MIS MANAGEMENT AT FIRST NATIONAL BANK CASE STUDY

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MIS Project Management at First National Bank During the last five years, First National Bank (FNB) has been one of the fastestgrowing banks in the Midwest. The holding company of the bank has been actively involved in purchasing small banks thoughout the state of Ohio. This expansion and the resulting increase of operations had been attended by considerable growth in numbers of employees and in the complexity of the organizational structure. In five years the staff of the bank has increased by 35 percent, and total assets have grown by 70 percent. FNB management is eagerly looking forward to a change in the Ohio banking laws that will allow statewide branch banking. INFORMATION SERVICES DIVISION (ISD) HISTORY Data processing at FNB has grown at a much faster pace than the rest of the bank. The systems and programming staff grew from twelve in 1970 to more than seventy-five during the first part of 1977. Because of several future projects, the staff was expected to increase by 50 percent during the next two years. Prior to 1972, the Information Services Department reported to the executive vice president of the Consumer Banking and Operations Division. As a result, the first banking applications to be computerized were in the demand deposit, savings, and consumer credit banking areas. The computer was seen as a tool to Priorities Committee 57 Exhibit I. Informatlon Services Division organlzational chart speed up the processing of consumer transactions. Little effort was expended to meet the informational requirements of the rest of the bank. This caused a highlevel conflict, since each major operating organization of the bank did not have equal access to systems and programming resources. The management of FNB became increasingly aware of the benefits that could accrue from a realignment of the bank’s organization into one that would be better attuned to the total information requirements of the corporation. In 1982 the Information Services Division (ISD) was…