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ITIL Implementation at Celanese - Coggle Diagram
ITIL Implementation at Celanese
Context and Challenges
Implementation of ERP and shared IT services
Global chemical industry leader
Challenges
Disorganized internal IT processes
Characterized by lack of disciplined culture in company at-large
as well as within the IT organization. Creates a feedback of making bad IT decisions due to bad policies and documentation which leads to more bad decisions since there isn't any reassessment going on
Lack of coordination between IT groups
Overemphasis on Applications group and an underappreciation of infrastructure leading to infrastructure team being unable to integrate their systems and constantly going over-budget
Budget cuts and economic downturn in 2009
Caused all projects and initiatives to be scrutinized at a higher level and also created strain in that the only projects that were approved were the projects that could immediately demonstrate a ROI within less than a year
ITIL Process Introduction
IT rated below average (Level 2 maturity)
Recommendations: focus on Service-Level Management, Change, Problem, Release, and Configuration Management
Adoption triggered by Hewlett Packard's (HP) 2007 assessment
CIO skepticism on process re-engineering
Skepticism and resistance to changing processes
due in large part to the need to demonstrate near
immediate ROI on changes (<1 year to demonstrate
value-added) and often that isn't enough time.
Actions Taken
Establishment of an ITIL taskforce for process improvement
Focus on ITIL training (108 IT professionals certified)
Key Initiatives:
Change Management
Service Transition and OSM (Operations Support Model)
Problem Management
Service performance
Reviews and adjustments
Key Problems
Inefficient IT Infrastructure
Outdated Tech
High operational costs
De-emphasis of IT infrastructure and over-emphasis on Applications
Lack of alignment
Poor communication between IT and business units
delays in project execution
employee resistance
fear of change
IT is already seen as bureaucratic
Centralization of the IT resources was seen as a negative at first and was later able to be seen as a positive
lack of training on new systems
High maintenance costs
costly to maintain outdated technology