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Experiences in managing an expert systems project

Jay Liebowitz (Department of Management Science, George Washington University, Washington, DC, USA)
Vijaya Krishnamurthy (American Minority Engineering Corporation, Kensington, Maryland, USA)
Ira Rodens (American Minority Engineering Corporation, Kensington, Maryland, USA)
Chapman Houston (American Minority Engineering Corporation, Kensington, Maryland, USA)
Alisa Liebowitz (American Minority Engineering Corporation, Kensington, Maryland, USA)
Seung Baek (American Minority Engineering Corporation, Kensington, Maryland, USA)
Joe Radko (American Minority Engineering Corporation, Kensington, Maryland, USA)
Janet Zeide (American Minority Engineering Corporation, Kensington, Maryland, USA)
William Potter (NASA Goddard Space Flight Center, Greenbelt, Maryland, USA)

Kybernetes

ISSN: 0368-492X

Article publication date: 1 February 1997

760

Abstract

Describes some of the authors’ experiences in managing a two‐year expert scheduling system project called GUESS (Generically Used Expert Scheduling System), developed for NASA. Many expert systems are technical successes, but technology transfer failures. Part of the reason that some expert system projects fail is due to management issues. First discusses the GUESS project and then highlights some lessons learned on managing an expert systems project based on the GUESS experience.

Keywords

Citation

Liebowitz, J., Krishnamurthy, V., Rodens, I., Houston, C., Liebowitz, A., Baek, S., Radko, J., Zeide, J. and Potter, W. (1997), "Experiences in managing an expert systems project", Kybernetes, Vol. 26 No. 1, pp. 68-74. https://doi.org/10.1108/03684929710158124

Publisher

:

MCB UP Ltd

Copyright © 1997, MCB UP Limited

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