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Reviewer: James Edward Miller

This is a book about expert systems for management. Part 1 examines the strategic implications of expert systems. It discusses current business environments, the importance of knowledge, and the role of knowledge in strategic decision making. The justification for the use of expert systems follows naturally. But this is not simply a sales pitch to the uninformed. The limitations of expert systems are clearly stated; it would be difficult for a reader to assume that expert system development is an activity unattended by significant risk. The terminology of expert systems is clearly presented, and the section concludes with a rather thoughtful look at the impact of this technological innovation on individuals and society and a recapitulation of limitations that had previously been identified. Part 2 discusses the strategic application of expert systems, starting with a good discussion of the selection of appropriate applications. The difficulty of obtaining a favorable capital investment decision for an ultrahigh risk endeavor is examined in detail, and a number of helpful suggestions are made. The discussion on the enlisting of appropriate experts is particularly well done. Beerel, who has served as a domain expert for different expert systems, is able to give a clear picture both of the problems that the domain expert would probably face and of those characteristics of the domain expert that would facilitate the development of an expert system. In a similar fashion, the role of the knowledge engineer and that of users are discussed. In keeping with the tone of the book, a chapter is devoted to recognizing the limitations. Part 3 is a short, practical guide to getting started. It also discusses monitoring the development and implementation processes. The book closes with predictions for the role of expert systems in future. This is a well written book (with some typos) that you will want your own management to read.