IT Service Improvement at Celanese (Stakeholders (IT Infrastructure…
IT Service Improvement at Celanese
ITIL process have benefits and some drawbacks and should be implemented together the Celanese IT traditional way of doing this such as being flexible with the smart employees that have taken risk and outperform outsourcers. So, following the five ITIL initiatives for 2009 from the IT Advisory Board, putting the ITIL process in place and allowing the “good people” who know when not to follow the process or when to come up with new ideas of how to do things in a different way, is a win-win for Celanese Corporation.
ITIL Process doesn’t encourage employees to come up with other ideas or new ways of doing things or even challenge some of the procedures.
Following Processes sometimes doesn’t help & even makes things worse. For instance people won’t want to be accountable or take risk, which according to the CIO Celanese have outperform outsourcers relying on smart people who were willing to take risks.
Most OSMs take 2 to 4 meetings before they were approved. Took months to approve because they didn’t know who was going to support the applications. As a consequence, an application that was supposed to go into production last year did not due to development delays and the support issues or identification of a single service owner.
ITIL Process don’t encourage people to be creative as they are afraid they might get fired if they don’t follow process.
Improved daily progress
The improvement in process maturity was going to increase the pool of variable, external service providers, and thus lead to more competitive outsourcing rates.
ITIL improve process services which help Celanese eliminate rework, process steps and even people.
IT Infrastructure Director
Global IT Operation Manager
ITIL Process Lead
ITIL Advisory Board
Application Supply Manager
2: There was the lack of communication between the Demand, Application and Infrastructure groups, process integration and standardization among groups and the Organization in general.
How did it happen?
IT director needs to focus on communication within departments
Between infrastructure and applications, there is a wide separation between the groups
4: Operations Manager was frustrated with the cost allocation model which imposed restrictions on his ability to offer appropriate service levels. Worse still people paid for the only available “best effort” service level, but expected “high availability”.
Why problem exist?
People do not need high availability until something breaks, and then it is top priority to have someone available to help fix the issue.
Not enough help is around to fix the issues of the customers
How IT group is Impacted
A sacrifice is given to require IT workers to be pulled from other projects to work on these issues
1: There was the issue of no Central IT organization at Celanese before the hiring of the CIO in 2001. Each Business Unit (BU) had its own IT organization that had operated without any cost transparency independently for about 10 years.
How did it happen?
Atek has to compete with powerful PC makers across the globe.
AtekPC must change how it's company is structured in order to compete
3: There was difficulties in developing a successful support model for APware. The vendors were located in different regions of the world with very little time-zone overlap, resulting in significant support delays. The business resource were not stable or dedicated
How did it happen?
the service was composed of components from a variety of vendors who did not work in a collaborative manner.
Resources were not stable
A poor support model leads to issues in supporting the business resources, which ultimately leads to a loss of profit
5: The Infrastructure group Operation manager was disappointed that the CIO didn’t give the ITIL process re-engineering initiative the full support or backing he expected. As a result, the Operation manager didn’t know what processes Celanese IT had to get right.
6: There was the problem of defining an OSM for the Blackberry service in the 30 countries in which the Celanese user population resided. Alternative was to create 30 different Blackberry OSMs, one for each country. However, this seemed counterproductive and highly redundant
Its IT employees were distributed across six groups with the IT Applications group being the largest followed by the IT Infrastructure group.
Celanese Corporation was a global leader in the chemical industry and one of the World’s
largest producers of acetyl products.
Celanese was leading global producer of high-performance engineered polymers.
Celanese Corporation headquarter is in Dallas, Texas, with 31 production facilities in 2008 and
had approximately 8350 full time employees worldwide.
Hewlett Packard (HP) had done an ITIL assessment for Celanese in 2007 and found out that its IT operations were below average and needed improvement, starting with Service-Level Management (SLM), Change, Problem, Release and Configuration Management.
What happens first
In 2008 Celanese was busy meeting their customers’ application needs and did focus on improving their own internal operations.