Internal Code: IAH184
The HP assessment
In Fall 2007, Celanese IT director of infrastructure commissioned HP to assess its IT processes. At the time, HP was one of the leading vendors of software that embedded the ITIL best practices. They had also developed a Formula One racecar simulation to illustrate ITIL best practices. Prior to committing to the ITIL assessment, Celanese IT had played this simulation. For several members of the Celanese IT organization, this represented their first exposure to ITIL.
The assessment consisted of a series of questionnaires to which the managers in different areas of IT responded, as well as an HP-facilitated session in which the responses were discussed with the participating managers and directors. Many noted that the whole exercise was an eye-opening experience. The questions in the survey implicitly communicated the ITIL best practices, providing participants a sense of where their respective process stood with regard to ITIL. Furthermore, the joint session highlighted how little the groups knew about each others’ work, how insulated they were from each other, and how little awareness there was of what it took to deliver unified IT services to their business customers.
The assessment also brought to light that the Applications and the Infrastructure groups had similar processes that they nevertheless tackled very differently. For instance, the SAP team had its own Incident, Change, Release and Problem Management processes, which were not replicated to other parts of IT. These processes had been developed as part of the SAP implementation and had not been diffused to the Infrastructure group because SAP was maintained entirely by a team that resided within the Applications area. This lack of process integration and standardization was not only noted in the HP assessment, but it also explained Celanese’s overall ITIL maturity rating of 2 on most processes. This score represented the average between the SAP team’s rating of 3 and the
Infrastructure group’s 1 on one process, and the opposite ratings on another process.
The assessment results were summarized as follows:
1. Celanese achieved an IT Service Management score of 45.6%, which was below the average of the other companies HP had assessed;
2. Celanese received an average ITIL maturity rating of ‘repeatable’, that is, 2 on a 5-point scale;
A.Risk to reliable service delivery was assessed as ‘high’;
B. Financial, Security and Supplier Management were considered well developed; and
C. Service Level, Problem, Change, Release, Configuration and Availability Management were found to be weak.
Stage 2: Exploring and evaluate potential solutions by researching tools and approaches
consistent with the ITIL framework that may be appropriate to the business situation. 3 questions.
What were the three main problems identified by the HP assessment?
If you were the HP assessment panel, what recommendations (processes/tools/approaches) would you make to Celanese in order to address each of these three problems? (max 300 words, use point form).
With the knowledge you have to this point about Celanese, make a broad assessment of the maturity rating for Celanese. (max 200 words, use point form)
Celanese used a financial management tool called ‘Apware’ that caused some major issues. Conduct some research on the web to find identify a software tool which you assess to be ITIL compliant and that you believe could be useful for Celanese to use in order to improve some aspect of the organization such as workflow or management of IT services. Present a brief description of the tool and it’s functionality. Justify how it would support the ITIL framework and explain its potential benefits to an organization like Celanese (max 300 words)
Take a look at the Operations support model.pdf (you will need to download the separate Operations Support Model.pdf that is on learning at Griffith, under the link to this assignment document) used by Celanese. Assess the extent to which it aligns with the ITIL framework.(Max 500 words; use point form)
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