JetBlue is slightly bigger, with aircraft in use compared to WestJet’s 88, but both have used the same low-cost, good-service formula to achieve profitability in the notoriously treacherous airline marketplace. 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. Headquartered in Calgary, Canada, WestJet was founded by a group of airline industry veterans in , including Neeleman, who left to start JetBlue shortly thereafter. Some people struggle with the evaluation step because both of the numbers, percentage and impact, are guesses. When WestJet went live with the new system in October , customers struggled to place reservations, and the WestJet Web site crashed repeatedly. They recognize that even subtle changes in the values for these numbers can have a huge impact on the total risk of the project.
This delay provoked a deluge of customer dissatisfaction, a rarity for WestJet. The risk of a functional analyst leaving is greatest in the initial phases of the project when they are intensively interacting with the customer. Chapter 14, pages 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. Not every mitigation strategy needs to involve money. Other than that, both airlines needed more processing power to deal with a far greater volume of customers. 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.
Next, inventory can also help control risk. From a customer perspective, only one of two things can happen: That step happens later.
WestJet’s latest earnings reports show that the company weathered the storm successfully and remained profitable, but the incident forced the airline to scale back its growth plans.
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. Now that risk quotient for the various risks is wfstjet, it’s possible to prioritize the risks for the project.
JetBlue and WestJet: a tale of two IS projects
The step is to inventory the situation. Last but not least, they need to have experience with technology to deal with the 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.
JetBlue ended up using its backup site several times. Its goal is to 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. 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.
JetBlue made sure to switch its files over to Sabre’s servers on a Friday night, because Saturday flight traffic is typically very low. Either the airline successfully completes its overhaul and the customer notices no difference in the ability to book flights, or the implementation is jwtblue, angering customers and damaging the airline’s brand. Angry flyers expressed outrage on Facebook and flooded WestJet’s site, causing the repeated crashes. Later on in the project, the loss of the functional analyst has a smaller potential impact for the project.
Posted by d ace at 2: All of the data generated by these transactions are stored centrally within the system. JetBlue was incorporated in and founded in by David Neeleman. The goal is to collect all the risks.
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 tape 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. It also serves as yet another reminder of how successfully s for and implementing new technology is just as valuable as the technology itself. How did WestJet allow this to happen?
In recent years, the airline industry has seen several low-cost, high-efficiency carriers rise to prominence using a recipe of extremely competitive fares and outstanding customer service. However, JetBlue had also experienced its own customer service debacles in the past. Since WestJet had not jstblue the transfer time required to move the files, they had failed to reduce its passenger loads on flights operating immediately after the charge over.
However, there are still glitches call wait times increased and not all of the airport kiosks and ticket printers came online right away. It should also include all external factors such as a change in company direction or a change of technology direction.
Customers can use it to access airport kiosks, select specific seats, check their bags, board, rebook, and receive refunds for flight cancellations. In addition westuet the increase in customer complaint calls, customers also took to the Internet to express their displeasure. The loss of a key team member may have a low probability; however, the impact to the project can be great.
For instance, the loss of a subject matter expert early in the project is a risk because their input is still needed. ByWestJet held nearly 40 percent of the Canadian airline market, with Air Canada dropping to 55 percent.
d’ace: CHAPTER JETBLUE AND WESTJET: A TALE OF TWO INFORMATION SYSTEM PROJECTS
JetBlue also sold smaller numbers of seats on the flights that did take jdtblue that day. The migration required WestJet agents to go through complex steps to process the data. Each carrier had started out using a system designed for smaller start-up airlines, and both needed more processing power to deal with a far greater volume of customers.