However, there are still glitches call wait times increased and not all of the airport kiosks and ticket printers came online right away. 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 resulting number is a single number, a risk quotient, which can be used to prioritize risks within the project. Completion bonuses are a routine way that organizations which are closing down operations mitigate the risk that the people participating will leave before the project is ready to let them go. However, later in the project they may not have much input and therefore aren’t a risk if they leave.
For a company that built its business on the strength of good customer service, this was a nightmare. 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. In addition, JetBlue needed to add some booking functions. For instance, the risk of losing key personnel can be mitigated by providing completion bonuses or even just monitoring their happiness more closely. This delay provoked a deluge of customer dissatisfaction, a rarity for WestJet. The company is headquartered in Queens, New York.
But compared to what WestJet endured, the company was extremely well prepared to handle these problems. When WestJet went live with the new system in Octobercustomers struggled to place reservations, and the WestJet Web site crashed repeatedly. 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.
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.
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 sfudy displeasure. In FebruaryJetBlue tried to operate flights during a blizzard when all other major airlines had already canceled their flights.
Posted by d ace at 2: That step happens later. SabreSonic CSS performs a broad array of services for any airline. The time had come for both JetBlue and WestJet to upgrade their reservation systems. These plans would allow one airline to sell flights under its own name on aircraft operated by other airlines. The key risk factors that should be considered are the project size, project structure, and experience with technology.
All of the data wwestjet by these transactions are stored centrally within the system.
Some people struggle with the evaluation step because both of the numbers, percentage and impact, are guesses. WestJet also ended projecst hiring temporary offshore call center workers, but only after the problem had gotten out of hand. 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 other factor to evaluate when looking at a risk is its duration–how long that it can have a potential impact on the project.
This delay provoked a deluge of cawe dissatisfaction. They also needed features like the ability to link prices and seat inventories to other airlines with whom they cooperated. JetBlue experienced a few glitches—call wait times increased, and not all airport kiosks and ticket printers came online right away. The loss of a key team member may have a low probability; however, the impact to the project can be great. 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.
However, later in the project they may not have much input and therefore aren’t a risk if they leave. JetBlue made sure to switch its files over to Sabre’s servers on a Friday night, because Saturday flight traffic is typically very low. JetBlue continued to grow at a rapid pace, remaining profitable throughout, untilwhen studt company lost money in a quarter for the first time since going public.
But compared to WestJet, the company was extremely well prepared to handle problems and risk such as these. They recognize that even subtle changes in the values for these numbers can have a huge impact on the total risk of the project. 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.
Story 3 – JetBlue and WestJet: a tale of two IS projects
Now that risk quotient for the various risks is identified, it’s possible to prioritize the risks for the project. The migration required WestJet agents to go through complex steps to process the data. But JetBlue had also experienced similar customer service debacles in the past.
Focusing on controllable risks won’t completely eliminate risk but it will quickly cut it down.
Hundreds of thousands of bookings for future flights that were made before the charge over were inaccessible during the file transfer from Calgary to Oklahoma. The migration required WestJet agents to go through complex steps to process the data. Next key risk factor is the project structure. JetBlue was incorporated in and founded in by David Neeleman.