IT Services in Bina Bina University
Hendryantono Limantara Agnes Kurniati
Master of Information Technology Master of Information Technology
Binus Graduate Program Binus Graduate Program
Anggrek Campus, Kemanggisan Jakarta Anggrek Campus, Kemanggisan Jakarta Anggrek Campus, Kemanggisan Jakarta
Email: anton.skatelbjb@gmail.com Email: akurniati@binus.edu
Hari Herman
Master of Information Technology
Binus Graduate Program
Anggrek Campus, Kemanggisan Jakarta Anggrek Campus, Kemanggisan Jakarta
Email: agnesnadiasayuti@gmail.com Email: muhammadjendroyuwono@hotmail.com
Abstract—Lorem ipsum dolor sit amet, consectetuer adipiscing
elit. Etiam lobortis facilisis sem. Nullam nec mi et neque
pharetra sollicitudin. Praesent imperdiet mi nec ante. Donec
ullamcorper, felis non sodales commodo, lectus velit ultrices
augue, a dignissim nibh lectus placerat pede. Vivamus nunc nunc,
molestie ut, ultricies vel, semper in, velit. Ut porttitor. Praesent
in sapien. Lorem ipsum dolor sit amet, consectetuer adipiscing
elit. Duis fringilla tristique neque. Sed interdum libero ut metus.
Pellentesque placerat. Nam rutrum augue a leo. Morbi sed elit sit
amet ante lobortis sollicitudin. Praesent blandit blandit mauris.
Praesent lectus tellus, aliquet aliquam, luctus a, egestas a, turpis.
Mauris lacinia lorem sit amet ipsum. Nunc quis urna dictum
turpis accumsan semper.
Index Terms—IEEEtran, journal, LATEX, paper, template.
I. I NTRODUCTION
Nowadays our technology and information system has be-
come the important part of supporting our life. Afterwards,
not only in the business part but also in educational the
information technology make the process of all kind business
more efficient and effective. The University of Bina Bina is a
company which is running in the field of education that was
established in 2000. The University of Bina Bina engaged in
education S1 - S2 with 5 Studies program. There are 30000
users, be it an active student, faculty, and employees. The
University of Bina Bina has a mission to achieve Accreditation
in each program of study can achieve ISO certification and can
be a World Class University in the future.
A. Information Technology Service (IT Service)
IT service is a service which is provided by the IT service
provider. IT service consists of a combination of information
technology, human resources, and processes. IT service gen-
erally makes a deal with the operational issues of information
technology and not on the development of the technology
itself. For example, the process of making computer software
for sale are not the focus of IT service, but the computer
system used by the marketing and business development
division will become the focus of IT service[6].
Nadia
Master of Information Technology
Binus Graduate Program
Email: agnesnadiasayuti@gmail.com
Muhammad Jendro Yuwono
Master of Information Technology
Binus Graduate Program
B. Information Technology Service Management (ITSM)
Service management (Cartlidge et al., 2012) is a set of
specialized organizational capabilities for providing value to
customers in term of service, including all of the processes,
methods, functions, roles, and activities that the service
provider uses to deliver service to its customers. ITSM is an
implementation and management of IT service to ensure that
IT service is aligned with business needs and actively support
the company. ITSM (Suhairi Gaol, 2013) can be a guide to
the processes of IT service in the organization so that the
alignment between business and IT can be realized. There
are several frameworks or methodologies that can be used
to implement ITSM, such as ITIL, COBIT, CMMI, ISO/IEC
20000, ISO 9000 (Cartlidge et al., 2012), Six Sigma, and
TOGAF (Arraj, 2013).[3]
C. Information Technology Infrastructure Library (ITIL)
ITIL is a set of best practices for ITSM (Suhairi Gaol,
2013). ITIL was published between 1989 and 1995 by Her
Majesty’s Stationery Office (HMSO) in the UK on behalf
of Central Communications and Telecommunications Agency
(CCTA). CCTA is now included in Office Government Com-
merce (OGC). The initial version of ITIL consisted of 31
associated books covering all aspects of IT service provision.
This initial version was then revised and replaced by ITIL
v2 consists of 7 books more closely connected. ITIL v2 is
universally accepted and used in many countries by thousands
of organizations as a basis for effective IT service provision.
In 2007, ITIL v2 was replaced to ITIL v3 consisting of 5 core
books covering the service lifecycle (Cartlidge et al., 2012).[3]
D. ITIL v2 and v3
Most importantly, a detailed comparison between ITIL V3
and V2 reveals that all the main processes known from ITIL
V2 are still there, with only a few substantial changes. In
many instances, however, ITIL V3 offers revised and enhanced
process descriptions. The main difference between ITIL V3
and V2 is the new ITIL V3 Service Lifecycle structure;
this means the old the structure of Service Support and
Service Delivery was replaced by a new one consisting of:
Service Strategy Service Design Service Transition Service
Operation Continual Service Improvement ITIL V3 also com-
plements the processes known from ITIL V2 with a number of
new processes and puts more emphasis on producing value for
the business. Due to the new Service Lifecycle structure, all
interfaces between the ITIL processes were changed in order to
reflect the new ITIL V3 process structure; so even if processes
in ITIL V3 and V2 are broadly identical, their interfaces
have changed. Example: The Incident Management process
must now link to the Service Design processes, although a
comparison between Incident Management in ITIL V2 and V3
reveals that the process itself did not change substantially.[10]
E. Service Strategy
1) The objectives of service strategy: Service strategy
shows organizations how to transform service management
from an organisational capability into a strategic asset and to
then think and act in a strategic manner. Service strategy helps
clarify the relationships between various services, systems or
processes and the business models, strategies or objectives
they support.[9] Other objectives include: Provide business
stakeholder value Differentiate the organisation Make solid
cases for investment Resolve conflicting demands for services
Improve service quality by strategic planning
2) Value to the organisation/business of service strategy[9]:
Provides guidance on how to design, and put in place
service management as a strategic asset Sets the principles
for developing service management policies, guidelines and
processes across the service lifecycle Sets objectives and
expectations of performance towards serving customers and
market spaces Identifies and prioritises opportunities Ensures
that organisations can manage the costs and risks associated
with their service portfolios Asks questions and plans a
strategy for how to do something before progressing
Fig. 1. Strategy Generation
3) Introducing strategy generation[9]:
4) The service strategy processes: Financial management
for IT services Service portfolio management Demand
management
F. Financial management for IT services
1) The objectives of financial management: To provide
cost-effective stewardship of the IT assets and resources used
in providing IT services The aims of any IT services organ-
isation should include: To be able to fully account for the
spend on IT services and to be able to assign these costs to
the services delivered to the organisations customers To assist
management decisions on IT investment by providing detailed
cost analysis regarding changes to IT services [9]
Fig. 2. Financial Management
G. Service design
We assume the designer does not need to start from scratch,
e.g. that a value model has been developed first the advantage
is that this activity is already supported by established model-
ing techniques and methodologies. Moreover, this means that
essential decisions, as for the choice between using internal
or external services (in which strategic concerns related to
trust and collaboration play a role), have been made already
(represented in the positioning of the value activities).
1) A service design method: The service design method
proposed here is based on the service models that we have
developed and takes the following steps. Starting point is the
value model. Step 6 marks the transition to web service design.
1. For each value object in the value model, introduce one
service (called one service). This step refers to the part of the
Service Realization Model that deals with what abstract core
services exist. Then consider in which value transfers the value
objects are exchanged and derived which service deliveries
are made by which actors, as part of which transactions
(Service Provisioning and Delivery Model). 2. If more than
one value activity is distinguished within a certain actor, they
give rise to core services as well. Furthermore, each value
activity corresponds to an (internal) actor that provides this
service to the actor in which the value activity is enclosed.
3. For each core service identified in 1 and 2, introduce the
resources needed. 4. For each resource identified in 3, indicate
the service that realizes this resource. If the service was not
identified yet, introduce a new one. This step draws again on
the Service Provisioning Model. The step is applied recursively
till the scope of the model is reached. 5. For each service
identified in 1, 2 or 4, introduce additional enhancing services.
The enhancing services identified in this step are services that
do not provide resources per se but are used to realize the 2. Service catalogue management
earlier identified services by providing access to them (cf. 3. Service level management
Service Composition Model) 6. For each service identified in 4. Availability management
1, 2, 4, or 5, try to delegate the service to a web service. This 5. Capacity management
is only possible when the service is informational in nature. 6. IT service continuity management
Core services can be informational, as in the case of digital 7. Information security management
products. In most cases, the enhancing services are suitable 8. Supplier management
candidates for automation.[1]

Fig. 5. ITIL Service Design

I. Service Reporting
Fig. 3. Service Cycle The goal of service reporting is to provide periodic consoli-
dated reports to users and business stakeholders on the historic
2) Business Service Management[4]: Design of new or
performance of all of the services against service levels. It aims
changed services for introduction into live environment Guid-
to provide the information for different services in a consistent
ance for designing and developing services Converting strate-
format, providing[2]:
gic objectives into service portfolios and service assets, or
* Comparison of SLA achievement across different services
improve existing services Development of design capabilities
and different suppliers
for service management
* One place for publishing all reports from all suppliers.

Fig. 6. Consolidation Service Report

Every supplier is responsible for:

Fig. 4. Business Service Management
H. ITIL Service Design
Key processes in ITIL Service Design
1. Design coordination (Providing and maintaining single
point of coordination and control of all design activities)
* Providing service reports at the agreed time
* Providing service reports with the agreed information.
The SIAM provider is responsible for:
* Verifying the validity of service reports
* Collating service reports from multiple suppliers
* Publishing and communicating the consolidated service
reports.
The reports should present factual information. This sup-
ports a culture where these consolidated reports can be pub-
lished to all users of the services and all suppliers, without
specific confidentiality agreements.
 Reports typically include information sourced from multiple 10. Handling complaints and Compliments
datasets, consolidated into a single validated and consistent set.
Information is typically presented by:
* Service
* Supplier
* Customer (location and function).
Aggregated views are also created at different levels to
provide appropriate levels of summarization for different levels
in the organization, e.g. operational, tactical, strategic. In the
most mature of SIAM operations, this reporting aligns not just
to the supplied services, but also to the business processes and
services that those capabilities support.
This mature reporting typically attributes financial value
to the impact of service failures and disruption, alongside
business impact such as lost business hours, a number of
customers affected, and financial implications such as lost
business.
J. Service Level Agreement Management
Service Level Management (SLM)[4] 1. Designing SLA

Fig. 8. SLA

Fig. 7. SLA
K. Knowledge Management
Frameworks Operational Level Agreement (OLA) = agreement
Service Knowledge Management System[7] Build a system
between IT service provider and part of same organization
that supports delivery of services, e.g., facility department
(OLA targets underpin those of SLA) Underpinning contracts
= contracts with external partners/suppliers Types of SLAs:
a) Service-based SLAs covering 1 service b) Customer-based
SLAs covering all services of individual customer group
Multi-level SLAs: (1) corporate level with generic SLM issues;
(2) customer level with customer-/business-unit-specific SLM
issues; (3) service level with service-specific SLM issues with
regard to customer
2. Determining, documenting and agreeing on requirements
for new services / Producing SLRs
3. Negotiating, documenting and agreeing on SLAs for
operational services
4. Monitoring service performance against SLA
5. Producing service reports Fig. 9. Knowledge Management
6. Conducting service reviews instigating improvements
within overall service improvement plan delivering results: * Knowledge database vs. knowledge base
7. Collating, measuring and improving customer satisfaction * Identify the right balance between face-to-face activities and
8. Review and revise SLAs and OLAs, underpinning agree- database driven approach * Base all inputs on the taxonomy
ments and service scope * Provide context search with various search paths Keywords
9. Develop contracts and relationships Visual processes Etc.
 Fig. 10. Knowledge Management
L. Asset Management
The fact that your IT infrastructure is growing is undisputed;
and you know it! Each day new users are being added and so
are IT assets hardware and software. Its the responsibility of
system admins to track and manage these assets. Potential IT
issues could be resolved quickly, efficiently, and with better IT
administration support, if you have the visibility into all the IT
assets that exist in the organizational IT landscape network,
data center, remote sites, user workstations, etc.[5] IT asset
management (ITAM) is a set of business practices that join
financial, contractual, and inventory functions to support life
cycle management and strategic decision making for the IT
environment [1]. Managing IT assets allows you to get maxi-
mum value from the use of the assets, right-size IT inventory,
and optimize inventory purchase decisions and strategies. IT
asset management provides you the means to achieve com-
plete visibility into your IT infrastructure inventory, helping
you gain an in-depth understanding of: What systems and
equipment exist Where components reside How they are
used What they cost When were they added to the inventory
Whether they have an expiry date How they impact IT and
business services This level of visibility into asset details
will help organizations improve infrastructure efficiency and
performance, and minimize related overhead expenses. All
organizations, in one way or the other, perform ITAM. Its
important to implement ITAM practices intelligently, in order
to achieve IT operational efficiency, financial accountability
of asset purchase, simpler auditing and compliance, and long-
term asset manageability and maintenance. In this white paper,
well focus on the benefits of proper IT asset management,
best practices, and how to implement it, so it benefits your IT
teams, business, end-users and employees.
1) IT Asset Management Methodology: The major goal
of ITAM is to establish a centralized asset repository that
accounts for the presence and purchase of all your hardware
and software inventory. To achieve this, ITAM methodology
comprises the following steps: Asset discovery, data capture,
and storage Discovering all hardware and software compo-
nents of IT inventory on the IT infrastructure and capturing
their details, such as the type of asset, make, specification, etc.,
and storing it in an asset repository Asset tracking Being
able to identify and track change in the location of assets,
increase or decrease the number of assets, track assignment
status and user information Asset life cycle management
Being able to capture the asset life cycle data right from
requisitioning, purchase and assignment, to expiry and de-
commissioning Asset reporting and alerting Being able to
generate asset inventory reporting, and receive alerts on asset
warranty and lease expiration Centralized organization-wide
ITAM process and asset repository will also help you support
various ITIL functions, such as configuration management,
incident management, problem management, and service level
management. While we are looking to build a centralized
asset repository, its important to understand the difference be-
tween asset repository and configuration management database
(CMDB). The CMDB is an evolution of the asset repository
which is part of the ITIL framework. Beyond the scope of
asset discovery and tracking, the CMDB is integrated with
service desk functions and is part of IT service management
and change management.
2) Hardware Asset Management: Hardware asset manage-
ment is the process of tracking and managing the physi-
cal components of computers and computer networks, from
acquisition through disposal. The goals of hardware asset
management are to account for all hardware assets on the IT
infrastructure to provide comprehensive inventory visibility.
Further, to help with vendor contract and lease management,
and to assist in making budgetary forecasts based on the stock
of assets and business requirement.
3) Software Asset Management: Software asset manage-
ment is similar to hardware asset management, but focuses
on software assets, including licenses, versions, and installed
endpoints. ITIL states that the goals of software asset man-
agement are to reduce IT costs and limit business, legal and
security risks related to the ownership and use of computer
software, while maximizing IT responsiveness and end-user
productivity.
M. Event Management
An event can be defined as any detectable or discernable
occurrence that has significance for the management of the IT
Infrastructure of the delivery of IT service and evaluation of
the impact a deviation might cause to the services. [8] Events
are typically notifications created by an IT service, configura-
tion item or monitoring tool. The effective service operation
is dependent on knowing the status of the infrastructure and
detecting any deviation from a normal or expected operation.
This is provided by good monitoring and control systems,
which are based on two types of tools: Active monitoring tools
that poll key configuration items to determine their status and
availability. Any expectations will generate an alert that needs
to be communicated to the appropriate tool or team for action.
Passive monitoring tools that detect and correlate operational
alerts or communications generated by configuration items.
1) The objectives of event management: Event management
is to provide the entry point for the execution of many service
operation processes and activities. In addition, it provides a
way of comparing actual performance and behavior against
design standards and Service Level Agreements. Other ob-
jectives include: Provides the ability to detect, interpret and
initiate appropriate action for events Basis for operational
monitoring and control and entry point for many service
operation activities Provides operational information, as well
as warnings and exceptions, to aid automation Supports
continual service improvement activities of service assurance
and reporting and service improvement
2) The scope of event management: Event management
can be applied to any aspect of service management that
 in sapien. Lorem ipsum dolor sit amet, consectetuer adipiscing
elit. Duis fringilla tristique neque. Sed interdum libero ut
metus. Pellentesque placerat. Nam rutrum augue a leo. Morbi
sed elit sit amet ante lobortis sollicitudin. Praesent blandit
blandit mauris. Praesent lectus tellus, aliquet aliquam, luctus
a, egestas a, turpis. Mauris lacinia lorem sit amet ipsum. Nunc
quis urna dictum turpis accumsan semper.
ACKNOWLEDGMENT
The authors would like to thank...
Fig. 11. Event Management
R EFERENCES
[1] Birger Andersson Maria Bergholtz Ananda Edirisuriya Tharaka Ilaype-
needs to be controlled and which can be automated. This ruma Jelena Zdravkovic Hans Weigand, Paul Johannesson. Value-based
service design based on a general service architecture.
include: Configuration Items (CIs): z Some CIs will be [2] Kevin Holland. An example ITIL-based model for effective Service
included because they need to stay in a constant state z Some Integration and Management. AXELOS, 2015.
CIs will be included because their status needs to change [3] Dwykie Alexandra Krisantus Wanandi Yanuari Harisky Suryadiputra Li-
awatimena Kornelius Irfandhi, Ariani Indrawati. Implementation of
frequently and event management can be used to automate information technology service management at data and information
this and update the CMS Environmental conditions (e.g. fire system center of xyz university. 2016.
and smoke detection) Software license monitoring for usage [4] Univ.-Prof. Dr.-Ing. Wolfgang Maass. Service management itil service
design. 2012.
to ensure optimum/legal license utilisation and allocation Se- [5] Vinod Mohan. IT Asset Management Benefits Best Practices. Solar-
curity (e.g. intrusion detection) Normal activity (e.g. tracking winds, 2013.
the use of an application or the performance of a server) [6] ALSOLENDSKI SUSTYO PRAKOSO. PENGEMBANGAN APLIKASI
WEB. Jakarta Indonesia, 2014.
The difference between monitoring and event management [7] Thomas Schell. ITIL Knowledge Management. Clariant International
These two areas are very closely related but slightly different Ltd., 2008.
in nature. Event management is focused on generating and [8] UCISA. Itil a guide to event manage-
ment. Retrieved From https://www.ucisa.ac.uk/-
detecting meaningful notifcations about the status of the IT /media/files/members/activities/itil/serviceo peration/eventmm anagement/itila
infrastructure and services. Whilst monitoring is required to[9] UCISA. Itil introducing service strat-
detect and track these notifications, monitoring is broader than egy. Retrieved From https://www.ucisa.ac.uk/-
/media/files/members/activities/itil/services trategy/itili ntroducing
event management. For example, monitoring tools will check [10] www.it processmaps.com. Introduction: Itil version 3 and the itil process map
the status of a device to ensure that it is operating within v3. 2009.
acceptable limits, even if that device is not generating events.

II. C ONCLUSION
Lorem ipsum dolor sit amet, consectetuer adipiscing elit.
Etiam lobortis facilisis sem. Nullam nec mi et neque pharetra
sollicitudin. Praesent imperdiet mi nec ante. Donec ullamcor-
per, felis non sodales commodo, lectus velit ultrices augue,
a dignissim nibh lectus placerat pede. Vivamus nunc nunc,
molestie ut, ultricies vel, semper in, velit. Ut porttitor. Praesent
in sapien. Lorem ipsum dolor sit amet, consectetuer adipiscing
elit. Duis fringilla tristique neque. Sed interdum libero ut
metus. Pellentesque placerat. Nam rutrum augue a leo. Morbi
sed elit sit amet ante lobortis sollicitudin. Praesent blandit
blandit mauris. Praesent lectus tellus, aliquet aliquam, luctus
a, egestas a, turpis. Mauris lacinia lorem sit amet ipsum. Nunc
quis urna dictum turpis accumsan semper.

A PPENDIX A
P ROOF OF THE F IRST Z ONKLAR E QUATION
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Etiam lobortis facilisis sem. Nullam nec mi et neque pharetra
sollicitudin. Praesent imperdiet mi nec ante. Donec ullamcor-
per, felis non sodales commodo, lectus velit ultrices augue,
a dignissim nibh lectus placerat pede. Vivamus nunc nunc,
molestie ut, ultricies vel, semper in, velit. Ut porttitor. Praesent