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ITIL Implementation Challenges at Celanese - Coggle Diagram
ITIL Implementation Challenges at Celanese
Key Issues
Lack of Buy-In from Leadership & Business Teams
Business teams resisted defining service levels
CIO skeptical about ITIL benefits
ITIL seen as an "Infrastructure" initiative
Inadequate Service-Level Agreements
Misaligned expectations
No structured service-level management process
Business didn't understand or want SLAs
Poor Coordination Between IT Groups
IT operated in silos
Application teams didn't communicate with Infrastructure
No top-down mandate for IT adoption
Lack of IT Process Standardization
No enforced governance
Different workflows across IT teams
Decentralized IT before 2001
Budget Constraints Delaying ITIL Implementation
ITIL training and tools deprioritized
30% IT budget cut in 2009
ITIL benefits seen as long-term, but short-term cost-cutting prioritized
Possible Solutions
IT Process Standardization Initiatives
Develop a centralized IT governance framework
Standardize workflows across IT teams
Implement ITIL training programs for IT staff
Incorporate AI to standardize the workflow and reduce redundancy and errors.
Enhancing IT Coordination
Establish regular cross-functional IT team meetings
Create a shared knowledge base for IT teams
Implement collaboration tools to improve communication between application and infrastructure teams
Having established leadership to take charge on the executions of assignments that allign with the buiness goals.
Leadership & Business Buy-In Strategies
Secure executive sponsorship for ITIL adoption
Conduct workshops to educate business leaders on ITIL benefits
Align ITIL implementation with business goals to gain stakeholder support
ITIL Process leads that are in charge of the ITIL adoption and the IT service improvements for the company. This add responsibility to the program leading to a higher chance of success. This is also a great place to collect feedback from the employees.
Improving Service-Level Agreements (SLAs)
Develop clear SLA guidelines and service catalogs
Educate business units on the importance of SLAs
Regularly review and refine SLAs based on business needs.
Making sure to define key SLAs to important and essential IT services.
Overcoming Budget Constraints
Prioritize ITIL initiatives with high ROI
Seek phased ITIL implementation to distribute costs
Demonstrate cost savings through ITIL efficiencies to justify investment
Shifting the business away from an allocation-based model to more of a consumption-based model will allow the company to increase the transparency of spending and the efficiency of the company.
Timeline
2001: Current CIO hired at Celanese. (Page 23)
2002: PC standardization effort begins, takes 5 years. (Page 23)
2003: IT implements a single instance ERP system, cuts costs to $85 million through eliminating resource duplication and through benefits of standardization. (Page 23)
2007: Celanese hires Hewlett Packard (HP) for ITIL assessment.
Stakeholders
Chief Information Officer (CIO)
Global Operations Manager
IT Directors
ITIL Process Lead
Various IT Groups/Teams
Business and Manufacturing Users of IT Services
Hewlett Packard
Outsourced companies
Celanese customers
Relevant Facts
Celanese IT faces a 30% budget cut for 2009.
According to the HP assessment, Celanese IT's operations were rated below average compare to other companies
APWare had outages which highlights problems with the service.
108 employees have become ITIL certified so far
HP recommendations include formalizing service-level management, moving to a single or federated tool solution, and creating a standard documentation process.