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Module 4: Celanese Case Study - Coggle Diagram
Module 4: Celanese Case Study
What is the problem? #1
The CIO has underestimated the recommendation from Hewlett Packard to focus on improving specific ITIL processes.
causes
The CIO didn't think that they have problems with customers as HP stated
The CIO didn't see the instant value with HP's recommendation
Consequence
They will potentially losing customers, and other competitors will use their weakness to take over their leading role in the market.
What is the problem? #2
At the beginning the CIO and many others resisted ITIL
Causes
CIO didn’t see commitment from the top management
Who is responsible?
CIO
Employees
Management
How did it impact the IT Group?
Moral was impacted with ideas were turned down
Team became frustrated with their leadership
Adding pressure to the team when the ITIL wasn't successful
Delays in project completion / processes taking longer than they should.
How did it impact the organization?
Missed opportunities
Employee moral taking a toll
Loss of profit
Higher costs
Recommended Solution
Team Leaders, a Process Management Tool and Regular meetings: This is a simple solution that can be implemented within a couple of weeks. A tool such as Github will help keep track of the projects, the people responsible, milestones and deliverables. The IT group can be divided into rotating teams so that each team leader is only responsible for a few people which makes it easier to manage them. Regular standups by team to ensure each member is making progress and delays are taken care of and meetings for task planning.
Pros: It is simple to implement; a tool like github will also serve as a project share and storage tool. Also The people opposed to the complex process change options will support this as an alternative. Regular standups and meetings will ensure employees are on track to meet deadlines.
Cons: Like any change, this will need some getting used to and will require likely unwanted restructuring. It will also require cost in possibly hiring team leaders and getting the tools and resources needed.
What is the problem? #3
Performance improvement is given priority over Process improvement.
Causes
The current "no-process" process works for the team and it makes them feel more relaxed than they think they would be if they had a process. This makes them focus on other aspects of the company they believe need improvement and since their results are positive, they believe they are on the right track.
Consequences
projects take longer to complete which leads to higher costs and could cause the organization to lose opportunities and therefore profit.
Who is Responsible
The CIO, decision makers who are not focused on the important aspect and employees who refuse change.
What is the problem? #4
Lack of identification of key service owner
Causes
this is caused by missing documentation, guidelines or processes specifying who is responsible for what.
Consequences
This leads to projects getting lost/forgotten, missed opportunities for the company
Who is Responsible
The CIO and project managers who don't enforce a standard process of task assignment and exchange.
FACTS
There are some issues with current ITIL processes such as the lack of a service owner, priority on performance vs process and people not in favor of the change.
Timeline
Identify problems with current solution: WHY - To figure out what to fix, the company needs to find what's wrong. TIMELINE: 2 days
Identify Potential Solutions: WHY - to identify all possible solutions for identified problems. TIMELINE: 3 days
Choose and implement solution: WHY - the company need to implement the selected solution to fix the problem. TIMELINE: 3 - 4 weeks