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.
Expert Systems, Artificial Intelligence, Management, Systems Analysis and Design
Business Administration, Management, and Operations | Operations and Supply Chain Management | Technology and Innovation
Information and Management
WEITZ, Rob R. and DE MEYER, Arnoud.
Managing Expert Systems: A Framework and Case Study. (1990). Information and Management. 19, (2), 115-131. Research Collection Lee Kong Chian School Of Business.
Available at: http://ink.library.smu.edu.sg/lkcsb_research/4115
Copyright Owner and License