Background

1

• Background
• Technology
• Portfolio Management

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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 Additi
onal Gaming Additional Food Beverage
(FB) Additional Retail
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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
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Mohegan Suns Loyalty Program The Players
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
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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
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Complexity of Integration
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Information Systems Project Portfolio Management
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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
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Governance The IS Steering Committee
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• 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

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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
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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 (HighMediumLow)
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• Mohegan Suns 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

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• Mohegan Suns 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

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Project Portfolio
Cross Referenced the Strategic Initiatives to the
project requests
Strategy
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5
Projects
A
XXX
XXX
B
XXX
C
XXX
XXX
D
XXX
XXX
E
XXX
XXX
XXX
F
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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
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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
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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
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Thank You