addressing events, incidents, alerts, and other areas that are not
performing as planned. In an organization that is not functioning well, the unplanned activities
typically take most, if not all resource time. A more mature organization will focus on planned
activities that will result in less unplanned work.

This group includes the following activities, and transforms the following inputs into outputs:
Table 3.5 Inputs, activities, and outputs of the technology operation

● Manage queues of queries and ● Reports
● Solutions and support
documentation, such as
events ● Closed tickets and events
operational run books
● Perform scheduled tasks ● Scheduled job completion
● Policies and guidelines
● Patch and update the system ● Backup completion
● Monitoring data
● Updated solution and support
documentation
● Queries (incidents, problems,
and so on)
● Automation
● SLAs
● Improvements
Table 3.6 provides example descriptions of the technology operation activities
Table 3.6 Technology operation activities
Activity Example
Manage queues of queries and Infrastructure management teams and tools process incoming
events queries and events, ensuring timely and successful resolution of
detected incidents, alerts, and other events requiring a response.
Logs and reports reflecting this activity are created as agreed in
the infrastructure and platform management approach and
solution documentation.
Examples of this work include:

● rolling back a bad software push
● blocking or rate-limiting unwanted traffic
● bringing up additional serving capacity
● using the monitoring systems (for alerting and dashboards)
● solving incidents
● analysing problems
● conducting post-mortems.
Perform scheduled tasks Several actions are performed by infrastructure management

teams or tools on a scheduled basis, such as daily backups or a
data transfer between systems. Logs and reports reflecting this
activity are created as agreed in the infrastructure and platform
management approach and solution documentation.
Examples of this work include:

● administering production jobs
● describing the architecture, various components, and
dependencies of the services
● testing back-up restoration
● training users
● reviewing supplier performance
● reviewing solution performance.
Patch and update the system Patches and system updates are released to the environment in a
structured manner. Typically, patches deployed to the lower
environments for testing and then deployed to production.

Despite this structure, there are exceptions where systems are

not patched as part of this scheduled release due to an
application incompatibility, business usage of the solution, or
issues identified through testing. It is important to track the
solutions that are not at current levels. Completing these updates
should be rolled out promptly to maintain overall supportability.
Up-to-date solutions reduce the risk of downtime or security
breaches.
There are also situations where system updates or patches are

installed to resolve an incident and then need to be rolled out to
the rest of the organization. The result of applying patches and
updates reactively creates a non-standard environment.
The infrastructure specialist manages these exceptions and

identifies a plan to address these exceptions. Understanding and
addressing these deviations is a vital part of technology
management.
The technology operation activities ensure that solutions are available and functioning as designed
from acceptance into the live environment through retirements. Technical experts and technical
coordinators perform the activities in this process.

4 Organizations and people

4.1 ROLES, COMPETENCIES, AND RESPONSIBILITIES
The practice guides do not describe the roles of practice owners or managers that should exist for
all practices. They focus instead on specialist roles specific to each practice. The structure and
naming of each role may differ from organization to organization, so any roles defined in ITIL
should not be treated as mandatory, or even recommended. Remember, roles are not job titles.
One person can take on multiple roles and one role can be assigned to multiple people.
Roles are described in the context of processes and activities. Each role is characterized with a
competency profile based on the model shown in Table 4.1.
Table 4.1 Competency codes and profiles
Competency code Competency profile (activities and skills)
L Leader Decision-making, delegating, overseeing other activities, providing

incentives and motivation, and evaluating outcomes
A Administrator Assigning and prioritizing tasks, record-keeping, ongoing

reporting, and initiating basic improvements
C Coordinator/communicator Coordinating multiple parties, maintaining

communication between stakeholders, and running awareness campaigns
M Methods and techniques expert Designing and implementing work techniques,

documenting procedures, consulting on processes, work analysis, and continual
improvement
T Technical expert Providing technical (IT) expertise and conducting expertise-

based assignments

Table 4.2 Examples of the roles involved in infrastructure and platform management activities
Activity Responsible roles Competency Specific skills

profile
Technology planning
Analyse the organization’s Architects, business TC Good knowledge of the

strategy and architecture analysts, product organization and its
owners, infrastructure environment, portfolios,
specialists products, resources, and
customers
Understanding of the
current infrastructure
architecture and
architecture roadmap
Analytical skills
Good knowledge of current

and available technology
Develop and agree the Architects, business TLMC Good knowledge of the
infrastructure and analysts, product organization and its
platform management owners, infrastructure environment, portfolios,
approach specialists, consultants products, resources, and
customers
Excellent knowledge of
current and available
infrastructure and platform
solutions
Good knowledge of
infrastructure and
technology services
suppliers and market
Review the infrastructure Architects, business TCA Good knowledge of the

and platform management analysts, product organization and its
approach owners, infrastructure environment, portfolios,
specialists, consultants products, resources, and
customers
Understanding of the
current infrastructure
architecture and
architecture roadmap
Analytical skills
Good knowledge of current

and available technology
Product development
Create a basic solution Solution architects, TA Understanding of the

design infrastructure requirements
specialists, site
reliability engineers, Good knowledge of the
product owners infrastructure and platform

management approach
Expertise in the available

technology
Create a detailed solution Solution architects, TA Understanding of the

design infrastructure requirements
specialists, site
reliability engineers, Good knowledge of the
product owners infrastructure and platform
management approach
Expertise in the available

technology and services
Source/develop/configure Infrastructure TC Technical expertise

the components specialists, site
reliability engineers, Communication and
product owners, collaboration skills
suppliers
Source/build/configure the Infrastructure TC Technical expertise

solution specialists, site
suppliers
Support validation and Infrastructure TC Technical expertise

testing specialists, site
suppliers
Support deployment and Infrastructure TC Technical expertise

release specialists, site
suppliers
Review solution Solution architects, TCA Good knowledge of the

development and infrastructure infrastructure and platform
implementation specialists, site management approach
reliability engineers,
product owners Technical expertise
Good knowledge of the

organization and its
environment, portfolios,
products, resources, and
customers
Technology operations
Manage queues of queries Infrastructure TA Technical knowledge

and events specialists, site
reliability engineers Understanding of business
and customer context
Communication and
coordination skills
Perform scheduled tasks Infrastructure TA Technical administration

specialists, site knowledge

reliability engineers
Patch and update the Infrastructure TA Knowledge of security

system specialists, site policies, standards, and
reliability engineers requirements
Technical knowledge
4.1.1 Infrastructure specialist

The key role for this practice is infrastructure specialist. This is a generic term to describe roles
that can be specified either by the technology, like network, SRE, and so on (for example, network
specialist, site reliability engineer, or virtualization specialist) or by the phase in product lifecycle,
like design, testing, or operations (for example,. infrastructure designer/development specialist,
testing specialist, or operations administrator).
Those distinctions are defined by the organization’s size and structure, but the general set of
competencies are similar, and usually includes:
● technology subject matter expertise
● good understanding of the organization’s architecture
● knowledge of the frameworks and techniques adopted by the organization
● knowledge of organization’s products and services
● service mindset
● good knowledge of organization’s operating model and value streams.
Examples of other roles which can be involved in infrastructure and platform management
activities are listed in Table 4.2, together with the associated competency profiles and specific
skills.
4.2 ORGANIZATIONAL STRUCTURES AND TEAMS

Infrastructure and platform management specialists often form a dedicated team (or teams).
However, in some organizations they are included in product teams and focused on infrastructure
solutions supporting respective products. Regardless of the organizational solution, it is important
to maintain shared view and responsibility across infrastructure and product teams.
Key message
“Rigid boundaries between “application development” and “production” (sometimes called

programmers and operators) are counterproductive. This is especially true if the segregation of
responsibilities and classification of ops as a cost center leads to power imbalances or
discrepancies in esteem or pay.
(…) Ideally, both product development and SRE teams should have a holistic view of the stack—the
frontend, backend, libraries, storage, kernels, and physical machine—and no team should jealously
own single components. It turns out that you can get a lot more done if you “blur the lines”11 and
have SREs instrument JavaScript, or product developers qualify kernels: knowledge of how to make
changes and the authority to do so are much more widespread, and incentives to jealously guard
any particular function are removed.”
This quote from “The Site Reliability Workbook” by Google refers specifically to SRE teams.
However, it is valid for any other approach to infrastructure and platform management.

The infrastructure and platform management practice needs to allow for organization variations
while ensuring some level of consistency across infrastructure teams. The teams may be split by
geography, type of technology, or business service. Having an overall structure to manage practice
changes and communication is important to keep the overall service functioning in an optimal
manner. This may be done with an overall governance group or through representation in an
infrastructure committee.

5 Information and technology

5.1 INFORMATION EXCHANGE
The effectiveness of the infrastructure and platform management practice is based on the quality
of the information used. This information includes, but is not limited to:
● business services and processes

● customers and users
● partner and suppliers including contracts and service levels
● SLAs
● architecture and design documentation
● portfolio and project management plans
● policies, requirements, and controls
● change records
● incident records
● request records
● problem records
● release records
● financial information
● application development and testing information
● system information (versions, baselines, configurations)
● monitoring and event information
● IT assets and inventory information.
5.2 AUTOMATION AND TOOLING

In most cases, the infrastructure and platform management practice can significantly benefit from
automation. Where this is possible and effective, it may involve the solutions outlined in Table
5.1.
Table 5.1. Automation solutions for infrastructure platform management activities
Process activity  Means of automation  Key functionality  Impact on the

effectiveness of the
practice 
Technology planning
Analyse the organization’s Communication and Collection, processing, High

strategy and architecture collaboration tools and presentation of data
from diverse sources
Analytical systems
Knowledge
management tools
Develop and agree the Communication and Collaboration and Medium

infrastructure and platform collaboration tools information sharing
management approach
Review the infrastructure Communication and Collection, processing, High

and platform management collaboration tools and presentation of data
approach from diverse sources
Analytical systems
Reporting engines
Knowledge Dashboard systems
management tools

Product development
Create a basic solution Workflow tools Ability to assign design High
design including task tasks and approval for
assignment, routing, planning activities,
approvals, tracking, including status tracking,
and notifications notifications, and
reporting to ensure
actions are on task and
the design is approved
Create a detailed solution Workflow tools Ability to assign tasks High
design including task and approval for
assignment, routing, planning activities,
approvals, tracking including status tracking,
and notifications, notifications, and
contract management reporting to ensure
with templates, actions are on task
approvals, and review
schedules
Source/develop/configure Automated Ability to receive High
the components provisioning, building, approved request and to
and configuring tools build a solution with no
or limited manual
intervention ensuring
consistent and timely
delivery
Source/build/configure the Automated Ability to receive High
solution provisioning, building, approved request and to
and configuring tools build a solution with no
or limited manual
intervention ensuring
consistent and timely
delivery
Support validation and Automated testing and Automated testing, High
testing defect tracking reporting, and logging
into the defect
management system
Support deployment and Deployment tools Automated deployment High
release from testing to
implementation,
including submission of
change request
Review solution Workflow tools Dashboards and reports, Medium to high
development and including task trend analysis
implementation assignment, routing,
approvals, tracking,
and notifications
System health
monitoring and
reporting tools
Technology operation
Manage queues of queries Automated request Ability to close repeat High
and events provisioning, tickets automatically and
automated resolution, assign the tickets
ChatOps, AIOps, automatically to the correct
group without manual triage

steps
Workflow tools
Task assignment, routing,
approvals, tracking and
notifications
Perform scheduled tasks Job scheduling tools Automation of scheduled High

and scripts for backup, tasks including notification
batch, and other on failures reducing the
automated tasks potential for missed
procedure execution
Vulnerability tools and
report and testing Ability to automatically
automation for verify and test solutions for
compliance, automated security hardening,
solution recovery, and recoverability, and controls
testing
ITSM report and
dashboard automation
Automated report
consolidation and
generation, customer
feedback surveys
Workflow tools
including task
assignment, routing,
approvals, tracking,
and notifications
Patch and update the System and security Ability to automatically High
system patch deployment and deploy and report on
inventory tools, installation status for
software distribution patches and system updates
and inventory tools

6 Partners and suppliers

Very few services are delivered using only an organization’s own resources. Most, if not all, depend
on other services, often provided by third parties outside the organization (see section 2.4 of ITIL
Foundation: ITIL 4 Edition for a model of a service relationship).
The infrastructure and platform management practice allows for many outsourcing options both
from an activity perspective as well as from a technology perspective. Table 6.1 provides
examples of areas that are candidates for outsourcing.
Table 6.1 Infrastructure and platform management sourcing considerations
Activity Opportunity Applicability
Provisioning Delivery of desktops, servers, computer, Outsourcing is most effective when

network, and storage services or other standards are in place. Outsourcing may
technology services be selectively used for remote locations.
Support Restoration and prevention of incidents Support for the entire capability may be
for in-scope technologies outsourced or focused on specific roles.
Providers should adhere to standard
service desk processes for a consistent
customer experience. This works well for
remote sites, especially for desktop
support.
Administration Performing routine tasks based on Administrative tasks need to be well

operational procedures and requests documented and sufficient access must be
provided.
Operations center Outsourcing the operations center This reduces internal staffing
function reduces the need to ensure requirements. This function must be well
adequate coverage with internal staff, documented, have adequate access and
especially if it is provided at all times. frequent touchpoints are recommended to
This function can provide monitoring, understand any open issues or
systems management, job scheduling, or improvement opportunities.
other activities
Backup/restore Provider configures and manages backup Providers may leverage internal backup
jobs and repositories, addresses backup tools or may include backup solutions and
failures, and restores files as needed storage as part of the agreement.
Systems management, Manage systems to keep up to date for Standards and configurations must be well
patching, or other versions, configurations, and patches documented, and access provided.
updates Access to management tools is required.
Technology ownership Technology can be leased through With cloud offerings, this is a prominent
subscription services, reducing the capital trend in the industry. This allows for
required to implement and maintain service levels and capabilities to be
technology delivered without the overhead of building
and supporting technology internally.
With a large amount of opportunity within this space, understanding and managing outsourcing
risks is an important activity to ensure that services meet customer expectations. This should be
done in a close conjunction with other practices, such as the risk management and supplier
management practices.

Some examples of these risks are:

● loss of flexibility due to constraints of agreement
● additional unplanned costs if the scope needs to be modified or if consumption exceeds the
contractual terms
● contractual service levels may not align with customer expectations
● security and policy adherence of providers
● loss of internal talent as role moves from performing activities to oversight of those activities
● lack of visibility.
Although all functions can be outsourced, it is recommended to retain oversight and architecture
functions. Oversight ensures providers are delivering to their committed levels and allows insight
into potential improvements to the existing agreement. To effectively support and continue to
deliver services, the knowledge of how solutions connect across providers must be well understood
by the internal team. As the specific knowledge in specific technologies moves to the provider,
there should be an architectural role internally that understands the design and operations of the
infrastructure environment.

7 Important reminder
Most of the content of the practice guides should be taken as a suggestion of areas that an
organization might consider when establishing and nurturing their own practices. The practice
guides are catalogues of topics that organizations might think about, not a list of answers. When
using the content of the ITIL practice guides, organizations should always follow the ITIL guiding
principles:
● focus on value
● start where you are
● progress iteratively with feedback
● collaborate and promote visibility
● think and work holistically
● keep it simple and practical
● optimize and automate.
More information on the guiding principles and their application can be found in section 4.3 of ITIL
Foundation: ITIL 4 Edition.

8 Acknowledgments
AXELOS Ltd is grateful to everyone who has contributed to the development of this guidance.
These practice guides incorporate an unprecedented level of enthusiasm and feedback from across
the ITIL community. In particular, AXELOS would like to thank the following people.
8.1 AUTHORS
Angie Pederson.
8.2 REVIEWERS
Dinara Adyrbayeva, Akshay Anand, Peter Farenden, Roman Jouravlev, Vernon Lloyd.

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Infrastructure and platform

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1 About this document

1.1 ITIL® 4 QUALIFICATION SCHEME

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2.2 TERMS AND CONCEPTS

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2.2.1 Business alignment for infrastructure and platform solutions

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2.2.2 Infrastructure and platform solution technologies – physical and

Infrastructure technologies, such as software-defined networking, virtual servers, and object

2.2.3 Infrastructure and platform solution delivery models

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2.2.4 Agile methods in infrastructure and platform management

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2.2.5 Reliability and maintainability

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● technical administration and operations

Activity Practice guide

2.4 PRACTICE SUCCESS FACTORS

Definition: Practice success factor

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The infrastructure and platform practice includes the following PSFs:

2.4.1 Establishing an infrastructure and platform management approach

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business requirements. The infrastructure and platform management practice is involved in

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2.5 KEY METRICS

Practice success factors Key metrics

Establishing an infrastructure and ● Stakeholder satisfaction with the approach to management of

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3 Value streams and processes

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3.2.1 Technology planning activities

Table 3.1 Inputs, activities, and outputs of technology planning

Key inputs Activities Key outputs

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Figure 3.2 shows a workflow diagram of the process.

Figure 3.2 Workflow of technology planning

Table 3.2 provides an example of the technology planning activities.

Table 3.2 Example activities of technology planning

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3.2.2 Product development activities

Table 3.3 Inputs, activities, and outputs of product development

Key inputs Activities Key outputs

Table 3.4 Technology delivery and engineering activities

Activity Internal build Sourced

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Agreed solution/system is Agreed solution/system is

3.2.3 Technology operation activities

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Table 3.5 Inputs, activities, and outputs of the technology operation

Key inputs Activities Key outputs

Table 3.6 provides example descriptions of the technology operation activities

Table 3.6 Technology operation activities

Examples of this work include:

Process activity  Means of automation  Key functionality  Impact on the