However, later in the project they may not have much input and therefore aren’t a risk if they leave. This can be seen when in , both airlines upgraded their airline reservation systems, SabreSonic CSS was launch, customers struggled to place reservations, and the WestJet Web Site crashed repeatedly. Newer Post Older Post Home. Later on in the project, the loss of the functional analyst has a smaller potential impact for the project. The inventory should include all internal factors for the project such as resource changes, assumption failures, and sponsor availability.
They recognize that even subtle changes in the values for these numbers can have a huge impact on the total risk of the project. For instance, the loss of a subject matter expert early in the project is a risk because their input is still needed. 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. But JetBlue had also experienced similar customer service debacles in the past. This turn out to be a poor decision, as the weather conditions prevented the flights from taking off and passengers were stranded for as long as 10 hours. For WestJet, the critical issue that they face was the transfer of its , files 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.
Both WestJet and JetBlue previously used a system designed for start-up airlines with simpler needs. Next key risk factor is the project structure. That step happens later. 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.
d’ace: CHAPTER JETBLUE AND WESTJET: A TALE OF TWO INFORMATION SYSTEM PROJECTS
JetBlue experienced a few glitches- call jftblue times increased and not all airport kiosks and ticket printers came online right away. 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. However, there are still glitches call wait times increased and not all of the airport kiosks and ticket printers came online right away. However, later in the project they may not have much input and therefore aren’t a risk if they leave.
On the other hand, JetBlue make its switch on Friday night because Saturday traffic tends to be low. For WestJet, the critical issue that they face was the transfer of itsfiles containing data on transactions for past WestJet customers who had already purchased flight, from weatjet old reservation system serves in Calgary to Sabre servers in Oklahoma.
JetBlue and WestJet: A Tale of Two IS Projects – Case Study Example
The project size is indicated by cost, time, number of organizational units affected, and issue of organizational complexity. From a customer perspective, only one of us things can happen: 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.
The files still stuyd be access for a period of time thereafter, because Sabre had to adjust the flights using the new system. The goal is to collect all the risks.
Although precision in the estimating process is useful it’s not essential. In FebruaryJetBlue tried to operate flights during a blizzard when all other major airlines had already canceled their flights. Technical risks can be controlled by moving them forward in the project so that they westket proven out nearly immediately.
The objective is to develop a framework for evaluating the various risks against one another.
JetBlue and WestJet: A Tale of Two IS Projects by Amira AL Jaoui on Prezi
It should also include all external factors such as a change in company direction or a change of technology direction. But compared to WestJet, the company was extremely well prepared to handle problems and risk such as these. Upgrading reservations systems carries special risks. It is structured, defined requirements run lower risk. The migration required WestJet agents to fale through complex steps to process the data.
Reservation system for these airlines are so important that when these companies need to make sweeping IT upgrades, their relationships with customers and their brands can be tarnished if things go awry. The more quickly the risk associated with an item sklution be validated the more quickly the risk is no projecte a risk so its probability can be zeroed out.
Not every mitigation strategy needs to involve money.
This is also a part of the process that typically helps validate the estimates made above. Most of all, however, it should include the things that are new in the project. The airline sent apology letters, offered flight credits to wesyjet and bolstered call center with temporary staffers.
Hundreds of thousands of bookings for future jetbleu that were made before the charge over were inaccessible during the file transfer from Calgary to Oklahoma. The inventory should include all internal factors for the project such as resource changes, assumption failures, and sponsor availability.
The resulting number is a single number, a risk quotient, which can be used to prioritize risks within the project. This can be seen when inboth airlines upgraded their airline reservation systems, SabreSonic CSS jetblke launch, customers struggled to place reservations, and the WestJet Web Site crashed repeatedly.