Managing expert systems: from inception through updating
Author: De Meyer, Arnoud ; Weitz, Rob R.INSEAD Area: Technology and Operations ManagementIn: Information and Management, no. 19, 1990 Language: EnglishDescription: p. 115-131.Type of document: INSEAD ArticleNote: Please ask us for this itemAbstract: The 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 focuses on defining the tasks to be accomplished at each stage in the project, the resources required, the 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| Item type | Current location | Call number | Status | Date due | Barcode | Item holds |
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Europe Campus | Available | BC003786 |
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The 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 focuses on defining the tasks to be accomplished at each stage in the project, the resources required, the 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
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