适应性案例管理:概述和研究挑战

H. M. Nezhad, K. Swenson
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引用次数: 88

摘要

病例管理指的是不常规和可预测的工作的协调,需要人的判断。案例管理在许多领域都有应用,如医疗保健、法律、警察侦探、社会工作等。这些领域的共同特点是,工作程序不能写入机器程序,相反,工作是高度可变的,每次都必须由知识工作者计算出来。它们可能从高级指导方针和框架开始,但是对案例细节的敏感依赖意味着随着更多信息的可用性,工作模式将从案例中出现。随着案件的进展,知识工作者必须对行动过程做出决定。传统上,案例管理是由为每个领域定制的应用程序支持的。有一些方法试图使工作实践标准化,而不了解所需响应的全部范围。在企业内容管理、客户关系管理和业务流程管理等领域,不同的供应商都在推动将自己的产品定位为案例管理应用程序。在本文中,我们将回顾工业界的趋势和学术界在案例管理领域的选定工作,以确定工业界和研究界在以适应性和灵活的方式支持知识工作者方面面临的挑战,其中系统需要支持工作,同时应该控制知识工作者。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Adaptive Case Management: Overview and Research Challenges
Case management refers to the coordination of work that is not routine and predictable, and requires human judgment. Case management has applications in many domains such as healthcare, legal, police detective, social work, etc. The common aspect of such domains is that the work procedure cannot be prescribed into machine programs, instead the work is highly variable and must be figured out by knowledge workers each time. They might start with high-level guidelines and frameworks, but the sensitive dependence upon the details of the case mean that the work patterns emerge from the case as more information becomes available. Knowledge workers must make decisions on the course of action as the case proceeds. Traditionally case management has been supported by custom-built applications for each domain. There are approaches that attempt to standardize work practices without appreciating the full range of required responses. There is a push in industry from different vendors in areas such as enterprise content management, customer relationship management and business process management also to position their products as case management applications. In this article, we will review trends in industry and selected work in academia in the case management space, to identify challenges that the industry and the research community are facing in supporting knowledge workers in an adaptive and flexible manner, where systems need to support the work while should keep the knowledge workers in control.
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