Technology Project Management

Mid-West Native American Casino Organization with multiple properties

Situation

This seven property Tribal casino operator scheduled the re-opening of two older, smaller properties along with two new ones within two weeks of each other, which included their first hotel. The effort was made more challenging by the fact that they had a small IT organization, no formal project management experience and no previous hotel operations experience. With a mere 3 months before the openings, the organization needed someone to assume the IT project manager role while back-filling the void left by the recently departed CIO.

Approach

WhiteSand stepped up to the challenge dedicating a team to rapidly assess gaps in IT capabilities, resources, and infrastructure in context to the new property openings and day-to-day IT operations. WhiteSand then provided a roadmap for achieving the IT portion of the new property opening goals including detailed project plans and supporting logistics. A WhiteSand team was deployed to lead the effort and simultaneously assume the role of interim CIO.

Working closely with vendors, management, operations, construction and IT staff, WhiteSand provided the leadership, expertise, governance and collaboration needed to position the projects and the IT organization for success.

Results

Both casinos opened on-time and on-budget, as planned, to the delight of senior management and Tribal leadership. In addition, WhiteSand provided the guidance and detailed planning needed to re-calibrate the IT organization, prioritizing their project portfolio of over 50 IT projects and allowing the new CIO to hit the ground running. WhiteSand fostered a smooth and seamless transition by remaining in the interim CIO role until the new CIO could assume the reins.