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Problems with Celanese Corp. IT - Coggle Diagram
Problems with Celanese Corp. IT
Stakeholders
Global Management Operator
CIO
IT Director & Managers
Application Supply Manager
IT Infrastructure Manager
Solutions
Business Departments eventually had to use IT Service-Level Management
IT infrastructure couldn't be approved without IT Operations being made aware and incorporated Operations Support Models
IT Departments were made to work together under the CIO
Prioritize Critical ITIL Initiatives including change control, service transition, service-level management, processes ownership, and problem management.
Possibly to continue offering ITIL training to all IT employees to help them understand and use these processes better. This will improve teamwork and reduce confusion.
Implement a clear system (OSM) to document who is responsible for supporting each IT service. This will reduce confusion and make sure nothing is missed.
Key Problems
Business departments were focused on profits and did not work well with the IT department
IT Departments were working in isolation for at least a decade in different subsidaries
IT Operations would have to do maintenance on a approved IT project that they were not aware of
New IT projects were approved without thinking about how to maintain them in the long run, which caused unexpected costs and problems later.
Although the CIO sometimes supported process improvements, the backing wasn’t strong or consistent, making it harder for the IT team to make real progress.
Timeline
In 2001, the Celanese CIO got hired
In 2006, the IT organization entered the 'heavy build' phase
In the Fall of 2007, Celanese IT commissioned HP to assess its IT processes and the OSM development began
In Fall of 2008, the IT organization created the 'ITIL Process Lead' position
In April of 2009, the Infrastructure group actively worked with Microsoft to develop OLAs for 'SQL as a Service'
Relevant facts
The Budget is 30% less than last year
Takes place in 2009 (Right after The Great Recession)
Celanese is not focusing on their IT Department
The GMO has to worry about standardizing computer parts to cut costs long term
Celanese IT supported about 7,000 PC users worldwide with a staff about 8350 FTEs