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.Information Systems Working Papers Serie
