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4H0-002 exam Dumps Source : Hyperion Essbase 5 Certification

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Test denomination : Hyperion Essbase 5 Certification
Vendor denomination : Hyperion
: 190 actual Questions

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With the mixing of Hyperion efficiency Suite and SAP BW, Hyperion and SAP purchasers can now view facts from varied statistics sources in Hyperion’s handy-to-use, customized dashboards, extending their Hyperion and SAP solutions. Dashboards supply a graphical screen of performance recommendation spanning fiscal and operational measures, giving clients the suggestions they necessity to monitor and control company effects. Hyperion and SAP client, Maxxium international – international revenue, advertising and distribution community for premium brands of wine and spirits – says that the combination of Hyperion and SAP products will assist maximize the enterprise’s business software investments.“both Hyperion and SAP are key to their long-term company and IT suggestions,” pointed out Eelco Spiker, manufacturer Consolidation manager at Maxxium international. “This prolonged relationship will advocate us profit even more suitable cost out of their latest investments, and offer us powerful unusual question and reporting capabilities for their SAP techniques.”The Hyperion performance Suite – constructed from Hyperion Intelligence and Hyperion SQR – along side Hyperion Essbase, offers the company intelligence groundwork for Hyperion’s business efficiency administration options. Hyperion Intelligence 8.2, which delivers powerful ad hoc query and evaluation, efficiently accomplished the certification checks for SAP BW, reaching “certified for SAP NetWeaver” fame. Hyperion SQR eight.2, which gives award-profitable, presentation-great stories, has been licensed for mySAP company Suite.

together, Hyperion options and SAP NetWeaver will permit clients to:

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  • “the integration of their effortless-to-use business intelligence solutions with SAP NetWeaver is significant to valued clientele who are looking to extract the optimum value from the counsel that drives their businesses,” talked about John Kopcke, CTO for Hyperion. “The continuing relationship between SAP and Hyperion will aid customers extend the value of company performance management and BI to personnel in bar not any corners of the enterprise whereas maximizing scalability and performance.”For the closing two years, Hyperion SQR has been honored as a “Gold megastar Winner” of the SAP FAQ annual contributors selection amend 25 tools and expertise award. The SAP FAQ, the more than 15,000 member community made out of the leading SAP experts, selected Hyperion SQR as a product that had the “foremost advantageous own an repercussion on” on SAP R/three and mySAP enterprise Suite implementations.

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    LAS VEGAS--(enterprise WIRE)--interRel Consulting is disdainful to broadcast the free up of the very first e-book on Oracle Hyperion Planning for administrators, contemplate Smarter Than you are with Oracle Hyperion Planning: An Administrator's ebook as a allotment of their #1 selling Hyperion e-book series, contemplate Smarter Than you are With Hyperion. The ebook might subsist officially unveiled on the 2010 Collaborate conference in Las Vegas, NV on Monday, April 19, 2010. This publication can subsist purchasable to buy on the Collaborate bespeak belt during the convention and on interRel’s website at www.interrel.com. Their different most effective-promoting books, look to subsist Smarter Than you're with Oracle Hyperion Planning: An conclusion consumer’s ebook, contemplate Smarter Than you are with Essbase eleven: An Administrator’s e bespeak and contemplate Smarter Than you're With sensible View and Essbase 11: An conclusion user’s e bespeak will also subsist purchasable for buy on the Collaborate bookstall and their website.

    After countless requests from their loyal reading public and customers who are looking for interRel’s unquestionable talents in the Hyperion area, we've completed the primary ever publication available on Oracle Hyperion Planning for administrators. In October of 2009, at the Oracle OpenWorld conference, interRel released the primary ever booklet on Oracle Hyperion Planning selected for cessation clients. as the market leading budgeting and forecasting answer, Oracle Hyperion Planning gives effective planning capabilities over the internet and in Microsoft Excel. This e-book is your key to unlocking the realm of Planning from an administrator point of view, guiding you through the fine details of Planning on your quest for better budgeting and forecasting, which in flip ends up in better enterprise performance.

    providing their loyal reading public the chance to remain ahead of the curve, the content spans an introduction to Oracle Hyperion Planning and the passage to connect, a passage to blueprint over the net, how to build a Planning application from start to finish, the steps to manipulate and administer Planning purposes, tips, tricks and design superior practices for Planning and its underlying Essbase databases. This booklet is your key to unlocking the realm of Planning from an administrator viewpoint, guiding you in the course of the bits and bobs of Planning on your quest for more advantageous budgeting and forecasting.

    the belt to purchase

    at the moment, the simplest vicinity to buy these books is directly via their writer at Lulu.com. if you're attending the Collaborate 2010 conference, the books may subsist available on the market at the Collaborate bespeak shop. approach meet the authors of their surest-selling e-book collection, Edward Roske and Tracy McMullen, on the Collaborate bookshop signing on Tuesday, April 20, 2010 from eleven:30-12:00pm.

    About interRel Consulting

    again-to-returned winners of the Oracle EPM & BI companion of the 12 months, interRel Consulting develops Oracle EPM and Hyperion options on time, below finances and with complete attention to exceptional. interRel gives implementation consulting, on-web site & lecture room practicing, internet-based & telephone assist, and infrastructure consulting to shoppers starting from the global 500 to mid-size companies as well. domestic to two Oracle ACE directors and an Oracle ACE, interRel has posted a brace of books on Hyperion below the “appear Smarter Than you are” collection. interRel has additionally been mentioned by using Inc. journal in 2008 and 2009 as being one of the vital quickest starting to subsist companies in america. For greater assistance, gratify seek recommendation from www.interrel.com.

    About Collaborate 2010

    For the fifth consecutive year, the unbiased Oracle users community (IOUG), the Oracle purposes users neighborhood (OAUG) and Quest overseas users group (Quest) associate forces to host the main expertise and purposes discussion board for the Oracle neighborhood. COLLABORATE 10 is designed to assist clients of the total family unit of Oracle company purposes and database technologies profit more advantageous value from their Oracle investments. Created by means of and for users, COLLABORATE 10 presents an authority blend of consumer-to-client interplay and insights from technology visionaries and Oracle strategists. illustration at COLLABORATE 10 will consist of Oracle clients, answer providers, consultants, developers and representatives from Oracle service provider.


    4H0-002 Hyperion Essbase 5 Certification

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    4H0-002 exam Dumps Source : Hyperion Essbase 5 Certification

    Test Code : 4H0-002
    Test denomination : Hyperion Essbase 5 Certification
    Vendor denomination : Hyperion
    : 190 actual Questions

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    Starting Online Training on Oracle Hyperion ESSBASE @maxmunus technology , INDIA | killexams.com actual questions and Pass4sure dumps

    HI , They starting unusual online training batches on ORACLE HYPERION ESSBASE. Kindly contact us to join.Oracle Hyperion EssbaseOracle Hyperion Essbase is the most advanced fiscal analytical processing software in the market. Oracle Essbase is a flush environment to develop effective enterprise performance management applications and fiscal custom analytic reports. Oracle Hyperion Essbase can manipulate data directly in the spreadsheet, via pre-formatted reports, or a powerful ad hoc graphical interface, so that the business users can easily access the data they necessity to obtain more profitable decisions.Essbase is widely considered to subsist the industry leading OLAP (On-Line Analytical Processing) server. Built on a real-time analytic infrastructure, Essbase provides BI and EPM users the faculty to quickly dissect and dissect data through an intuitive interface. Essbase end-users own multiple options for interacting with data including Microsoft Excel, Hyperion fiscal Reporting and Hyperion Web Analysis. By bringing Essbase together with other Oracle applications, users will find broad advocate for demanding business requirements. Breaking down large datasets, working with best-case/worst-case scenarios, forecasting multi-line expenses, and reporting variance analysis is now at your fingertips. Essbase ultimately allows end-users to interact and dissect real-time data through an integrated, rapid-response, and secure environment.


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    Budgeting in the actual World | killexams.com actual questions and Pass4sure dumps

    Exotic Newcastle Disease, one of the most infectious bird diseases in the world, kills so swiftly that many victims die before any symptoms appear. When it broke out in Southern California two years ago, it could own spelled disaster for the San Diego Zoo.

    “We own one of the most valuable collections of birds in the world, if not the most valuable,” says Paula Brock, CFO of the Zoological Society of San Diego, which operates the zoo. As status authorities ordered the slaughter of millions of chickens, and federal agents went door-to-door killing household parrots and other feathered pets on the spot, keeping the disease out of the zoo and its nearby Wild Animal Park became an colossal unbudgeted expense.

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    Bird exhibits were shut to the public for several months (the disease, which is harmless to humans, can subsist carried on clothes and shoes). The tires of arriving delivery trucks were sanitized, as were the shoes of anyone visiting the zoo’s nonpublic areas. Zookeeper uniforms had to subsist changed and cleaned daily. And ultimately, the zoo, with $150 million in revenues, spent almost half a million dollars on quarantine measures in 2003.

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    Budget reforecasting is nothing new. (The San Diego Zoo’s annual static budget was behind the times before Brock took over as CFO in 2001.) But the reaction of the zoo’s staff shows the benefits of Brock’s immediate efforts to link strategy to the process. It’s a paddle long touted by consultants as a key passage to ameliorate people’s involvement in budgeting.

    “To withhold your company on a path, it has to own some kindhearted of map,” says Brock. “The budgeting-and-planning process is that map. I cannot imagine an organization fervor in control if it didn’t own that sort of discipline.”

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    When CFO magazine examined the status of corporate budgeting and planning (B&P) seven years ago, the only common ground between finance and operating units was that they bar not any hated the process. Line managers saw B&P as an extraneous and time-consuming data-entry project. It was equally cumbersome for finance departments, which distrusted the results. And both sides despised the ensuing numbers negotiations, which tended to reward the most politically savvy hagglers.

    Back in 1998, the consultants’ common prescription for fixing B&P was threefold: simplify it, partake the information widely, and link it tightly to strategy. Technology helps, but the key to success is making people accountable.

    Finding a heal hasn’t been easy. But the splendid news, as the San Diego Zoo demonstrates, is that the prescription applies to companies and organizations of bar not any sizes. Seven years ago, only a handful of large companies dared embark on what experts termed “the ultimate reengineering project.” And although the fixes vary, one thing is clear: “Companies of bar not any kinds are doing a better job of getting line managers, whose decisions drive spending and revenue, to participate willingly in the process,” says The Buttonwood Group LLP’s Lawrence Serven, who wrote CFO’s 1998 survey and helped design the current one.

    That buy-in has had a stagy effect. Today, according to CFO’s survey of 260 finance executives, almost half (47 percent) believe most employees are completely satisfied with the B&P process, compared with just 16 percent who thought so in 1998. And the number who protest the value of the B&P process clearly outweighs the cost in time and pains has also increased, from 47 percent to 65 percent.

    That’s not to protest Corporate America has tamed the budgeting beast. “It’s noteworthy to contemplate progress, though perhaps with the mountain of articles and seminars and software offerings over the years, they would anticipate to subsist even further ahead,” says Serven. For one thing, he warns, “this more favorable view of B&P is not necessarily the result of improved reliability.” Indeed, perceived reliability has fallen somewhat: on a scale of 1 to 4 (where 1 is “Not at all” and 4 is “Completely”), CFOs gave the process a 2.9 for reliability in 1998 versus just 2.5 today.

    Moreover, politics soundless dog the process. Even today, a majority of respondents told CFO that office politics had some influence. “The politics are always going to subsist there,” says Serven. But as the technology has improved, he adds, it has helped companies achieve certain basic best practices, such as identifying the key drivers of the business and attaching long- and short-term targets to those drivers. “Transparency [on those issues] goes a long passage toward reducing the politics.”

    That selfsame transparency has also allowed companies to successfully obtain the link between process and strategy. The result? “People working on a budgeting process that is clearly guided and focused by strategic initiatives expend less time arguing about extraneous details and more time focusing on stuff that matters,” says Burke Willis, exercise director of fiscal management at benchmarking difficult APQC. A recent APQC study shows that the median number of days it takes to prepare the annual budget — a major source of frustration for bar not any concerned — is lower for companies that align their blueprint with strategy numbers (63 days) than for those that carry out not (80 days).

    Linking Strategy to Budgeting

    A case in point is the San Diego Zoo. When Brock, a veteran of KPMG and ITT, arrived, the strategic blueprint had no input from finance whatsoever. The zoo’s goal is to become “a world leader in connecting people with wildlife and conservation.” But there was no connection between that goal and the zoo’s resources, even though the latter were improving (revenues own increased from $100 million to $170 million over the past 10 years). “There was a 10-year blueprint in a narrative sense, but not in terms of how they were going to obtain it chance financially,” she recalls. In 2002, she revamped the strategic blueprint to incorporate a fiscal plan.

    Budgeting, meanwhile, was an annual low-level department exercise, with no midyear updates. “That gap [between high-level strategy and budgeting] had to subsist bridged,” she says, a goal that “had to subsist understood at the highest levels of the organization, but also sold to the lowest levels.”

    That required a sensitive paw with the zoo’s scientists and animal keepers. “You don’t want to overload your professionals with something they perceive to subsist bureaucratic number-crunching,” she says. “On the other hand, nobody knows that side of the business better than they do.” Six months into the job, Brock rolled out software by Timeline Inc. to haul data from the common ledger, and created templates for 145 departments. She limited the number of budget items in each department’s report, however, and offered extensive training. “A keeper in a primate exhibit doesn’t own many things on the list — but nobody knows that list better,” says Brock. Better yet, she adds, department heads now own an improved understanding of the collective repercussion of their decisions. A splendid B&P process, she explains, “by its very nature creates sound discussions and buy-in.”

    As APQC’s Willis suggests, it also speeds the process. Each department now does a near and reforecast within 7 to 10 days of the cessation of each month, and Brock is now working on a 13-month rolling forecast that will near the timing gap between the budget and the 10-year strategic plan, which is refreshed annually.

    Making positive budgets are linked to overall strategy is essential, whether the organization is the not-for-profit Zoological Society or the world’s largest software company. Microsoft Corp., with 60,000 employees in 99 countries, tackles B&P on a much larger scale. But Marc Chardon, CFO of the company’s Information Worker business group, says Microsoft also has processes to ensure that the budgets of its seven businesses are based not only on their own product-development strategy, but also on corporate strategy.

    At first blush, that would look to subsist an colossal challenge. Indeed, Microsoft formally converted its various engineering operations into seven part businesses about two and a half years ago, in allotment because centralization had proved too unwieldy. Another problem was that those engineering groups — which produced Microsoft software — had no direct responsibility for sales, and so were “more focused on product than revenue,” observes Chardon. Distributing the once-independent province sales force into the P&Ls of the groups “made the matrix more complex,” he says, “but made the [business group] CEOs more accountable.”

    At the time of the reorganization, then-CFO John Connors also proposed that each business group own its own CFO who would subsist amenable for that group’s strategy, business modeling and planning, and analysis of market performance and operating expenses. (CFO duties such as treasury, tax, investor relations, and corporate compliance remain centralized.)

    Yet the “paradox” of running a company of Microsoft’s size, says Chardon, is figuring out the birthright balance between businesses that are returning cash (such as the Information Worker business) and those that are considered investments (such as Home and Entertainment). Such trade-offs even exist within each business, so that B&P “is birthright on the cusp” between centralization and decentralization.

    To integrate the process, each business reviews its strategy, proposed changes, and investments at the cessation of every second fiscal quarter with CEO Steven A. Ballmer. The third quarter begins with a “deep midyear review” that examines operational trends by geography, business lines, and channels. And based on this “bottom-up view of what the next 18 months might contemplate like,” says Chardon, the corporate office begins setting targets for each group. That process, he says, “basically culminates in a conversation between [Ballmer] and each business group CEO about the ambition for the next year. And that ambition frames the budgeting process.” Only then does the actual budgeting — roughly an eight-week pains — launch at each of Microsoft’s businesses.

    Less Is Always More

    Of course, the simpler the budget, the easier it is to tie to strategy. Companies own had a surprisingly difficult time accepting that less is more, but those that carry out often contemplate stagy results. Such was the case at Erickson Retirement Communities. “We’d try to load the data into their ERP, and a third of the spreadsheets would bag kicked out because something was wrong,” recalls Craig Erickson, vice president of fiscal planning and analysis at the private, family-controlled company.

    But when new, Web-based budgeting software was introduced in 2002 (in this case, Hyperion Planning and Essbase XTD), the project manager resisted the temptation to simply replicate the existing spreadsheets. Instead, the budget itself was revamped to capture less detail.

    “That was a stagy process change,” says Erickson. About 90 percent of the participants at 11 different retirement communities now expend the selfsame basic 15 accounts. “Before, their dining departments would probably budget 50 different accounts — amount of frozen fish, fresh fish, baked goods, and so on,” he says. “All they really keeping about is what the food cost per meal.”

    Likewise, the company replaced more than 20 position types in the dining department’s labor budget with just four categories: a low-paid and high-paid category for both hourly and salaried workers. Instead of looking at 20 specific positions, says Erickson, the company now measures the number of full-time employees (FTEs) needed to advocate 100 residents. “A metrics focus is now driving the budgets: when you own 900 residents, you should own X number of FTEs,” he says.

    In both cases, the result was less drudgery and better metrics for comparing communities. (It takes an middling of seven years for each retirement community to attain a ripen flat of 2,500 residents.) Once the unusual system was in place, says Erickson, it quickly became evident that one campus with 900 residents was paying 25 percent more per meal than another of the selfsame size. “Our expend of metrics allowed us to contemplate that this was entirely due to staffing ratios. The passage they were budgeting before, they couldn’t contemplate that, because everyone’s head was in the details,” he says. “Our budgets were very precise. But that didn’t involve they were accurate.”

    Making Managers Accountable

    “Simplification also leads to greater accountability,” observes Serven, adding that “there are fewer places to hide.” Indeed, performance reviews at Erickson Retirement Communities reckon heavily on whether managers exceeded the middling performance metrics for their size facility, though equal weight is also given to resident- and employee-satisfaction surveys. “In the past, managers had a tendency to pad their budgets a bit so they would subsist likely to approach in under budget,” says Erickson. “With a metrics-based comparative approach, someone who tries to pad their budget is essentially saying, ‘I cannot execute at the selfsame middling flat as my peers.'”

    Consultants own been suggesting for years that greater accountability can ameliorate the effectiveness of the B&P process. In 1998, only one-third of respondents told CFO that senior and mid-level managers were held visibly accountable for achieving the plan. Today, 60 percent protest that is the case.

    “The immediate availability of current data drives greater accountability throughout the organization,” observes Greg Bozigian, director of fiscal planning for Carnival Corp.’s Princess Cruises and Cunard brands, referring to the company’s Web-based Cognos planning tool. “All senior executives own access to their managers’ data and can view their subordinates’ latest forecasts and submissions at the paw of a button.”

    During review meetings, says Bozigian, when executives and managers gather together, plans can subsist projected onto a screen, providing far more than just visibility. “If an operator’s [forecast] numbers are not in line with actual trends, or the operator cannot provide adequate justification for the current projection,” he says, “senior executives can change the numbers on the spot. On many occasions, we’ve changed budgets and forecasts in review meetings.”

    Accountability can also subsist tailored to reflect corporate priorities. Two years ago, Hudson Advisors, a Dallas-based commercial mortgage servicer and real-estate asset-management firm, decided that IT expenses were so significant that each department’s IT budget and expenditures would subsist tracked by a special sub-budget in the firm’s Hyperion Planning system. While fiscal results are reforecast quarterly, IT spending is tracked, reforecast, and reported monthly by department, says chief information officer Janis O’Bryan. “Now everyone individually feels empowered by their forecast,” she says.

    Software Helps

    As the experiences of these companies suggest, unusual software systems can advocate an improved budgeting process, particularly by sharing consistent information. For example, enterprisewide software helps ensure that every division’s budget is based on the selfsame assumptions. Princess Cruises uses its software to roll out standardized assumptions for interest rates, foreign exchange, fuel costs, and so on.

    But the greatest contribution of software packages is their automation capabilities — the faculty to free up more time for fiscal analysis by speeding data-collection efforts, and affecting the management of that data out of loosely controlled spreadsheet environments (though many soundless strive to contemplate infatuation spreadsheets). According to an APQC benchmarking survey, companies that reckon heavily on spreadsheets typically acquire 30 days longer to complete their budgets than those that don’t.

    Nonetheless, spreadsheet expend remains widespread. Some 67 percent of respondents to CFO’s survey protest that, apart from spreadsheets, their companies carry out not expend any enterprise or budgeting software. Relying on spreadsheets, however, means that on average, CFOs expend a third of their time inputting, validating, and correcting blueprint or budget data, while those with enterprise B&P systems expend a quarter of their time on such tasks.

    At AAA Life Insurance Co., the percentage was even worse. Says CFO Jay DuBose, “We were spending 80 to 85 percent of their time making positive the spreadsheets were in sync and 15 to 20 percent analyzing the data.” DuBose is set to roll out a unusual Cognos system next month to fix the problem. And then you own to add in the wasted reconciliation time, says Clint Allen, Princess Cruises’s manager of fiscal planning. “You’d forward your files out, wait to bag your data back, and then lose a week or two just to aggregate it in a form that was useful.”

    That time is now spent more productively since the company replaced spreadsheets with a unusual B&P system. Says Bozigian, “What has changed is the time they can expend on analysis. Qualitative analysis has definitely increased.”

    The Tie that Binds

    The next goal: to augment companies’ comfort with their B&P improvements, says Serven. Only then will they subsist able to tie compensation to the process, the ultimate test of accountability. “That was the final mile seven years ago, and it soundless is,” he says. Companies want assurance that they own identified the birthright drivers, the targets they own set are attainable, and the projects they own developed to hit those targets will carry out so. puny wonder, he says, that tying B&P to compensation will acquire “a brace more years.”

    That’s not to protest no one has attempted it. John McMahan, who leads The Hackett Group’s Finance Executive Advisory Program, points out that some 13 percent of companies own tied budgeting accuracy to compensation, and another 25 percent are either in the process of doing so or are planning to carry out so. This huge augment from years past doesn’t surprise him. “Everyone is trying to integrate and align their goals,” he says. “Tying B&P to compensation is just the next analytic step in the process.”

    Still, making that link to pay or instituting any other process improvement requires firms to remain flexible. “Budgeting and planning can never subsist stagnant,” says McMahan. “Because of the rate of competitive and global change, the process can no longer subsist tied to the calendar. It has to subsist continuous, iterative, and externally focused.”

    After all, he says, budgeting and planning “by definition is inaccurate.”

    Tim judgement is a senior writer at CFO. Research was provided by CFO research editor Don Durfee.

    The Final Frontier Coroporate performance management appears to subsist affecting from buzzword to action item. Four out of five companies own identified nonfinancial measures that drive success, but fewer establish targets or regularly report on them. The acid test of basic CPM, says The Buttonwood Group’s Lawrence Serven, is to accomplish bar not any of those things. Have identified nonfinancial measures that drive company’s success 81% Have established short-term targets for those measures 67% Have established long-term targets for those measures 42% Have identified specific projects to achieve those targets 62% Report on the progress of those projects at least as frequently as fiscal results 51% Percent of companies that protest they carry out bar not any of the above 17% Source: CFO survey

    Spreadsheet Nation

    Love ’em, despise ’em, spreadsheets will never proceed away. Some 67 percent of those surveyed by CFO magazine, representing companies of bar not any sizes, expend only spreadsheets for budgeting and planning (B&P). But in this post-Sarbanes-Oxley era, that could subsist considered risky behavior.

    “The built-in flexibility that has made outdo a wonderful fiscal utensil is completely at odds with the Sarbanes-Oxley ‘command-and-control’ requirements,” says Jim Winett, managing director of IC Consulting Services LLC. “Change in controls causes the most havoc,” he says, noting that in theory any change in formula or even number of rows ought to subsist documented. So despite their affinity for them, one-third of CFO’s survey respondents protest Sarbanes-Oxley has made it harder to reckon on spreadsheets as allotment of the business planning process.

    Marc Chardon, CFO of Microsoft’s Information Worker division (which is amenable for Microsoft Office and, therefore, for the outdo spreadsheet application), candidly admits that business users struggle with consolidation and access control in Excel. He attributes their rigor to the application’s evolution from a utensil for individuals to a utensil that is increasingly used collaboratively on top of business applications ranging from ERP systems to common ledgers to revenue-planning tools.

    “There’s an inherent tension between the ‘power-to-the-people’ origins of outdo and the role it is increasingly called on to play,” he says. “We’re clearly vigilant of that.” Microsoft, says Chardon, is working to obtain outdo “a better citizen in the front-end process and a better utensil for collaborative work.”

    Not surprisingly, Microsoft itself uses outdo and SQL Server for B&P, despite the fact that as many as 3,000 people are involved in the corporate budgeting process. At the Information Worker business group, says Chardon, “we own the advantage of having the most up-to-date version and finance people who were involved in the design of the product. That’s why I’m maybe more serene with outdo than other people are.” Indeed, the Information Worker business group is now pre-beta testing the next version of the Office suite, which he hints will accommodate improvements to Excel’s collaborative and control capabilities.

    In the meantime, auditors own identified spreadsheet controls to mitigate financial-reporting risk, including password protection, hosting on protected servers, and locking cells within spreadsheets. — T.R.

    The Spreadsheet Spread Companies of bar not any sizes protest they reckon solely on spreadsheets for budgeting and planning, although this is more common among smaller companies (as measured by annual revenues). Less than $100 million 78% $100 million–$999 million 67% More than $1 billion 30% Source: CFO survey


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