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Decision support for knowledge intensive business processes

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  1. Abstract
  2. Introduction
  3. Knowledge intensity of business processes
  4. Research methodology
  5. Case studies
    1. Case study 1: IT audit
    2. Case study 2: New product development
    3. Case study 3: Service capacity planning
  6. Analysis
  7. Conclusion
  8. References

Strategy development, new product introduction, marketing research, and financial budgeting, are a few examples of Knowledge Intensive Business Processes (KIBPs). These processes tend to be complex and time consuming, requiring collaboration and the sharing of expertise within specific work contexts. There appears to be an intuitive awareness of processes that are more knowledge intensive than others. This paper attempts to identify the characteristics that constitute knowledge intensity of a business process. Using a case study methodology, we examine a number of very different KIBPs in large organizations. We identify the tasks needed to be completed within these processes, the decisions made, and the information and knowledge brought to bear on the decisions. Our analysis abstracts these observations into a framework of process and decision characteristics for recognizing key KIBPs within an organization with a view to explore decision support needs of knowledge workers participating in KIBPs.

[...] These processes have activities that can benefit from input of knowledge (from knowledge workers/decision makers, external knowledgeable experts, knowledge repositories, etc.). Such business processes are referred to as Knowledge Intensive Business Processes Whereas common business processes are characterized by predefined process structure and repeated tasks that are fulfilled based on the underlying process model which contains information, tasks and user roles,? KIBPs are characterized by diversity of information sources and media types, use of creativity, a high degree of innovation and have a wide decision range [10]. [...]


[...] New client scoping procedures involves generation of substantial new knowledge about the client's business, systems, and controls embedded within its IT operations. In the case of an existing client, a large part of such knowledge may have been previously captured and archived. Both senior and junior staff members work in a collaborative environment to complete the scoping activity. Scoping results in understanding the client's business and evaluating the chances of fraud misappropriations of assets or misstatements of financial results (on purpose or by accident). [...]


[...] business process context for Knowledge Management,? Decision Support Systems, pp. 1062-1079. Davenport, T.H., and Short, J. "The New Industrial Engineering: Information Technology and Business Process Redesign," MIT Sloan Management Review 1990, pp 11-27. Davenport, T.H. Process Innovation Harvard Business School Press, Boston Smith, H., and Fingar, P. Business Process Management The third wave Meghan-Kiffer Press, Tampa Sharp, A., and McDermott, P. Workflow Modeling: Tools for Process Improvement and Application Development Artech House, Norwood p Chen, E.T., Feng, T.K., and Liou, W. [...]

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