IT Services in Bina Bina University
Hendryantono Limantara 1 ; N adia2 ;
Muhammad Jendro Yuwono 3 ; AgnesKurniati4 ; HariHerman5
1,2,3,4,5
M asterof Inf ormationT echnology
Binus Graduate Program
Anggrek Campus, Kemanggisan Jakarta
Email: 1 anton.skatelbjb@gmail.com;2 agnesnadiasayuti@gmail.com;3 akurniati@binus.edu;
4
muhammadjendroyuwono@hotmail.com;5 hari.herman@binus.ac.id
Abstract—Nowadays, the success of a business of the orga-
nization/company is highly dependent on the IT infrastructure
used. Information Technology (IT) grows very rapidly and affects
every aspect of business life to support competition with other
companies that have the same field. Bina Bina University has
implemented a computerized system as one of its business strate-
gies in achieving the company’s business objectives. Bina Bina
University began implementing IT Service Management (ITSM)
from 2015 using the latest version of Information Technology
Infrastructure Library (ITIL), namely ITIL v3 as a framework
for implementing ITSM in its business processes. With the
implementation of IT in the company, the role of IT Service
is indispensable in providing services to users.
Through this paper, the authors want to explain how the
implementation of ITSM at Bina Bina University, identify the
problems related to the implementation of ITSM and provide the
solutions for each problem. This paper is expected to increase and
improve the quality of IT Service Bina Bina University based on
the IT Service Management (ITSM).
Keywords—IT Service, IT Service Management, ITIL v3.
I. I NTRODUCTION
The service quality is the main point for customers. Their
service should be more increased according to the customer
requirements, the condition of the organization/company, and
the market at the time. The success of a business of the orga-
nization/company is highly dependent on the IT infrastructure
used. If the infrastructure is used well, the business will be
more successful. Thus, organizations / companies have to man-
age their IT service to be optimal to their customers, due to the
good management of IT service so it can reduce or eliminate
the impact caused by the incident, there is no work in vain,
reduce rework, help to monitor employee performance results,
adjust IT service with the infrastructure of the organization
/ company, etc. IT Service Management is called the ITSM
(IT Service Management) recently began popularly. ITSM is a
framework to manage the IT infrastructure in an organization
and set the best possible service to users IT services. In ITSM
implementations, there are many popular standards framework,
one which is the IT Infrastructure Library (ITIL). ITIL is a set
of best practices guidelines for the implementation of ITSM,
which can provide a foundation of good quality and quality
assurance approaches using systematic processes and standards
of IT service procedures.
Bina Bina University is an educational institution based in
Jakarta to have 8 branch campus located in Jabodetabek area
and has 5 campuses in outside Jakarta. Bina Bina University
has an undergraduate degree, postgraduate degree, and doctoral
degree. Bina Bina University has 30000 active students, 3000
staff, and 5000 lecturers. The rapid development makes Bina
Bina University must deliver reliable IT Service to improve
quality to users. Bina Bina University has the IT Division
began implementing ITSM to support all operational activities
of the campus.Implementation of IT Services at Bina Bina
University aims to help the business processes of the campus
based on IT. There are many IT problems encountered, so
it takes IT Service, such as increasing the new campus in
various locations, increasing significant the number of students
and faculty, increasing number of reported complaints of
students and faculty, long time problem handling complaints
from students and faculty, Online registration system for new
students cannot handle the number of students who enroll,
student information system that cannot handle the number
of students, do not have a good documentation system, and
disorders system at a specific time such as fill the KRS and
beginning of the term. To achieve the vision and mission
of world-class institution, IT Service Management method
required to achieve ISO Certified and much more accreditation.
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]. Service is a means
of delivering value to customers by facilitating outcomes
customers want to achieve. A simple example, customers might
have a problem with their vehicles, and a garage can provide
service by sending mechanic to their location. 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 generally 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.
B. Information Technology Service Management (ITSM)
ITSM or Information Technology Service Management
refers to all managerial aspects of IT businesses. It include
models for IT Planning, Support, Delivery, Security and In-
frastructure, and other provisions for better customer service.
Customer satisfaction and business goals are at the core of
ITSM success. The particulars laid under ITSM cover issues
and expectations within organizations and meeting IT manage-
ment deliverables. All aspects of ITSM are process-based and
tie common interests with various improvement methodologies
and frameworks.
IT Service Management (ITSM) is a way of viewing IT
services from the perspective of the customer. Customers have
a holistic view of IT services. If their computer doesnt connect
to a server, they dont know whether the problem is with the
server, the network, or their computer, all they know if that
they are experiencing a service disruption. The goal of ITSM
is to manage the various IT systems that deliver that a service
to customers in a way that enables IT management to make
reasonable assurances regarding the reliability of that service.
For example, if that service depends on five components, each
with a reliability of 99 percent , the service itself has 95 percent
reliability (since there is a 5 percent chance that one of the
components has a problem). There are a number of frameworks
for implementing ITSM.
One of the more popular is ITIL. ITIL initially referred to
the IT Infrastructure Library, a series of operation manuals
for IT organizations that was first published in 1989 by the
United Kingdom’s Office of Government Commerce. 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 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 .[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 complements
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.[11]
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.[10] 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[10]: 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
3) Introducing strategy generation[10]:
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 [10]
 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 earlier
identified services by providing access to them (cf. Service
Composition Model) 6. For each service identified in 1, 2,
4, or 5, try to delegate the service to a web service. This is
only possible when the service is informational in nature. Core
services can be informational, as in the case of digital products.
In most cases, the enhancing services are suitable candidates
for automation.[1]

Fig. 1. Strategy Generation

Fig. 2. Financial Management

G. Service design
Fig. 3. Service Cycle
We assume the designer does not need to start from scratch,
e.g. that a value model has been developed first the advantage 2) Business Service Management[4]: Design of new
is that this activity is already supported by established model- or changed services for introduction into live environment
ing techniques and methodologies. Moreover, this means that Guidance for designing and developing services Converting
essential decisions, as for the choice between using internal strategic objectives into service portfolios and service assets, or
or external services (in which strategic concerns related to improve existing services Development of design capabilities
trust and collaboration play a role), have been made already for service management
(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 Fig. 4. Business Service Management
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, H. ITIL Service Design
introduce a new one. This step draws again on the Service
Provisioning Model. The step is applied recursively till the Key processes in ITIL Service Design
 1. Design coordination (Providing and maintaining single
point of coordination and control of all design activities)
2. Service catalogue management
3. Service level management
4. Availability management
5. Capacity management
6. IT service continuity management
7. Information security management
8. Supplier management
Fig. 5. ITIL Service Design
I. Service Reporting
The goal of service reporting is to provide periodic consoli-
dated reports to users and business stakeholders on the historic
performance of all of the services against service levels. It aims
to provide the information for different services in a consistent
format, providing[2]:
* Comparison of SLA achievement across different ser-
vices and different suppliers
* One place for publishing all reports from all suppliers.
Fig. 6. Consolidation Service Report
Every supplier is responsible for:
* 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 multi-
ple 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]
Fig. 7. SLA
1. Designing SLA Frameworks Operational Level Agreement
(OLA) = agreement between IT service provider and part of
same organization that supports delivery of services, e.g., facil-
ity department (OLA targets underpin those of SLA) Under-
pinning 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
6. Conducting service reviews instigating improvements
within overall service improvement plan
7. Collating, measuring and improving customer satisfac-
tion
8. Review and revise SLAs and OLAs, underpinning agree-
ments and service scope
9. Develop contracts and relationships
10. Handling complaints and Compliments
K. Knowledge Management
Service Knowledge Management System.[7]
Fig. 8. Knowledge Management
Build a system delivering results: * Knowledge database vs.
knowledge base
* Identify the right balance between face-to-face activities
and database driven approach
* Base all inputs on the taxonomy
* Provide context search with various search paths
Keywords
Visual processes
Etc.
L. Asset Management
The fact that your IT infrastructure is growing is undis-
puted; and you know it! Each day new users are being added
and so are IT assets hardware and software. Its the responsi-
bility of system admins to track and manage these assets. Po-
tential 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
Fig. 9. Knowledge Management
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 maximum 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 complete visibility into your IT infrastructure inven-
tory, 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 decommissioning
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 man-
agement, problem management, and service level management.
While we are looking to build a centralized asset repository, its
important to understand the difference between 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 physical com-
ponents of computers and computer networks, from acquisition
through disposal. The goals of hardware asset management Fig. 10. Event 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 frequently and event management can be used to automate
making budgetary forecasts based on the stock of assets and this and update the CMS Environmental conditions (e.g. fire
business requirement. and smoke detection) Software license monitoring for usage to
ensure optimum/legal license utilisation and allocation Secu-
3) Software Asset Management: Software asset manage- rity (e.g. intrusion detection) Normal activity (e.g. tracking
ment is similar to hardware asset management, but focuses the use of an application or the performance of a server)
on software assets, including licenses, versions, and installed The difference between monitoring and event management
endpoints. ITIL states that the goals of software asset man- These two areas are very closely related but slightly different
agement are to reduce IT costs and limit business, legal and in nature. Event management is focused on generating and
security risks related to the ownership and use of computer detecting meaningful notifications about the status of the IT
software, while maximizing IT responsiveness and end-user infrastructure and services. Whilst monitoring is required to
productivity. detect and track these notifications, monitoring is broader than
event management. For example, monitoring tools will check
M. Event Management the status of a device to ensure that it is operating within
acceptable limits, even if that device is not generating events.
An event can be defined as any detectable or discern-able
occurrence that has significance for the management of the IT
Infrastructure of the delivery of IT service and evaluation of the N. Continual Service Improvement
impact a deviation might cause to the services. [8] Events are Service improvement must focus on increasing the effi-
typically notifications created by an IT service, configuration ciency, maximizing the effectiveness and optimising the cost of
item or monitoring tool. The effective service operation is services and the underlying IT service management processes.
dependent on knowing the status of the infrastructure and The only way to do this is to ensure that improvement
detecting any deviation from a normal or expected operation. opportunities are identified throughout the entire service life
This is provided by good monitoring and control systems, cycle.The primary purpose of Continual Service Improvement
which are based on two types of tools: Active monitoring tools (CSI) is to continually align and re-align IT services to the
that poll key configuration items to determine their status and changing business needs by identifying and implementing
availability. Any expectations will generate an alert that needs improvements to IT services that support business processes.
to be communicated to the appropriate tool or team for action. CSI looks for ways to improve process effectiveness, efficiency
Passive monitoring tools that detect and correlate operational and cost effectiveness. [9].
alerts or communications generated by configuration items.
1) The objectives of event management: Event manage-
ment 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
objectives 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
needs to be controlled and which can be automated. This
include: Configuration Items (CIs): z Some CIs will be Fig. 11. The continual service improvement model
included because they need to stay in a constant state z Some
CIs will be included because their status needs to change As the above figure shows, there are many opportunities for
CSI. The figure also illustrates a constant cycle for improve-
ment. The improvement process can be summarised in six
steps: Embracing the vision by understanding the high level
business objectives. The vision should align the business and
IT strategies Assessing the current situation to obtain an
accurate, unbiased snapshot of where the organisation is right
now. This baseline assessment is an analysis of the current
position in terms of the business, organisation, people, process
and technology Understanding and agreeing on the priorities
for improvement based on a deeper development of the prin-
ciples defined in the vision Detailing the CSI plan to achieve
higher quality service provision by implementing IT service
management processes Verify that measurements and metrics
are in place to ensure that milestones were achieved, process
compliance is high, and business objectives and priorities were
met by the level of service Finally, the process should ensure
that the momentum for quality improvement is maintained by
assuring that changes become embedded in the organisation
Improvement process
Fig. 12. The seven step improvement process
Define what you should measure [9] At the onset of the service
life cycle, service strategy and service design should have
identified this information. CSI can then start its cycle all over
again at, Where are we now? This identifies the ideal situation
for both the business and IT. Define what you can measure
This activity is related to the CSI activities of Where do we
want to be?. By identifying the new service level require-
ments of the business, the IT capabilities (identified through
service design and implemented via service transition) and the
available budgets, CSI can conduct a gap analysis to identify
the opportunities for improvement as well as answering the
question, How do we get there?. Gathering the data In order
to properly answer the Did we get there? question, data must
first be gathered (usually through service operations). Data is
gathered based on goals and objectives identified. At this point,
the data is raw and no conclusions are drawn. Processing the
data Here the data is processed in alignment with the CSFs and
KPIs specified. This means that time frames are coordinated,
unaligned data is rationalised and made consistent, and gaps
in the data are identified. The simple goal of this step is to
process data from multiple disparate sources into an apples to
apples comparison. Once we have rationalised the data we can
then begin analysis. Analysing the data Here the data becomes
information as it is analysed to identify service gaps, trends
and the impact on business. It is the analysing step that is
most often overlooked or forgotten in the rush to present data
to management. Presenting and using the information Here the
answer to Did we get there? is formatted and communicated in
whatever way necessary to present to the various stakeholders
an accurate picture of the results of the improvement efforts.
Knowledge is presented to the business in a form and manner
that reflects their needs and assists them in determining the
next steps.
II. METHODS
The research methods used are the direct observation to IT
Bina Bina University on how the current process of ITSM. The
implementation of ITSM, and its problems and also perform a
literature review of books and papers that discuss about ITIL
especially ITIL v3 as a basis in doing research and to provide
the solution of some problems related to ITSM that has been
existing in Bina Bina University.
III. R ESULT AND D ISCUSSION
A. IT Division Bina Bina University
IT Division of Bina Bina University is one of the business
unit to support IT Operational at Bina Bina University. IT
Division as the IT service provider for Bina Bina University
has a role as an implementer of development, maintenance
and service of information system and network, cooperation
between the central computer and information system of uni-
versity and/or other corporation inside and outside the country,
and central computer administration.
B. Information Technology Service (IT Service)
To improve Bina Bina university, IT Service implemented
using ITIL v3 Framework, such as create document man-
agement system for employees and lecturers, improved per-
formance of Web applications for online registration of new
students, improved system performance information lectures
for students and teachers (Bina Maya), create ticketing system
(IT Help Desk) for any problems that occur. ITSM will be
divided into another category, namely report management,
request management, SLA management, knowledge manage-
ment, asset management, notification management, escalation,
help desk, problem management, and change management.
ITSM in Bina Bina University consist of 10 steps, for reporting
used ticketing system for any problems that exist. Monthly
reporting is based ticket that makes good who are still open, on
progress, pending, overdue, or closed. For all requests relating
to IT Services such as content changes, the data changes, im-
provements and applications will be recorded in ticketing. So,
that each request can be monitored the progress. For the SLA
will be divide per category based on the ticket issue formed,
such as users pc issue, application server issue, network core
issue, network access issue. Document Management System
Portal created using share point applications with single sign-
on system using email. For the asset management, the system
will save the asset data such as item name, category, serial
number, fix asset number, location, years of purchase, vendor,
and functions. For the notification system will be based on
incoming ticketing from user and staff concern and based on
monitoring of network and server system. Every ticket that is
formed will have a maximum of problem settlement. If it has
exceeded the specified time will be in the report to the higher
starting from supervisor, manager, and director. For the help
desk, guide will be created by common problems that often
occur. So, that the problem can be handled directly by the CS
and IT Support. For the problem management, all the problem
recorded with help desk ticketing system using open source
application using os Ticket. So will be obtained data, such
as monthly report problem, problem/request trend happened
in some time, the solution of any problem that occurs, the
time needed for the completion step by step of the problem,
problem report with severity level (high, medium, low). For the
change management, each issue will be noted how to solve,
who changed, and what changes could be track to do. Common
problems will be created work instructions/procedures so that
each people has the same standards are working to overcome
the problems encountered, thus minimize the risk involved.
Any changes to the data/system the must be approval from the
PIC/data owners.
C. IT Infrastructure Management in Bina Bina University
IT Infrastructure Management in Bina Bina University will
be review with 8 steps, namely backup, recovery, software
distribution, configuration, event, availability, capacity, and
performance. For backup, will be automatic schedule backup
on server and network device configuration. For the recovery,
automatic switch to DRC (Disaster Recovery Center) if the
Data Center failure. DRC was in different location. For the
software distribution, will be standardized operating system
and application version that is used both at central and branch.
For the configuration, can be controlled from the center.
Device used the same brand or system in center and branch
campus, so that configuration can be push from centralized
dashboard. For the event management, using syslog server to
record the activity from server and network device. Syslog
server can analyze warning event or error occurs. For the
availability, the server used virtualization technology to cluster
systems, so that if the system is experiencing a problem, the
system will automatically switch to another server. For the
capacity, main and backup link bandwidth have same size,
so that if the main link down there are no issue about the
capacity. For the performance, NOC Team will be 24 hours
checking the performance and server or network issue. To
support it services, it is also considered to determine the high
availability system that can run applications that support all
of the company’s business. For the high availability, Bina
Bina University set the SLA 99 percent. To achieve SLA
99 percent, need to be supported by the infrastructure, such
as 1 Gbps national link and 500Mbps International Link,
using blade server, using san storage for critical application,
using virtualization system, using windows and linux operating
system, using SQL dan Oracle database, using proper sizing for
server and network device, and using high density access point
and multi tenancy support. To improve the performance of
web applications and solve the slow performance, checking the
server activity and log, using load balancer and split server into
another server, using firewall with Intrusion Detection System
and Intrusion Prevention System feature, clustering database
server, increase cpu core, memory, and disk, migrate heavy
server to empty resources cluster, increase storage capacity. To
improve cost efficiency, the optimization used of thin clients
for computer classes in order to reduce the power consumption
of the computer. Every computer connected to the network,
must join domain (Active Directory) with email id login, so
that the policy can be set based on the rules of each division.
Centralize policy also serves to improve the security from
malware due to use applications that are not allowed by the
institution.
IV. C ONCLUSION
IT Service Management (ITSM) is an implementation
and management of IT service to ensure that IT service is
aligned with business needs and actively support organiza-
tion/company. ITSM is not only related to the availability of
the IT infrastructure, but also related to the use of the infras-
tructure so the quality of IT service becomes more efficient and
effective. The it help desk is expected to become a benchmark
the successful application of information technology, service
delivery and customer satisfaction. By implementing IT service
is expected to be formed a good IT governance. IT service
system implemented in Bina Bina University expected to be
feedback to improve services organization or enterprise and
can be input for the Bina Bina University own.
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