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Celanese Case Study (Relevant Facts (ITIL assessment done by HP found…
Celanese Case Study
Relevant Facts
ITIL assessment done by HP found Celanese’s IT operations were below average and that their processes were at level 2
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Application Group Scored higher than Central IT, having more detailed management as part of their SAP processes
Celanese Internal IT often had similar processes across different groups, but never integrated the processes across all groups
Celanese executives do not agree on ITIL fundamentals implementation as certain processes of management were 3's in some areas but 1's for the same processes in other areas
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Key Problems
Application supply group is highly focused on applications and do not understand the underlying architecture or tech needed to make apps work. (Just want it to work)
Why Problem Exists
The Implementation process hasn’t been diffused to the Infrastructure group because the SAP maintains their entirely team to focus on the application side.
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Causes
Applications seen as more favorable investment, and as such, infrastructure group was often never aware of newly invested applications
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Impact on IT
The SAP team has their own system with the incident, change, release and problem management process which were not replicated to the whole IT department and making it hard on IT to work on the problems.
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IT lacks service level agreements and unified tools, documentation, and integrated processes despite the HP assessment showing that multiple groups used similar processes for tackling the same things, but in different ways.
Why problem exists
SAP never fully developed and rolled out unified SLAs, tools, and documentation.
Groups never had effective internal communication/meetings regarding similar processes,etc. until HP assessment sat them down together
Causes
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Inadequate collecting, reporting, and distribution of information across groups
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Possible Solutions
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Establish happy medium between HP assessment, ITIL, and Perceived Areas of focus within each IT group
Pros
May help organization reach a higher, more balanced score in future HP assessments with help of ITIL implementation
This approach allows for each area to be addressed, IT group to receive attention, and subsequent balance across the organization
Cons
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Some areas in IT may not need to receive balanced attention and resources that could otherwise be sent to other areas within IT that need it more
Unify IT groups through the use of SLAs, documentation and integrate processes
Pros
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More unified solutions free up more money available within IT budget for pursuing other solutions/changes/projects/etc.
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Cons
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Some IT groups may need different ways to accomplish standardized processes, and as such, may be less efficient in doing so