background technology portfolio management. background/history owned by mohegan tribe of indians...
TRANSCRIPT
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
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
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
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
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
Vendor: MicrosAppl: 9700Funct: Point of Sale
Vendor: AgilysysAppl: SMSFunct: Purchasing & Inventory Control
Vendor: AgilysysAppl: LMSFunct: Hotel Mgmt
Vendor: SSA GlobalAppl: InfiniumFunct:Financial, HR and Payroll Systems
Vendor: ACSCAppl : CMS &SMSFunct: Casino Mgmt
Patron Points
Patron Points
Purchase OrdersProject Acctg
Inventory Items
Sales
Casino Revenues & Expenses
Vendor: GHSAppl: Gas StationFunct: Convenience Center Sales
Vendor: Custom DevelopedAppl: RPOSFunct: Point of Sale - Tenants
Complexity of Integration
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
Governance
The IS Steering Committee
IS Strategic Plan:
1. Enhance Marketing Systems
2. Improve Efficiency in Business Processes
3. Application Integration Flexibility and Efficiency
4. Invest in Leading Edge Technologies
5. Develop a World Class IT Organization
IS as an Investment Portfolio
INFORMATIONAL STRATEGIC
TRANSACTIONAL
INFRASTRUCTURE
Increased controlBetter InformationBetter IntegrationImproved quality
Increased salesCompetitive advantageCompetitive necessityMarket positioning
Business integrationBusiness flexibilityReduced marginal cost of ISReduced IS costs standardization
Cut costsIncrease throughput
Source: Weill & Broadbent “Leveraging the New Infrastructure: How Market leaders capitalize on IT.” Harvard Business School Press 1998
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)
Mohegan Sun’s Top 20 Priorities
As of March 9, 2006
1. Monthly Promotions
2. ACSC Modifications
3. CRM
4. Test Automation for App Upgrades
5. 100% TITO and High Availability
6. ACSC Upgrade to v 3.1.6
7. Data Warehouse
8. SOX Application and General Controls
9. CMS Transition
10. MindPlay
Mohegan Sun’s Top 20 Priorities
As of March 9, 2006
11. Customer Portal
12. Enterprise Call Quality
13. MMS Upgrade to v 3.0
14. Cognos Financial Upgrade
15. IS Time Tracking
16. MS Credit Card Processing Conversion
17. Policy Document Management
18. Identity Access Management
19. SAN Infrastructure Extensions
20. Mimix Optimization
Cross Referenced the Strategic Initiatives to the project requests
Project Portfolio
Strategy
1 2 3 4 5Projects
A
B
C
D
E
F
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XXX XXX
XXX
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Strategic Initiatives Investment Portfolio Alignment
Infrastructure = 23%
Transactional = 61%In
form
atio
nal =
5% Strategic = 11%
Relative to all initiatives, % of people and other $’s required to support specific initiatives
Project PortfolioBenefits:
- 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
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
Project Portfolio
Thank You