Software Upgrade. A Case Study of JetBlue and WestJet Airlines

The University of Massachusetts’s ERP project would include the student modules, financials, and human resources. Early in the system development life cycle, the separate campuses had conflicting issues concerning the details of the ERP. Too much time was wasted on minute details and not enough time was spent developing the work plan / project framework for the upcoming project (Solis, 2003).

Enterprise resource Planning (ERP) is any integrated cross-functional software that reengineers manufacturing, distribution, finance, human resources and other basic business processes of a company to improve its efficiency, agility and profitability.1 On an initial view, an ERP system appears to be the cure for any company’s issues. The installation of such a system offers an organization the opportunity to re-structure their procedures, to coordinate branches’ systems in other geographic locations, unify information and inspire employees via granting them permission to company information. Now these chances exist at heightened costs financially. There are also implementation horrors and labor issues with which must be dealt with. A

WestJet develop their IT operation early and force them get the lead in the aviation businesses. However, as the global economic and the change of people’s demand, the strategic plan of WestJet need to be change to follow the change of the world. Compare with other aviation business, the IT structure of WestJet is small and keeps running on their pervious operation before Smith join into the organization. There are some risks coming out if WestJet continue these IT operations.

The success of WestJet Airline over a course of time has been exponential and remarkable. Over the span of 15 years, the company has expanded tremendously, operating in 18 countries with a fleet of over 90 aircrafts having nine thousand employees. Being a “high-value low-fare budget airline” it aims at delivering “world-class guest experience”. The key driver for the success of WestJet is the use of Information Technology. WestJet’s core value has always been around IT with highly competitive and technical employees, providing them an edge over its competitors.

The Case for this module centers on an organization implementing a new computer-based information processing system. Thousands of organizations go through the same kind of process every day—you yourself may have been involved in one or more such "technology transformations." Despite this body of experience; the advice of thousands of consultants, researchers, and computer gurus; and the leverage of multibillion-dollar corporations such as Microsoft, Google, and Oracle; a large proportion of these

Chen, I, J. and Popovich, K. (2003) Understanding customer relationship management (CRM). People, process and technology. Business process management journal, Vol. 9 No 5. Retrieved from http://cis.csuohio.edu/~ichen/CRM.pdf

Based on system upgrade, I witnessed an organization that lost a lot of money through failed transactions based on the upgrading of its system. The organization usually upgrades its systems annually. The upgrading process has always been successful, both during the installation and the operations after the installation process. Due to its abilities of keeping up with the technological

There are other drawbacks of Westjet IT department, the disparate professional skills of IT staff, the lack of a backup data centre and the around clock onsite support. All these problems affect the competence of Westjet, comparing with the industry benchmark. Smith recognized these problems and conducted a plan to solve them. Her first priority was to restructure

The first difference in the upgrade process entails WestJet Airlines switching to Sabre in October 2009 with very little precautions. The airlines were hopeful for a successful outcome with this approach, but unfortunately this was not the case as many challenges arose for the airlines. JetBlue on the other hand, was able to learn from WestJet’s mistakes and approach the upgrade process with advanced preparation and backup. Another major difference between the two approaches was that WestJet did not inform its customers of its upgrade plans until the day of the switch; whereas, JetBlue hired on temporary workers to handle basic calls and developed a backup website. The impact of WestJet’s approach on the outcome of the project was having

ERP Implementation Babin Kunjappa Florida Institute of Technology Course: MGT5115 | Term: Summer 1 2015 Course name: Global Information Technology Management Professor: Dr.Nabie Conteh Date: June 19, 2015 ERP Implementation CHALLENGES, CHANGES AND BENEFITS OVER LEGACY SYSTEMS, AND CRITICAL SUCCESS FACTORS FOR ACHIEVING GOALS 1 1 TABLE OF CONTENTS Abstract .................................................................................................................................. 2 1.

The reason for this is because most of the other areas are up to date or at least in technological terms. However, this can’t be said of the software systems. They are years apart from the rest of the information technology systems of the organization. Now, when it comes to possibly getting the software systems upgrade at any time in the near future this appears to be doubtful. This is largely due to a financial decision by the senior level management. They have adopted a policy that if it still works then why bothers fixing it. While this may be the course of least resistant often times it came cause problems elsewhere within the organization. This is especially true in the security management area of operation. If we haven’t learn anything else it is the importance of security for any organization. This concept is true in every area of operation and in every

Based on system upgrade, I witnessed an organization that lost a lot of money through failed transactions based on the upgrading of its system. The organization usually upgrades its systems annually. The upgrading process has always been successful, both during the installation and the operations after the installation process. Due to its abilities of keeping up with the technological world, the

A basic problem was JetBlue’s communication system. The ice storm had left a large portion of the airline’s pilots and flight attendants far from where they needed to be to operate the planes, and JetBlue lacked the trained staff that was needed to find them and tell them where to go. Another problem was the reservation system; the system was so overwhelmed that customers were unable to get through to human agents to check on a flight.

During it operation, JetBlue has faced up with many tragedies and problems. Typically is the problematic flight happened in Valentine day February 14, 2007. Most people thought that misfortune even puts an end for the airline. Nonetheless, JetBlue not only survives, but it growing, earns a profit and become the favorite airline of many people. So we wonder

The major underlying assumption is that legacy systems are holding up businesses. There is numerous business potential together with the operational value that is tied to legacy systems. The cost of transition to modern or updated systems is not just in monetary terms but also in time (Connolly, & Begg, 2010). There are mainly three ways of combating legacy systems; continue, upgrade or replace. The value proposition of each of the choices is the daunting task for most organizations. Can they take up the cost and effort of replacing a system? How long can they use the current system? Is an upgrade helpful and what are the changes that will come with it? The fact that business is perpetually changing and adapting to new requirements every