Celanese Report & Reflective Learning Journal

Celanese Report & Reflective Learning
Journal
SIVA SUMANTH KOTHAPALLI
S5164060
78061ICT
Thursday 1.00 pm to 3pm
Dr Mohammad Awrangjeb
[e-mail]
Executive Summary
Information technology Infrastructure Library (ITIL) is a framework that has been developed
to standardize the selection, planning, and overall management of the IT services and
components in a business organization. It is composed of five aspects as Service Strategy,
Service Design, Service Transition, Service Operation, and Continuous Service
Improvement.
The case study of Celanese organization is analysed that includes the success and failure of
the organization with respect to ITIL.
A reflective journal is also included.
Introduction
Celanese is a global leader in chemical industry. it has spent the years of time to implement a
single instance ERP solution and integrating the divisional IT functions into a shared services
model. Celanese has entered into information Technology Infrastructure Library(ITIL). Their
purpose is to guide their integration efforts.

Celanese Report & Reflective Learning Journal
Understanding & Analysis
Two Process & Two Functions in Service Operation/Service Strategy Phases
Central IT and PC standardization effort were the two processes that fall in the category of
service strategy and service operation phases for Celanese.
Implementation of the single instance ERP system and application supply are the two
functions that fall under the categories of service operation/service strategy phases for
Celanese (Schultze, 2011).
The goal of the two processes as Central IT and PC Standardization effort in ITIL was to
effectively manage the shared IT infrastructure present in the organization. The development
of the standard set of services and operations was also one of the goals that were set up.
The two functions, ERP system and application supply aimed to provide enhanced back-end
support to streamline the business operations and activities. The support to the business
operations by integrating all of the components together was one of the goals that were set
up.
Communication & Integration
The communication and integration among the processes and functions described above was
not adequate. These processes and functions were not integrated with each other and with the
other elements in the IT infrastructure as well.
The Central IT management was restricted to only a sub-set of the common contracts and it
covered only SAP and Microsoft. There were several other contracts that were not integrated.
There were also several issues that came up during the PC standardization process. The
matters were reported to the CIO and there was isolation in terms of the resolution of the
issues (Alojail&Corbitt, 2016). The communication procedure was not effective that resulted
in the inability to resolve the issues. The organization also faced a lot of trouble during the
heavy build phase. The projects were approved without communicating with the operational
teams and resources. The networking architecture was also not understood by most of the
resources present.

Celanese Report & Reflective Learning Journal
ITIL Best Practices’ Contribution or Help
Information technology Infrastructure Library (ITIL) is a framework that has been developed
to standardize the selection, planning, and overall management of the IT services and
components in a business organization. It is composed of five aspects as Service Strategy,
Service Design, Service Transition, Service Operation, and Continuous Service
Improvement.
The above processes and functions at Celanese were not adequately integrated and there was
lack of communication and networking that is also observed. It later resulted in the IT Service
Management score of 45.6% during the assessment done by HP. It is an extremely poor
score. The IT Service at Celanese could be improved by incorporating the ITIL framework.
The several processes, such as Central IT and PC Standardization should have been planned
and the definition of the goals should have been adequate. There was a lack of complete
coverage that was observed in the case of Central IT management (Suhairi& Gaol, 2013). It
could have been improved by using strategic planning and management as one of the best
practices under ITIL.
There is also lack of networking and communication that was observed which resulted in the
inability to adequately execute the functions and processes. The continuous service
improvement could be achieved by following up at regular instances and conducting the
reviews to find out the gaps and loopholes.
RACI Model in OSM
Operations Support Model (OSM) was one of the initiatives that were taken by ITIL
taskforce to work on the results and assessment outcomes done by HP.
There was use of RACI (Responsibility, Accountability, Consulted, and Informed) model
done under OSM. AP ware, one of the applications crashed and the Operations Manager was
inquired about the failure. The Operations Manager did not have a single clue of the
application and its associated component. This led to the OSM initiative by Celanese to work
on the issues involved. The primary task involved the identification of the owner of each
component and process involved. For this purpose, there was a spreadsheet that was
developed. The ownership types in this spreadsheet were filled using the RACI acronym. R –
Responsible was assigned to the owner that took care of the resources and the process. A-
Accountable was assigned to the owner that was answerable in case of the issues, failure, or
general queries. Similarly, C- Consulted and I – Informed were assigned to the owners on the