The objective is to develop a framework for evaluating the various risks against one another. Either the airline successfully completes its overhaul and the customer notices no difference in the ability to book flights, or the implementation is botched, angering customers and damaging the airline’s brand. For instance, if the greatest risk is personnel turnover as it usually is then, the probability may have to be evaluated more objectively. They also wanted additional functions, such as the ability to link their prices and seat inventories to other airlines with whom they might wish to cooperate. SabreSonic CSS performs a broad array of services for any airline. This experience, coupled with the observation of WestJet’s struggles when implementing its new system, motivated JetBlue’s cautious approach to its own IT implementation. Although precision in the estimating process is useful it’s not essential.
Since WestJet had not anticipated the transfer time required to move the files, they had failed to reduce its passenger loads on flights operating immediately after the charge over. Although precision in the estimating process is useful it’s not essential. Upgrading a reservation system carries special risks. In February , JetBlue tried to operate flights during a blizzard when all other major airlines had already canceled their flights. Most people value their own sense of self-worth and they believe that their ability to meet their personal commitments is a part of the admirable part of their self. For instance, the risk of losing key personnel can be mitigated by providing completion bonuses or even just monitoring their happiness more closely. Technical risks can be controlled by moving them forward in the project so that they are proven out nearly immediately.
Newer Post Older Post Home. In order to get a consistent number for all of the risks, multiply the probability which should be per interval of duration by the impact and finally multiply that by the duration.
If the project is working with a new technology, is using a new development methodology, or even if there are new, relatively unknown team members, these need to be listed as potential risks to the project. This can be seen when inboth airlines upgraded their airline reservation systems, SabreSonic CSS was launch, customers struggled to place reservations, and the WestJet Web Site crashed repeatedly. The critical issue was the transfer of WestJet’sfiles containing data on transactions for past WestJet customers who had already purchased flights, from WestJet’s old reservation system servers in Calgary to Sabre servers in Oklahoma.
This delay provoked a deluge of customer dissatisfaction. For WestJet, the critical issue that they face was the stury of itsfiles containing data on transactions for past WestJet customers who had already purchased flight, from its old reservation system serves in Calgary to Sabre servers in Oklahoma. The loss of a key team member may have a low probability; however, the impact to the project can be great. Although precision in the estimating process is useful stydy not essential.
The goal is to collect all the risks. Upgrading reservations systems carries special risks.
However, JetBlue had also experienced its own customer service debacles in the past. Last but not least, they need to have experience with technology to deal with the risk.
d’ace: CHAPTER JETBLUE AND WESTJET: A TALE OF TWO INFORMATION SYSTEM PROJECTS
Posted by d ace at 2: This delay provoked a deluge of customer dissatisfaction, a rarity for WestJet. Inboth airlines upgraded their airline reservation systems, and one of the two learned this lesson the hard way.
In contrast, JetBlue had the advantage of seeing WestJet begin its implementation months before, so it was able to avoid many of the pitfalls that WestJet endured. But compared to what WestJet endured, the company was extremely well prepared to handle these problems.
For a company that built its business on the strength of good customer service, this was a nightmare. This experience, coupled with the observation of WestJet’s struggles when implementing its new system, motivated JetBlue’s cautious approach to its own IT implementation. The project size is indicated by cost, time, number of organizational units affected, and issue of organizational complexity.
Today, the company has 7, employees and operates flights per day. All of the data generated by these transactions are stored centrally within the system. For instance, the risk of losing key personnel can be mitigated by providing completion bonuses or even just monitoring their happiness more closely.
However, there are still glitches call wait times increased and not all of the airport kiosks and ticket printers came online right away. JetBlue also sold smaller numbers of seats on the flights that did take off that day.
For example, they built a backup Web site to prepare for the worst-case scenario. This turn out to be a poor decision, as the weather conditions prevented the flights from taking tape and passengers were stranded for as long as 10 hours. Since WestJet had not anticipated the transfer time required to move the files, they had failed to reduce its passenger loads on flights operating immediately after the charge over. This is also a part of the process that typically helps validate off estimates made above.
They also needed features like the ability to link prices and seat inventories to other airlines with whom they cooperated. Chapter 14, pages The step is to inventory the situation.
JetBlue and WestJet: a tale of two IS projects
Most of jstblue, however, it should include the things that are new in the project. The key risk factors that should be considered are the project size, project structure, and experience with technology. Both WestJet and JetBlue previously used a system designed for start-up airlines with simpler needs.