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All Journal Seminar Nasional Aplikasi Teknologi Informasi (SNATI) Teknik dan Ilmu Komputer Jurnal Edukasi dan Penelitian Informatika (JEPIN) Journal of Computer Science and Informatics Engineering (J-Cosine) Jurdimas (Jurnal Pengabdian Kepada Masyarakat) Royal Journal of Information Systems and Informatics Community Development Journal: Jurnal Pengabdian Masyarakat Jurnal Ekonomi dan Bisnis Kontemporer Jurnal Saintekom : Sains, Teknologi, Komputer dan Manajemen Jurnal Ilmiah Ilmu Terapan Universitas Jambi Citra Delima Scientific journal of Citra Internasional Institute JuTISI (Jurnal Teknik Informatika dan Sistem Informasi)
Marcel Marcel
Unknown Affiliation
Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Engineering Health Professions Industrial & Manufacturing Engineering Nursing Public Health Social Sciences

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INFORMAL COORDINATION AS SHADOW WORKFLOW: REWORK AND PROCESS FRICTION IN A SMALL FIRM IT ACCESS Marcel, Marcel; Marzuqi, Tubagus Ahmad
Jurnal Ilmiah Ilmu Terapan Universitas Jambi Vol. 10 No. 2 (2026): Volume 10, Nomor 2, April 2026
Publisher : LPPM Universitas Jambi

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22437/jiituj.v10i2.53984

Abstract

This study examines how operational rework appears in internal access management in a small technology consulting firm in Jakarta, where work processes are still loosely organized. Using a mixed methods approach, the study reviewed 97 operational cases across six months and combined them with interviews with people directly involved in handling access issues. The analysis focused on access requests, password resets or account recovery, and escalations or handoffs, not general service complaints. The results show that the biggest burden comes less from the technical fix itself and more from three transition points: moving cases from WhatsApp to formal channels (41%), waiting for approval (48%), and handing cases to another person in charge (37%). Access requests faced the strongest approval barriers, while escalations and handoffs created the most repeated clarification, case transfers, and cases returning after they seemed finished. The interviews also show that WhatsApp often works as a shadow workflow: fast at the start, messy later when the initial context is not fully recorded, approvals depend on certain intermediaries, or a case looks closed even though the solution is only temporary. The novelty of this study lies in its practical view of rework through three layers, namely entry friction, processing friction, and closure distortion, along with a lightweight diagnostic that small companies can use to spot process waste without needing a complex evaluation system.
WHEN HEALTHY METRICS MISS THE POINT: FUNCTIONAL DISPLACEMENT OF ITSM TICKETING SYSTEMS FROM SERVICE ROUTING TO ACCOUNTABILITY ROUTING Marcel, Marcel; Marzuqi, Tubagus Ahmad
Jurnal Ilmiah Ilmu Terapan Universitas Jambi Vol. 10 No. 3 (2026): Volume 10, Nomor 3, June 2026
Publisher : LPPM Universitas Jambi

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22437/jiituj.v10i3.55882

Abstract

ITSM ticketing systems are usually judged by metrics such as ticket volume, resolution rate, handling time, and SLA compliance. But these numbers can mislead when a system stays busy yet no longer does what it was built for. This study examines the situation we call functional displacement: formal infrastructure drifting from routing IT services to routing accountability. We compared two medium-sized B2B distribution firms in Jakarta, alike in size and sector but run differently. Twelve informants were purposively chosen and interviewed in semi-structured sessions. Their accounts were read against six months of ticket logs, internal documents, and a four-week sample of operational WhatsApp chats. We coded the interviews thematically, cross-checked patterns across four sources, and compared formal tickets with informal coordination using two diagnostic indicators: the timing gap from 40 matched case pairs and a category representation index, checked against ticket content. On paper, both firms looked healthy, with resolution above 80 percent and strong SLA compliance, yet the meaning had shifted. In the founder-led firm, tickets were usually opened after a problem was already settled informally, mainly to prove it had been reported upward, a vertical displacement. In the professionally managed firm, tickets came early but thin on detail, marking which division reported first, a horizontal one. We propose the concept of functional displacement together with an early diagnostic framework whose signals, drawn from two cases, should be read as warnings rather than fixed standards.
WHEN TRUSTED PEOPLE COME FIRST: PATRON–CLIENT THEORY AND LEGACY COORDINATION IN ROUTINE ITSM USE Marcel, Marcel; Marzuqi, Tubagus Ahmad
Jurnal Ilmiah Ilmu Terapan Universitas Jambi Vol. 10 No. 4 (2026): Volume 10, Nomor 4, August 2026
Publisher : LPPM Universitas Jambi

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22437/jiituj.v10i4.58244

Abstract

The formal installation of an IT service management (ITSM) helpdesk does not guarantee routine operational use. This study explains how pre-existing coordination practices shaped helpdesk use and how reported client expectations and consultant advice were translated within a Jakarta-based B2B distributor. A retrospective qualitative case study used 12 interviews, approximately 30 hours of observation, and helpdesk logs from Q2 2022 to July 2025. The analysis distinguished formal adoption from routine use and legacy informal coordination from post-implementation workarounds. Trusted-person contact, WhatsApp, and shared spreadsheets predated the helpdesk and continued to handle routine incidents after its implementation. Recorded ticket activity declined after the early period and appeared episodically near reported audits and consultant visits, although timing did not establish causation. Reported external inputs contributed to acquisition, configuration, training, and audit-facing records but were not translated into a consistently reinforced rule for routine use. Relational evidence showed unequal access or authority, repeated reliance, durability, and an effect on helpdesk use; because reciprocal benefit or felt obligation remained incomplete, the pattern was classified as a trusted-person relational pathway with partial patron–client-like features, not a patron–client-like relation. The findings explain how a pre-existing informal order can sustain an adoption–use gap and support a preliminary three-dimensional diagnostic lens. Managers, vendors, and consultants should map incident routes and informal tools before configuration, define escalation and backup roles, connect informal channels to the formal workflow, and reinforce routine use. The single case offers analytical transferability rather than statistical generalization; the lens requires prospective multi-case testing.
Co-Authors Alexander, Jessica Amelia, Fitra Amyou Amyou Aotearoa, Garpepi H. Aotearoa, Garpepi Hanief Arman Arman Azhar, Nur Chalik Bakkara , Gegorius Cristian Candra, Nicholas Kisu Christian, Juan Christian, Neil Cynthia Hayat Cynthia Hayat Derry Susilo Endi Putro Erick, Erick Heriyanto Heriyanto Herman Nurtjahjo Jeffry Jeffry Kristiani, Evelline Kristiyani , Wenny Lai, Agnes Cynthia Marzuqi, Tubagus Ahmad Monica, Katherin Mudita, Damida Shu Nicolaas, Leslie Patricia Calindra Perangin Angin, Prasasti Ping, Kory Keith Pratama, Dimas W. Purwati, Diah Indah Putra, Andiko Damar Putratama, Andhika Putri, Intan Triana Rajkawel Rajkawel Ramulia, Kevin Rianto Nurcahyo Rifani, Rifani Setiawan, Theodorous Stevanus Vin Cent Yudhi Windarto