As part of Key Bank's infrastructure team in Cleveland, Ohio, Megan helps manage essential IS infrastructure elements such as networks and software. While this infrastructure is vital to the bank's functions, the bank cannot outsource the acquisition and management of software infrastructure

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Question restatement: The prompt describes Megan at Key Bank in Cleveland, managing essential IS infrastructure elements like networks and software, and asserts that the bank cannot outsource the acquisition and management of software infrastructure.

Option 1: True. This would claim that it is impossible or prohibited for the bank to outsource software infrastructure. In real-world practice, organizations—including banks—often outsource various IT functions such as software procurement, deployment, maintenance, and cloud services to specialized vendors. There are regulatory, security, and risk considerations, but none universally forbids outsourcing; contracts, governance, and controls are used to manage those risks. Therefore, this statement is not generally accurate as a blanket claim.

Option 2: False. This asserts that the bank can outsource software infrastructure acquisition and management. Given standard industry practices, banks frequently engage third-party providers for software platforms, cloud hosting, and infrastructure management while maintaining oversight, risk management, and regulatory compliance. The existence of vendor risk management programs, service level agreements, and security controls demonstrates that outsourcing is permissible and common, making this option more consistent with how financial institutions operate.

Additional reasoning to differentiate: If the claim were true, it would imply zero latitude for vendor-based solutions, which would be highly unusual in modern IT strategy where scalability, cost-efficiency, and specialty expertise drive outsourcing decisions. Conversely, acknowledging that outsourcing is feasible aligns with widely adopted models like managed services, cloud-based infrastructure, and software as a service, all of which banks leverage under appropriate governance.

In summary, the assertion that the bank cannot outsource software infrastructure is inconsistent with common industry practices, while the alternative reflects a realistic possibility that outsourcing can occur under proper oversight.

As part of Key Bank's infrastructure team in Cleveland, Ohio, Megan helps manage essential IS infrastructure elements such as networks and software. While this infrastructure is vital to the bank's functions, the bank cannot outsource the acquisition and management of software infrastructure

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