Evaluation of Integration and Human Resources in Information Technology Governance using COBIT 2019: PT. Pelabuhan Indonesia Tanjung Priok Branch

The Tanjung Priok Branch of PT. Pelabuhan Indonesia is a state-owned enterprise fully owned by the Ministry of State-Owned Enterprises, representing the Republic of Indonesia. Despite its commitment to governance, the branch encounters certain deficiencies. These include challenges related to system optimization, hindering the realization of effective processes. Moreover, there's a recognized need to enhance the expertise of the workforce to better leverage existing knowledge assets. To address these concerns, a comprehensive study focused on the IT governance of the Tanjung Priok Branch was conducted. The research employed the COBIT 2019 framework to evaluate the IT governance landscape. The investigation pinpointed areas requiring attention and enhancement within the organization. Notably, three key domains emerged as pertinent: APO08 - Managed Relationship, APO11 - Managed Quality, and BAI08 - Managed Knowledge. The assessment revealed noteworthy insights into the organization's IT governance structure. The evaluation of the APO08 process indicated that its performance fell short of the anticipated target, remaining at level 3. On the other hand, the APO11 process achieved the desired level, reaching level 4 and demonstrating significant progress. Similarly, the BAI08 process attained level 4, successfully meeting the intended target. These findings shed light on areas of accomplishment as well as those requiring further attention. To propel the Tanjung Priok Branch of PT. Pelabuhan Indonesia towards its envisioned level of excellence, it's imperative to address the identified gaps and build upon the areas of success. This strategic approach will pave the way for the realization of optimized IT governance, efficient processes, and empowered human resources, aligning with the organization's overarching objectives.


INTRODUCTION
In the modern era, technology and information have become inseparable from human activities, offering immense potential for individuals, organizations, companies, and government bodies.PT.Pelabuhan Indonesia Tanjung Priok Branch, a state-owned enterprise, operates in various shipping and port management activities in one of Indonesia's busiest ports.The company has p-ISSN: 2656-5935 http://journal-isi.org/index.php/isie-ISSN: 2656-4882 Timotius Ammar Karo Karo, Ahmad Faza| 903 embraced digitalization, integrating technology and information systems into services like shipping, cargo handling, and passenger management.This integration has led to efficient remote control, optimal cost management, and the ability to anticipate cargo handling speed through specialized service facilities.However, the company faces challenges in IT governance, such as message delivery failures and the need for human intervention to address issues.To overcome these hurdles, the research employs COBIT 2019, an updated framework that aligns organizational needs with technical implementation, providing flexibility in governance strategies and adaptability to new technologies [1][2][3][4].
The research embarks on an exploration of IT governance, harnessing the transformative power of COBIT 2019 as its guiding framework.To enrich this endeavor, it draws upon the insights gleaned from a corpus of prior scholarly studies that intricately employed COBIT across diverse contexts.These encompassed a spectrum of themes, including the quantification of organizational capabilities via COBIT 5.0 within corporate realms [5], the cultivation of robust IT governance in a bank celebrated for its customer-centric ethos and managerial evolution [6], the comprehensive evaluation of service quality, managerial efficacy, and risk landscapes within a corporate milieu [7], the orchestration of IT governance audits to distill recommendations and enhancements within governmental agencies [8], the meticulous audit of information systems within educational institutions [9], the scrutiny of response dynamics and efficiency within the attendance systems of textile industries [10], the dissection of cybersecurity standards to amplify ICT management paradigms [11], the strategic optimization of resource allocation and investment determinations within university project portfolios [12], the alignment of strategic trajectories with governance imperatives within institutional frameworks [13], and the proposition of system refinements grounded in meticulous capability assessments [14].This constellation of antecedent studies provides a robust scaffold upon which the present research builds, interweaving diverse insights into the overarching tapestry of contemporary IT governance practices.
At its core, the research is underpinned by the ambitious aspiration to elevate the realms of IT governance within PT.Pelabuhan Indonesia Tanjung Priok Branch.Guided by the dynamic COBIT 2019 framework, this inquiry sets its sights on forging a path towards enhanced governance mechanisms in the modern technological landscape.In this quest, the research not only embraces the cuttingedge facets of COBIT 2019, as ratified by ISACA, but also channels its focus towards specific domains.This precise trajectory is illuminated by insights gleaned from intimate dialogues with the Information System Project Manager within the company, underscoring the symbiotic relationship between theoretical prowess and pragmatic applicability [5][6][7][8][9][10], [12][13], [15][16][17].The study's distinctiveness resides in its dual nature: as an innovative adopter of the latest governance framework and a responsive enabler of tangible transformation guided by realworld stakeholder input.

METHODS
The research methodologically adheres to Gallegos' comprehensive four-step procedure for conducting a meticulous and streamlined information technology audit at PT. Pelabuhan Indonesia Tanjung Priok Branch [18].The sequential progression of the study's phases is visually encapsulated in the illustrative representation presented in Figure 1.In the pursuit of data collection, a diverse array of communication channels was judiciously harnessed to engage in insightful interviews with the Information System Project Manager.These channels encompassed the realms of E-Mail, WhatsApp, and in-person meetings conducted on-site.Evidently, the on-site interactions emerged as the optimal modality, seamlessly facilitating the precision of inquiry delivery while affording the luxury of lucid and immediate elucidations, thereby circumventing any unwarranted delays in responses.The data acquisition process was further augmented through the administration of a well-structured questionnaire, strategically tailored to solicit insights from a spectrum of respondents.These participants comprised not only the project manager but also the information system implementers and the dedicated staff.This collaborative endeavor culminated in a six-member panel of respondents, notably comprising one Information System Project Manager, one Information System Executor, and four adept Information System Staff members, collectively lending their expertise to enrich the data landscape for subsequent analyses.

Planning
Prior to the initiation of this research, meticulous deliberation underscored the critical selection of pertinent processes within the COBIT 2019 framework, a decisive choice aimed at appraising the intricate fabric of IT governance processes within the confines of PT.Pelabuhan Indonesia Tanjung Priok Branch.The central objective rested upon the identification of focal points warranting due attention, encapsulating these into problem statements that, in turn, furnished the groundwork for offering insightful recommendations and viable solutions tailored to the company's context.In tandem, the research embarked on a mission to gauge the very echelons of the company's IT governance maturity, a metric meticulously gauged against the robust backdrop of COBIT 2019.
The judicious selection of process domains unfurled as a collaborative venture, achieved through harmonious discourse with representatives from the company.This consultative approach seamlessly homed in on the crux of pertinent concerns -encompassing the lacuna in system optimization, underscored by instances of manual intervention necessitated by communication bottlenecks.This stance further echoed the company's ardent drive to enrich the knowledge reservoirs of its human resources.In the current paradigm characterized by a shift-based system, the aspiration was to instate an equitable knowledge distribution system, effectively countering prospective human errors pervading both hardware and software domains.
In navigating this intricate terrain, the COBIT 2019 toolkit unfurled as an invaluable compass.It facilitated the meticulous delineation of domain objectives while also carving out the contours of the governance system's ambit, meticulously hinged upon the profound underpinnings of design factors 1-4.This foundation, further buoyed by an expansive vista encapsulating design factors 5-11, yielded a comprehensive encapsulation culminating in a succinct summary, the values thereof echoing within the range of -100 to 100.This painstakingly orchestrated process, a harmonious symphony of precision, unfolded as an instrumental gauge, meticulously measuring the echelons of IT Governance Capability within the precincts of PT.Pelabuhan Indonesia Tanjung Priok Branch.This robust alignment of domain objectives with the quintessential crucibles encapsulating the IT division's challenges seamlessly wove an intricate fabric of effective governance, seamlessly threaded through the fabric of COBIT 2019.forms related to the selected domain's sub-process activities.Subsequently, the capability level of each sub-process is analyzed, followed by determining the capability level for the identified domains: APO08, APO11, and BAI08.Further, a GAP analysis with findings and impacts is conducted, and recommendations for improvements and level increments are provided.

Fieldwork
To measure the capability level, three interviewees are selected.The three potential interviewees are as follows: 1) Information System Project Manager: Responsible for executing tasks, making decisions, and overseeing projects.2) Information System Executor: Accountable for carrying out orders and making decisions related to existing issues.3) Information System Staff: Provides input, suggestions, and involvement in tasks, as well as information, actions, and decision-making.
The RACI Chart in Table 1 outlines the roles and responsibilities within PT.Pelabuhan Indonesia Tanjung Priok Branch.

Reporting
The table below presents the measurement results for each domain, along with the processes and the achieved capability levels: The Gap analysis table between the target level and the results obtained from the interviews is provided below:

Follow Up
In the follow up phase, recommendations are provided based on the identified findings.The Table 4, present the explanations for the improvement recommendations in the APO08.

Discussion
The assessment outcomes from the three distinct domains, namely APO08, APO11, and BAI08, offer insightful reflections on the effectiveness of the IT governance processes within the company.Notably, the evaluation highlights divergent trajectories for these domains, underpinning the nuanced nature of their progress.Starting with APO08, the results signify that this domain is yet to attain the company's predetermined target level.While the achieved level of 3 is commendable, with an average score of 84.14%, there exists a slight shortfall in aligning with the company's aspirations.This finding underscores the potential for targeted process enhancements, warranting a strategic approach to bridge the gap and elevate the APO08 domain to the desired level.This could involve a focused strategy encompassing training, resource allocation, or procedural adjustments to catalyze the journey towards optimization.
In contrast, the APO11 domain has showcased a remarkable achievement, surpassing the company's target level by reaching level 4 with an average score of 86.35%.This accomplishment serves as a testament to the efficiency and efficacy of the processes underpinning APO11.While the attainment of level 4 is a notable achievement, there remains an avenue for further improvements.The company could channel this momentum to explore advanced strategies, which might entail leveraging best practices, technological integration, or streamlined workflows to further enhance APO11 processes.
Likewise, the BAI08 domain has emulated the success story of APO11, exceeding the company's target level by attaining level 4 with an average score of 86.44%.This achievement reaffirms the robustness of the processes enveloping BAI08.As with APO11, the present attainment serves as a springboard for continuous growth.The company could delve into refining BAI08's practices, potentially exploring avenues such as increased automation, risk mitigation strategies, or optimization of resource allocation.
Collectively, these findings underscore the dynamic nature of IT governance within the company.While challenges persist in certain domains, others have demonstrated substantial achievements.The differential trajectories within these domains emphasize the importance of tailored strategies for improvement.The company stands poised to harness the momentum from successful domains, devising targeted strategies for domains in need of refinement.This holistic approach, rooted in the assessment results, lays the groundwork for an evolving and responsive IT governance landscape within the company.

CONCLUSION
The research on IT governance capability at PT. Pelabuhan Indonesia Tanjung Priok Branch, using the COBIT 2019 framework, led to several conclusions.The measurement of IT governance in the selected domains, namely APO08 -Managed Relationships, APO11 -Managed Quality, and BAI08 -Managed Knowledge, was successfully conducted based on the identified issues within the company.The processes were aligned with the RACI Chart, and interviews were conducted with the responsible parties for IT governance in the company.From the interviews with the respondents and the calculation of domain process values, the IT governance capability at PT. Pelabuhan Indonesia Tanjung Priok Branch was concluded as follows: The APO11 and BAI08 domains have achieved the target level set by the company, both at level 4 with a rating of "Fully Achieved."However, the APO08 domain has not reached the targeted level, only reaching level 3 with a rating of "Largely Achieved" and an average score of 84.14%.As a result, the APO08 process domain could only reach level 3.
Recommendations were given to the Project Manager of Information Systems to create Key Performance Indicators (KPIs) for user priorities and to utilize a Dashboard to provide useful information.Additionally, it was recommended to establish communication metrics to gain a deeper understanding of recipients who receive, open, and interact with the communication.The outcomes of this research are meant to guide the company in improving the identified findings and implementing the recommendations to enhance IT governance and achieve the desired target levels in the future.

Figure 1 .
Figure 1.Research Phase Derived from the insights presented in Figure 1, the intricate workings of each sequential step unfold as follows: 1) Planning: The research begins by selecting PT.Pelabuhan Indonesia Tanjung Priok Branch as the research object.Pre-interviews are conducted with representatives, including the Information System Project Manager, to

1) Design Factor 1 Enterprise Strategy:
Based on the COBIT 2019 enterprise strategy, the primary focus is on Client Service/Stability with a value of 5.The organization prioritizes client service, particularly in port operations.Therefore, the optimization efforts are concentrated on addressing integration and human resource challenges.The COBIT 2019 toolkit revealed the highest IT Risk Profile areas based on interviews with the Information System Project Manager: IT expertise, skills & behavior, software failure, Data & Information Management, and Enterprise/IT Architecture.4) Timotius Ammar Karo Karo, Ahmad Faza| 907 3) Design Factor 3 Risk Profile:

Design Factor 4 IT-Related Issues:
In the IT-Related Issues section, the company faces inadequate knowledge management, resulting in a gap between business and technical knowledge within the company.5) Design Factor 5 IT Threat Landscape: Based on interviews with the Information System Project Manager and staff, the IT Threat Landscape for the company is rated at 85% normal and 15% high.This indicates that the company meets quality standards in network infrastructure, Palo Alto Firewall, and adopts enterprise network methods.6) Design Factor 6 Compliance Requirements: Based on interviews with the Information System Project Manager and staff, the Compliance Requirements for Company X have a high value of 15% and a normal value of 85%.This is attributed to the company's effective management of cloud and data center, separate Server DB, applications, and low redundancy, resulting in minimal downtime.7) Design Factor 7 Role of IT: The Role of IT is identified as Support, as the company requires IT to govern information technology effectively.8)

Design Factor 10 Technology Adoption Strategy: IT
Based on the COBIT design factor results, APO08 domain scored 40, APO11 scored 80, and BAI08 scored 50.These three domains indicate constraints and issues.The next step involves data collection through interviews and distributing

Table 2 .
Measurement results for each domain

Table 3 .
Gap Analysis

Table 4 .
Findings, Impacts and Recommendation Domain APO08