Abstract: Business process models
are designed in isolation but must be applied in real organizational
and business situations. A key management concern is how to identify
the nonprocess factors that allow a business process to achieve
maximum performance. In this paper, we demonstrate the application
of the KNOVA (KNOwledge Value-Added) technique to the problem
of making visible the hitherto intangible people, culture, and
knowledge factors that can easily influence the success or failure
of a business process. We illustrate its application to the processes
of a diagnostic team within a department of a large hospital.
Two benefits ensue: (1) the articulation of a common understanding
of the factors that affect team performance and, (2) the pinpointing
of resource investment to maintain performance and reduce risk
or cost.
Key words and phrases:
business process
modeling
, business reengineering
, organizational knowledge
, team-oriented
management
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