Celanese Report & Reflective Learning Journal – Part 2

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.