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Celanese case study - Coggle Diagram

- - - - Their will be more money to spend in a certain IT department inside of the company
      - The company can look for or hire more People who specialize in IT
    - - when the company pulls money from other departments this means their will be less money in they department they chose to take from
      - If other departments does not perform like they should this can affect the process for the department as a whole. This can cause the budget to decrease because they are not meeting what they should be making for the IT department
  - - - Help to allow the management to compare needs for the company
      - Could help reduce costs by prioritizing necessary projects
      - Allow them to focus on larger projects
      - Helps to improve communication with less groups
      - Will allow the management to ensure applications are high quality
    - - Could become harder to seperate where projects go
      - Will put more workload on certain management teams
      - Management could lose focus if they can't agree on priorities for various projects
  - - - Allow teams to compare possible solutions to problems
      - Helps to give everyone a voice
      - Can cut down on projects time to deployment
      - Helps to cut down on time/money spent on projects & creates a better product than traditional methods
      - Allows you to create a better product by bringing in multiple perspectives
      - Highlights collaboration
    - - Training can be expensive for a large company
      - Will take time to implement
      - Requires a change in culture from the top down
- - - - The next best thing seems to be the motto for them, never to take time to improve on what they have
    - - Causes low quality services within the company, false understanding of the value of a high quality application.
    - - They immediately start working on new applications, even though the old ones are still not perfect.
  - - - CIO thinks the business is more important than IT investments
    - - Most areas within IT don't receive enough attention to bring up a solution.
    - - CIO was under the belief that everything central was evil.
      - CIO thinks customer relationships are not an issue, when they are.
  - - - Lack of communication between groups, and supervision
    - - Multiple groups are working on the same thing, just using different methods. less efficiency
    - - IT uses multiple groups to complete the same task, just in different ways
- - - - PC standardization effort began in 2002. This was headed by the Global Operation manager.
        
        IT organization infrastructure integrations efforts implemented a single instance ERP system globally.
        
        Cut cost by about $85 million by eliminating duplicate resources.
        
        In 2006 heavy build phase started. They concentrated on developing a global integrated IT infrastructure.
        
        In 2007 Celanese commissioned HP to use assessment for company practices. This was highly supported by several members of the organization.
        
        Heavy build phases were implemented and internal coordination was overlooking. Application Supply just wants infrastructure to work.
        
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