p–ISSN: 2723 - 6609 e-ISSN: 2745-5254

Vol. 5, No. 8 August 2024 http://jist.publikasiindonesia.id/

Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 9, September 2024 3760

Information and Technology Governance Capability

Analysis: Case Study of CV Wirelessindo

Reihan Putra Oktavio

, Achmad Nizar Hidayanto

Universitas Indonesia Depok, Indonesia

Email:

[email protected], [email protected]

*Correspondence

ABSTRACT

Keywords: IT

governance, cobit 2019, IT

service provider.

The implementation of information and technology (IT)

supports company sustainability. Large companies use IT as

an integral part of their business model. Digital strategies

must align with business strategies to achieve sustainability.

Wirelessindo, established in 2007, provides IT solutions

such as equipment, site surveys, network design and

security, and tower installations. Its mission is to increase

company productivity to win the competition in the era of

Industry 4.0. It is used to enhance customer service and

internal business process efficiency. Initial investigations

found issues with IT function mismatches, financial losses

due to data loss, IT equipment installation and configuration

errors, and business process incidents caused by emerging

risks. Identified root problems include employee knowledge

gaps, risk management disparities, errors in defining

business needs, and change management gaps. Based on

these findings, IT governance evaluation was chosen as the

research focus. This study aims to provide an overview of

CV Wirelessindo IT capability levels and recommend

improvements to meet expected levels. A mixed-method

approach and COBIT 2019 were used in this study. The

General Manager, IT Division Manager, Software

Development Team, Network Monitoring Team, Project

Manager, and HR Manager were selected as respondents

based on the RACI chart guidelines. Of the nine selected

objectives, BAI08 showed level 0. APO12, BAI02, BAI06,

BAI07, and DSS01 showed level 1. APO07, BAI10, and

DSS03 showed capability level 2. Therefore, 61

recommendations were provided to raise the IT governance

capability level to level 3 for all objectives.

Introduction

The implementation of Information Technology (IT) brings added value and new

opportunities to maintain sustainability for companies (Vidmar, Marolt, & Pucihar,

2021). The need to place IT as a medium to maintain corporate sustainability has already

been practiced by large companies. It becomes an integral part of maintaining a

Information and Technology Governance Capability Analysis: Case Study of CV Wirelessindo

Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 8, August 2024 3761

sustainable business model. Therefore, a company's digital strategy needs to be aligned

with its business strategy. If this is realized, it will create the potential to build a more

sustainable business model (Ramadhana, Izaac, Tangka, & Mambu, 2023).

Wirelessindo is an IT solutions provider company that has been established since

2007. Wirelessindo's business activities include providing equipment, site surveys,

determining frequencies, network design, network security, installation, as well as tower

and grounding solutions. One of Wirelessindo's missions is "To increase company

productivity to be ready to win the competition in the era of the industrial revolution 4.0."

Therefore, IT is utilized in Wirelessindo's business processes both to enhance service

performance to customers and to improve the effectiveness of internal business processes.

As a company operating as an IT solutions provider, Wirelessindo is not immune

to issues in its daily business processes. Therefore, problem identification through

interviews is conducted to provide solutions to existing problems. The problem

identification is carried out from the perspective of IT governance. Consequently, the

interviewees are managers and staff from the IT Division of Wirelessindo. This aims to

ensure that the interviewees have sufficient knowledge regarding the implementation and

utilization of IT at Wirelessindo.

The interview was conducted from the perspective of IT governance in the

company. Therefore, the findings obtained are grouped based on focus areas in IT

governance (Putra, Sunyoto, & Nasiri, 2020). The focus areas of IT governance include

strategic alignment, the added value provided by information technology (IT), resource

management, risk management, and performance management. The results of incidents

based on interviews recapped on Tabel I.

Table I

Incident, Problem, and Focus Area

No.

Incident

Problem

Focus Area

The E-Invoice

application lacks the

template selection

feature needed for

business processes.

Functions of IT that do

not align with business

needs result in time

losses.

The added value

provided by

information

technology (IT)

The E-Archive

application does not

contain important

data that should be

included.

Losing critical data can

result in financial losses

for a company.

Risk management

Errors in the

installation and

configuration of

devices from the

established settings.

Errors in the installation

and configuration of IT

devices result in a

decrease in SLA ratings.

Resource management

Prolonged server

downtime due to rain

incidents.

Business processes halt

during a disaster.

Risk management

Reihan Putra Oktavio, Achmad Nizar Hidayanto

Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 8, August 2024 3762

Their study on IT governance for healthcare organizations, (Alharbi, Sabra,

Alharbe, & Almajed, 2022) grouped determinant components into six categories:

Regulation, IT Services, Strategy, IT Infrastructure, Organization, and Human. Strategy

involves alignment steps between IT development, IT governance, and its business

processes. IT Services encompass the activities of running IT services. IT Infrastructure

refers to the components or tools used for providing IT services. Human includes human

factors involved in the development, management, and implementation of provided IT

services. Organization pertains to organizational interests in conducting business

processes. Meanwhile, regulation adheres to policies and regulations that must be

complied with both internally and externally. After determining the existing scope, the

existing issues can be mapped in a diagram. The Fishbone Diagram, a graphical technique

used to show several causes of a particular event (Coccia, 2020), is commonly used for

cause-and-effect analysis to identify complex interactions of the causes of a particular

problem or event in management science. Therefore, the initial problem analysis with the

identified root causes can be visualized with a Fishbone Diagram as shown in Fig 1 below.

Fig 1 Fishbone Diagram

According to the analysis using the fishbone diagram, the issues that occur can be

mapped based on the relevant dimensions. Upon further examination, these problems

stem from IT governance that is not aligned and operationalized according to business

needs. These issues fall within the focus areas of IT governance, such as adding value

through IT, managing IT risks, and resource management (Arief, Natsir, Khairan, &

Sensuse, 2020).

The research regarding IT governance in IT service companies has already been

done in previous studies. (Martin, 2023) had already studied the IT Governance capability

level using the COBIT 5 framework with EDM, DSS, and MEA as the focus of the study.

(Imania, 2024) also had already done a study regarding IT governance evaluation on IT

Information and Technology Governance Capability Analysis: Case Study of CV Wirelessindo

Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 8, August 2024 3763

service companies using COBIT 5 framework with the APO domain as the focus of the

study. (Lubna, Muhammad, & Purwanto, 2023) also did a study identifying the level of

IT governance and assessing the capability level of an IT service company using the

COBIT 2019 framework, using the APO and DSS domain as the focus. Based on the

description, the evaluation method and focus may differ, based on the needs of the subject

company. Therefore, further studies regarding the IT governance capability level shall be

done to determine the right method and the right solution.

This research was conducted to measure and evaluate the level of IT governance

capability at CV Wirelessindo as an IT service company. The measurement results of this

research are then used as a benchmark for researchers in proposing recommendations for

improving governance that can be adapted by CV Wirelessindo. In addition to being

aimed at improvement efforts for the object of research, it is also expected that this

research will be useful for similar studies or other research focusing on the field of IT

governance.

Research Methods

The case study in this research is CV Wirelessindo in Bogor City. The research

focuses on the process of information technology governance at Wirelessindo to evaluate

its management level. The evaluation results will be used as a basis for designing

recommendations that can be implemented by CV Wirelessindo. It is hoped that the

recommendations provided will have a positive impact by improving information

technology governance in the company.

This research utilizes a mixed-method approach (Dawadi, Shrestha, & Giri, 2021).

Qualitative methods are employed in the exploration phase, questionnaire development,

collection of additional information, and necessary validation in research design.

Meanwhile, the quantitative approach is implemented to collect data from questionnaires

and calculate the level of IT governance capability. The research is designed by

leveraging information from literature, documents, interviews, and questionnaires. Data

from interviews and questionnaires are collected both directly and on online platforms

such as Google Meet with stakeholders.

This approach aligns with the COBIT 2019 framework (ISACA, 2018a), which

serves as the primary basis for data collection. Data to measure management level is

collected through questionnaire completion. The questionnaires are filled out using

interview methodology with guidance during completion to prevent misinterpretation by

respondents, considering their content within the COBIT 2019 framework may be subject

to debate. Questionnaire respondents are selected based on the RACI chart guideline,

focusing on the IT Division and relevant parties directly involved with the IT Division at

Wirelessindo to ensure precise targeting.

Objective Determination Phase

There is a new method introduced by Goals Cascading in COBIT 2019 compared

to COBIT 5 (Fernandes, Almeida, & Mira da Silva, 2020). COBIT 2019 presents a

methodology for prioritizing specific management objectives to align with the needs of

Reihan Putra Oktavio, Achmad Nizar Hidayanto

Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 8, August 2024 3764

the organization. This methodology addresses accuracy issues present in COBIT 5. Thus,

the Goals Cascading steps in COBIT 2019 are as follows (ISACA, 2018):

1. Mapping stakeholder needs to COBIT 2019 Enterprise Goals,

2. Mapping Enterprise Goals to COBIT 2019 Alignment Goals,

3. Mapping Alignment Goals to COBIT 2019 Governance Objectives and Management

Objectives,

4. Prioritizing governance and management objectives according to the company's needs.

Stakeholder needs represent the needs of the company. These needs can include the

company's vision, mission, or strategic goals (Nyoto & Nyoto, 2023). Meanwhile, the

prioritization of governance and management objectives can be adjusted according to the

goals or issues faced by the company related to IT governance. This aligns with the

flexible methodology offered by COBIT 2019.

Data Collection Phase

After the prioritized governance and management objectives are concluded, the

next phase shall be the data collection. The data collection was carried out by completing

questionnaires on-site, and the questionnaires were filled out by the author based on the

results of interviews and discussions with respondents. All involved respondents

completed the questionnaires. Purposive sampling was used to determine the research

informants based on their specialties (Mweshi & Sakyi, 2020).

Results and Discussion

The method of processing the questionnaire filling data is as follows:

1. If the level has not been determined, then:

The initial stage is to determine the level, which begins by calculating the

questionnaire for capability level 2 from respondents 1 to N. After obtaining the

questionnaire as shown in TABLE VIII, the ranking calculation is carried out.

Table 2

Rating Illustration

In the (1) formula used, "Number of Activities Performed" refers to the total "Yes"

answer in the questionnaire. The "Total Activity" label in the measurement formula

reflects the total of all activities for a capability level. For example, if four activities

receive a "Yes" answer out of a total of five activities at capability level 2, then "Number

Objective

Level 0

Level 1

Level 2

Level 3

Level 4

Level 5

ABCXX

Criteria

Rating

FALSE

80% (L)

Capability

Level

Achieved

Information and Technology Governance Capability Analysis: Case Study of CV Wirelessindo

Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 8, August 2024 3765

of Activities Performed" is 4, and "Total Number of Activities" is 5. This calculation will

yield a value of 80% as the rating amount. The rating amount will be converted into one

of the four ranking categories (N, P, L, F) as the result of the ranking measurement which

is then displayed in the ranking results table as illustrated in Table 2.

2. If has not reached level 1 or the measurement results from the level 2 capability

questionnaire ≤ 50%, then:

If the results of the rating measurement show a value of N or P, this indicates that

capability level 1 has not been reached, therefore the achievement of capability is at level

3. If has reached level 1 or the measurement results from the level 2 capability

questionnaire > 50%, then:

If the results of the rating measure reach an “F” value, this indicates that the

distribution of the questionnaire for the next level of capability can be continued.

However, if the rating magnitude shows an “L” value, this indicates that the level of

capability achieved is level 1, and there is no need to proceed to the deployment of the

follow-up questionnaire.

4. If an advanced questionnaire is deployed, the data processing process returns to the

first step, but the X level increases to level (X + 1) or corresponds to the level of

measurement being analyzed.

After the data is processed and converted into recommendations, the last stage is to

validate the recommendations. This activity is carried out to find out whether the

recommendations can be accepted by stakeholders (Martin, 2023). In this study, the IT

Division Manager of CV Wirelessindo was selected as a respondent using the purposive

sampling method. This is because the IT Division Manager is interested in managing

information technology in the company. Interviews are conducted to obtain information

from each recommendation given. Illustrations of the information provided are in Table

Table 3

Validation Recommendation Illustration

Validation

Recommendat

ions

Activity

Not

Required

Not

Capable

with

efforts

Fully

Capable

Information

ABCXX

Efforts

Recommendat

ions Towards

Level 3

Provide

employee

training on

performance

and behavior

upheld by

the

company.

Training

needs careful

planning

because it has

to match the

schedule of

each branch

The recommendations given can be grouped into four categories: (1) not required,

(2) not capable, (3) capable with effort, and (4) fully capable (Setiyowati, 2019). If the

answer is between (1) to (3), Things that hinder the company from being able to carry out

Reihan Putra Oktavio, Achmad Nizar Hidayanto

Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 8, August 2024 3766

the recommendations given can be taken from the results of the validation of

recommendations that are not fully capable.

The selected COBIT 2019 objectives were used as the basis for creating the

questionnaire. To identify these objectives, the process started by matching XYZ's

strategic alignment with COBIT 2019's Enterprise Goals (EG). Eleven strategic

alignments (SA) were identified from XYZ's Company Profile documents. There are 13

Enterprise Goals for COBIT 2019 (ISACA, 2018b). From this alignment, EG01, EG02,

EG05, EG06, EG08, EG10, and EG13 were identified as the relevant Enterprise Goals.

The mapping of strategic alignment into enterprise goals is shown in Fig 2.

Fig 2 Strategic Alignment to Enterprise Goals Alignment

Next is the mapping between the selected enterprise goals to the alignment goals

of COBIT 2019. The mapping carried out on seven enterprise goals resulted in eight

selected alignment goal points from the COBIT 2019 framework: AG02, AG05, AG06,

AG07, AG08, AG09, AG12, AG13. The eight selected alignment goal points are marked

with a green line in the "COBIT 2019 Alignment Goals 2019" column. A summary of the

results of this mapping is listed in Table 4.

Table 4

Mapping of Enterprise Goals to Alignment Goals COBIT 2019

Alignment Goals COBIT 2019

Code

Code Enterprise Goals

IT compliance that supports business

compliance with government or external laws

and regulations

AG01

EG02-S

Organizational IT risk management

AG02

EG02-P, EG06-S

Realization of benefits from IT services

investments and portfolios

AG03

EG01-S, EG05-S

Information and Technology Governance Capability Analysis: Case Study of CV Wirelessindo

Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 8, August 2024 3767

Quality of the organization's financial

information related to technology

AG04

Delivery of information technology services that

have been tailored to the business

AG05

EG01-P, EG05-S, EG06-

S, EG08-S

Agility in transforming business needs into

operational solutions

AG06

EG01-P, EG05-S, EG08-

S, EG13-S

Information security, applications,

infrastructure, and privacy security

AG07

EG02-P, EG06-P

Integration of applications and technology to

support business processes

AG08

EG01-P, EG05-P, EG08-

S, EG10-S, EG13-S

Timely program delivery, according to cost,

quality standards, and business interests

AG09

EG01-P, EG05-S, EG08-

S, EG13-S

Quality of IT information management

AG10

IT compliance with internal rules and

regulations

AG11

EG02-S

Competent employees who understand

technology and business

AG12

EG05-S, EG10-P

Understanding, knowledge, and effort in

building business innovation

AG13

EG01-P, EG13-P

Data collection at this stage was conducted using a questionnaire that included

activities from the nine mapped objectives. The entire content of the questionnaire for the

nine objectives was prepared based on the guidance in Chapter 4 (detailed guidance) from

the book "COBIT 2019 Framework: Governance and Management Objectives" (ISACA,

2018a). The activities from the objectives listed in the guidance were translated and

organized according to the objectives and their levels. The selection of respondents has

been described in section II.II. The criteria for responsibility have been adjusted to match

the scope of expertise and responsibilities at the case study location. Calculations

performed on all objectives yield the following calculation results:

1. APO07 capability level 2 objective rating = 17/18 × 100%=94,44% (Fully).

2. APO07 capability level 3 objective rating = 6/12 × 100%=50% (Largely).

3. APO12 capability level 2 objective rating = 4/6 × 100%=66,67% (Largely)

4. BAI02 capability level 2 objective rating = .4/5 × 100%=80% (Largely)

5. BAI06 capability level 2 objective rating = 4/8 × 100%=50% (Largely).

6. BAI07 capability level 2 objective rating = 11/22 × 100%=50% (Largely).

7. BAI08 capability level 2 objective rating = 0/5 × 100%=0% (Not).

8. BAI10 capability level 2 objective rating = 5/5 × 100%=100% (Fully).

9. BAI10 capability level 3 objective rating = 4/6 × 100%=66,67% (Largely).

10. DSS01 capability level 2 objective rating = 9/12 × 100%=75% (Largely).

11. DSS03 capability level 2 objective rating = 9/9 × 100%=100% (Fully).

12. DSS03 capability level 3 objective rating = 6/8 × 100%=75% (Largely).

Reihan Putra Oktavio, Achmad Nizar Hidayanto

Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 8, August 2024 3768

The findings from each selected objective show a variation in the levels of IT

governance capability at Wirelessindo. After calculation, it was found that out of the nine

objectives, one objective has a capability level of 0, five objectives are at capability level

1, and three objectives are at capability level 2. Based on a confirmation interview with

the IT Division Manager of Wirelessindo, it was revealed that the expected IT governance

capability level is currently level 3 for all objectives. A summary of the findings regarding

the capability levels and the expected capability levels is presented in Fig 3.

Fig 3 Findings on the IT Governance Capability Levels at CV Wirelessindo

The findings on objective APO07 (Managed Human Resource) indicate that

seventeen out of eighteen activities at capability level 2 have been completed, resulting

in a score of 94.44% (Fully). This is supported by various documents, including Meeting

Minutes with All Wirelessindo Branches, Job Application Documents, Employee

Recruitment Standards, Third-Party Work Contracts, Employee Work Contracts, and

others. The questionnaire was then continued to capability level 3, where six out of twelve

activities were completed, yielding a score of 50% (Largely). This is backed by Job

Application Documents, Minutes of HR and Project Division Meetings, NSA

Certification Documents, and others. The recommendation is given for the company to

reach Level 3 on this objective mainly conducting training for employees, managing the

knowledge in the company, and enhancing the evaluation activities for the employees.

The calculations of the capability level are detailed in Table 5.

Table 5

Summary of Findings for Objective APO07

Objective

Level 0

Level 1

Level 2

Level 3

Level 4

Level

Information and Technology Governance Capability Analysis: Case Study of CV Wirelessindo

Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 8, August 2024 3769

The findings on objective DSS03 (Managed Problems) show that nine of the nine

activities for level 2 capabilities have been carried out. Therefore, the objective rating at

level 2 capability level reaches 100% (Fully). Supporting findings related to this are the

existence of Auto Mail, Network Monitoring System Reports, Corrective Service Forms,

Training Documents, and others. The next questionnaire is for assessing level 3 capability

levels. Findings show that four of the six activities have been carried out. Therefore, the

objective rating at level 3 capability level reaches 66.67% (Largely). This finding is

supported by Visit Data Reports, Corrective Service Forms, Disturbance Reports, and

others. This shows that the capability level for DSS03 is at level 2. The recommendation

given for the company to reach Level 3 on this objective mainly prioritizes solutions for

every problem based on the impact given and defining permanent change for every

change management. The calculation regarding the objective capability level is according

To Table 6.

Table 6

Summary of Findings for Objective DSS03

After recommendations for the company are formulated, the recommendations are

then discussed with stakeholders at CV Wirelessindo. At this stage, the intended resource

person is the IT Division Manager from Wirelessindo. The recommendations given are

grouped into four categories: Not Required, Not Capable, Capable with Efforts, and Fully

APO07

False if

capability

level =/> 1

Criteria

Rating

FALSE

94,44%

(F)

50%

(L)

Achieved

Capability

Level

Objective

Level 0

Level 1

Level 2

Level 3

Level 4

Level 5

BAI10

False if

capability level

=/> 1

Criteria

Rating

FALSE

100%

(F)

75%

(L)

Achieved

Capability

Level

Reihan Putra Oktavio, Achmad Nizar Hidayanto

Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 8, August 2024 3770

Capable. Based on the results of the discussion of the 61 recommendations provided, the

results are as follows:

1. Fully Capable with 51 recommendations.

2. Capable with Efforts 8 recommendations.

3. Two recommendations are Not Required.

To create documents, and procedures, and manage knowledge effectively,

Wirelessindo must first organize its existing information and knowledge.

Recommendations for training require additional effort because Wirelessindo's offices

are spread across several branches, each with its schedule. Merging internal and external

knowledge poses challenges since knowledge is a commodity in Wirelessindo's industry,

necessitating careful budgeting to acquire valuable knowledge. Lastly, the

recommendations for emergency changes and configuration matching are deemed

unnecessary by Wirelessindo, as all IT changes are currently managed solely by the IT

Division.

Conclusion

This research analyzes the IT capabilities at CV Wirelessindo by selecting nine

objectives through a cascading goal process based on the company's strategic targets. Of

the twenty-five objectives that correspond to cascading goals, nine were selected to

address emerging IT problems. Research findings show the capability level of each

objective, with BAI08 (Managed Knowledge) at level 0, APO12 (Managed Risk), BAI02

(Managed requirements definition), BAI06 (Managed IT Changes), BAI07 (Managed IT

Change Acceptance and Testing), and DSS01 (Managed operations) at level 1, and

APO07 (Managed human resources) and DSS03 (Managed problems) at level 2.

Discussions revealed that CV Wirelessindo expects IT capabilities at level 3 for all

selected objectives, but the results of the questionnaire show that none have yet been

achieved. reach that level. Improvement recommendations are provided and validated to

stakeholders, including steps to achieve IT capability level 3 in stages according to gaps

in each objective, to ensure the possibility of future implementation.

Information and Technology Governance Capability Analysis: Case Study of CV Wirelessindo

Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 8, August 2024 3771

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