Organizational Factors Affecting Successful Implementation of Decision Support Systems: the Case of Fuel Management System at Delta Air Lines

Abstract

Decision Support Systems development and implementation requires substantial organizational time and effort with several factors contributing to DSS success. This paper presents a framework for evaluating the organizational factors that can lead to project continuance, delay and/or abandonment. A case study of a large scale DSS, Fuel Management System (FMS) at Delta Air Lines is presented and its implementation is evaluated in the context of this framework. The research case provides insight into organizational issues relating to the implementation of DSS project. The DSS, although successful, was delayed primarily due to the lack of organizational direction and clarity. The paper articulates conclusions and implications for managing DSS projects more effectively.

Keywords:

• DSS Development
• DSS Implementation
• DSS Evaluation
• Organizations Factors
• Information Technology
• Airline Industry

Additional information

Notes on contributors

Babita Gupta

Dr. Babita Gupta is an assistant professor of Management Information Systems at California State University Monterey Bay. She obtained her doctorate from The University of Georgia in 1995. Her research interests include Knowledge Management, Decision Support Systems, Expert Systems, Group Support Systems, Data Mining, Artificial Neural Networks and Parallel Network Optimization. Her research has been published or forthcoming in Journal of Computing and Information Technology and Industrial Management and Data Systems.

Hamid R. Nemati

Dr. Hamid Nemati is an assistant professor of Information Systems at Bryan School of Business and Economics at the University of North Carolina at Greensboro. He has also served on the faculty of College of Business Administration at Georgia State University. He received his Doctorate degree from the University of Georgia, and he also holds a B. S. and M.B.A from the University of Massachusetts. His research and publications are in the areas of Decision Support Systems, Data Warehousing, Data Mining and Knowledge Management.

James D. Harvey

James Harvey was a Senior Analyst in Delta Air Lines’ Fuel Purchasing Department when this paper was originally written, pursuing his MBA at Georgia State University’s part-time program. His responsibilities included hedging Delta’s significant jet fuel price risk exposure as well as other financial analysis. In addition, he participated in the development and early implementation stages of the Fuel Management System. He graduated in June 1997 and is currently working for an energy marketing firm in the Southeast, trading electricity in deregulated markets.