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1.   
The banking system uses “Finnacle” as an
information system to service its customers the world over. They used such
software such as Microsoft windows and the Microsoft excel or even spread sheet
to carry out their daily transactions.

This
used in checking the daily account balances of bank customers, account opening
packages, issuing of cheques and even interbank communications in form of mails
and verifications.

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The
hardware components of the information system are those you can touch – the
physical components of the technology. Computers, keyboards, disk drives,
iPads, and flash drives.

The
people aspect deals with the front-line or help-desk workers, the clients to
systems analysts, to programmers, all the way up to the chief information
officer (CIO), all these   people
involved forms the information systems in the bank.

 All the components are strongly correlated and
they work hand in hand to achieve a management aim/goals since for instance you
will need a hardware part of the system to actually carry out a task that
involves the use of software like Microsoft word. Therefore, the overall
success depends on the good use of all the components together.

The
system can effectively interact with other systems through networking or the
use of internet to carry out organizational task as at when due rather than
spending much time and resources reaching out to the external systems which can
be done with just a click.

The
job or role of system development lies with the decision of the management as
regards to who plays the vital role of system development since it is more
informal and these roles are basically played by small group of persons or
people depending on the size of the organization.

 

2.   
“IT Outsourcing: Maximize Flexibility and
Control”- Harvard Business Review.

 Mary C. LacityLeslie P. WillcocksDavid F.
Feeny (may –June 1995).

 

The
article tries to do justice to the issue of outsourcing IT and concludes that in
the great majority of cases, the strategic-versus-commodity approach led to
problems and disappointments. To understand the failure of the approach, they
consider its underlying    assumption:
that managers can place big bets about their markets, future technologies, and
suppliers’ capabilities and motives with a great deal of certainty. The
surrounding issues and challenges as regards to the following were discussed:

 

A.    Is
this system truly strategic?

B.    Are we
certain that our IT requirements won’t change?

C.   Could
the internal IT department provide this system more efficiently than an outside
provider could?

D.   Do we
have the knowledge to outsource an unfamiliar or emerging technology?

E.    What
pitfalls should we be on the lookout for when hammering out the details of a
contract? Etc.

 It can
therefore be deduced that the job of outsourcing gives more insight into the
problems at hand rather than be done by the organization since job are well
taken care off were ideal professionals are being consulted. So the approach being
used by the management to manage IT solutions will determine how effectively it
controls the IT services it consumes and how quickly it can pursue a different
solution when an existing one proves wanting.

 

 

Sources:

https://hbr.org/1995/05/it-outsourcing-maximize-flexibility-and-control

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