The project aimed to successfully implement an SAP ERP system for JetBlue Airways to improve business operations and decision-making. The implementation began in April 2011 and was completed in February 2014. It included 6 phases: project preparation, requirements specification, systems development and testing, realization, final preparation, and go-live support. The project centralized operations on a single ERP system to eliminate issues from outdated software and better integrate technology as the company grew.

1. Optimum Solutions Consultants
JetBlue Airways Implementation Project

2. Project Objective:
This project is to successfully, implement an ERP system (mySAP) powered by the
SAP NetWeaver™ platform for this particular client (JetBlue Airway). The
commissioned date to start was on April 04, 2011, and completed by February 19,
2014. The implementation of this ERP system will help the client achieve the
business agility it needs and eliminate obstacles of technology integration as the
company grows. It will also help with the improvement of Customer Relationships
and a more efficient relationship with their vendors.
Yet more importantly, business operations will show a decrease in time and
expense, while at the same time allow better decision-making process with fewer
errors.

3. JetBlue Airways Corporation
 JetBlue is one of the nation's leading low-cost airlines and is based out of
New York's JFK Airport.
 JetBlue flies up to 600 flights a day to 63 cities including all three NYC
airports. In five years, the company has become the biggest airline
serving JFK and specializes in non-stop trips from New York to the West
Coast and Florida.
 They established the idea of bringing humanity back to air travel and
strive to make every part of the passengers experience as simple and as
pleasant as possible.

4. JetBlue’s Situation
 On February 14, 2007, a JetBlue flight from John F. Kennedy
International Airport to Cancun, Mexico was delayed on the ramp in a
snowstorm, keeping passengers on the plane for nearly nine hours.
Throughout that day, at least nine other JetBlue aircraft were also
stranded on the tarmac, keeping the passengers all on board. Four days
later, JetBlue was still not operating normally, canceling nearly all
flights using Embraer 190 aircraft.
 Most of the problems were related to staffing issues. JetBlue, which
books 80% of its tickets online, did not have enough reservations
agents on its toll-free line to handle all of the rescheduling.
 At Kennedy Airport, there was not enough trained staff to work on
rebooking.
 And the unit in charge of locating pilots and flight attendants and
assigning them to their next flight was overwhelmed.

5. ERP Project Phases
 Initiation
 Project planning
 Analysis and Process design
 Realization
 Transition
 Operations from “go live” to support

6. Phase 1
Project Preparation (Initiation):
 Team prepares for a kick-off meeting, and undertakes
planning and preparation of Study Development, Testing,
Approval, and Implementation.

7. Phase 2
Systems Requirement and Specification and
Business Blue Print (Project Planning)
 workshop is conducted with key stakeholders to define
project objective, scope time schedule etc.

8. Communication plan
Audience Content Event Responsible Medium
Client/Customers
Projectoverview(basic
understanding,highlevel
timeline)
toinclude successes/issues.
Regularly-scheduledteam
meetings(1/mo);
And asneeded
Projectmanager
• Face-to-face;
• Phone;
• Email.
Vendors/suppliers
Anupdateon deliveryof
equipment& service
progress.
Daily/weekly Productmanager • Phone
• Face-to-face
ProjectSteeringTeam
Policy-relatedissues;
Projectprogress.
Regularly-scheduledteam
meetingsandasneeded.
Projectleader& taskleader • Face-to-face;
• Email.
InternalStakeholders
Projectoverview&
progress.
Projectdeliverables
weekly Projectleader • Face-to-face;
• Email.

9. Risk & Quality Issues
Quality Objectives Quality Planning Quality Control Quality Assurance
Identify the work (tasks,
dependencies, and
deliverables), effort
(hours), schedules (start
and end dates) and
resources (people,
equipment, and funding)
required to meet the
specified objective.
According to
specifications and
standards
Deliverable Reviews and
Acceptance Process
Ensuring the project
methodologies, standards
and controls are
appropriate and
reasonable for the project
environment.
Establish a baseline
against which to measure
progress.
On time/within Budget Project Quality Review. Saphire IV & V
(Independent Verification
and Validation) Plan
Software development SDLC SDLC SDLC

10. Project Objectives
• Implementation of enterprise software
• Ensure the software meets the needs for each level of user.
• Centralize ERP system.
• Eliminate current (outdated) software.
• Train the 8000 employees for their level of software.
• Determine the best possible solution for sustaining pending
the completion of the project.

11. Tools & Technology
• SAP ECC 5.0® Human Capital Management;
• SAP NetWeaver Portal;
• Performance Management (Objective Setting and
Appraisals);
• Enterprise Compensation Management;
• E-Recruiting 6.00;
• Worklogix Accelerated Suite for Performance
Management and Enterprise Compensation.

12. Budget/Cost Structure
• Software licenses for 8000 users $20,000
• Maintenance for the software
• Hardware (server) ---------
• Maintenance on the hardware ---------
• Hardware (workstations) annual cost: $ 15,000
• Infrastructure annual cost: $ 25,000
• Changes to software
• Interfaces to several systems
• Data conversion (from old to new system)
•

13. Phase 3
Systems Development and Testing :
• Creation of Database, Input and Interface Forms and Queries.
• Programs are written as per business process requirement as
defined in the Business Plan.
• Each module is tested and views of the client are noted.

14. Phase 4
Project Realization
• Implementation of the entire business process
requirement as per the Business Blue Print.
• Holding of integration test and designing of end
user documentation.

15. Phase 5
Final Preparation (Transition):
• Covers user and administrator training, system
management, activities to finalized go-live readiness.

16. Phase 6
“Go-live” and support
• Moving the project from project orientation and pre-production
environment to live production operation.
• Key elements include setting up production support, monitoring
systems transaction and optimization of overall systems
performances as well as the completion of all documentations.

17. Lessons learned?
“Every wrong decision is in fact a correct
decision but taken at a wrong time so my
friends don't regret... don't stop... keep
walking ahead.”

18. Thank You for your time…..