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Celanese Case Study - Group B - Coggle Diagram
Celanese Case Study - Group B
Possible Solutions
Hewlett Packard
HP recommendation was that Celanese should focus on improving ITIL processes.
This invloves service level management, change, problem, release and configuration management.
The current CIO was skeptical of the benifits of HP's recommendation.
Pro
This solution provides an outside veiwpoint on the current IT infrastructure at Celanese
Cons
Did not sit well with IT directors
Improve IT groups in tools, documentation and integrated processes
Improve communication among IT groups
Operate and track integrated processes to be accomplished in better way
Develop unified tools, SLAs, and documentation
Pros
Increasing the performing work for both clients and employees
Cons
There may be a lack between clients and SLAs while addressing their needs
Increase and better prioritize the IT budget.
The main three costs for the budget currently are, network and helpdesk, SAP licenses and Pc's
The IT budget was 130 million in 2001 which dropped to 83 million in 2005.
Current budget is based apon allocation rather than a consumption model.
Pros
More control over IT expenses.
Cons
Infrastructure and operations groups would benefit.
Problems
IT is failing to control costs and failing to deliver services
Lack of cost transparency.
IT processes were not efficient or repeatable
Lack of formal service-level management
Lack of tools, integrated processes, and documentation
IT Directors don't see the value in the ITIL process
Lacks unified work and awareness between groups at Celanese.
Relevant Facts
Headquarters is located in Dallas Texas with 31 production facilities and 8350 full time employees world wide.
Because of the economic downturn in 2009 Celanese IT budget was cut by 30%.
Hewlett Packard completed the ITIL assessment with Celanese's IT operations being at below average at a level 2 out of 5.
Celanese supports around 7000 PC users worldwide with a staff of 300 FTEs.
Groups at Celanese lack awarness of each other, this has affected IT services to cusomers.
Stakeholders
CIO
IT directors
IT Service Manager/Director
Infrastructure Manager
ITIL process Lead
Application Manager
Investors
Customers
IT vendors
Timeline
In 2007 Celanese had tons of application and IT service growth. Around that same time Celanese felt their internal operations lacked coordination and process discipline.
2009 CIO was presented the PowerPoint slides on ITIL.
In 2008 Celanese was too busy meeting with customers to improve their own internal IT project/problems.
Economic downturn of 2009.
In 2009 the buget was cut by 30%.
HP completed his assessment in fall of 2007.
Celanese IT organization entered a heavy build phase. The budget for the IT department was growing rapidly.
IT organizational structure started started in 2001 when the current CIO was hired.