The client had developed a process for planning and managing a global portfolio of IT projects. The client CIO asked DSG to review the process from an external, leading practice perspective to identify areas where it could be improved. The client wanted DSG to focus on two specific areas: initial portfolio planning and ongoing portfolio performance monitoring.

DSG assessed the portfolio management process utilizing a more effective methodology. A report containing: a definition of portfolio management to contextualize the review; a SWOT analysis of the client organization's process when compared with external examples of leading practice; and a specific method to critically review processes were accepted by client.

Client was experiencing significant errors in its operational reports and needed an assessment to understand how to better collate information, cleanse data and create scenario models for improved planning and executive decision support. Ad hoc reporting from databases that represented ‘one source of the truth’ was a critical request by the client.

The team developed  database to consistently produce various ad hoc reports as requested by CFO, CAO and Investors; reconstructed the general ledger to enable robust analysis of critical balance sheet accounts (Cash, AR, Inventory, Fixed Assets, Revenues, Expenses) worked with the FP&A team to load and reconcile budget and forecast data on a monthly basis for on-going analytics; reconciled variances in historical financial data between hotel operations sources and consolidated financial reporting.