Multiple inputs to the process exist : Some of them would be competition, lifecycle stage of the market, brand image, budget, etc... ; Complex decisions are made : There are many possible ways to achieve the process objectives (reach planned sales, leverage brand image, etc...) ; Each decision implies different levels of risk and potential benefits : It is the responsibility of the worker to choose the best one (low price strategy, aggressive advertising campaign, etc...) ; There are three main characteristics that make knowledge processes different from highly structured processes: Focus is on communication instead of automation.
In the last few years a lot has been written about Business Process Management, and about technologies supporting it such as BPMS, SOAP and Web Services. Most of these theories, tools and techniques refer to processes of a highly structured nature. Typically, BPM theorists and practitioners have focused on highly structured processes, like back_office processes of industrial or administrative nature. These processes are highly standardized and repeatable, produce a consistent output and are likely to be automated in part or end_to_end (STP).