Abstract
Business processes are made up of actions and decisions. Thus an agile process implies both agility in making decisions as well as in performing the necessary actions. When confronted with a sudden change in project scope or an unexpected development, a project manager must make a series of interrelated decisions in response. Knowledge about the content of and interconnections between decisions made in similar circumstances in the past can help the project manager to keep in mind all decisions that need to be taken. We present an integrated case- and cluster-based architecture for supporting multi-domain decisionmaking within project management. The methodology is also applicable to other decision making frameworks.
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Karni, R., Kaner, M. (2005). Agile Knowledge-Based Decision Making with Application to Project Management. In: Althoff, KD., Dengel, A., Bergmann, R., Nick, M., Roth-Berghofer, T. (eds) Professional Knowledge Management. WM 2005. Lecture Notes in Computer Science(), vol 3782. Springer, Berlin, Heidelberg. https://doi.org/10.1007/11590019_47
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DOI: https://doi.org/10.1007/11590019_47
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-540-30465-4
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