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Finding The Process Edge: ITIL at Celanese - Coggle Diagram
Finding The Process Edge: ITIL at Celanese
Key Problems:
Lack of Communication
The IT groups operating in different parts of the world did not communicate effectively and would implement projects without notifying other sections.
Budget Cuts
In 2009 Celanese's IT department lost 30% of their $128 million dollar budget. This made making improvements to existing problems difficult as they did not have the staff or resources at the time.
Friction with in ITIL implementation by senior IT staff
The CIO of Celanese did not have great faith in the implementation of ITIL. On top of this other IT staff members felt skeptical in its ability to provide significant change to the company.
Decentralized Approach
A lot of the issues brought up within HP's assessment could be traced back to a decentralized approach. The approach worked at first but doesn't seem to be serving the company too well now.
Stakeholders
Celanese
Vendors
CIO
Infrastructure Employees
Hewlett Packcard
Customers/Clients
Application Employees
ITILers
Database Team Lead
Operations Manager
ITIL Process Lead
SAP Team
Application Supply Manager
Possible Solutions
Centralized approach
Establish ITILers in each IT department. Try to have one or multiple at each physical location.
Outline process for infrastructure, OSM, documentation and reporting. Base them off of ITIL guidelines.
Execute process reform initiatives.
Monitor and document implantation and adoption.
Continually analyze the effects of the process reforms and stay committed.
Conduct regular meeting tailoring the reforms to the companies needs to avoid “too much bureaucracy”
Timeline:
2007 HP Assessment
2007 OSM development Began
2007 ITIL Process Framework
2007 APware issues and hiring of ITILers
2006 IT Org entered 'heavy build' phase
Fall 2008 ITIL Process Lead position created
2002 PC Standardization Effort
April 2009 80 OSMs completed, 45 approved
2001-2007 Developing Globally Integrated IT infrastructure
2009 Advisory board committed to 5 ITIL initiatives
April 2009 Database Team ITIL
Fall 2009 ITIL maturity assessment
2009 CIO reviews 5 ITIL initiatives
Relevant Facts
Celanese's IT department took a major budget cut in 2009. Restricting their employees and resources.
Celanese has been using a Decentralized approach towards business, but that approach doesn't seem to be giving them the best output anymore.
OSM initiative began in 2007 after the problems with APware application. Highlighted the need for documentation, approval and support allocation for new and existing applications.
Headquartered in Dallas Texas, 31 production facilities production facilities, 7000 PC users, locations in North America, Europe and Asia.
PC Standardization effort took 5 years.