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Please use this identifier to cite or link to this item:
http://hdl.handle.net/2451/14406
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| Title: | MANAGING EXPERT SYSTEMS: A Framework and Case Study |
| Authors: | Weitz, Rob R. |
| Issue Date: | 1990 |
| Publisher: | Stern School of Business, New York University |
| Series/Report no.: | IS-90-06 |
| 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 focuses 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
multi-national corporation across several European sites is used to
clarify and expand upon the management guidelines provided. |
| URI: | http://hdl.handle.net/2451/14406 |
| Appears in Collections: | IOMS: Information Systems Working Papers
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