Experiences in managing an expert systems project

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.