KPI

Higher education is a main factor in the competitiveness of nations and rises the competition and innovation in the internal markets. In order to achieve their goals HEIs need strategic planning and do need to successfully track their progress towards the set goals. This means that we need metrics which should measure the organizational performance at the institutional level and be used inside the organization to support the strategic process. The aim of the article is to suggest a framework for the evaluation of the HEI performance using the key performance indicators concept.

Работа в посвящена анализу системы ключевых индикаторов эффективности  работы в социальных медиа, отражающей,
насколько успешно СМИ использует социальные каналы для достижения поставленных целей

Степанов, В.А. Проблема эффективности оценки работы СМИ в социальных медиа / В.А. Степанов // Сучасная медыясфера: практыка трансфармацыі, тэарытычнае асэнсаванне, інстытуцыяльныя перспектывы: матэрыялы І Міжнар. навук.-практ. Канф., Мінск, 30 сак. 2017 г. / рэдкал.: С.В. Дубовік (адк. рэд.) [і інш.]. – Мінск: Выд. цэнтр. БДУ, 2017. – С. 268–276.

In Mexico, the Automotive Industry is one of the most important sectors, based on the amount of sales, as well as for the number of people employed. The level of competition facing firms to win OEM programs requires having a very strict control over the whole company's operation. System Dynamics is presented as a very powerful methodology for modeling the current and future situation of a company and combined with the Balanced scorecard concept, both provide a deep insight into the dynamics of the company. Based on this case of study a new methodology is proposed which provides a deeper insight on how the system works in such a way that the development of the company's strategy has greater impact. Through the simulation of 24 months into the future it is possible to understand the system´s behavior in terms of the interrelation of the most critical variables which were defined as the main KPI´s.

Thanks to the interoperability provided by the IFC standard, BIM technologies and IFC model servers are
beginning to enable a design environment where the exchange of information among the actors can be
synchronous and continuous using a single and central data model. Although this new set of technologies enables
concurrent design, the problems associated with managing the flow of information itself in a concurrent design
environment requires explicit management of editing rights and version control at the level of individual objects,
rather than at the file level. However, while these are technical issues that have standard solutions, managing
designers’ involvement in the process also becomes more challenging, requiring the development of new
management methods suitable for the BIM collaborative environment. Common problems such as information
‘overflow’, incomplete modelling solutions or incorrectly matched technical solutions, and inventories of work
in progress due to inattentive designers, if not treated methodically in the BIM platform, can quickly cause
bottlenecks for the advancement of the process. The bottlenecks result in process waste (such as time spent
waiting, large inventories of design information, processing sequences that cause unnecessary iterations, long
cycle times and schedule overruns, etc.). Application of concepts that allow structuring and measuring of the
information flow can improve the process and reduce the waste of resources, but there is no specific
V TIC - Salvador, Bahia, Brasil, 4 e 5 de agosto de 2011
methodology for measuring information flow in a BIM environment. Taking a previous study, in which seven
key performance indicators were developed and validated for application with conventional technology, as a
starting point, this work has developed the methodology for using these indicators in a BIM project.

This Impact Report identifies and summarises the diverse impacts, resulting from the £500m of UK funding of Science and Technology in 2013, using numerous quantitative metrics and short case study extracts.  It shows how the varied impacts of a national science and technology organization and its many funded programmes can be annually identified, captured, tracked, and summarised in a public document.

The report was produced for, and by, the Science and Technology Facilities Council (STFC) -  the UK Research Council responsible for funding: (1) all UK astronomy, particle and nuclear physics research, (2) related UK science and technology facilities (e.g. as Harwell and Daresbury), (3) the UK contribution to international science (e.g. CERN, international telescopes and space missions), (4) innovation and business spin-off programmes, and (5) UK public engagement activities.

The Report was co-researched and co-authored by the STFC Impact Team, including myself while Impact Evaluation Manager in 2013, with Dr. Claire Dougan-McCallie (lead author/Head of Impact) and Jenny Beard, with additional input from senior managers, and many data and case study contributions from other key managers across STFC.

Varied key impacts are identified and reported including:

• Research amongst the best (by citation impact) in astronomy, nuclear and particle physics.
• Supported research of 226 Principal Investigators in 70 universities, led to 1,100 peer-reviewed papers in 2012.
• Facilities (the Diamond Light Source, ISIS and CLF) were used in 2012/13 by over 4,200 unique users , in over 2,400 experiments, producing over 1,000 papers in peer-reviewed journals.

• Technology from CERN benefited the UK economy by over £100 billion every year.
• Funding the development of the UK’s space, internet and computer animation industries, returned over £500 billion to the UK economy per annum.
• Funded Innovation Campuses hosted over 230 enterprises and supported over 5,000 jobs.
• UK industry won £43 million in contracts from the international subscriptions funded, and had accumulated a total of £150 million since 2005.

• Funded research inspired future generations to study STEM subjects, attracting 90% of UK undergraduates to study physics, funded 782 PhD students  and 16,800 student training days.
• Between 2009 to 2012 public engagement programmes engaged people on 58 million occasions, with 2 million people engaged in face-to-face activities in 2013 alone.

•Analysed the business content based on an MS Access database.
•Identified and selected KPIs for the intended role.
•Queried and retrieved data for each KPI.
•Exported retrieved data of each KPI to MS excel and transferred data into visualized graphs to present meaningful information for the intended user.
•Designed a dashboard to illustrate the most important KPIs and made the dashboard interactive with drill down functions.
•Produced a final report documented our findings.

Decision makers in the educational field always seek new technologies and tools, which provide solid, fast answers that can support decision-making process. They need a platform that utilize the students' academic data and turn them into knowledge to make the right strategic decisions. In this paper, a roadmap for implementing a data driven decision support system (DSS) is presented based on an educational data mart. The independent data mart is implemented on the students' degrees in 8 subjects in a private school (Al-Iskandaria Primary School in Basrah province, Iraq). The DSS implementation roadmap is started from pre-processing paper-based data source and ended with providing three categories of online analytical processing (OLAP) queries (multidimensional OLAP, desktop OLAP and web OLAP). Key performance indicator (KPI) is implemented as an essential part of educational DSS to measure school performance. The static evaluation method shows that the proposed DSS follows the privacy, security and performance aspects with no errors after inspecting the DSS knowledge base. The evaluation shows that the data driven DSS based on independent data mart with KPI, OLAP is one of the best platforms to support short-tolong term academic decisions.

Masa sekarang, dampak globalisasi sudah banyak membantu meningkatkan pesatnya laju industri digital, diantaranya industri media. Bukan hanya secara sisi positif, tetapi terdapat juga resiko di dalam unsurnya. Banyak media, seperti industri televisi lebih memprioritaskan 'tayangan' yang tidak mendidik untuk mencapai rating, daripada menyuguhkan siaran yang benar-benar berkualitas.

In this continues assignment the task is to build a Dashboard  for a manager of ’Fist Bank’, on the ‘home loans’, ‘refinancing’ and ‘other consumer loans’ with data for three years by months and 31 branches.  For the assignment it is expected to identify two KPIs (Barry, 2015).

"Yazarlar:

Hakan Özalp İstanbul Teknik Üniversitesi, İşletme Mühendisliği Bölümü, İstanbul
Selçuk Baş İstanbul Teknik Üniversitesi, İşletme Mühendisliği Bölümü, İstanbul
*Serkan Türkeli İstanbul Teknik Üniversitesi, İşletme Mühendisliği Bölümü, İstanbul
(Sunum Yapacak Kişi)
Ulaş Akal İstanbul Teknik Üniversitesi, İşletme Mühendisliği Bölümü, İstanbul
Ünal Egeli Vakıf Gureba Eğitim Hastanesi, İstanbul

Özet:
Bu makalenin amacı Türk sağlık sektöründe ihtiyacı duyulan değişimin JCI standartları dâhilinde stratejik bir yönetim modeli olan Kurumsal Karne yöntemi ile gerçekleştirilmesini sağlamaktır. Bu doğrultuda Vakıf Gureba Eğitim Hastanesinde yapılan uygulamadan örnekler verilerek stratejik bir performans değerlendirme sisteminin sağlık sektöründe nasıl ele alınacağı incelenmiştir. Organizasyonun vizyonu dahilinde belirlenen stratejilerin, hedeflerin, anahtar performans göstergelerinin performans değerlemeye etkileri incelenmiş ve sağlık sektörü için Kurumsal Karne boyutlarına açıklamalar getirilmiştir.

Anahtar Kelimeler:
Kurumsal Karne, BSC, Balanced Scorecard, JCI, Stratejik Yönetim, Kamu Hastanesi, KPI, Ölçüt
"

The purpose of CDA creation in June, 1960 was to see the planning and maintenance of the capital city. CDA is a public sector organization which is not only responsible for development of Islamabad but also performs all functions of municipal committee to provide for cleanliness, health, education, supply of goods and food etc. CDA is lagging quality in operations and projects. So to improve this quality deficiency in CDA we devised a research. The research methodology considers research through different secondary sources such as different websites, journals and research papers etc. By the use we above mentioned sources we have collected data for some of better performing urban development authorities in Pakistan and in the world. Than we compare operations and projects performance metrics for the enlisted enterprises. After this we studied existing operations and projects performance metrics of the capital development authority Islamabad. We have developed collective operations and projects performance metrics for CDA by comparing those of CDA with the enlisted three enterprises. To explore relevance and importance of collective operations and projects performance metrics; we have collected impressions of clients of CDA by using an online survey. The results are in favor of client satisfaction. Most of the users think client satisfaction is most important and relevant factor for CDA. On the same page, transparency was rated least by clients. The research identifies important areas for CDA which needs a lot of improvement. Clients rated construction time and cost on 7th number. This is main area as far as CDA is concerned and people rated it as least. So a lot improvement can be made in this area.

تتنوع وسائل قياس الأداء في المكتبات ومراكز المعلومات، من معايير متنوعة مثل المواصفة 11620، والتي تعني بقياس الأرقام في المقام الأول، ولقد فطن العاملون الخبراء في مجال المكتبات والمعلومات إلى أن الإقتصار على قياس الأرقام فقط لهو أمر مجحف وظالم وقد يجانبه الصواب كلية؛ لذا فقد لجأو إلى إستحداث المواصفة 16439 الخاصة بقياس تأثير المكتبات وذلك حتى يحدث التوازن المنشود.
وتتجه الورقة منحى مغايرا لقياس الأداء في المكتبات وهو محاولة الوصول إلى معادلة تقودنا إلى الأتي: أن الكتب التي أجمع النقاد على أهميتها ورسوخها في المجال وليكن في تخصص الأدب وبخاصة الروايات هي الكتب الأكثر إستعارة في المكتبات العامة، وهي الكتب الأسرع نفاذا عند الناشرين .
لايفوتنا كم التلاعب الذي قد يحدث في هذا المجال من بعض الأدعياء مثل نفاذ الطبعة الأولى والثانية والثالثة، دون أن يذكر أحد العدد الحقيقي لكل طبعة هل هو 5000 نسخة مثلا، أم مجرد 500 نسخة فقط، هل هناك توافق حقيقي بين مايقرره النقاد و الأدباء من أهمية رواية ما ، وعدد النسخ المبيعة منه، وعدد إعارات تلك المواد، وهل الذي يقرر أهمية رواية ما هم النقاد أم المكتبة العامة، أم مبيعات الناشرين، وهل من الواجب والمرجح أن الروايات و الكتب الأكثر مبيعا هي الأكثر فائدة للقراء و المستفيدين.
كما تتطرق الورقة إلى ماهية دور المكتبات العامة في هذا الصراع؟ هل هو دور المتفرج الذي يشاهد عن كثب ولكن دون تدخل، أم أنه يجب عليه أن يتدخل، ليس بالمنع ولكن عن طريق زيادة عدد نسخ رواية ما، وتقليل عدد أخرى، وما هي المعايير التي تتبعها المكتبة في ذلك.
في محاولة لوضع تصور للعلاقة بين ما يقرره النقاد من أهمية كتاب، وما يحققه من معدلات إعارة في المكتبات العامة، وما يحققه الناشر من نسب مبيعات لذات الكتاب، تدور هذه الورقة في هذا العالم المثير .

Berikut Detail Paket CONTOH JOB DESCRIPTION HRD yang di tawarkan:

I. JOB DESK HRD Aneka Jabatan--Berbahasa Indonesia, yang terdiri atas:
1. Job Desk Lengkap dengan Indikator Keberhasilan (KPI):
1) Job desk HRD & GA Manager
2) Job desk HR Development Head
3) Job desk HR Operation
4) Job desk HR Development
5) Job desk Internal & Eksternal Affair

2. Job Desk Sederhana
1) Job desk Human Resources Manager
2) Job desk Staff Administrasi Personalia
3) Job desk Staff Recruitment
4) Job desk Staff Training & Development


II. JOB DESK HRD Aneka Jabatan--Berbahasa Inggris, yang terdiri atas:
1. Job Desk Compensation Analyst
2. Job Desk Compensation and Benefits Manager
3. Job Desk Director of Organization Develpoment
4. Job Desk Employee Relations Manager
5. Job Desk Employee Relations Officer
6. Job Desk Health and Safety Manager
7. Job Desk Human Resource Planning Manager
8. Job Desk Job Analyst
9. Job Desk Job Evaluator
10. Job Desk Personnel Assistant (Recruitment)
11. Job Desk Personnel Assistant (Training)
12. Job Desk Personnel Director
13. Job Desk Personnel Manager
14. Job Desk Personnel Officer
15. Job Desk Recruitment Consultant
16. Job Desk Recruitment Manager
17. Job Desk Recruitment Officer
18. Job Desk Senior Personnel Officer
19. Job Desk Training and Development Manager
20. Job Desk Vice President Human Resources & Communication
21. Job Desk Head Dept. Career Management-Training-HRIS
22. Job Desk Head Dept. Industrial Relation & Administration

Komunikasi di era digital.
Era digital merupakan suatu keadaan dimana perangkat komunikasi menjadi semakin dominan di kehidupan manusia yang mempengaruhi aktivitas sehari-hari.
Pandemi covid-19, menjadi awal banyak kegiatan dilakukan secara online (seperti Pendidikan, transaksi jual beli, pengajian, percakapan, bisnis, dsb)
Satu point penting adalah bagaimana masyarakat mampu menyedari pentingnya digitalisasi, dan seberapa banyak memanfaatkan digital, serta paham tentang etika berkomunikasi di era digital.

Trabajo de fin del Máster en Gestión de Contenidos Digitales, Facultad de Biblioteconomía y Documentación, Universidad de Barcelona (UB) y Universidad Pompeu Fabra (UPF), curso 2015-2016. Tutor: Dr. Cristóbal Urbano Salido (UB) Resumen [ES]: A través de la analítica web se pueden establecer indicadores clave de rendimiento para los sitios universitarios, los que junto a otras métricas de inteligencia competitiva provenientes de la cibermetría y las redes sociales, permiten dimensionar de manera global la presencia de las casas de estudios superiores en internet y caracterizar el comportamiento de su audiencia. Como insumo para la arquitectura de información, sin embargo, este método debe complementarse con otras técnicas de investigación de usuarios que entreguen datos cualitativos. El trabajo presenta un proyecto para el estudio de caso del portal institucional de la Universidad de Chile, con el objetivo de entregar recomendaciones para su rediseño y el optimizar los ámbitos de extensión, postgrado e internacionalización. Resum [CA]: A través de l'analítica web es poden establir indicadors clau de rendiment per als llocs universitaris, els que al costat d'altres mètriques d'intel·ligència competitiva provinents de la cibermetria i les xarxes socials, permeten dimensionar de manera global la presència de les cases d'estudis superiors en internet i caracteritzar el comportament de la seva audiència. Com a input per a l'arquitectura d'informació, però, aquest mètode s'ha de complementar amb altres tècniques d'investigació d'usuaris que lliurin dades qualitatives. El treball presenta un projecte per a l'estudi de cas del portal institucional de la Universitat de Xile, amb l'objectiu de lliurar recomanacions per al seu redisseny i d'optimitzar els àmbits d'extensió, postgrau i internacionalització. Abstract [EN]: Using web analytics it is possible to establish Key Performance Indicators (KPIs) for university websites, which together with other metrics of competitive intelligence that come from cyber-metrics and social media, allow us to measure on a global scale the presence of higher education institutions on the Internet, and to characterize the behavior of their audience. As an input for information architecture, however, this method should be complemented by other user research techniques that deliver qualitative data. This document presents a project case study on the institutional website of the University of Chile, with the goal of providing recommendations for redesign, and optimization of the areas of outreach, graduate studies and internationalization.

Apa itu realitas? Bagaimana cara memahami dan mempersoalkanya? Pada dasarnya adalah pertanyan-pertanyaan yang sering lahir dalam diskursus filsafat. Dalam menjawab persoalan tersebut, filsafat melakukan berbagai macam proses pencarian melalui asumsi dan pembuktian. Proses tersebut terus berlanjut, hingga dari suatu pemahaman hingga ke pemahaman lainya. Jejak-jejak yang ditinggalkan dari proses tersebut inilah yang kemudian mengkristal menjadi berbagai macam disiplin ilmu, semisal matematika, fisika, sosiologi dan komunikasi dan penyiaran Islam (selanjutnya disingkat KPI) yang mana merupakan pembahasan utama dalam tulisan ini. Pada dasarnya tulisan ini bermaksud mencari (untuk tidak menyebutkan merumuskan) jejak-jejak filosofis dari rumpun keilmuan KPI. Hal ini menjadi penting sebagai landasan persepsi mahasiswa KPI dan masyarakat, dan juga mengingatkan kembali core value dari disiplin ilmu tersebut.

Key Performance Indicators (KPI) has been outlined for implementing total quality management
(TQM) across logistics sector. This study constituted on the quality values of logistics firms in the logistics sector,
which is examined with key performance indicators through the integrated method of Analytic Hierarchy Process
(AHP) and SMART Goal Setting. The calculations were performed for logistics firms. The method used in this study
is the integrated method of the AHP Method and SMART Goal Setting. The results highlight the most mentioned
key performance indicators in the literature in a prioritized version also during the prioritizing process via AHP
Method, the SMART Goal Setting approach also is applied.

In order to investigate the economic performance of business processes, simulations are performed. These simulations determine values of key performance indicators (KPIs). We sought a valid solution to integrate KPIs in our Process Analysis Studio (PAS). Our investigation aims for a concept which describes a valid approach to deal with KPIs in multiple business process models. In this paper, we present a valid concept of a KPI calculation model. We describe which types of KPIs are needed in order to give users a huge amount of freedom to investigate different aspects of the process performance. Using scenarios could empower comprehensive investigations of different interrelated aspects of the process. From the presented concept of scenarios special requirements are derived which have to be considered in a concept of a KPI calculation model. The concept contributes to the discussion about the right design of a KPI calculation model. The presented approach could also be used in other process analysis solutions, in order to allow individual performance investigations.

This paper first introduces the architecture of general 3G communication system in both parts; packet switched (PS) and circuit switched (CS) networks and then applies statistical analysis to Key Performance Indicators (KPI) monitored from network entities in PS and CS network  to guide the long term capacity planning and better coverage for the network by introducing a 3G network optimization cycle phases to analysis the problems from the KPIs and propose the suitable solution for these problems, our methodology is applied to a case study of a cellular communications service provider company report for UTRAN performance in a month. This UTRAN consist of two RNCs and 622 NodeBs. This report is proposed as an example of this case study and it's generated according to the proper UTRAN deployment company formulas; which is Huawei in this case.

ABSTRACT

My thesis paper discussed about “A critical analysis of Balanced Scorecard as a performance measurement tool: an overview of its usage and sustainability”. The Balance Scorecard is an assimilated strategic performance planning and management tool or system used for business organization, industry, non-profit organization, government worldwide. This system is used for business undertakings like vision establishment and strategic planning of organization to boosts internal and external communication and encourages transparency in business operations and monitors and measure performance of organization against its visions and goals. The term "scorecard" denotes enumerated performance measures and "balanced" signifies that the system is balanced between; short-term objectives and long-term objectives, financial events and non-financial events, lagging indicators and leading indicators, interior performance and exterior performance standpoints. This assessment deliberates the “Balance Scorecard”, an assimilated strategic performance management tool which was designed by Robert Kaplan and David Norton in their series of articles in ‘Harvard Business review’ in 1990. Recently, the Harvard Business Review hailed the Balanced Scorecard as one of the 75 most persuasive and prolific concepts of the twentieth century.
Balanced Scorecard (BSC) emerged to deliver solutions to the major disputes and to emphasize the assessment of a diversity of factors/dynamics within an organization to attain tremendous results. Balanced scorecard not only explains major issues of business but also helps the business management to build the linkage between the performance measurements for the better management and assists managers to transit from a reactive approach to a proactive approach to management. Generally, the Balance Scorecard can be defined as a prudently nominated set of quantifiable measures which elucidate an organization’s strategy and aligns all the resources and energies of organization (e.g. people, budget, initiatives etc.) to attain this strategy. Four generic perspectives were identified Kaplan and Norton that cover the core strategic focus areas of an organization. These four perspectives are financial perspective, customer perspective, internal process perspective and learning & growth perspective.
Most organizations have established systems for capturing, monitoring, and sharing performance data that demonstrate to be critically flawed, but they are incapable of capturing the value generated from the mechanisms of today’s modern business organizations. These mechanisms denote the intangible assets, such as staff’s knowledge and skills, customer & dealer relationships, and innovative environments and cultures. Consequently, the Balanced Scorecard (BSC) was developed to provide resolutions to the above foremost issues. And now, Balance Scorecard has become one of the best choices to evaluate how the organization is performing. The best thing of implementation of balanced scorecard is that it involves entire organization to make execution fruitful. The upper management has to connect goals to the down to all personnel to attain that. Appropriate planning can make effective application of BSC in any organization. Before the Balanced Scorecard, many organizations already used a collection of both financial and non-financial measures of acute performance pointers. But, a well-developed Balanced Scorecard is different from such systems as the four BSC perspectives build a chain of cause-and-effect relationships. Successfully, the cause-and-effect relationships demonstrate the hypothesis behind the organization's goals and strategy. The measures reflect a chain of performance drivers that regulate the efficiency of the strategy application. A well-designed balanced scorecard interpret an organization’s mission and remaining business strategy into a limited number of precise strategic objectives that could be interconnected and measured operationally. It is a concept that assesses an organization’s actions in terms of its vision and strategies, to provide managers with a comprehensive outlook of the performance of business. Organizations stand to advantage from the practice of the balanced scorecard system managing performance. It has been proved as one of the most prolific performance measuring tools. For this reason, various public, private, government, business and not-for-profit organizations have adopted the scorecard as part of their strategic management approach.
This report describes and illustrates basics of the balanced scorecard, that is, introduces the balanced scorecard approach, describes an extended enterprise balanced scorecard that can be used by individual organizations or in partnership with other organizations, crucially analyze every details and issued related to balanced scorecard, sustainability of balanced scorecard, evaluates positive and negative outcomes of implementing balanced scorecard and concludes with a discussion of basic components for effective scorecard implementation.

This report was commissioned as consequence of the heavy investments made by ‘Reel Productions’ in which we had to identify and analyse 7 KPI's of newly acquired TV programs.
-The report conducts analysis through the social network site Twitter.
-A large sample space of 1000 tweets was taken for each of the three television shows
-This report analyses how these television shows were received by the public, and it outlines how the information learned can be exploited by ‘Reel Productions’.

- KPIs, Twitter Analytics, Sentiment Analysis. Dashboards, Excell, Wordcloud.

Operators and service providers continue to look for ideas to monetize their networks while trying to provide maximum satisfaction to their customers. Allocate resources to users that can support high flow rates can monetize the network, but abandon users in poor conditions, which reduces the quality of service and user experience. An algorithm that manages the different classes of services, associated with the implementation of the differentiation of user categories proves to be an interesting compromise since flows are prioritized according to the services and user subscription.

Teknologi WCDMA menggunakan 1 kanal frekuensi yang digunakan secara bersama-sama yang masing-masing pengguna diberikan kode untuk membedakan satu pengguna dengan lainnya. Ada beberapa hal yang dapat dilakukan untuk mengamati performansi jaringan WCDMA, mulai dari masukan dan keluhan pelanggan, mengamati alarm sistem yang ada, melakukan drive test, hingga analisa terhadap trafik jaringan.
Parameter KPI hasil pengolahan yang  digunakan untuk Implementasi antara lain RRC Attempt, RRC Failure, Call Setup Attempt, Call Setup Failure, HSDPA Setup Attempt, HSDPA Setup Failure, Call PS R.99 Drop, HSDPA Drop, Handover, dan Throughput. Parameter diatas menjadi dasar untuk penghitungan KPI Accessibility, Retainability, Integrity dan Mobility.
Accessibility,  Jaringan 3G Data Cluster Balikpapan 1, Balikpapan 2 dan Balikpapan 3  masih dibawah standar KPI sedangkan Retainability dan Integrity Jaringan 3G Data Cluster Balikpapan 1, Balikpapan 2 dan Balikpapan 3 diatas standar KPI