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dc.contributor.authorWeitz, Rob R.-
dc.date.accessioned2006-02-13T16:17:09Z-
dc.date.available2006-02-13T16:17:09Z-
dc.date.issued1990-
dc.identifier.urihttp://hdl.handle.net/2451/14406-
dc.description.abstractThis 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.extent7003705 bytes-
dc.format.mimetypeapplication/pdf-
dc.languageEnglishEN
dc.language.isoen_US-
dc.publisherStern School of Business, New York Universityen
dc.relation.ispartofseriesIS-90-06-
dc.titleMANAGING EXPERT SYSTEMS: A Framework and Case Studyen
dc.typeWorking Paperen
dc.description.seriesInformation Systems Working Papers SeriesEN
Appears in Collections:IOMS: Information Systems Working Papers

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