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Background Technology Portfolio Management

Background Technology Portfolio Management. Background/History Owned by Mohegan Tribe of Indians Opened in October 1996 with what is now Earth Casino Managed through a joint venture between Sun International Hotels and Waterford Hotel Group called Trading Cove Associates

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Background Technology Portfolio Management

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  1. Background Technology Portfolio Management

  2. Background/History Owned by Mohegan Tribe of Indians Opened in October 1996 with what is now Earth Casino Managed through a joint venture between Sun International Hotels and Waterford Hotel Group called Trading Cove Associates Management Contract bought out in 1999 – now operated by the Tribe via Mohegan Tribal Gaming Authority (MTGA) Project Sunburst announced in 1999 Hotel/Convention Arena Additional Gaming Additional Food & Beverage (F&B) Additional Retail

  3. For the Fiscal Year Ending Sept 2005 (in millions of dollars) Gaming Revenues $1,202,196 Non Gaming Revenues $ 254,557 Gross Revenue $1,456,753

  4. Mohegan Sun’s Loyalty Program – The Player’s Club One point equates to one dollar Points are earned for gaming play Points are immediately available for use Points can be used in all casino venues Think of a checking debit account

  5. Example – a player has 150 points They can: Pay for a $130 meal at a restaurant – balance of 20 points Pay for $180 worth of jewelry Split tender – 150 points; $30 in cash or credit card Buy $40 of gas – balance of 110 points Pay for a hotel stay of $150; balance of 0 points

  6. Complexity of Integration

  7. Information Systems Project Portfolio Management

  8. Governance Specifying the decision rights and accountability framework to encourage desirable behavior in the use of Information Technology (IT). Center for Information Systems Research - MIT

  9. Governance The IS Steering Committee

  10. IS Strategic Plan: • Enhance Marketing Systems • Improve Efficiency in Business Processes • Application Integration Flexibility and Efficiency • Invest in Leading Edge Technologies • Develop a World Class IT Organization

  11. IS as an Investment Portfolio Increased control Better Information Better Integration Improved quality Increased sales Competitive advantage Competitive necessity Market positioning INFORMATIONAL STRATEGIC Cut costs Increase throughput TRANSACTIONAL Business integration Business flexibility Reduced marginal cost of IS Reduced IS costs standardization INFRASTRUCTURE Source: Weill & Broadbent “Leveraging the New Infrastructure: How Market leaders capitalize on IT.” Harvard Business School Press 1998

  12. Criteria Used to Rank Strategic Initiatives Regulatory Requirement Mgmt./Tribal Mandate Return on Investment Customer Service Improvement Provides a Competitive Edge Creates Stability or Integrity with Operating Environment Supports Multiple Department Needs Each Long-term, and Short-term strategic goal must be evaluated and prioritized against the established criteria Solves/Cost/Timeliness/Fits/Leverage (High—Medium—Low)

  13. Mohegan Sun’s Top 20 Priorities As of March 9, 2006 • Monthly Promotions • ACSC Modifications • CRM • Test Automation for App Upgrades • 100% TITO and High Availability • ACSC Upgrade to v 3.1.6 • Data Warehouse • SOX Application and General Controls • CMS Transition • MindPlay

  14. Mohegan Sun’s Top 20 Priorities As of March 9, 2006 • Customer Portal • Enterprise Call Quality • MMS Upgrade to v 3.0 • Cognos Financial Upgrade • IS Time Tracking • MS Credit Card Processing Conversion • Policy Document Management • Identity Access Management • SAN Infrastructure Extensions • Mimix Optimization

  15. Project Portfolio Cross Referenced the Strategic Initiatives to the project requests Strategy 1 2 3 4 5 Projects A XXX XXX B XXX C XXX XXX D XXX XXX E XXX XXX XXX F

  16. Strategic Initiatives Investment Portfolio Alignment Informational = 5% Strategic = 11% Transactional = 61% Infrastructure = 23% Relative to all initiatives, % of people and other $’s required to support specific initiatives

  17. Project Portfolio Benefits: - A structured methodology was used rather than the “squeaky wheel” method. - Participation by our customers - All things known to all involved - Provides a method to follow in managing change i.e. Budget management & “new work” management - Obtained budget approval during economic instability

  18. Project Portfolio Disadvantages: A perceived reluctance to request new work or change the plan because of the formality and extent of work that went into our project portfolio

  19. Thank You

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