Newer Post Older Post Home. In general, the fastest way to reduce the overall risk quotient for a project is to tackle the controllable risks early in the project. Next, inventory can also help control risk. WestJet employees had trained with the new system for a combined , hours prior to the upgrade, but WestJet spokesman Robert Palmer explained that the company “encounter ed some problems in the live environment that simply did not appear in the test environment,” foremost among them the issues surrounding the massive file transfer. 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. Earlier in this decade, WestJet underwent rapid expansion spurred by its early success and began adding more Canadian destinations and then U. For instance, if the greatest risk is personnel turnover as it usually is then, the probability may have to be evaluated more objectively.
Both companies were founded within the past two decades and have quickly grown into industry powerhouses. But JetBlue had also experienced similar customer service debacles in the past. The time had come for both JetBlue and WestJet to upgrade their reservation systems. For example, they built a backup Web site to prepare for the worst-case scenario. Not every mitigation strategy needs to involve money. That step happens later.
The migration required WestJet agents to go through complex steps to process the data. The goal is to collect all the risks.
SabreSonic CSS performs a broad array of services for any airline. Although precision in the estimating process is useful it’s not essential. 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. In addition, JetBlue needed to add some booking functions.
od Inboth airlines upgraded their airline reservation systems, and one of the two learned this lesson the hard way.
Not every mitigation strategy needs to involve money. 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. This delay provoked a deluge of customer dissatisfaction, a rarity for WestJet. 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.
Technical risks can be controlled by moving them forward in the project so that they are proven out nearly immediately. WestJet had not anticipated the transfer time required w move the files and failed to reduce its passenger loads on flights operating immediately after the changeover. This delay provoked a deluge of customer dissatisfaction. The company is headquartered in Queens, New York.
Next, inventory can also help control risk. JetBlue ended up using its backup site several times. From a customer perspective, only one of two things can happen: 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.
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. WestJet also ended up hiring temporary offshore call center workers, but only after the problem had gotten out of hand.
Newer Post Older Post Home. WestJet quickly offered an apology to customers on its site once it went back up, explaining why the errors had occurred. Last but not least, they need to have cwse with technology to deal with the risk. 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. The rapid growth of each airline rendered their existing information systems obsolete, including their airline reservation systems.
JetBlue and WestJet: a tale of two IS projects
In addition to the increase in customer complaint calls, customers also took to the Internet to express their displeasure. From a customer perspective, only one of two things can happen: 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.
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.
It sells seats, collects payments, allows customers to shop for flights on the airline’s Web site, and provides an interface for communication with reservation ie.
Story 3 – JetBlue and WestJet: a tale of two IS projects
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. For example, they built a backup Web site to prepare for the worst-case scenario.
Focusing on controllable risks won’t completely eliminate risk but it will quickly cut it down. 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 its old reservation system serves in Calgary to Sabre servers in Oklahoma.
Next key risk factor is the project structure.