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Celanese Case Study, Possible Solutions - Coggle Diagram
Celanese Case Study
Key Problems
During HP's assessment, the IT leaders and employees of the company began to notice how disconnected each section of the business was from one another. This contributed to the low score of 45.6% in the IT Service Management section.
Lack of participation the three efforts they launched, with a notable decline in interest with the ITIL Taskforce. The only members who participated were mainly involved with the infrastructure.
In 2002, Celanse tried to begin an PC Standardization effort which lasted about 5 years, where the effort struggled to transition smoothly, leaving success of the project up in the air.
- Provide the top management and lower-level employees constructive ways to fully understand the transition.
- Increasing the IT budget and redistributing the money given to departments will help focus on building the IT branch and better support the rest of the organization
- Instituting processes and standardizations in the field will make performing necessary tasks simpler.
- The CIO mentions that the top management found it difficult to dedicate time to this transition. Eventually they were able to understand how much they should spend on this new company inititive.
Stakeholders
Celanese CIO
The Chief Information debatably has the most stake in the project as the concept was his. Upon viewing slides regarding an update on the IT organization's Information Technology Infrastructure Library, the focus on IT was decided.
Operations Manager
The Operations Manager oversees the production involved with new projects. This projects falls under the jurisdiction of the manager to ensure the project is managed successfully
HP
HP is a leading software vendor that embedded ITIL beat practices. Celanese commissioned this particular company to asses its IT practices. The company has stake in the success of the business due imaging and reputation of body of work.
Key facts
Celanese began a PC Standardization effort began in 2002, which lasted about 5 years
The company in 2008 supported 7,000 PC users worldwide, with a staff of 300 employees.
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In 2007, HP was commissioned to evaluate Celanese's IT processes.
- Increase It budget and decrease other departments to compensate
- Use SLA's, Cohesive processes and documentation to unify the IT groups
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