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IT Service Improvement and ITIL Implementation at Celanese - Coggle Diagram
IT Service Improvement and ITIL Implementation at Celanese
Stakeholders
CIO
IT Advisory Board
Application Group
Infrastructure Group
ITIL Process Lead
External Vendors
Availability Management
GPO (Global Operations Manager)
SAP team
Relevant Facts
HP is one of the leading vendors in software within the company's practices.
The company culture is quite lax, there is a low discipline level currently
Budget is based on the allocation
The IT team constantly is having software issues and constantly need a professional at the software to help them
Company is very open to using books and articles in order to guide their direction, and has done so several times in the past.
Operations in North America, Europe, and Asia
Background
Focus on performance and cost reduction at the expense of formal IT service management processes.
Poor service transition practices, lack of clear responsibility for service management, fragmented vendor relationships, and difficulty managing business expectations.
Celanese adopted ITIL to formalize service management, clarify roles and responsibilities, and ensure better alignment between IT and business needs.
A global technology and specialty materials company, providing innovative solutions in various industries, including chemicals, plastics, and advanced materials.
Vendors and internal IT teams struggled with accountability. There was often finger-pointing, as business owners assumed IT would solve issues without fully understanding or managing external vendor relationships.
Celanese’s IT services were critical for supporting business operations and growth. However, the IT service management system faced challenges in aligning with business needs and performance standards.
Possible Solutions
Clear communication channels can be in the form of meetings.
Redesign the OSM to be more user-friendly with useful tools they can use.
Targeted training to help teams.
Shared metrics across departments to allow for transparency and hopefully more collaboration.
Automated tools to help with service level, problems, change, release, configuration and availability management.
Or at least those processes need to be prioritized more.
Focusing on Important ITIL Processes
Some kind of collaboration between IT and business groups to help clarify service/business needs.
Better/Stronger leadership in ITIL adoption
Establishing Clear SLAs & OLAs
Timeline of Key Events
2001-2005
Celanese reduced IT budget from $130 million to $83 million. Focus on performance
2005-2008
Increased offerings and IT services in line with business needs.
2008-2009
Introduction of ITIL framework and process improvements.
April 2009
80 OSMs completed; 45 approved.
2009
Initiation of five ITIL initiatives: Change Control, Service Transition, Service-Level Management, Process Ownership, Problem Management.
Key Problems
Lack of proper Management
Lack of Documentation Process
Lack of Transparency
Confusion on what programs/tools to use
Lack of Communication
Within the IT Department
From the outside into the IT Department
Lack of Cooperation
Lack of Formality
Poor Budgeting