For Immediate Release

PowerSteering's 5.2 Release Introduces Unprecedented Level of Financial Reporting

New Release Attributes Financial Results by Business Unit for Precise Financial Allocation

January 22, 2007

PowerSteering, the market leader in On-Demand Performance Improvement software, today announced the release of PowerSteering 5.2 with enhanced reporting, team productivity, and risk management functionality.

In response to the increasingly complex financial measurement requirements of enterprise customers like IBM, and the intricate organizational structure inherent to the United States Department of Defense, PowerSteering introduced a more rigorous financial tracking capability. Voice of the Customer research revealed the importance of not only measuring and validating the overall financial benefit of initiatives, but also the ability to allocate the savings to specific departments, business units and functions. This more detailed accounting of the impact of initiatives can then be used as a catalyst to drive future strategic decisions.

"We're seeing an increased demand for financial visibility and accountability. Our new capabilities are fueling a much more comprehensive analysis of the financial impact of Performance Improvement initiatives. Often, the financial results of initiatives directly influence the next budgeting cycle," commented Stephen Sharp, PowerSteering's Chief Executive Officer.

In addition to improved financial tracking, the 5.2 release builds upon PowerSteering's core business values of team productivity, ease of use, and on-demand access. This release includes dozens of usability and workflow enhancements, as well as expanded capabilities in knowledge sharing, collaboration and risk management.

• Best Practices: Users can nominate projects, deliverables or individual documents as "best practices" to leverage previous work across the organization and increase efficiency.
• Collaboration: Pertinent project communication is tightly integrated in one place to centralize important information, maintain accountability, and save time.
• Risk Management: Anticipate and mitigate potential project risks with up to six scoring factors and support for multiple methodologies including PRINCE2 or FMEA. Obtain project, program or enterprise-level views of risks, including their ratings and mitigation plans.