Information Technology Management and banking

We invite unpublished novel, original, empirical and high quality research work pertaining to recent developments & practices in the areas of Computer Science & Applications; Commerce; Business; Finance; Marketing; Human Resource Management; General Management; Banking; Economics; Tourism Administration & Management; Education; Law; Library & Information Science; Defence & Strategic Studies; Electronic Science; Corporate Governance; Industrial Relations; and emerging paradigms in allied subjects like Accounting; Accounting Information Systems; Accounting Theory & Practice; Auditing; Behavioral Accounting; Behavioral Economics; Corporate Finance; Cost Accounting; Econometrics; Economic Development; Economic History; Financial Institutions & Markets; Financial Services; Fiscal Policy; Government & Non Profit Accounting; Industrial Organization; International Economics & Trade; International Finance; Macro Economics; Micro Economics; Rural Economics; Co-operation; Demography: Development Planning; Development Studies; Applied Economics; Development Economics; Business Economics; Monetary Policy; Public Policy Economics; Real Estate; Regional Economics; Political Science; Continuing Education; Labour Welfare; Philosophy; Psychology; Sociology; Tax Accounting; Advertising & Promotion Management; Management Information Systems (MIS); Business Law; Public Responsibility & Ethics; Communication; Direct Marketing; E-Commerce; Global Business; Health Care Administration; Labour Relations & Human Resource Management; Marketing Research; Marketing Theory & Applications; Non-Profit Organizations; Office Administration/Management; Operations Research/Statistics; Organizational Behavior & Theory; Organizational Development; Production/Operations; International Relations; Human Rights & Duties; Public Administration; Population Studies; Purchasing/Materials Management; Retailing; Sales/Selling; Services; Small Business Entrepreneurship; Strategic Management Policy; Technology/Innovation; Tourism & Hospitality; Transportation Distribution; Algorithms; Artificial Intelligence; Compilers & Translation; Computer Aided Design (CAD); Computer Aided Manufacturing; Computer Graphics; Computer Organization & Architecture; Database Structures & Systems; Discrete Structures; Internet; Management Information Systems; Modeling & Simulation; Neural Systems/Neural Networks; Numerical Analysis/Scientific Computing; Object Oriented Programming; Operating Systems; Programming Languages; Robotics; Symbolic & Formal Logic; Web Design and emerging paradigms in allied subjects.

Information system refers to the study of complementary networks of hardware and software software that people and organizations use to collect, filter, process, create, and distribute data. In order to utilize information system effectively, managers need to consider three imperative areas of information system. That is organization, management, and technology. An information system creates value for the firm as an organizational and management solution with the help of the technology posed by today's turbulent business environment. In view of the diverse scope of IS roles, it is important to understand the appropriateness of the roles and the contribution accrued by the use of multifaceted applications of IS. Lack of such an understanding can lead to inappropriate use of the technology, inadequate resource allocation, and ineffective use of IS for competitive advantage.

2002, "The impact of information technology on in financial the relationships services", International customer and supplier Journal of Service Industry Management, Vol.. 1998, "Marketin[r]

Implementing a sound IT governance strategy is believed to be a key for having successful IT functions in organizations (Brown & Grant, 2005). IT must be well aligned with business processes and business strategies of the company (Henderson & Venkatraman, 1993). Generally, previous studies have discussed good corporate governance and project management; therefore, not many studies have focused on predictors of IT governance and its impacts on IT project successes in the banking sector. The conceptual framework was developed to establish a link between the determinants of IT governance and their effects on IT project success. IT governance has also been seen as an intervening variable to enhance these relationships. Therefore, this study expands upon previous research by integrating the findings of studies related to IT governance and IT project successes. The main contribution herein is the introduction of internal audit quality and BOD quality for assessing IT governance in an effort to predict IT project success in the banking sector. The findings of this study contribute to the empirical evidence linking IT governance and IT project success.

We invite unpublished novel, original, empirical and high quality research work pertaining to recent developments & practices in the area of Computer, Business, Finance, Marketing, Human Resource Management, General Management, Banking, Insurance, Corporate Governance and emerging paradigms in allied subjects like Accounting Education; Accounting Information Systems; Accounting Theory & Practice; Auditing; Behavioral Accounting; Behavioral Economics; Corporate Finance; Cost Accounting; Econometrics; Economic Development; Economic History; Financial Institutions & Markets; Financial Services; Fiscal Policy; Government & Non Profit Accounting; Industrial Organization; International Economics & Trade; International Finance; Macro Economics; Micro Economics; Monetary Policy; Portfolio & Security Analysis; Public Policy Economics; Real Estate; Regional Economics; Tax Accounting; Advertising & Promotion Management; Business Education; Management Information Systems (MIS); Business Law, Public Responsibility & Ethics; Communication; Direct Marketing; E-Commerce; Global Business; Health Care Administration; Labor Relations & Human Resource Management; Marketing Research; Marketing Theory & Applications; Non- Profit Organizations; Office Administration/Management; Operations Research/Statistics; Organizational Behavior & Theory; Organizational Development; Production/Operations; Public Administration; Purchasing/Materials Management; Retailing; Sales/Selling; Services; Small Business Entrepreneurship; Strategic Management Policy; Technology/Innovation; Tourism, Hospitality & Leisure; Transportation/Physical Distribution; Algorithms; Artificial Intelligence; Compilers & Translation; Computer Aided Design (CAD); Computer Aided Manufacturing; Computer Graphics; Computer Organization & Architecture; Database Structures & Systems; Digital Logic; Discrete Structures; Internet; Management Information Systems; Modeling & Simulation; Multimedia; Neural Systems/Neural Networks; Numerical Analysis/Scientific Computing; Object Oriented Programming; Operating Systems; Programming Languages; Robotics; Symbolic & Formal Logic and Web Design. The above mentioned tracks are only indicative, and not exhaustive.

India is one of the key focus areas not only for commercial banks but for the policy makers also. The banks in India are using Information Technology not only to improve their own internal processes but also to improvise facilities and services to their customers. The efficient use of technology has facilitated accurate and timely management of the increased transaction volumes of banks which comes with larger customer base. Indian banking industry is greatly benefiting from I.T. revolution all over the world. It enabled sophisticated product development, better market infrastructure, implementation of reliable techniques for control of risks and has helped the financial intermediaries to reach geographically distant and diversified markets. The Information Technology Act, 2000 has also provided the much needed legal recognition to the creation, transmission and retention of an electronic or magnetic data which can be treated as a valid proof in a court of law, except in those areas, which continue to be governed by the provisions of the Negotiable Instruments Act, 1881. By designing and offering simple, safe and secure technology, banks reach at the doorsteps of the customers with an objective of delight customer satisfaction‗. In fact Information technology has succeeded in creating a win- win situation for all concerned segments in India.

The Gartner Group, Inc., a well-respected information technology consulting firm, awarded Boston’s State Street Bank and Trust Company’s CEO, Marshall Carter, the 1998 Excellence in Technology Award. Carter provided the vision and leadership for his organization to implement new information technology that successfully expanded the bank’s business. They had to gather, coordinate, and analyze vast amounts of data from around the globe to provide new asset management services to their customers. It took six years to transform State Street Bank and Trust into a company providing state-of-the-art tools and ser- vices to its customers. The bank’s revenues, profits, and earnings per share more than doubled during Carter’s first five years as CEO. One key to Carter’s success was his vision that technology was an integral part of the business and not just a means of automating old banking services. Carter used a highly per- sonal style to keep his people motivated, and he often showed up at project review meetings to support his managers on information technology projects. 3

Some other researchers such as Loveman (1994), Lichtenberg (1995) and others have worked on ICT impact at the level of firms. Loveman in his work complied data from the Management Productivity and Information database (MPIT). He discovered that the utilization of information technology made no significant impact to the output of manufacturing firms. Lichtenberg in his work obtained his data from yearly surveys conducted from the eighties to the nineties by Computer world magazines. Using the Cobb Douglas production function as his theoretical framework, he estimated a positive correlation between increased investment in information technology and the productivity of firms. In addition, the International data Group (IDG) usually compiles on a yearly basis, details of expenditures made by firms on information technology while the Standard and Poor’s Compustat II database provides various measures of output and non information communication technology expenses. These two sets of data were analyzed by Brynjolfsson and Hitt (1996). His findings revealed that information communication technology staff were twice more productive than their non information communication technology counterparts. In addition, computer capital contributes over eighty percent marginal increase in output whereas the contribution of non information communication technology capital is as low as six percent.

Core banking Solutions (CBS) - Computerization of bank branches had started with installation of simple computers to automate the functioning of branches, especially at high traffic branches. Core Banking Solutions (CBS) is the networking of the branches of a bank, so as to enable the customers to operate their accounts from any bank branch, regardless of which branch he opened the account with. The networking of branches under CBS enables centralized data management and aids in the implementation of internet and mobile banking. Besides, CBS helps in bringing the complete operations of banks under a single technological platform.

This paper addresses the general impact of Information Technology (IT) on the Banking industry. Advancement in technology is a means to enjoy economies of scale in production, development of new product and services, creation of knowledge, as well as to instill product quality and services efficiency. India's banking sector has made rapid strides in reforming and aligning itself to the new competitive business environment. As a result, the growth of investment in information technology (IT) has cause the acceptance of user decision-making process via IT and its usage, an increasingly critical technology implementation and management issue. The aim of this paper is to examine the applications of IT in the banking Industry. It brought to light the fact that IT has increased competition within the industry; Latest trends of IT in banking; IT application and system problems; Security of information systems is found to be very vulnerable; IT Fraud is also a major problem of the banking industry. The data for the study was collected from Published Literature, existing research, Interviewed bank IT, Reviewed current IT trends, Library Resources, annual Reports, Case studies and Other Archive Reports. The banking today has re-defined with the use of Information Technology and it is sure that the future of banking will offer services that are more sophisticated to the customers with the continuous product and process innovations. Thus, there is a paradigm shift “conventional banking to convenience banking” and “mass banking to class banking”.

It is therefore imperative that banks and other service providers ensure an acceptable level of security that protects the customer’s sensitive information. This paper looks at security challenges of the private mobile banking system in Iran and provides a framework that improves the understanding of such systems by identifying particular factors and their relations and impact on confidentiality, integrity and availability of the service. For this, and in addition to these introductory notes, section two covers the existing work in relation to mobile banking and security issues. The section deals with mobile banking security challenges and barriers in Iran and developing countries. The Iranian bank structure is explained, before outlining the security challenges and barriers in online banking and mobile banking in Iran. Section three describes research findings and data analysis and explains the result. The proposed mobile banking risk management framework is presented in section four. Finally, we discuss the conclusions and future work in section five.

Our first instrument is ICT_ 95, the log of the ICT capital stock per employee in 1995. Using lags of the explanatory variables as instruments is frequently seen as controversial. In particular, instruments cannot be sufficiently correlated with the endogenous variable or there might be time invariant omitted variables driving both the dependent variable and the lagged values of the instruments. In our empirical framework, the first problem does not arise since our instrument is highly correlated with the current endowments of ICT capital. As for the existence of time invariant omitted factors, we are confident that this is not an issue in our case because of the length of the time span and the peculiarity of the period considered. The Italian banking system underwent deep restructuring in the 1990s including M&A that led to wide changes in the management of each bank. Also the external conditions changed profoundly and banks nowadays face an environment that was largely unpredictable in the 1990s. 28 Moreover, the ICT capital stock within a specific time span is strongly related to ICT investments in that period because of the high depreciation rate of this type of asset. ICT investments, in turn, are volatile and lumpy – i.e. they are concentrated in a relatively short period of time – and they are plausibly unrelated to the organizational structure observed ten years later. As an additional instrument we also introduce ICT_00, the log of the ICT capital stock per employee for the year 2000. We exploit the fact that many banks made significant investment in new software and hardware in that period because of the widespread concern that the information system would cease operating between December 31,

The Information Technology for the 21 st Century (IT-21) policy endorses the use of a Microsoft Windows NT-based PC in a client-server environment for all Navy computing needs. The rationale given for taking this vendor-based approach towards standards is that it will lower costs and increase fleet-wide interoperability. This thesis takes a critical look at the IT-21 policy from an economic, security, availability, procurement, and practical level, and explores the role of vendor-based standards in the Navy computing architecture. It identifies the concerns or deficiencies of an architecture based on products or vendors, and offers an alternative architecture that attempts to mitigate these concerns. It finds that a vendor-based standard will not necessarily increase interoperability, and the selection of Microsoft as that standard could end up costing the Navy much more than anticipated. On first inspection, vendor-based standards make sense for the reduction of costs and the increase in interoperability. However, this ignores the power that diversity gives the end user and it ignores the pending disaster of single points of failure in Navy information systems. This thesis recommends a web-based, 3/n-tier client/server computing architecture such as one using Common Object Request Broker Architecture middleware and the Extensible Markup Language for data presentation. This architecture should make it easier and cheaper to maintain and deploy applications, allow for the dynamic nature of IT, and permit computer applications to communicate with one another no matter what operating system they are using.

"In general, the use of advanced information technology can make restrictions Inc., is ambiguous, so it can be assumed that there is no boundary for (virtual organizations). The company's operations have become increasingly complex as profit centers, revenue centers, small businesses will become part of the contract. As it turned out, the level of miniaturization and integration activities of the organization - according to Charles Hindi - Towards a society of twenty to eighty members of our staff, few of whom are employed by the organization, conduct a[5].

Information Technology Project Management (ITPM) is one of the compulsory courses in Semester 4. A knowledge of the concepts, theories, methodologies and techniques of software project management as well as related skills could be gained from the successful completion of this course.

Establishing an EDI connection with FCA will immediately take paperwork out of the document processing routine. Purchase Orders and Material Releases will be available immediately, as well as supplier invoices processed within a 12-hour window. Because of its own technology FCA is able to reduce manpower expenditures, expedite document processing, and satisfy its customer requirements efficiently. Each supplier in turn is capable of achieving similar results by implementing a communicating technology and mechanically process incoming and outgoing information without manual intervention.

The Navy’s Intrusion Detection process is currently reactive in nature. It is designed and programmed to detect and provide alerts to the Fleet Information Warfare Center (FIWC) of suspicious network activity while it is in progress, as well as, to record/store data for future reference. However, the majority of activity taking place within and across Naval networks is legitimate and not an unauthorized activity. To allow for efficient access and utilization of the information systems sharing the network the Intrusion Detection Systems must be set at a level that filters out activity deemed as normal or non-hostile, while still providing an appropriate level of security. With this filtering in place an IDS system will not register all suspicious activity, and may not detect mild and seemingly harmless activity. When increasing security, limits must be imposed upon access. This thesis examines FIWC network incident data from 1999 to see if a correlation can be drawn between United States visibility in the foreign media during 1999 and the occurrence of suspicious network incidents. A positive correlation may provide advance-warning indicators that could lead to the development of a procedure for increasing security posture based on the current environment. These indicators would provide a more proactive method of defense, significantly reduce potential damage caused by hostile network incidents and provide for more efficient network activity.

The City believes that the open competition for services and products provides the City with the best results for its public dollars. The City is interested in receiving responsive and competitive proposals from experienced and qualified firms to provide information technology management services, specifically in the areas of desktop technician support, network analysis and administration, software support and computer operations. What follows is a description of the technical environment, contractor staffing, qualifications, and performance expectations.

(I) End to Monopolization of Information In the era when a small number of producers provided information to a large number of consumers, the monopolization of information from manufacturers symbolized the power relationship. Jealously guarding information in a way was how businesses could express their purpose of existence. However, open networks such as the Internet have vastly expanded the volume of available information while reducing its cost, so that the information disparity between buyers and sellers is shrinking to practically zero. Sellers no longer enjoy the advantage of controlling the information flow to consumers, and consumers will gain more power to obtain the information they need.

• Spiral Development—Another way to expedite the SDLC is the spiral approach first proposed by Barry Boehm (1988). The spiral model provides a risk-oriented approach where a software project is broken up into a num ber of miniprojects where each addresses one or more major risks until all major risks have been addressed (McConnell 1996). A risk can be defined as a poorly understood requirement or architecture or as a potential prob lem with the technology or system performance. The basic idea is to begin development of the system on a small scale where risks can be identified. Once identified, the development team then develops a plan for addressing these risks and evaluates various alternatives. Next, deliverables for the iteration are identified, developed, and verified before planning and com mitting to the next iteration. Subsequently, completing each iteration brings the project closer to a fully functional system. Reviews after each iteration provide a means of controlling the overall risk of the project. Major prob lems or challenges will surface early in the project and, therefore, provide the potential to reduce the total cost of the project. The disadvantages to the spiral development approach center on its complexity (Satzinger, Jackson, Burd 2002). These types of projects are more complex to manage because many people may be working on a number of different parallel activities. • Extreme Programming (XP)—Kent Beck introduced the idea of XP in the