Newer Post Older Post Home. For instance, the loss of a subject matter expert early in the project is a risk because their input is still needed. Posted by d ace at 2: They also needed features like the ability to link prices and seat inventories to other airlines with whom they cooperated. The key risk factors that should be considered are the project size, project structure, and experience with technology.
Posted by d ace at 2: For instance, the risk of losing key personnel can be mitigated by providing completion bonuses or even just monitoring their happiness more closely. 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. Since WestJet had not anticipated the transfer time required to move the files, they had failed to reduce its passenger loads on flights operating immediately after the charge over. Other than that, both airlines needed more processing power to deal with a far greater volume of customers. 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. Upgrading reservations systems carries special risks.
In general, the fastest way to reduce the overall risk quotient for a project is to tackle the controllable risks early in the project. Technical risks can be controlled by moving them forward in the project so that they are proven out nearly immediately. The files still cannot be access for a period of time thereafter, because Sabre had to adjust the flights using the new system. Upgrading reservations systems carries special risks.
JetBlue and WestJet: A Tale of Two IS Projects by Amira AL Jaoui on Prezi
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.
Each risk should be evaluated based both on its probability and on the impact that it would cause if it happens. However, there are still glitches call wait times increased and not all of the airport kiosks and ticket printers came online right away. 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.
The goal is to collect all the risks. It is structured, defined requirements run lower risk. Focusing on controllable risks won’t completely eliminate risk but it will quickly cut it down. As the carries grew, they needed more processing power to deal with increasing numbers of customers. Airlines such as WestJet and JetBlue promote low-cost and high-efficiency carriers by giving extremely competitive fares and outstanding customer service.
Later on in the project, the loss of the functional analyst has a smaller potential impact for the project. The resulting number is a single number, a risk quotient, which can be used to prioritize risks within the project.
Newer Post Older Post Home. The airline sent apology letters, offered flight credits to customers and bolstered call center with temporary staffers. JetBlue also sold smaller numbers of seats on the flights that did take off that day. Simply getting a verbal, personal commitment to finish the project is often peojects to further reduce the probability that a person will leave during the project.
Posted by d ace at 2: JetBlue experienced a few glitches- call wait times increased and not all airport kiosks and ticket printers came online right away.
JetBlue and WestJet: A Tale of Two IS Projects Case Study
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 for smaller start-up airlines to a prijects carrier. 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.
Completion bonuses solutio 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. The more quickly the risk associated with an item to be validated the more quickly the risk is no longer a risk so its probability can be zeroed out.
This delay provoked a deluge of customer dissatisfaction. Now that risk quotient for the various risks is identified, it’s possible to prioritize the risks for the project.
JetBlue and WestJet: A Tale of Two IS Projects – Case Study Example
sestjet 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. 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.
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 solition be tarnished if things go awry.
They also needed features like the ability to link prices and seat inventories to other airlines with whom they cooperated. The objective is to develop a project for evaluating the various risks against one another.
Other than that, both airlines needed more processing power to deal with a far greater volume of customers.
On the other hand, JetBlue make its switch on Friday night because Saturday traffic tends to be low. In order to get a consistent number for all of the risks, multiply x probability which should be per interval of duration by the impact and finally multiply that by the duration.
Next, inventory can also help control risk.