Case Study: Introducing Experts Systems at The Corporation
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1. The Corporation was in a chaotic state due to the acquisition of a large company. Was it worthwhile introducing a new technology into it under these trying times?
2. How can the consultant gain better support from the new vice presidents of development and manufacturing?
3. What could you have done differently to get funding for the expert system prototype project?
4. How could the domain expert in configuration control have helped to get funding for the expert system?
5. How could the users of the eventual expert system (sales representatives and configuration analysts) have been more active in starting the project on expert configuration system?
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1. The Corporation was in a chaotic state due to the acquisition of a large company. Was it worthwhile introducing a new technology into it under these trying times?
The Corporation was in a very chaotic state due to the acquisition of a large company, but that was not all. First of all, of all the Vice-Presidents that were employed at the company, there was no VP of IT. The only "officer" was the Director of Information Systems who reports to the Vice-President of Finance. Additionally, the VP of Development left. The VP/General Manager of Manufacturing and Customer Service who was a sponsor of the project and the feasibility study effort was still trying to make it work; however, the new VP of Development was not interested in the value of the expert systems. Awareness and understanding of the expert system was not created yet.
When a new project of any kind especially IT is trying to be introduced into an organization, it needs real support. The finding of the case is that without a VP of IT most organizations are not capable of understanding the technology side and what it can do for the organization. This case describes chaos on top of chaos. Even if the organization had not made the acquisition of a large company, there still would not have been any real support or understanding of the expert system or even moving forward.
The case (Liebowitz) reveals that everything is in the terms of "if an expert configuration system were built," "the proposed expert," and "in having such a system." When the Director of Information Systems said he had "certain signing authority and he would sign for funds to develop the expert systems prototype." If he had signing privileges, he should have gone ahead with ...
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