Celanese Report & Reflective Learning Journal – Part 2

This report analyzes how ITIL will help Celanese to improve its operations considering service strategy, design, transition, and operations. It also provides recommendations for implementing ITIL in service network based on the benefits it will offer to the company.

Celanese Report & Reflective Learning Journal – Part 2
Celanese Report & Reflective Learning
Journal
Student s5145718
2806ICT/7806ICT – IT Services Management
Workshop Day and Time
Lecturer name and title
Your Griffith e-mail
Executive Summary
Celanese has been a global leader in the chemical industry and using its ERP solution to
manage divisional IT functions. This report analyses how ITIL will help Celanese to
improve its operations considering service strategy, design, transition, and operations.
The report provide justification and recommendations for implementing ITIL in service
network based on the benefits it will offer to the company. A Maturity level assessment
was conducted for Celanese which was level-1, that is, the managed stage for the ITIL
framework. This report also provides information about the benefits ITIL can have for
Celanese and limitations that it will face for the implementation.
The assignment also provides reflective journal on the learning during Week 6-10
considering various aspects of ITSM and ITIL framework. This also requires analysing
the practical implementation of these in real business situation.
Keywords: ITIL, Celanese, single instance ERP, Service Operation, Service Strategy,
RACI model, IT Service Management
1. Introduction
The organization of Celanese has been a one of the leading business organizations in
the world dealing with the chemical industry. The company is now moving to
implementing ITIL framework for improving its service structure. It is essential to
analyse the impact of ITIL on to the organisation and potential barriers that needs to be

Celanese Report & Reflective Learning Journal – Part 2
considered. The organisation has already develop plan and this report will help in
developing implementation framework.
2. Understanding & Analysis
2.1 ITIL as the Starting Point
ITIL is a framework that provides the guidelines and specification to manage the IT
services in an organization. IT Service Management (ITSM) is carried out with the aid of
the guidelines that are included to streamline the services related with the IT section.
The continuous process improvement is assured with the four components under ITIL as
service strategy, design, transition, and operations.
The Global Operations Manager viewed ITIL as the great starting point for the next
generation of IT tools and operations. The view of the Global Operations Manager is
correct as ITIL is the standard framework that provides the ability to carry out the
management and handling of the IT services and operations in a step by step manner.
Also, the four components described under ITIL for continuous process improvement do
not have a sequential approach (Gervalla, Preniqi & Kopacek, 2018). For instance, the
beginning of the framework implementation can begin from the service strategy phase
or service transition phase or any other phase. The rest of the phases will gradually
improve and adopt. This will provide the organization with enhanced flexibility and
scalability along with the ease of implementation and expansion of the IT services and
operations architecture.
3. Recommendations & Justification
There was ITSM assessment conducted by HP at Celanese which gave a score of 45.6%
which is way below the desired and required score. The communication, collaboration,
and the integration levels among the identified set of processes and functions was not
up to the mark. There were sync issues and gaps in integration that were observed.
Also, the documentation processes were not correct.
There are certain recommendations that Celanese can work upon in order to improve its
IT services and their management. The processes and operations shall be integrated
with each other and there shall be focus on just one or two components running. There
shall be an integration cycle followed so that the issues around isolation are avoided.
The permissions and connectivity shall be accordingly revised to avoid any security and
authentication concerns. Communication and collaboration shall be enhanced with the
aid of the setting up of a communication plan. The resources in Celanese at the
operational levels are not included in the decision-making activities and there are
transparency issues as well. Such issues can be resolved through revision of

Celanese Report & Reflective Learning Journal – Part 2
organization culture and leadership styles. The use of cross-cultural and
transformational leadership styles shall be used along with the increase in the execution
of communication processes (Alojail & Corbitt, 2016).
4. Maturity ratings, self-assessment, discussion of ratings,
and recommendations
The determination of the maturity level of ITIL, the assessment of several processes and
functions was carried out. For the ITIL service strategy and service operation stages,
the two processes include Central IT and PC standardization effort. The two functions
identified for these phases as the implementation of the ERP system and the application
supply function (Schultze, 2011). The primary aim of the processes that are identified
was to make sure that the management of the IT infrastructure was effectively done and
was present in the business firm. The implementation and creation of the adequate
standards was one of the goals that had to be fulfilled. The primary aim behind the
functions that are identified is to ensure that the back-end support and services are
directed in the correct direction and there are no security loopholes in these processes.
The syncing of all of the sub-methods was the aim.
There are issues that have been observed in the collaboration, automation, and process
stages. The collaboration among the various contracts could not be found and there
were integration issues that were also observed. The automated services and methods
were in place but there were implementation issues that were observed and the similar
issues were observed with the processes as well (Suhairi & Gaol, 2013).
The maturity level assigned to Celanese after the assessment is the level-1, that is, the
unmanaged stage for the ITIL framework. It is because there is no central
infrastructure identified in the organization and the shared decision-making activities
are also missing. Ad-hoc communication and collaboration is also not followed in the
organization.
It is recommended for Celanese to work on the continuous process improvement by
starting from the service strategy phase under ITIL framework. The determination of
the customers, setting up of the goals and objectives, and business value assessment
shall be done in this phase. It shall then be followed by the service design, transition,
and operations phases. There shall also be documentation process in place so that the
standardization in terms of the documents created is achieved. There shall also be focus
on the ad-hoc communication and collaboration activities along with the inclusion of the
operational resources in the decision-making activities. This will lead to better decision-
making and the transparency levels between the management and the resources will
also improve (Kannamani, 2012).

Celanese Report & Reflective Learning Journal – Part 2
5. Benefits of Process Improvement at higher levels
There will be a number of benefits that will be provided with process improvement at
higher levels for the management of the IT services.
• The cost-effective planning will get associated from the lower till the highest
level and the business requirements will be clearly understood and
implemented.
• Security and privacy of the data and information sets along with the enhanced
compliance rates in the areas as GDPR compliance, incorporation of cyber
security laws, and likewise.
• The handling and management of the changes will become easier and the
streamlining of the changes will be done.
• The third-party integrations will be made to ensure that the ease of usage and
simplicity in execution is provided (Kim, 2011).
• There will be listing of varied services that will be made and the employees of
Celanese will get the ability to choose the best possible service and tool for
the organization.
• There may be various implementation and technical issues that may come up.
The management of these issues will be adequately done by risk transfer to
the respective vendors.
• The overall workflow management will become easier with strong integration
and required syncing.
6. Limitations to ITIL Approach
There are certain limitations associated with the ITIL approach to maturity assessment
that must be considered. The CIO needs to be aware of the fact that ITIL is not software
or an automated tool that can be procured and installed in the organization to see the
desired results. It is the framework that comprises of the series of best practices. There
are certain features and practices under the ITIL framework that may be of no
relevance for the organization. The management shall have the skills and capabilities to
identify such features and eliminate the same.
There will also be several changes that will come up with the incorporation of the ITIL
approach to maturity assessment and improvement. The management will be required
to develop the mechanisms to identify and manage these changes. In the case of
inability to manage the changes, there can be negative outcomes that may be witnessed
in terms of the inability to carry out the implementation as per the determined goals,
schedule and cost overrun, and likewise.

Celanese Report & Reflective Learning Journal – Part 2
The skills of the resources and the capabilities of the management will be significant
and the selection of the resources shall be done adequately to experience successful
implementation and improvement.

Celanese Report & Reflective Learning Journal – Part 2
Reflective Learning Journal
Key Learnings
I gained the opportunity to acquire the understanding of the ITIL framework and the
various stages under the framework. ITIL is a framework that provides the guidelines
and specification to manage the IT services in an organization. IT Service Management
(ITSM) is carried out with the aid of the guidelines that are included to streamline the
services related with the IT section. The continuous process improvement is assured
with the four components under ITIL as service strategy, design, transition, and
operations. I could gain an understanding of the different stages and activities under
each of the four phases.
There were several errors and loopholes that were associated with the adoption of the
framework by Celanese. These issues and errors were mainly in the areas of integration
and communication. I could understand that the communication management shall be
done during the implementation of ITIL or any other framework. Also, it is necessary
that the integration of all of the components is done (Cervone, 2008).
I also acquired that the changes are certain in any of the business process improvement
activity and there will be certain resources that will resist these changes. The
management of the changes shall be done and there shall be plans ready in advance to
handle any of the expected changes.
Process Followed
I used a step by step process to record the learnings and document the same. I began
noting down the learnings from the beginning of the course itself. I adopted the strategy
as I did not want to miss out on any of the important points. The records and the notes
that I prepared from the beginning till the end of the course were then used to create
the formal document of the key learnings and takeaways from the project.
Future Applications
There are numerous learnings that I have gained that will allow me to apply the same in
the future. For instance, ITIL is a framework that is an industry-wide framework and is
a standard that is used by one and all. The framework will allow me to have the
capabilities to manage the IT services of an organization and I will also be able to detect
the flaws and loopholes that may be involved in the process. I will also be able to assist
the teams and resources in the development and implementation of the change
management plans and communication management plans (Mohammadi, Ravasan &
Hamidi, 2015). I also learned a lot about team dynamics and collaboration. I will be able

Celanese Report & Reflective Learning Journal – Part 2
to use and apply the same in the future so that the team collaboration levels are always
high.
Areas of Improvement
There are several automated tools and processes under IT that are being used by the
organizations. I could gain an understanding on the theoretical management and
handling of the tools. However, there are certain technical skills and abilities that are
also required to adequately handle such tools and applications. This is one area that I
would like to improve upon in the future. It will provide me with an opportunity to gain
relevant experience and will also allow me to enhance my technical capabilities.
The improvement will be made on the basis of the training sessions that I will attend
along with the professional development exercises that will be undertaken.

Celanese Report & Reflective Learning Journal – Part 2
References
Alojail, M., & Corbitt, B. (2016). Does the ITIL Service Quality Framework Improve
Outsourcing Relationship Outcomes?. Journal Of Advanced Management
Science, 452-456. doi: 10.12720/joams.4.6.452-456
Cervone, F. (2008). ITIL: a framework for managing digital library services. OCLC
Systems & Services: International Digital Library Perspectives, 24(2), 87-90. doi:
10.1108/10650750810875430
Gervalla, M., Preniqi, N., & Kopacek, P. (2018). IT Infrastructure Library (ITIL)
framework approach to IT Governance. IFAC-Papersonline, 51(30), 181-185. doi:
10.1016/j.ifacol.2018.11.283
Kannamani, R. (2012). Drawbacks &Suggestions on Major Incident Process under ITIL
Service Management. IOSR Journal Of Business And Management, 2(2), 48-50.
doi: 10.9790/487x-0224850
Kim, H. (2011). A Case Study on Realization of ITSM Performance Applying the Change
Management Framework of ITSM. Journal Of The Korea Society Of IT Services,
10(3), 251-264. doi: 10.9716/kits.2011.10.3.251
Mohammadi, M., Ravasan, A., & Hamidi, H. (2015). Investigating Critical Success
Factors in Implementing ITIL Framework. International Journal Of
Standardization Research, 13(1), 74-91. doi: 10.4018/ijsr.2015010104
Schultze, U. (2011). Finding the process edge: ITIL at Celanese. Journal Of Information
Technology Teaching Cases, 1(1), 22-39. doi: 10.1057/jittc.2010.1
Suhairi, K., & Gaol, F. (2013). The Measurement of Optimization Performance of
Managed Service Division with ITIL Framework using Statistical Process
Control. Journal Of Networks, 8(3). doi: 10.4304/jnw.8.3.518-529

Celanese Report & Reflective Learning Journal – Part 2
Appendix
ITIL Maturity Model Assessment (sample self-assessment, based on the characteristics from the user guide).
Instructions: Rate your agreement with each question.
5 means strongly agree. 1 means do not agree. Enter a
number between 1 and 5.
Distribution
Curves
0 Absent (chaos)
1 Initial (reactive) Assessor ITIL® is a Registered Trade
Mark of AXELOS Limited
2 Repeatable (active) ITIL® is registered in the U.S.
Patent and Trademark Office
3 Defined (proactive) The Swirl logo™ is a Trade
Mark of the Cabinet Office
4 Managed (pre-emptive) Pro
ces
s
5 Optimized SS: Demand Management
Responder (these are the various
roles who rate).
ID 1 ID 2 ID 3 ID 4 ID 5 ID 6 ID 7
Distribution
Level 0: absent (chaos) Avg Max Min Var 1 2 3 4 5 Sum Max
1 The process or function is either completely absent or
only partially present.
4 5 5 4 4 4 3 4.1 5 3 0.7 0 0 1 4 2 7 4
2 If the process or function is partially present, there is no
structure around it, no defined responsibilities and no
consistency in its operation.
2 1 1 3 3 3 1
2.0 3 1 1.0 3 1 3 0 0 7 3
0:01
0:02

Celanese Report & Reflective Learning Journal – Part 2
Distribution
Level 1: initial (reactive) Avg Max Min Var 1 2 3 4 5 Sum Max
3 There is little management commitment. 2 2 2 1 3 3 3 2.3 3 1 0.8 1 3 3 0 0 7 3
4 No process or function governance exists. 2 2 3 3 3 3 3 2.7 3 2 0.5 0 2 5 0 0 7 5
5 There is no defined vision. 3 3 1 3 3 3 3 2.7 3 1 0.8 1 0 6 0 0 7 6
6 Activities respond only reactively to appropriate triggers;
there is no pro-activity.
3 3 3 1 3 3 3
2.7 3 1 0.8 1 0 6 0 0 7 6
7 There is no strategic direction; activities are
uncoordinated with little or no consistency.
3 3 3 2 3 3 3
2.9 3 2 0.4 0 1 6 0 0 7 6
8 There are few, if any, documented procedures. 3 3 2 3 3 3 3 2.9 3 2 0.4 0 1 6 0 0 7 6
9 There is no definition of process or functional roles. 3 3 3 3 1 3 3 2.7 3 1 0.8 1 0 6 0 0 7 6
10 Performance of the activities varies according to who
undertakes them.
3 3 3 1 3 3 3 2.7 3 1 0.8 1 0 6 0 0 7 6
11 There is little, or no, automation of any activities. 3 3 3 1 3 3 3 2.7 3 1 0.8 1 0 6 0 0 7 6
12 Few, if any, records are kept of performance. 3 3 3 1 3 3 3 2.7 3 1 0.8 1 0 6 0 0 7 6
13 There is no formal procedure for making improvements. 3 3 3 3 2 1 3 2.6 3 1 0.8 1 1 5 0 0 7 5
14 People performing the role receive little training beyond
‘on-the-job’ learning.
3 3 3 4 3 3 3 3.1 4 3 0.4 0 0 6 1 0 7 6
15 Performance of the activities is subject to no, or only
basic, measures such as volume and failure rate.
3 3 3 3 2 3 3
2.9 3 2 0.4 0 1 6 0 0 7 6
16 Activities have a technical rather than customer or
service focus.
3 3 3 1 3 3 3 2.7 3 1 0.8 1 0 6 0 0 7 6
17 No stakeholder feedback is gathered or sought. 3 3 2 3 3 3 3 2.9 3 2 0.4 0 1 6 0 0 7 6
Distribution
Level 2: repeatable (active) Avg Max Min Var 1 2 3 4 5 Sum Max
18 Some management commitment exists. 3 3 4 3 3 3 3 3.1 4 3 0.4 0 0 6 1 0 7 6
19 The activities are formally resourced. 3 3 3 2 3 3 3 2.9 3 2 0.4 0 1 6 0 0 7 6
20 Goals and objectives are defined. 3 3 1 3 3 3 3 2.7 3 1 0.8 1 0 6 0 0 7 6
21 The scope of the process or function and its interfaces
with other dependent processes or functions are defined
and agreed.
3 3 3 3 1 3 3
2.7 3 1 0.8 1 0 6 0 0 7 6
22 Procedures exist but may not be fully documented. 3 3 3 3 3 2 3 2.9 3 2 0.4 0 1 6 0 0 7 6

Celanese Report & Reflective Learning Journal – Part 2
23 Procedures are usually followed but vary from person to
person and team to team.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
24 People carrying out the activities have the skills,
experience, competence and knowledge to perform their
role.
3 3 4 3 3 3 3
3.1 4 3 0.4 0 0 6 1 0 7 6
25 Roles are recognized, even if they are not formally
defined.
3 3 3 4 3 3 3 3.1 4 3 0.4 0 0 6 1 0 7 6
26 Performance is measured and reported to at least
internal stakeholders.
3 3 3 3 1 3 3 2.7 3 1 0.8 1 0 6 0 0 7 6
27 Performance is becoming more consistent but is still
variable.
3 3 3 2 2 3 3 2.7 3 2 0.5 0 2 5 0 0 7 5
28 Some automation is starting to be used to improve
efficiency.
3 3 3 2 3 3 3 2.9 3 2 0.4 0 1 6 0 0 7 6
29 Significant failings are recognized and remedial action
taken, although in a somewhat ad hoc way.
3 3 3 3 4 3 3
3.1 4 3 0.4 0 0 6 1 0 7 6
30 People performing the role receive basic, job-related
training when they join, but little, if any, thereafter.
3 3 3 3 4 3 3
3.1 4 3 0.4 0 0 6 1 0 7 6
31 Some stakeholder feedback is provided and major issues
are responded to on an ad hoc basis.
3 3 3 4 3 3 3
3.1 4 3 0.4 0 0 6 1 0 7 6
32 Improvements are focused on the activities rather than
the stakeholder outcomes.
3 3 3 3 1 3 3
2.7 3 1 0.8 1 0 6 0 0 7 6
Distribution
Level 3: defined (proactive) Avg Max Min Var 1 2 3 4 5 Sum Max
33 Management commitment is visible and evident. 3 3 3 3 4 3 3 3.1 4 3 0.4 0 0 6 1 0 7 6
34 The activities are appropriately resourced, although
occasionally, and in unusual circumstances, may be
inadequate.
3 3 3 3 2 3 3
2.9 3 2 0.4 0 1 6 0 0 7 6
35 There is starting to be a focus on operating proactively,
although the majority of work is still reactive.
3 1 3 3 3 3 3
2.7 3 1 0.8 1 0 6 0 0 7 6
36 Important documents are version-numbered and subject
to change control.
3 3 1 3 3 3 3 2.7 3 1 0.8 1 0 6 0 0 7 6
37 The scope of the process or function and its interfaces
with other dependent processes or functions are
documented.
3 3 3 3 2 3 3
2.9 3 2 0.4 0 1 6 0 0 7 6
38 Procedures and work instructions are documented and
kept up to date.
3 3 2 3 3 3 3 2.9 3 2 0.4 0 1 6 0 0 7 6

Celanese Report & Reflective Learning Journal – Part 2
39 Activities are carried out with a reasonable degree of
consistency.
3 3 3 3 2 3 3 2.9 3 2 0.4 0 1 6 0 0 7 6
40 Outcomes are increasingly predictable and usually meet
stakeholder needs.
3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
41 Variations between people and teams performing the
activities are minimal.
3 3 3 1 3 3 3 2.7 3 1 0.8 1 0 6 0 0 7 6
42 Roles are formally recognized, defined and assigned. 3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
43 Performance is measured using a range of metrics. 3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
44 Performance is reported to both internal and external
stakeholders.
3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
45 At least some of the activities are automated. 3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
46 Mistakes and failures to follow procedure are the
exception.
3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
47 When errors are made, these are often recognized and
are starting to be investigated to improve performance
and reduce subsequent errors.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
48 People performing the role receive both initial and some
ongoing training.
3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
49 Feedback from stakeholders is actively sought and acted
on.
3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
50 Inter-process relationships and dependencies are
recognized.
3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
51 Activities are subject to planning and rarely taken on an
ad hoc or unplanned basis.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
52 The process or function is consistently employed
throughout the organization.
3 3 3 2 3 3 3 2.9 3 2 0.4 0 1 6 0 0 7 6
53 People skills are assessed and validated against
changing requirements.
3 3 3 3 2 3 3 2.9 3 2 0.4 0 1 6 0 0 7 6
54 There is a formal method for managing changes to the
process or function.
3 2 3 3 3 3 3 2.9 3 2 0.4 0 1 6 0 0 7 6
55 Routine activities are automated. 3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
56 Procedures and activities are tested for compliance, and
clear exceptions logged and used as the basis for
improvement.
3 3 3 4 3 3 3
3.1 4 3 0.4 0 0 6 1 0 7 6
57 The internal (technical) and external (customer) focus is
balanced.
3 3 3 3 5 3 3 3.3 5 3 0.8 0 0 6 0 1 7 6
Distribution
Level 4: managed (pre-emptive) Avg Max Min Var 1 2 3 4 5 Sum Max

Celanese Report & Reflective Learning Journal – Part 2
58 The process or function and the associated activities are
robust and rarely fail to perform as planned.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
59 The organization has considered what might disrupt
services and put in place measures to eliminate these or
reduce their impact.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
60 There is a single process owner responsible for all sites
within the organization.
3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
61 There is funding to invest and resources available to
prevent failures or reduced performance.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
62 Process documentation is consistent (based on a
standard process template) and includes the policy,
purpose, objectives, procedures, roles and metrics.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
63 Documentation is protected from unauthorized change,
centrally stored and backed up.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
64 Activities are performed in a highly consistent way with
only rare exceptions.
3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
65 Most activities that can be automated are automated. 3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
66 Refresher training and updates are given in advance of a
procedure or activity changing.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
67 Inter-process relationships and dependencies are fully
recognized and actively embedded.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
68 There is a clear and documented definition of authority
levels for each role.
3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
69 Skills matrices or their equivalent are used to validate
people’s capabilities.
3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
70 Changes to procedures rarely fail or have unexpected
consequences.
3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
71 The focus is more on customer and service outcomes
than technical considerations.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
72 Funds and resources are planned and allocated in plenty
of time.
3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
73 Performance and activity are continuously measured and
monitored.
3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
74 Activities are subject to a defined strategy and direction
with clear objectives.
3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
75 Processes are integrated. 3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
76 Toolsets are integrated. 3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7

Celanese Report & Reflective Learning Journal – Part 2
77 There is regular measurement and review of process and
function effectiveness from the customer perspective.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
78 Metrics and measurements are used to assess process
performance against agreed process targets and
objectives.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
79 Thresholds are established that generate warning alerts
if a threshold is reached so that action can be taken
before services are affected.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
80 Process and procedural interfaces and dependencies are
recognized, documented and tested for compliance.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
81 Process activities and responsibilities that span more
than one team are subject to operational level
agreements.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
82 Activities are performed seamlessly across functional
interfaces both internally and externally.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
83 Regular process reviews are completed by the process
owner and reviewed with stakeholders to validate
continued effectiveness.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
84 Compliance to the process and procedures is regularly
checked against documented procedures by
independent assessment or audit.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
85 Warnings, non-compliances and variations are actively
used as a source of continual service improvement (CSI).
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
86 Activities are highly consistent and generate predictable
outcomes, regardless of who performs them.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
87 Improvements are identified based on audits and
reviews of the process and are recorded in a CSI
register.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
Distribution
Level 5: optimized Avg Max Min Var 1 2 3 4 5 Sum Max
88 All activities are subject to management control,
governance and leadership.
3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
89 Activities are performed consistently and reliably across
all areas of the organization in which they are used.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7

Celanese Report & Reflective Learning Journal – Part 2
90 Process improvements are actively sought, registered,
prioritized and implemented, based on the business
value and a business case.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
91 Plans are based, wherever appropriate, on business and
service considerations.
3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
92 Metrics and measurements are used to assess the
effectiveness and quality of the process outcomes and
stakeholders’ requirements and expectations.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
93 Measures, monitoring, reviews, alerts and reporting are
part of a coordinated commitment to continual
improvement.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
94 IT planning and activities are integrated with business
plans and activities.
3 3 3 3 3 3 3 3.0 3 3 0.0 0 0 7 0 0 7 7
95 Processes, procedures and functions are regularly
audited for efficiency and effectiveness.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
96 Service governance including measures, roles and
procedures span the entire supply chain to include inter-
related and inter-dependent internal and third-party
relationships.
3 3 3 3 3 3 3
3.0 3 3 0.0 0 0 7 0 0 7 7
97 Redundant or sub-optimized procedures are identified
and removed.
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98 Improvements are introduced across the entire
organization to maintain operational consistency.
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99 Performance data and stakeholder feedback are retained
and analysed for trends and improvement potential.
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100 There is regular communication between the service
provider and its stakeholders to ensure that services and
activities remain relevant and effective.
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