ITSM Assignment Report for Celanese: Issues, ITIL Framework, and Self-Reflection

This report mainly discusses the two major issues faced by Celanese. The report is mainly associated with focusing on the major IT-related problems that exist in the company. The report is also associated with discussing the ITIL framework which has been used for the purpose of discussing the major reason lying behind the issues and how those issues can be solved. The report also puts an emphasis on the alignment of the OSM or Operations Support Model with the ITIL framework. Lastly, the report consists of a self-reflection regarding the learnings from the whole assignment.

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Executive Summary
This report mainly discusses the two major issues faced by Celanese. The
report is mainly associated with focusing on the major IT-related
problems that exist in the company. The report is also associated with
discussing the ITIL framework which has been used for the purpose of
discussing the major reason lying behind the issues and how those issues
can be solved. The report also puts an emphasis on the alignment of the
OSM or Operations Support Model with the ITIL framework. Lastly, the
report consists of a self-reflection regarding the learnings from the whole
assignment.
Keywords: CIO: Chief Investigation officer, OSM: Operations Support Model,
OLA: Operating Level Agreement.
1. Introduction
The Chief Information Officer of Celanese while going through the powerpoint
presentations to him in the form of an update of the organization’s “Information
Technology Infrastructure Library” efforts of the previous year. The CIO was surprised
to see that there was no such focus on the internal IT projects of the organization.
Celanese is considered to be a global leader in the chemical industry and is also one of
the largest producers of the acetyl products along with being the leading producer of
the high-performance engineered polymers.
2. Main Issues Being Faced In Relation To the IT Service:
Celanese
One of the major issue faced by Celanese in relation to the IT service was that there
was lack of sufficient time to focus on the Internal IT related projects. In the year of
2008, the organization was so much busy in meeting the customer’s applications need
that they had no time in focusing on their own operations. This ultimately resulted in
the downturn of the economy in the year of 2009 and at that time they were not so busy
but were not having sufficient amount of intentions in order to turn inward and look into
the internal operations. The IT budget of 2009 was slashed by almost 30% as compared
to that of the year 2008 which was around $128 million.
Another major issue was that the organization did not follow all the reasons due to
several reasons and this includes the following:
1. The directors of the IT department were not clear about the values that were to
be derived from the increased maturity in the ITIL process.
2. The CIO of the organization was also skeptical about the various benefits of re-
engineering the IT processes and this initially made him reluctant about giving
the ITIL efforts the required blanket endorsement and visible support which was
very much essential for the success of the initiatives related to development.
ITSM Assignment Report – 2806ICT
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3. Another reason includes the providing of the recommendation by the HP so as to
start the improvement process of one of the important customer-facing service or
the Service Level Management, which was not very much accepted by the
Directors of the IT department. This happened due to the reason that they
believed customer relationships is not the area where the experimentation of the
ITIL should be done.
3. Using the ITIL framework discussion about the Issues and
Countermeasures:
The infrastructure group consisted of pursuing of several multiple initiatives even
after the HP Assessment which has not been associated with serving to corral of the
entire organization in order to provide support to the re-engineering efforts focused on
the ITIL. First of all in includes the operation managers who had included three ITIL
specialists in order to focus on the change management, management of the several
incidents and lastly the management of the problem. They were also provided the
designation of junior status and primarily their role included the management of the
information by making use of the respective tools and generate the reports.
Secondly, it involves the investments by the IT infrastructure directors for the
training purpose. She was associated with the sponsoring of four ITIL foundations
classes where it was possible for the other IT team members to attend absolutely free of
cost. The Director of the It infrastructure maintained that the ITIL training has greatly
helped in turning the corners on getting their colleagues believe the fact that there
exist several benefits of the ITIL.
Thirdly it involves the operational managers who were organized as ITIL taskforces
and conducted meetings on a bi-monthly or monthly basis throughout the year.
4. Five major ITIL initiatives committed by the advisory
board of the organization
4.1. Change control: So as to address the problems related to the inadequate
planning taking place within the “infrastructure”, “application” and the
“manufacturing IT groups”. This initially resulted in high volume of chances
of emergency, along with the planning by the infrastructure group so as to
improve the Operating Level Agreement or OLA for various services in order
to clearly communicate all the information and the requirement of lead-time.
4.2. Service transitions: This was implemented in order to address all the
challenges associated with the OSM. The main focus of this initiative was to
streamline the checklist and also provide certain training and incorporation
of several6 parts of the checklist into the office of project management at the
stage of gate process.
4.3. Service level management: According to the economic situation there is a
need of developing an SLA so as to allow the IT in order to set the
appropriate expectations of the customers with respect the level of service
and cost.
4.4. Problem management: The infrastructure, as well as the application groups,
were very much eager to improve the management of the problems as the HP
assessment was associated with rating the problem management at level 1
maturity.
5. Potential benefits of ITSM tool
The three biggest benefit that Celanese can realize includes the following:
5.1. A consistent framework would be provided so as to create, deliver, improve,
evaluate and lastly retire the IT service.
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Fig1: The Lifecycle of ITIL framework.
5.2. The delivery of the IT service is standardized by making use of an organization-
specific catalog. The ITIL framework is mainly associated with providing the users with
a facility of developing a standardized framework in order to request or receive a
service.
5.3. The tool is associated with providing a consistent and defined IT role in order to
deal with the various IT services which have faced a failure. Along with this, the tool is
also associated with fixing the causes of the persistent problems along with monitoring
of the services. Lastly, it is associated with taking of appropriate decisions whenever an
exception occurs in the services which are running or in the items associated with the
configuration.
5.4. Cost reduction: The ITIL software would be greatly helping in the process of
reducing the costs. The software provides an efficient delivery of service which helps
the employees of Celanese save time and money. Along with this, the employees are
also provided with the visual of reviewing their flow of work and determine the changes.
This initially helps them in understanding the situation where there is a need of making
adjustments in the in the processes and the procedures which initially results in saving
money.
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6. Service Desk Model: Celanese
Fig 2: Sevice Desk model
The service desk model that Celanese should implement is “Follow the Sun” service
desk. The biggest advantage of using this this model is its resiliency. The mains
benefits includes the reduction of manpower, because of the self-service tools,
identification and quick solving of the issues which keep on happening, reduction of the
work lags of the employees from the information technology issues that is common and
continues to happen, provides a better transparency and communication into the
services of the customers which mainly starts from the generation of the tickets and
ends at the providing of the solutions, and lastly automation of the escalation issues,
triaging along with the prioritization.
7. Self-reflection:
Celanese is considered to be lead in the domain of chemical industry. It has been
associated with spending a large amount of time in implementation of single ERP
solution. I have learned that this organization is much focused on integrating IT
functions for a shared service model. In the year of 2007 when many year was spent and
growth of IT service employees of Celanese thought that they need better coordination
and process of discipline. So this organization had a look into information technology
infrastructure library so that they can easily guide their process of integration effort.
Celanese is one of the leading producer of acetyl products. This chemical is considered
to be important chemical in major of the industries. The product of this organization can
be found that they are associated with various consumer and applications in the
industry and this mainly ranges from the paints which are fire resistant to baked goods.
It is considered to be leading or global producer of high performance polymers which is
used in various kinds of application like fuel system component and sea-belt mechanism.
Celanese implemented a single kind of system that is ERP. This system enables the
organization to achieve a three-day close transaction and two days in consolidated
system. I have learned about ITIL from the case study of the organization which is
considered to be a collection of some kind of best practices of managing IT operations.
The emergence of the first version of ITIL occurred in the year of 1980 when the British
government was finally associated with realizing the fact that quality of service
produced by the IT vendors was not satisfactory. This initially resulted in the emergence
of the second version of ITIL which was released in the year of 2001 and mainly
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consisted of seven books of which two are for service support and delivery of service. IT
comes up with service support process which helped in provision of IT service on
regular basis. In the year of 2007 the third version of ITIL was published which is
considered to be an extended version of ITIL framework. I have learned about five
books on ITIL which followed a sequence which includes the “service strategy”,
“transition of service”, “operation of service”, “design of service” and lastly “continuous
service improvement”. The five kind of initiatives which are based on advisory board
committee are “change control”, “transition of service”, “service level management”,
“process ownership” and lastly “problem management”. For addressing the various
types of problems associated with the adequate planning which exists amongst various
types of infrastructure, application and lastly manufacturing of IT groups. For
addressing the various kinds of challenges with OSM the initiative focus on streamline
of checklist. It provides training and incorporation part into the checklist of project
management office and also the stage gate process. Service level agreement is
associated with providing the economic situation which can be easily used by the
advisory board in order to make certain suggestion progressing development of SLA
which can easily set right amount of customer expectation which is done with respect to
the various cost and service level. Process ownership is associated with focusing on the
light as well as the completion of the services of the services of the OSM for large
number of complicated services like blackberry communication. Advisory board also
needs to have a clear kind of definition about the various parameter which might
include the process, product and lastly service owners. I have learned Application
supply manager are having a lot of experience the OLA (Operation level Agreement) and
due to this reason the developing of the SAP DBA becomes very much easy and this
initially produces a better kind of database service which is much more developed.
From the case I have learned about a book entitled as process edge. I have learned
about the fact that large number of organization has suffered a lot in their business
once they have been lauded with various kinds of innovations in the processes. ITIL
makes use of infrastructure group which has make use of HP assessment. Despite of
being recognized it would take almost 2 years in order to generate hard cost reduction
from ITIL, there existed a high expectation that this process would improve or process
of rework. I have learned about various kinds of challenges with the desk service. It is
considered to be not much mature in the various process and the various kinds of
documentation. The CIO also believed that there existed multiple paths for achieving
common kind of goal which is guided to have process disciple which is guided by
various components of ITIL. I have learned that their multiple path for achieving
ultimate kind of goal. It has some kind of process disciple which is again guided to have
process disciple which is advocated by ITIL components.
8. Conclusion:
I have learned that CIO was conscious about the various kinds of potential cost
benefits for conducting the process by making use of procedural, documents and lastly
various kinds of IT tools. Celanese has some of the kind of IT tool which is noted for
performing of outsourcers on both kind of parameter that is cost and quality. I have also
learned that smart people focus taking a large number of risk. I have learned that
various kinds of process do not encourage on coming of a large number of ideas. It is
considered to be typical kind of human behavior which is to be followed by the people in
some of the processes and not challenging.
A number of factors resulted in development or contribution of difficulties which
ultimately become difficult for developing a model for success. The Services mainly
consisted of a list of different kinds of vendors who are not associated with working in a
collaborative way. Various vendors are generally situated in different regions of the
world having a little time zone difference and overlap which ultimately leads to time-
zone overlapping, resulting in successive kind of delay. Initially, it is seen the support
was given by various resources which are non-IT where only a little existence of
knowledge about the appreciation of various kinds is capable of changing the
movement.
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9. References
Ahmad, N. and Shamsudin, Z.M., 2013. A systematic approach to successful
implementation of ITIL. Procedia computer science, 17, pp.237-244.
Ahmad, N., Tarek Amer, N., Qutaifan, F. and Alhilali, A., 2013. Technology adoption
model and a roadmap to successful implementation of ITIL. Journal of Enterprise
Information Management, 26(5), pp.553-576.
Better, P., 2014. Change Management.
Hammer, M. (1990). Reengineering Work: Don’t automate, obliterate, Harvard Business
Review 68(4): 104–112.
Iden, J. and Eikebrokk, T.R., 2014. Using the ITIL process reference model for realizing IT
governance: An empirical investigation. Information Systems Management, 31(1), pp.37-58.
Iden, J. and Eikebrokk, T.R., 2015. The impact of senior management involvement, organisational
commitment and group efficacy on ITIL implementation benefits. Information systems and e-business
management, 13(3), pp.527-552.
Iden, J. and Eikebrokk, T.R., 2015. The impact of senior management involvement,
organisational commitment and group efficacy on ITIL implementation
benefits. Information systems and e-business management, 13(3), pp.527-552.
Kazmi, S.A.Z. and Naarananoja, M., 2013, January. Comparative approaches of key
change management models-a fine assortment to pick from as per situational needs!.
In International Conference on Business Strategy and Organizational Behaviour
(BizStrategy). Proceedings (p. 217). Global Science and Technology Forum.
Marrone, M., Gacenga, F., Cater-Steel, A. and Kolbe, L., 2014. IT service management:
A cross-national study of ITIL adoption. Communications of the association for
information systems, 34.
Moeller, R.R., 2013. Executive's guide to IT governance: improving systems processes
with service management, COBIT, and ITIL. John Wiley & Sons.
Suhairi, K. and Gaol, F.L., 2013. The measurement of optimization performance of
managed service division with ITIL framework using statistical process control. Journal
of Networks, 8(3), pp.518-529.
Tainter, M. and Likier, M. (2007). Key Differences between ITIL v2 and v3, ITSM Watch,
25 October 2007 [www document] http://www.itsmwatch.com/ itil/article.php/3707341.
10. Appendices
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Continuation of Appendix C:
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