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Abstrak :
ABSTRAK
Dalam menghadapi perubahan dinamika bisnis telekomunikasi, pada awal tahun 2012 PT. XL Axiata menjalankan strategi managed services yaitu dengan melakukan pengalihan kegiatan operasional jaringannya ke pihak third party. Strategi ini dijalankan dengan tujuan agar operator dapat lebih fokus dalam menjalankan core business-nya dan optimalisasi terhadap budget operasional. PT. Huawei Services adalah Managed Services Provider (MSP) yang dipercaya XL untuk menjalankan kegiatan operasional jaringannya. Penelitian ini bertujuan untuk melakukan evaluasi strategi managed services yang sudah diimplementasikan PT. XL Axiata dalam kurun waktu 3 tahun. Penelitian ini menggunakan metode evaluasi balanced scorecard. Analisis meliputi empat kategori utama yaitu perspektif keuangan, perspektif pelanggan, perspektif proses bisnis internal serta perspektif pembelajaran dan pertumbuhan. Berdasarkan hasil keseluruhan evaluasi strategi managed services menggunakan metode Balanced Scorecard didapatkan bahwa managed services berdampak positif pada aspek financial XL, yaitu nilai OPEX mampu dioptimalkan hingga mencapai 1% di tahun 2013 dan 4% di tahun 2014. Implementasi managed services juga berdampak positif terhadap aspek non-financial pelanggan, yaitu meningkatnya kepuasan pelanggan dan menurunnya tingkat keluhan pelanggan. Hal ini mengindikasikan kualitas layanan XL semakin meningkat setelah implementasi strategi managed services.

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ABSTRACT
PT. XL Axiata (XL) has performing managed services strategic since 2012. Managed services in telecommunication industry was known as transferring the operational resources and activity to the third party. The purpose of managed services are to scale up company core competences (for example: services and customers oriented) and also to optimize operational expenses. PT. Huawei Services (HS) is Managed Services Provider (MSP) that was appointed with XL to take network operational responsibility. The research performed strategic evaluation to XL managed service. It used Balanced Scorecard Analysis method for evaluation. The analysis includes four main categories such as financial perspective; customer perspective; internal business process perspective; learning and growth perspective. The research result should give recommendation to enhance managed services implementation in the future. Based on Balanced Scorecard analysis obtained results that implementation of Managed Services has given positive impact on financial perspective. OPEX has been decreased until Growth 1% in 2013 and Growth 4% in 2014 . Implementation of managed services has give positive impact on customer perspective with increasing customer satisfaction index and decreasing amount of customer complaint.

Abstrak :
ABSTRAK
Tesis ini membahas mengenai analisis kinerja layanan dari Managed Service Provider PT. ABC yang menjalankan operasional IT. Data internal laporan bulanan PT. ABC menunjukkan performa yang baik karena hampir seluruh request, support dan incident yang ditujukan untuk PT. ABC dapat diselesaikan sesuai Service Level Agreement. Di lain hal, terdapat keluhan dari pelanggan yang menganggap layanan yang diberikan PT. ABC kurang optimal. Oleh karena itu, terdapat celah atau gap yang diidentifikasi menggunakan pendekatan SERVQUAL dengan kuesioner yang disesuaikan dengan layanan IT. Kuesioner berisi 16 pernyataan yang memberikan penilaian ekspektasi dan persepsi pelanggan terhadap layanan dari PT. ABC dalam 4 dimensi SERVQUAL . Survei yang dilakukan pada pelanggan PT. ABC menunjukkan tingkat kepuasan pelanggan belum dapat dicapai. Hasil penelitian menunjukkan bahwa PT. ABC perlu melakukan perbaikan berdasarkan konsep closing gap Zeithaml, et al., 1990 terhadap perubahan soft technology dalam menentukan prioritas request dan perlu melakukan evaluasi lebih detail terhadap staff, untuk menghindari adanya staff yang kurang dari segi performa baik itu soft maupun hard skill.

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ABSTRACT
This thesis discussing about analysis of service quality from Managed Services Provider PT. ABC who responsible for run the IT operational. PT. ABC rsquo s internal monthly report show a good performance since almost entire request, support and incident addressed to PT. ABC can be completed and meet the Service Level Agreement. While there is some complaint from customer who think PT. ABC rsquo s services is not yet optimal. Therefore, there is a gap identified by use of SERVQUAL approach using questionnaire adopted to IT services. Questionnaire consist of 16 statement which gives an assestment for expectation and perception from customer of PT. ABC in 4 SERVQUALdimension. Survey conducted on PT. ABC rsquo s customer shows the level of satisfaction is not yet achieved. The result showed that PT. ABC need to perform improvement based on gap closing Zeithaml, et al., 1990 concept in soft technology chages to determine priorities of a request and the needs of a detail evaluation of staff, to avoid the existence of low perform staff both in terms of soft nor hard skill.