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Celanese - Coggle Diagram
Celanese
Key Problems
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ITIL initiatives are not seen as beneficial from upper management because it would take at least 2 years to reap the benefits.
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The Infrastructure group and Demand group does not share the same sentiment on service level agreements.
Lack of communication between Demand, Application, and infrastructure groups
Lack of understanding of IT services by the business (demands such as “just keep the critical things running all the time”)
Relevant Facts
In 2007, HP conducted an assessment at Celanese.
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Specifically, Service Level, problem, change release, configuration, and availably management were poorly performing
The CIO and IT directors did not want to follow some HP recommendations and would rather want to focus on making new applications.
In 2009, the IT budget was reduced.
IT infrastructure group are champions of the ITIL process, other groups were not interested in the model.
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Possible solutions
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Work towards a more effective communication method between departments, as communication is a disconnect.
Putting a higher priority on the ITIL at Celanese. HP's assessment rated their ITIL as a 2/5 for lack of performance in Service Level, problem, change release, configuration, and availability management
Timeline
2001- There was no Central IT, and the process of centralizing was not easy. There was fear of having a single CIO
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