Please enable JavaScript.
Coggle requires JavaScript to display documents.
ITIL at Celanese - Coggle Diagram
ITIL at Celanese
Stakeholders
-
-
-
-
-
-
Peter Keen
Page 29 - Author of book The Process Edge, which talks about finding the ITIL process
-
-
Key Problems
Lack of commitment by leadership to focus on IT. If there was, there was only focus on short term results
Bad communication between ITILers, OSM, and vendors
misapprehension of how long something should take and how long it would actually take to implement something
Overall, IT operations were undisciplined and poorly coordinated
Difficulties in developing a succesful support model for APware as vendors were located in different regions of the world with little time zone overlap which results in support delays.
Possible Solution
-
-
Service Level management - Primary management of IT services, ensuring that agreed services are delivered when and where they are supposed to be. With this implement OSM which stands for Operations Support Model
Have the CIO more consistently support ITIL, as it was brought up multiple times that his support was inconsistent.
For future reference if we need to look back, this was talked about on page 30
Relevant Facts
Headquarter in Dallas, Texas, the company had 31 production facilities in 2008and it employed approximately 8350 full time equivalents worldwide.
Celanese was also a leading global producer of high-performance engineered polymers that were used in applications such as conveyor belts, fuel system components and seat-belt mechanisms.
Celanese Corporation was one of the largest producers of acetyl products which are intermediate chemicals used in nearly all major industries.