Abstract
This paper presents a case study of how a Spanish financial software factory (FSF) has determined the weights of the indicators and objectives included in their strategy map with the aim of ensuring its business sustainability. A strategy map is a graphical representation of the cause-effect relationships between strategic objectives and indicators of a balanced scorecard (BSC). The detailed description of the strategy map development and deployment is not part of the aim of this work as it was described in a former paper. In this study, FAHP, a multicriteria decision-making (MCDM) method using the concepts of fuzzy set theory and hierarchical structure analysis, was used to calculate the weights. The analysis was carried out considering the points of view of different groups of stakeholders (shareholders, top management, middle managers, other employees, customers and some experts in the field of software factories) and the results are presented grouped by role to get a better understanding of the preferences of each kind of stakeholder. The conclusions of this study give a better insight of the corporative sustainability strategies of this kind of firms as well as the different vision of each stakeholder, what could be very valuable to the software factory managers for the decision-making and the strategic management of their organizations.
Highlights
The banking sector is one of the sectors that requires the most amount of software and the development of its business applications represents over 50% of the managed information technology (IT) budget [1], but banks usually pay for the time it takes to produce the software and not the amount produced, a model that in most cases increases the cost of the projects
The results are shown grouped by stakeholder roles, which allow assessing the different points of view according to the relationship of each role with the software factory
The priority order of the thirteen KPIs shows that User Satisfaction, with a priority weight of 0.2109, and Service Level Agreements (SLA) with 0.1268, are the most important KPIs among all of those included in the balanced scorecard (BSC) for a financial software factory (FSF)
Summary
The banking sector is one of the sectors that requires the most amount of software and the development of its business applications represents over 50% of the managed information technology (IT) budget [1], but banks usually pay for the time it takes to produce the software and not the amount produced, a model that in most cases increases the cost of the projects. Our paper [4] published at the end of 2015 describes the case in which a financial software factory FSF in Spain decided to review the concept of industrialization of software development to implement the principles and elements of the software factory approach [5] This initial paper suggests a strategic management framework based on the balanced scorecard BSC [6,7] and the strategy map [8,9] to guarantee the business sustainability of FSF. We have opted for the integration of BSC and strategy map with fuzzy analytic hierarchy process FAHP, a multicriteria decision-making useful method of calculating weights into an evaluation performance system [10] to ensure its sustainability
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