Full metadata record
DC Field | Value | Language |
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dc.contributor.author | Weitz, Rob R. | - |
dc.date.accessioned | 2006-02-13T16:17:09Z | - |
dc.date.available | 2006-02-13T16:17:09Z | - |
dc.date.issued | 1990 | - |
dc.identifier.uri | http://hdl.handle.net/2451/14406 | - |
dc.description.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. | en |
dc.format.extent | 7003705 bytes | - |
dc.format.mimetype | application/pdf | - |
dc.language | English | EN |
dc.language.iso | en_US | - |
dc.publisher | Stern School of Business, New York University | en |
dc.relation.ispartofseries | IS-90-06 | - |
dc.title | MANAGING EXPERT SYSTEMS: A Framework and Case Study | en |
dc.type | Working Paper | en |
dc.description.series | Information Systems Working Papers Series | EN |
Appears in Collections: | IOMS: Information Systems Working Papers |
Files in This Item:
File | Description | Size | Format | |
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IS-90-06.pdf | 6.84 MB | Adobe PDF | View/Open |
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