Managing Expert Systems: A Framework and Case Study

Author

Rob R. WEITZ, New York University
Arnoud DE MEYER, Singapore Management UniversityFollow

Publication Type

Journal Article

Version

acceptedVersion

Publication Date

9-1990

Abstract

This paper addresses the problem of managing the development and implementation of a large expert system in an organization. A traditional systems analysis and design methodology is used as a framework to highlight similarities and differences in managing large scale traditional computer based projects and large expert systems. As a non-technical, prescriptive guide, this article focusses on defining at each stage in the project, the tasks to be accomplished, resources required, impact on the organization, likely benefits and potential problems. The case of a large expert system implemented by a multinational corporation across several European sites is used to clarify and expand upon the management guidelines provided.

Keywords

Expert Systems, Artificial Intelligence, Management, Systems Analysis and Design

Discipline

Business Administration, Management, and Operations | Operations and Supply Chain Management | Technology and Innovation

Research Areas

Operations Management

Publication

Information and Management

Volume

19

Issue

2

First Page

115

Last Page

131

ISSN

0378-7206

Identifier

10.1016/0378-7206(90)90021-9

Publisher

Elsevier

Citation

WEITZ, Rob R. and DE MEYER, Arnoud. Managing Expert Systems: A Framework and Case Study. (1990). Information and Management. 19, (2), 115-131.
Available at: https://ink.library.smu.edu.sg/lkcsb_research/4115

Copyright Owner and License

Authors

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.

Additional URL

https://doi.org/10.1016/0378-7206(90)90021-9