Mis Project- Bibas

8/22/2019 Mis Project- Bibas

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Amrapali Institute of Applied Sciences

2010

A STUDY ON BIBAS

MIS OF

N.A.K.G.BANKNainital Almora Kshetriya Gramin Bank

Submitted To:

Ms. Monika Gupta

Lecturer (AIAS)

Submitted By:

Kamlesh Negi

BBAVI A


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ACKNOWLEDGEMENT

My sincere gratitude to N.A.K.G. BANK for providing me with an

opportunity to work with BANK and giving necessary directions on doing this

project to the best of my abilities.

I am highly indebted to Mr. N.K.Negi (Bank Officer) and who has provided

me with the necessary information and also for the support extended out to me

in the completion of this report and his valuable suggestion and comments on

bringing out this report in the best way possible.

I also thank Ms. Monika Gupta, (Lecturer, AIAS) who firstly gave an

opportunity for doing a practical project and secondly, sincerely supported me

with the valuable insights into the completion of this project.

I am also grateful to my parents and friends who have helped me in the

successful completion of this project.


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INDEX

1. INTRODUCTION TO MIS

a. Background

b. Risks Associated With MIS

c. Assessing Vulnerability to MIS Risk

d. Achieving Sound MIS

e. MIS Reviews

2. MIS IN BANKING SECTOR

a. Introduction

b. Relevance of Data Warehousing and Data Mining for banks in India

c. Need For Building MIS

d. Application of Data Warehousing and Data Mining Techniques

e. Benefits of MIS

f. Recommendations by RBI

3. ABOUT N.A.K.G. BANK

a. History and formation

b. Our vision

c. Our path

d. Our motto

e. Bank at a glance:

4. BIBAS AT N.A.K.G.BANK

a. What is bilingual?

b. Bilinguality software methodology

c. Organization computing resources

d. Software implementation methodology for BIBAS

e. BIBAS operations


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f. Working with BIBAS mis

g. BIBAS review

5. FINDINGS

6. RECOMMENDATIONS AND SUGGESTIONS

7. CONCLUSION

8. BIBLIOGRAPHY

9. ANNEXURE

INTRODUCTION TO MIS

Background

A management information system (MIS) is a system or process that provides the

information necessary to manage an organization effectively. MIS and the information it

generates are generally considered essential components of prudent and reasonable business

decisions.

The importance of maintaining a consistent approach to the development, use, and review

of MIS systems within the institution must be an on-going concern of both bank management

and OCC examiners. MIS should have a clearly defined framework of guidelines, policies or

practices, standards, and procedures for the organization. These should be followed

throughout the institution in the development, maintenance, and use of all MIS. MIS is

viewed and used at many levels by management. It should be supportive of the institution's

longer term strategic goals and objectives. To the other extreme it is also those everyday

financial accounting systems that are used to ensure basic control is maintained over financial

recordkeeping activities.

Financial accounting systems and subsystems are just one type of institutional MIS.Financial accounting systems are an important functional element or part of the total MIS

structure. However, they are more narrowly focused on the internal balancing of an

institution's books to the general ledger and other financial accounting subsystems. For

example, accrual adjustments, reconciling and correcting entries used to reconcile the

financial systems to the general ledger are not always immediately entered into other MIS

systems.

Accordingly, although MIS and accounting reconcilement totals for related listings and

activities should be similar, they may not necessarily balance. An institution's MIS should be

designed to achieve the following goals:

Enhance communication among employees.


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Deliver complex material throughout the institution.

Provide an objective system for recording and aggregating information.

Reduce expenses related to labour-intensive manual activities.

Support the organization's strategic goals and direction.

Because MIS supplies decision makers with facts, it supports and enhances the overalldecision making process. MIS also enhances job performance throughout an institution. At

the most senior levels, it provides the data and information to help the board and management

make strategic decisions. At other levels, MIS provides the means through which the

institution's activities are monitored and information is distributed to management,

employees, and customers.

Effective MIS should ensure the appropriate presentation formats and time frames required

by operations and senior management are met. MIS can be maintained and developed by

either manual or automated systems or a combination of both. It should always be sufficient

to meet an institution's unique business goals and objectives. The effective deliveries of an

institution's products and services are supported by the MIS. These systems should beaccessible and useable at all appropriate levels of the organization. MIS is a critical

component of the institution's overall risk management strategy. MIS supports management's

ability to perform such reviews. MIS should be used to recognize, monitor, measure, limit,

and manage risks. Risk management involves four main elements:

Policies or practices.

Operational processes.

Staff and management.

Feedback devices.

Frequently, operational processes and feedback devices are intertwined and cannot easily

be viewed separately. The most efficient and useable MIS should be both operational andinformational. As such, management can use MIS to measure performance, manage

resources, and help an institution comply with regulatory requirements. One example of this

would be the managing and reporting of loans to insiders. MIS can also be used by

management to provide feedback on the effectiveness of risk controls.

Controls are developed to support the proper management of risk through the institution's

policies or practices, operational processes, and the assignment of duties and responsibilities

to staff and managers. Technology advances have increased both the availability and volume

of information management and the directors have available for both planning and decision

making. Correspondingly, technology also increases the potential for inaccurate reporting and

flawed decision making. Because data can be extracted from many financial and transactionsystems, appropriate control procedures must be set up to ensure that information is correct

and relevant. In addition, since MIS often originates from multiple equipment platforms

including mainframes, minicomputers, and microcomputers, controls must ensure that

systems on smaller computers have processing controls that are as well defined and as

effective as those commonly found on the traditionally larger mainframe systems.

All institutions must set up a framework of sound fundamental principles that identify risk,

establish controls, and provide for effective MIS review and monitoring systems throughout

the organization. Commonly, an organization may choose to establish and express these

sound principles in writing. The OCC fully endorses and supports placing these principles in

writing to enhance effective communications throughout the institution. If however,management follows sound fundamental principles and governs the risk in the MIS Review


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area, a written policy is not required by the OCC. If sound principles are not effectively

practiced, the OCC may require management to establish written MIS policies to formally

communicate risk parameters and controls in this area. Sound fundamental principles for MIS

review include proper internal controls, operating procedures and safeguards, and audit

coverage. These principles are explained throughout this booklet.

Risks Associated With MIS

Risk reflects the potential, the likelihood, or the expectation of events that could adversely

affect earnings or capital. Management uses MIS to help in the assessment of risk within an

institution. Management decisions based upon ineffective, inaccurate, or incomplete MIS

may increase risk in a number of areas such as credit quality, liquidity, market/pricing,

interest rate, or foreign currency. A flawed MIS causes operational risks and can adversely

affect an organization's monitoring of its fiduciary, consumer, fair lending, Bank Secrecy

Act, or other compliance-related activities.

Since management requires information to assess and monitor performance at all levels ofthe organization, MIS risk can extend to all levels of the operations. Additionally, poorly

programmed or non-secure systems in which data can be manipulated and/or systems

requiring on-going repairs can easily disrupt routine work flow and can lead to incorrect

decisions or impaired planning.

Assessing Vulnerability to MIS Risk

To function effectively as an interacting, interrelated, and interdependent feedback tool for

management and staff, MIS must be "useable." The five elements of a useable MIS system

are: timeliness, accuracy, consistency, completeness, and relevance. The usefulness of MIS is

hindered whenever one or more of these elements are compromised.

Timeliness

To simplify prompt decision making, an institution's MIS should be capable of providing

and distributing current information to appropriate users. Information systems should be

designed to expedite reporting of information. The system should be able to quickly collect

and edit data, summarize results, and be able to adjust and correct errors promptly.

Accuracy

A sound system of automated and manual internal controls must exist throughout all

information systems processing activities. Information should receive appropriate editing,

balancing, and internal control checks. A comprehensive internal and external audit programshould be employed to ensure the adequacy of internal controls.

Consistency

To be reliable, data should be processed and compiled consistently and uniformly.

Variations in how data is collected and reported can distort information and trend analysis. In

addition, because data collection and reporting processes will change over time, management

must establish sound procedures to allow for systems changes. These procedures should be

well defined and documented, clearly communicated to appropriate employees, and should

include an effective monitoring system. Completeness Decision makers need complete and

pertinent information in a summarized form. Reports should be designed to eliminate clutter

and voluminous detail, thereby avoiding "information overload."


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Relevance

Information provided to management must be relevant. Information that is inappropriate,

unnecessary, or too detailed for effective decision making has no value. MIS must be

appropriate to support the management level using it. The relevance and level of detail

provided through MIS systems directly correlate to what is needed by the board of directors,

executive management, departmental or area mid-level managers, etc. in the performance oftheir jobs.

Achieving Sound MIS

The development of sound MIS is the result of the development and enforcement of a

culture of system ownership. An "owner" is a system user who knows current customer and

constituent needs and also has budget authority to fund new projects. Building "ownership"

promotes pride in institution processes and helps ensure accountability. Although MIS does

not necessarily reduce expenses, the development of meaningful systems, and their proper

use, will lessen the probability that erroneous decisions will be made because of inaccurate or

untimely information. Erroneous decisions invariably misallocate and/or waste resources.This may result in an adverse impact on earnings and/or capital. MIS which meets the five

elements of usability is a critical ingredient to an institution's short- and long-range planning

efforts.

To achieve sound MIS, the organization's planning process should include consideration of

MIS needs at both the tactical and strategic levels. For example, at a tactical level MIS

systems and report output should support the annual operating plan and budgetary processes.

They should also be used in support of the long term strategic MIS and business planning

initiatives. Without the development of an effective MIS, it is more difficult for management

to measure and monitor the success of new initiatives and the progress of on-going projects.

Two common examples of this would be the management of mergers and acquisitions or thecontinuing development and the introduction of new products and services.

Management needs to ensure that MIS systems are developed according to a sound

methodology that encompasses the following phases:

Appropriate analysis of system alternatives, approval points as the system is

developed or acquired, and task organization.

Program development and negotiation of contracts with equipment and software

vendors.

Development of user instructions, training, and testing of the system.

Installation and maintenance of the system.

Management should also consider use of "project management techniques" to monitor

progress as the MIS system is being developed. Internal controls must be woven into the

processes and periodically reviewed by auditors. Management also should ensure that

managers and staff receive initial and on-going training in MIS. In addition, user manuals

should be available and provide the following information:

A brief description of the application or system.

Input instructions, including collection points and times to send updated

information.

Balancing and reconciliation procedures. A complete listing of output reports, including samples.


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Depending on the size and complexity of its MIS system, an institution may need to use

different manuals for different users such as first-level users, unit managers, and

programmers.

MIS Reviews

By its very nature, management information is designed to meet the unique needs of

individual institutions. As a result, MIS requirements will vary depending on the size and

complexity of the operations. For example, systems suitable for community sized institutions

will not necessarily be adequate for larger institutions. However, basic information needs or

requirements are similar in all financial institutions regardless of size. The complexity of the

operations and/or activities, together with institution size, point to the need for MIS of

varying degrees of complexity to support the decision-making processes. Examiners should

base MIS reviews on an evaluation of whether the system(s) provide management and

directors with the information necessary to guide operations, support timely decision making,

and help management monitor progress toward reaching institutional goals and objectives.


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MIS IN BANKING SECTOR

Introduction

The term Management Information System (MIS) is not new to the banking sector. Sincethe early 80s, banks have been using this terminology to refer to the process of generating

various reports and analyses at the Corporate/Head offices for their decision making for own

use as well as for conveyance to authorities in charge of regulation. Often, these reports are

generated through computers and can be generated at any point of time. However, the usage

of the terms data warehousingand data miningare relatively new. These terms have gained

significance with the growing sophistication of technology and the need for predictive

analysis with What ifsimulations.

MISin the present context of high availability of voluminous data on electronic media at

diverse locations and on diverse platforms, has become more pertinent to banks decision-

making process, thanks to the availability of new tools of technology such as data

warehousing, data mining. Data warehousing which refers to collection of data from various

sources (internal and external) and placing them in a form suitable for further processing

which will gain critical importance in the presence of data mining which refers to the process

of extracting hidden information and generating several types of analytical reports which are

usually not available in the original transaction processing systems.

Relevance of Data Warehousing and Data Mining for banks in India

1. Banking being an information intensive industry, building a Management Information

System within a bank or an industry is a gigantic task. It is more so for the public sector

banks which have a wide network of bank branches spread all over the country. It

becomes all the more difficult due to prevalence of varying degrees of computerisation.

At present, banks generate MIS reports largely from periodic paper reports/ statements

submitted by the branches and regional/zonal offices. Except for a few banks which have

been using technology in a big way, MIS reports are available with a substantial time lag.

Reports so generated have also a high margin of error due to data entry being done at

various levels and the likelihood of varying interpretations at different levels.

2. Though computerisation of bank branches has been going on at a good pace, MIS

requirements have not been fully addressed to. It is on account of the fact that most of the

Total Branch Computerisation (TBC) software packages are transaction processing

oriented. They have been designed primarily for day-to-day operations at the branch

level and day-end balancing of books. There are only a few packages used by a limited

number of branches which can easily be interfaced with the computer systems at Zonal/

Head Offices and have the capability to generate MIS data. Banks have not implemented


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such packages partly because of the high costs and partly because of the absence of any

strategic plan to collate information at the corporate level by using the TBC packages.

Need For Building MIS

The need for building MIS at the corporate level has increased considerably during the last

few years because of the following reasons:

Regulatory requirements indicated by the RBI for preparation of Off-site Monitoring

Surveillance (OSMOS) Reports on a regular basis in electronic format

Regulatory requirement of filing of statutory returns such as the one under Section 42

of the Reserve Bank of India Act, 1934 for working out Cash Reserve Ratio (CRR)

and Statutory Liquidity Ratio (SLR) obligations in electronic format

Asset Liability Management (ALM) guidelines for banks being implemented by theRBI w.e.f. April 1, 1999 with the stipulation that the banks should capture 100 percent

of their business through the ALM system by April 1, 2000.

Need for timely submission of Balance Sheets and Profit & Loss Accounts

Focus on transaction costing and a need for relating the service charges levied on the

customers to be based on cost of servicing

Need for Inter-Branch Reconciliation of Accounts within a definite time frame

Need to meet the stipulations made by the Central Vigilance Commission (CVC) to

computerise at least 70 percent of banking business by January 1, 2001.

Need to undertake risk management strategies and for this purpose build up

appropriate sets of data and market intelligence reports.

Building MIS to meet the above objectives would not be possible by replicating the existing

TBC package. MIS capability needs to be incorporated in the packages so that the controlling

offices/corporate offices can generate the required monitoring reports without having to make

another round of data entry at their end.

Application of Data Warehousing and Data Mining Techniques

In this connection, application of data warehousing and data mining techniques appears to

be the appropriate solution. The implication of adopting such technology in a bank would be

as under:

All transactions captured at the branch level would get consolidated at a central

location. Such a central location could be called the Data Warehouse of the concerned

bank. For this to happen, one of the requirements would be to establish connectivity

between the branches on the one hand and the Data Warehouse platform on the other.

For banks with large number of branches, it may not be desirable to consolidate the

transaction details at one place only. It can be decentralised by locating the services

on regional basis. The regional Data marts as developed can provide mutual back-up

and could be linked to the central Data Warehousing server so that for the purpose of

MIS at the corporate level, data can be accessed from all the regional Data marts.

By way of data mining techniques, data available at various computer systems can beaccessed and by a combination of techniques like classification, clustering,


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segmentation, association rules, sequencing, decision tree (described in detail at

Annexure-15), various ALM reports such as Statement of Structural Liquidity,

Statement of Interest Rate Sensitivity etc. or accounting reports like Balance Sheet

and Profit & Loss Account can be generated instantaneously for any desired

period/date.

Benefits of MIS

Significant cost benefits, time savings, productivity gains and process re-engineering

opportunities are associated with the use of data warehouse for information processing. Data

can easily be accessed and analysed without time consuming manipulation and processing.

Decisions can be made more quickly and with confidence that the data are both time-relevant

and accurate. Integrated information can be also kept in categories that are meaningful to

profitable operation.

Trends can be analyzed and predicted with the availability of historical data and the data

warehouse assures that everyone is using the same data at the same level of extraction, which

eliminates conflicting analytical results and arguments over the source and quality of data

used for analysis. In short, data warehouse enables information processing to be done in a

credible, efficient manner.

Recommendations by RBI

1. The Committee recognises the need for data warehouses both at the individual bank

level and at industry level. The argument that it is too early for such technology inIndia does not hold good for the banking industry which is primarily an industry

dealing with facts and figures. For implementing various regulatory guidelines

including the latest one on ALM, a robust MIS, founded on data warehousing and

data mining, at individual bank level is essential. The structure, configuration and

design of the data warehouse may, however, differ from bank to bank.

2. It is not necessary to wait for all bank branches to be computerised for setting up of

data warehouse. Neither is it necessary for all branches to have the same TBCsoftware package. Data warehouse can be established even across multiple computer

platforms as long as the transaction details are made available to the data warehouses

in standardised formats. Therefore, banks should standardise the data formats and

start supplying the data on a continuous basis from the branches which have already

been computerised. It is expected that the computerised branches themselves would

provide the critical data for a data warehouse to go live. The Committee recommends

that all banks should put in place their data warehouse strategy by January 1, 2001.

The banks with a large number of computerised branches may start their pilot projects

by warehousing certain categories of data (if not all the transactions) by April 1, 2001.

Some illustrative application areas are :


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i. Investment Analysis

ii. Credit Analysis

iii. Customer Base Analysis

iv. Defaulters Analysis

3. For building data bases at the individual customer level within a bank or at the

industry level, it may be advisable to follow a unique identification number for all

bank customers. A Task Force may be set up by IBA to explore feasible methodology

for working out a unique identification system.

4. While building the industry level data warehouse, legal questions relating to

confidentiality of information may arise. The Standing Committee on Legal Issues

relating to Electronic Banking as recommended in Chapter 7 of the Report may

examine this issue. However, for the data collected under the regulatory provisions,

the Reserve Bank of India could establish a Data Warehouse on Banking and Finance.

The Department of Supervision, the Department of Banking Operations &

Development and the Exchange Control Department of the Reserve Bank of India

have already been receiving large amount of data. The Department of Statistical

Analysis & Computer Services and the Department of Economic Analysis & Policy

have also been receiving various statistical returns. Data so collected do not have any

legal sensitivity and can well be used for data warehousing and data mining.

5. The Indian Banks Association may initiate the process of building another Industry

Level Data Warehouse, based on agreements to be signed by the participating banks

on sharing of data. This data warehouse may mask the customer information, but it

should be based on individual customer information so that the participating

institutions can derive the benefit of business segmentation analysis and trend

forecasting on various banking operations.


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ABOUT N.A.K.G. BANK

HISTORY AND FORMATION

1. Establishment & objectives

Nainital Almora Kshetriya Gramin Bank Sponsored by Bank of Baroda was established on

26th March, 1983. The area of operation of the Bank is Nainital, Almora, Bageshwar and

Udham Singh Nagar districts. The main objective behind establishment of the Bank was to

provide banking facilities in rural area and provide financial assistance particularly to small,

marginal farmers, landless labourers and other weaker sections.

Nainital Almora Kshetriya Gramin Bank comes under scheduled Bank included in 2nd

schedule of Reserve Bank of India Act, 1934 and is authorised to do banking business

defined in Section 6 in Banking Regulation Act. Like other banks customers' deposits are

insured as per rules by Deposit Insurance & Credit Guarantee Corporation.

2.Branch network

Bank is functioning with its 58 branches and two extension counters. District wise branch

position is as under : -

District RuralSemi

UrbanUrban

Total

Branches

Nainital

Almora

Bageshwar

Udham Singh Nagar

15

16

11

03

3

3

1

5

1

-

-

-

19

19

12

08

Total: 45 12 1 58

Our Area Offices are functioning at Almora and Haldwani for control and supervision of

branches.


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3. Share capital & reserves

The Bank's authorised capital is Rs. 5 Crores and the paid up capital is Rs. 1 crore

contributed by Govt. of India, Bank of Baroda and Govt. of Uttarakhand. Our Bank was

selected in 1995-96 for revamping in phase II and we have received an equity support of

Rs.10,12,92,800/- from Govt. of India, Bank of Baroda and Govt. of Uttarakhand in the

proportion of 50:35:15 respectively. Our reserves have increased to Rs. 37.35 Crores as at

the end of the year.

OUR VISION

The key initiatives need to be taken to achieve the objective of maximizing growth and

profitability would be as under:-

1) Introspect ourselves and position our style of working for customers convenience to

enhance customers satisfaction.

2) To set high standards of ethical values, transparency and disciplined approach to achieve

excellence.

3) To enlarge customers base by consistent growth, resource mobilization and cross selling of

bank products.

4) To initiate steps to increase non-interest income.

5) To enhance image of the bank as customer friendly organization.

OUR PATH

1) In order to build upon our strength, it is necessary to first know our strengths. And our

strength lies in our customers, our products, our processes and our people. We have to delve

deeper into the task of knowing our Bank, our markets and environment.

2) Greater awareness about what we do, why we do it and

3) How efficiently we do it, will yield better results.


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4) Apart from mobilizing Deposit especially that of CASA deposit, our main emphasis will

be on:

1. Credit growth

2. NPA Management

3. Non-Interest Income

4. House keeping

5. Customer Service/Orientation

6. Technological up-gradation

7. Staff development etc.

OUR MOTTO

Service to customers with technology & human touch.

BANK AT A GLANCE:

(Amount in Crore)

S.N. ParameterMarch

04

March

05

March

06

March

07

March

08

March

09

1 No of Branch 59 59 58 58 58 58

2 Total Staff 220 218 216 212 240 234

3 District covered 4 4 4 4 4 4

4 Deposit-Amount 206.81 239.03 290.29 354.73 413.70 466.85

5 % Growth 11.96 15.58 21.44 22.20 16.62 12.85

6 Borrowings -Amount 3.57 8.15 3.04 27.97 25.80 22.66

7 Investment-Amount 131.47 148.28 173.04 197.83 199.80 234.63

8 Advances-Amount 82.80 100.85 143.45 182.90 232.21 258.22

9 % Growth (-)6.18 21.80 42.24 27.50 26.96 11.20


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10 Disbursement-Amount 41.84 68.54 96.98 114.11 142.47 127.68

11 % Growth (-)16.80 63.81 41.48 17.67 24.85 (-)10.38

12 Total Income 21.83 20.99 25.74 31.04 39.95 45.20

13 Total Expenditure 17.68 16.81 20.74 25.07 28.41 35.41

14 Profit (After Tax) 4.16 4.18 5.00 4.15 5.89 6.04

15 Reserves & Surplus 23.10 16.26 21.26 25.41 31.30 37.35

16 Cost of Deposits-% 5.54 4.58 4.14 4.06 4.77 5.40

17 Transaction Cost 2.68 2.63 2.58 2.74 2.05 2.05

18 Cost of Fund-% 4.83 3.94 3.70 3.67 3.81 4.71

19 Return on Advances 11.81 10.44 9.00 9.73 9.97 10.60

20 Return on Investment 9.40 7.91 8.24 7.55 9.16 8.25

21 Return on Fund 9.40 7.95 7.87 7.52 8.41 8.33

22 Financial Margin 4.57 4.00 4.16 4.51 4.60 3.62

23 C.D.Ratio 40.04 42.16 49.42 51.56 56.12 55.31

24 Recovery-% (June) 78.83 82.61 80.19 82.45 70.36 76.99

25 Gross NPA-% 15.35 7.22 7.74 3.14 4.97 4.53

26 Net NPA-% 10.78 3.69 1.78 0.89 1.93 1.44

27 Per Branch Business-

Amount

4.91 5.86 7.48 9.27 11.15 12.50

28 Per Employee

Business-Amt.

1.32 1.56 2.01 2.54 2.72 3.10

29 NO of SHGs Linked 182 340 409 463 678 732

30 No. of Farmers Clubs 07 24 31 64 133 162


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BIBAS AT N.A.K.G.BANK

I. WHAT IS BILINGUAL?

The official Memorandum No. 12015/ 12/84/-OL (TC) dated 31st August, 1987 on Official

Languages Act, 1963 issued by Department of Official languages (Technical Cell), Ministry

of Home Affairs, Government of India which states that Computers etc. would be considered

bilingual only when:-

1. There are facilities for data entry in Hindi along with English.

2. Any employee can use it in either English or Hindi. For this, it is necessary to have a

facility in the machine so that the employee can display either English or Hindi on the

monitor at will.

3. The output of the system (report, letter etc.) could be produced by the person working

on the machine either in Hindi or English at will.

It is crystal clear from the guidelines that the data entry should be in Hindi along with

English while output could be in either in Hindi or English.

II. BILINGUALITY SOFTWARE METHODOLOGY

The world over working is done in two languages i.e. the local language of the area and the

global language (local concept, global impact). Thus, the concept of bilingual, multi lingual

software methodology in which work is undertaken as follows:

display of screens in two languages

data base is maintained in two languages

data selection / drop downs is displayed in two languages

display of buttons in two languages

display of messages in two languages

display of menu items in two languages


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data output in two languages

III. ORGANIZATION COMPUTING RESOURCES

Software Resources:-

Following softwares are used for the functioning of our information system and organization;

Application Software:-

Following application softwares are used in our organization and functioning of our

information system;

Microsoft Office 2003

Adobe Reader

System Software:-

Following application softwares are used in our organization and functioning of our

information system;

Operating System (Windows 2000 Professional) for PCs.

Windows 2000 server operating system for server.

RDBMS

Following RDBMS is used for database management:

SQL Server 2000 RDBMS

Hardware Resources:-

Following hardware resources are required for the functionality of IS and organization:

Personal computers with 40 GB capacity for data storage

Canon Document Scanners

HP Printers

Networking cards for LAN connectivity

Currency counter

Coin counters

HP Digital Scanners


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IBM Mainframe server with 80 GB capacity for data storage

Passbook Printers

Dot Matrix Printer


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IV. SOFTWARE IMPLEMENTATION METHODOLOGY FOR

BIBAS


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Sr. No. Check Points for Site Readiness Requirements

1. Adequate power to run hardware

equipment such as computers, printers,

scanners, etc.

Recommended Power Supply is as under:

Server=450 watts

Desktop=350 watts

Dot matrix printer=100 watts

Passbook Printer=250 watts

2. Adequate electrical points For each computer, minimum 2 electric

points are needed.

3. Adequate space for server Area should preferably have air-

conditioner. If not, the area should be dust

free with a ceiling fan/table fan.

4. Adequate space for desktops Area should be dust free.

5. Availability of UPS Suggested configuration of UPS should

be 2KVA for a setup 1 server, 3 desktops,

1 dot matrix printer and 1 passbook

printer. Battery backup of 4 hours isrecommended.

6. Availability of telephone connection at

server place

Engineer/Branch to obtain support.

7. Availability of hardware equipment as per

the standard specification of Nelito

Hardware equipment includes server,

desktops, dot matrix printer, passbook

printer & scanner.

8. Availability of computer stationary and

preferably DAT tapes for backup of data

Branch should keep computer stationary

stock, well in advance.

9. Availability of Operating System, System

Software, and RDBMS in the server and

desktops

Server should have been loaded with

Windows 2000 server Operating System

and SQL server 2000 RDBMS.

Desktops should have Windows 2000

professional.

On the day of inspection, if any other

software is found, customer should be

advised to get in touch with the hardwarevendor to load the software referred

above.

10. Availability of LAN/Cross cable for peer to

peer connectivity

Desktops should have connectivity to the

server.

11. Identification of System officer at the

branch

The system officer should be involved in

all the activities related to site readiness,

implementation & branch online

activities.

12. Availability of completed account forms

and ledgers for Master Creation

Branch to make available account forms

and ledgers and ensure smooth and

continuous master creation works.

13. Availability of balanced/tallied books of

accounts

Branch to ensure that all books of

accounts are tallied.


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V. BIBAS OPERATIONS

There are a number of operations which can be carried on BIBAS MIS. These operations

are developed according to the need of the bank and employees so that it is easy to use and

provides accuracy and reliability in data processing. A list of its operations is as follows:

Customer

Customer Group

Individuals

Corporates

Banks

Accounts

Transaction Accounts

Fixed Accounts

Flexi Fixed Accounts

Installment Accounts

Miscellaneous and MIS details

Audit Details

Print Passbook

Transactions

Single Currency

Reconciliation

View Transactions

Post Transactions

Verify Transactions

Services

Cheques

Collaterals

Standing Orders

Sweep Order


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Remittance

Limits

WAE Limits

Lien Notings

Signature

Stock Maintenance

Guarantor

Utility Payments

Bank Guarantee

Clearing

Zone Details

Inward Clearing

Outward Clearing Offline

Cash Module

Token

Scroll

Token Pay

Receipt Scroll

View

Cash Transfer

Cash Exchange

Auto Transfer

Token Scroll View

Cashier Transactions

Cashier Balances

Cash Exchange

Inquiry

Drill Down

Account Information

Office A/c Inquiry

Installment A/c Inquiry

Fixed A/c Inquiry

Guarantor Inquiry

Transaction Inquiry

Transaction Exceptions View

Account Statistics

PPF Report

Schedule Inquiry

Account Analysis

General Transaction Inquiry

System Transaction Inquiry


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Utilities

Charges

Verify Events

Change Password

Transaction Upload

Change Customer Name

HO Interest Report

HO Extracts

TDS

Non-Performing Assets

Interest Preview

Interest Adjustment

HR / Payroll

Employee Signature

OMNIBOB File Generation

DD Caution File Upload

Balance Certificate


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VI. WORKING WITH BIBAS MIS

1. Creating a Branch Account

Creating a branch account means to create a user ID and password for a particular branch

so that the employees can use the software for further processing and to configure the

software according to the needs of the branch. Configuration can only be done to assign

authority levels for different employee accounts in the BIBAS MIS.

2. BIBAS Configuration

BIBAS can be configured after successful login. Configuration includes manage bank,

designers, system administration, manage users, and utilities. Some major functions are:

Managing bank which includes branch details, currency setup, branch setup, etc. andManage Users which includes creating user profile, assigning authority levels, etc.


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3. Operations Login

The employees can use their user ID and password created in BIBAS Configuration to

carry on the operations assigned according their designation.

4. User Profile


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User Profile includes creation of user ID of employees with their job description, user

group, transaction limits, and defining authority levels. Authority levels can be changed

according to the need of work done.

5. Creating Customer Account


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All the necessary information related to the customer is entered in the customer create

menu and the customer account is created thereon. It also stores customer photo and signature

which can be verified at the time of a transaction.

6. Create Transaction Account

Once the customer ID is created then a transaction account is created for the customer for

various transactions.

7. Create Single Currency Transaction


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Every transaction is recorded manually in the MIS with the transaction type and other

details which is then stored in the database.

8. View Transactions

Transactions for a particular day or month or year can be viewed for a single customer or

all customers of the bank.


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9. Verify Transactions

Before posting, the transactions on a particular day are verified to prevent any omission.

The cancelled payments can be cleared and all the transactions can be verified at a singleclick.

10. Post Transactions


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Once the transactions are verified, the transactions are actually posted and recorded in the

database.

11. Account Service Information


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BIBAS MIS also provides account service information through which the employees if the

bank can easily get the details of a customer and information related to account and other

information.

12. Inquiry


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The employees can inquire for account and transaction for any date or period and other

information.

13. Start/End of Day


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The day of the branch starts after the backup of previous days transactions and processing

for beginning the new days transactions. The start and end of day is facilitated by BIBAS

which provides automation of such processes.


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VII. BIBAS REVIEW

The review of BIBAS MIS on the basis of employees survey is as follows:

The review of BIBAS MIS suggests that it has a good processing speed for speeding up

transaction processing for better services to customers.

The performance has been good since its installation in the branch without facing any

difficulties. It is very accurate in providing information and processing the data.

The software is bundled with many useful features which almost satisfies all the need of the

employees and the organization.

The software is reliable but it can be affected by the nature of employee using it. Reliability

of software varies only in the aspect of human use.

The software is easy to use and has a user friendly menu with two languages i.e. Hindi and

English.

So, overall the BABAS MIS is good package of bundle of features and utilities which

help the organization to increase their net worth.


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FINDINGS

Following findings were observed while working on BIBAS MIS at N.A.K.G.Bank:

The MIS has a user friendly menu with two language display in Hindi and English.

The speed of processing is very fast which ensures faster processing and satisfying the

customers without making them stand in a cue for long time.

The MIS enables the employees to verify the signature and photos of account holder

with ease.

The MIS is accurate in recording and providing information of their customers.

The data is recorded separately in each computer on which the respective transaction

is recorded and at the end of the day all the data is gathered at the main server by

BIBAS through LAN for verifying and posting transactions and closing the day.

The branch cannot connect to other branches through this software to share customer

information. This has to be by recording/writing of data in pen drives or CDs.

The backup of data is stored in the main server and also stored in pen drives to

prevent data loss.

The continuous performance of MIS is ensured by a UPS of 4kv comprising of 32

batteries which can provide backup up to 10 hours continuously.

All the different function of MIS can also be used by a single employee just by

creating profiles or changing the authority levels assigned to him.

The systems are not supported by any Antivirus Software which can result to system

failure or data loss.


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RECOMMENDATIONS AND SUGGESTIONS

The bank is using the MIS very efficiently and increasing its profitability, but still

there are many things that should be improved.

With the increase in the technology, the bank should keep its MIS up-to-date

for providing best services to their customers and attracting more customers

and increasing its productivity.

The security of these systems from virus attack should be made by installing

antivirus softwares.

Connectivity should be enhanced to facilitate exchange of information among

different branches.

Establish a formal mechanism for review and reiteration of the MIS.

Develop a system for tabulating and forecasting utilization of installed data

processing (DP) equipment.

Fix the organizational responsibility for maintaining MIS.

Rotate the assignment of technical personnel to the staff.

Budget for research and development should be maintained for taking benefitsof upcoming latest technologies.


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CONCLUSION

MIS is the lifeblood of any organization. Both public and private sectors must be

committed to seeking formal or organized information before taking decisions. Management

problems will be provided with specific answers through computer simulations and gaming

techniques. Todays managers must be careful, as they can become inundated with only

marginally relevant facts rather than be presented with concrete and absolutely useful

information. This situation can be avoided where a virile and functional MIS unit is put in

place.

At N.A.K.G.B.BANK the BIBAS MIS is very effective and has increased the efficiency and

effectiveness of the working of bank. The employees are now much more relaxed and

accurate in recording and posting transactions.

The study of MIS is not about the use of computers, it is about the provision and use of

information relevant to the user. Undoubtedly, there is an important and growing role for

computers and IT in MIS but the technology must be used with discretion. Computers are

good at rapid and accurate calculations, manipulation, storage and retrieval but less good at

unexpected demands or qualitative analysis or where genuine judgement is required.

Computers, certainly, can be used to the best advantage for processing information.

BIBLIOGRAPHY

Primary Sources: Survey through questionnaire of 25 employees and self-assessment of

BIBAS MIS.

Secondary Sources: Includes review of data from various website like-

http://www.rbi.org.in/Scripts/BS_ViewPublicationReport.aspx

http://www.nakgb.com/

http://www.occ.treas.gov/handbook/mis.pdf

http://www.docstoc.com/docs/412945/the-importance-of-MIS
http://www.rbi.org.in/Scripts/BS_ViewPublicationReport.aspxhttp://www.nakgb.com/http://www.occ.treas.gov/handbook/mis.pdfhttp://www.docstoc.com/docs/412945/the-importance-of-MIShttp://www.rbi.org.in/Scripts/BS_ViewPublicationReport.aspxhttp://www.nakgb.com/http://www.occ.treas.gov/handbook/mis.pdfhttp://www.docstoc.com/docs/412945/the-importance-of-MIS


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ANNEXURE

Questionnaire:

Please rate the BABAS MIS on the basis of the following attributes out of 10:

ATTRIBUTES RATINGS (out of 10)

Process Speed

Performance

Accuracy

Features

Reliability

Ease of Use

Mis Project- Bibas

Documents

Transcript of Mis Project- Bibas