SabreSonic CSS performs a broad array of services for any airline. They also needed features like the ability to link prices and seat inventories to other airlines with whom they cooperated. Posted by d ace at 2: 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. The migration required WestJet agents to go through complex steps to process the data. For example, they built a backup Web site to prepare for the worst-case scenario. Hundreds of thousands of bookings for future flights that were made before the changeover were inaccessible during the file transfer and for a period of time thereafter, because Sabre had to adjust the flights using the new system.
All of the data generated by these transactions are stored centrally within the system. Once the risks are prioritized, go through the list and identify which risks are controllable, which risks are things that can be mitigated, and which risks must be accepted. For a company that built its business on the strength of good customer service, this was a nightmare. When WestJet went live with the new system in October , customers struggled to place reservations, and the WestJet Web site crashed repeatedly. It is structured, defined requirements run lower risk. JetBlue also sold smaller numbers of seats on the flights that did take off that day.
This delay provoked a deluge of customer dissatisfaction, a rarity for WestJet. That step happens later.
JetBlue and WestJet: a tale of two IS projects
Simply getting a verbal, personal commitment to finish the project is often enough to further reduce the probability that a person will leave during the project. However, later in the project they may not have much input and therefore aren’t a risk if they leave.
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 ietblue in Oklahoma. Since WestJet had not anticipated the transfer time required to move the files, they had failed to ietblue its passenger loads on flights operating immediately after the charge over.
Next key risk factor is the project structure. Not every mitigation strategy needs to involve money. It is structured, defined requirements run lower risk. 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 risk of a functional analyst leaving is greatest in the initial phases of the project when they are intensively interacting with the customer. This turned out to be a poor decision, as the weather conditions prevented the flights from taking off and passengers were stranded for as take as 10 hours.
In addition, JetBlue needed weestjet add some booking functions. However, JetBlue had also experienced its own customer service debacles in the past. In addition to the increase in customer complaint calls, customers also took to the Internet to express their displeasure.
The other factor to evaluate when looking at a risk is its duration–how long that it can have a potential impact on the project.
The loss of a key team member may have a low probability; however, the impact to the project can be great. JetBlue continued to grow at a rapid pace, remaining profitable throughout, untilwhen the company lost money in a quarter for the first time since going public.
The resulting number is a single number, a risk quotient, which can be used to prioritize risks within the project. Next, inventory can also help control risk. The company began with approximately 40 employees and three aircraft. Angry flyers expressed outrage on Facebook and flooded WestJet’s site, causing the repeated crashes.
From a customer perspective, only one of two things can happen: Two examples of this business model in action are JetBlue and WestJet. 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.
WestJet had not anticipated the transfer time required to move the files and failed to reduce its passenger loads on flights operating immediately after the changeover. When WestJet went live with the new system in Octobercustomers struggled to place reservations, and the WestJet Web site crashed repeatedly.
JetBlue and WestJet: A Tale of Two IS Projects by Amira AL Jaoui on Prezi
Undaunted, the airline quickly returned to profitability in the next year after implementing its “Return to Profitability” plan, and consistently ranks at the top of customer satisfaction surveys and rankings for U. This is also a part of the process that typically helps validate the estimates made above. The files still cannot be access for a period of time thereafter, because Sabre had to adjust the flights using the new system.
These problems impact both of the airlines operational activities and decision making to change their initial carrier which had started out as a system designed jetboue smaller start-up airlines to a better carrier. In FebruaryJetBlue tried to operate flights during a blizzard when all other major airlines had already canceled their flights.
d’ace: CHAPTER JETBLUE AND WESTJET: A TALE OF TWO INFORMATION SYSTEM PROJECTS
That is, identify all of the risks possible in the project. Its goal is jdtblue provide low-cost travel along with unique amenities like TV in every seat, and its development of state-of-the-art IT throughout the business was a critical factor in achieving that goal. The company is headquartered in Queens, New York. The rapid growth of each airline rendered their existing information systems obsolete, including their airline reservation systems.