Managing Expert Systems : a Framework and Case Study

This paper addresses the problem of managing the development andimplementation of a large expert system in an organization. A traditionalsystems analysis and design methodology is used as a framework to highlightsimilarities and differences in managing large scale traditional computerbased projects and large expert systems. As a non-technical, prescriptiveguide, this article focuses on defining at each stage in the project, thetasks 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 isused to clarify and expand upon the management guidelines provided