text:
Method and system for facilitating networked information exchange
A method and system for facilitating information exchange between individuals and entities interacting on a shared project are provided, and more particularly to a method and system for horizontal, i.e., non-hierarchical, participation in and/or contribution to a spreadsheet-based project. The method and system is Web-based and utilizes conventional browser and spreadsheet technology to achieve collaborative exchanges of information on an enterprise-wide basis. The method and system also facilitate efficacious remote information access and exchange, e.g., over a computer network such as the Internet and/or the World Wide Web, through a caching function that combines individual queries initiated by a spreadsheet program before transmitting across a network to a server for consideration.
[0001] 1. Technical Field
[0002] The present disclosure relates to a method and system for facilitating information exchange between individuals and entities interacting on a shared project, and more particularly to a method and system for horizontal, i.e., non-hierarchical, participation in and/or contribution to a spreadsheet-based project. In one embodiment of the present disclosure, the method and system facilitate efficacious remote information access and exchange, e.g., over a computer network such as the Internet and/or the World Wide Web.
[0003] 2. Background of the Disclosure
[0004] The use of spreadsheets to collect, assess, monitor and manage information and data is pervasive. Over time, spreadsheet technology has evolved into a host of computer-based systems that facilitate flexibility and diverse applications, both for personal and business uses. Software products such as VisiCalc, Lotus 1-2-3, Quattro Pro and Excel have greatly expanded the availability and use of computer-based spreadsheet applications. Spreadsheet technology has also become part of innumerable "legacy" systems developed by companies to meet their specific needs and objectives, as those needs have evolved over time.
[0005] The computer-based systems and procedures for budgeting/forecasting corporate performance and for monitoring/evaluating actual performance relative to budget/forecast exemplify both the power and the limitations of current spreadsheet technology. A typical budgeting process is hugely time-consuming, cumbersome and inefficient, entailing countless iterations through reams of data. Typically, the budgeting process involves synthesis of historical information, competitive issues, long and short term corporate objectives, and forecasted revenues and expenses. Participants in a typical budgeting process are called upon to provide relevant information within their areas of responsibility and/or expertise. This information is fed into a spreadsheet program for ultimate consolidation into an overall budget.
[0006] Budgeting participants are often dependent on additional individuals within the organization to provide necessary information and input, e.g., information as to historical and projected performance, competitive pressures and the like. The involvement of these additional individuals is generally limited in that their participation in the budgeting process is controlled and/or filtered by the individual(s) within the corporate hierarchy to or through whom such individuals report. Moreover, current budgeting procedures are generally unable to effectively address and/or recognize the inter-related and inter-dependent nature of individually forecasted numbers. For example, if the sales organization forecasts a significantly greater percentage of sales in the far east, the various support functions that will be impacted by such increased sales, e.g., shipping and receiving, customer service, etc., may need to adjust their forecasts to reflect the shift in sales. However, current budgeting procedures generally do not facilitate the types of communications required to identify such variations and, once identified, to adjust the budget/forecast figures to accommodate such variations. Despite the significant expenditure of effort and expense, the budgeting process often lacks long-term value to management.
[0007] The implications of failures in the budgeting process are significant. First, individuals who are required to provide input to the budgeting process through a "superior" in the corporate hierarchy are often disenfranchised and frustrated by their limited involvement. Moreover, these individuals cannot be expected to take ownership of, or responsibility for, the final budget because their involvement was so attenuated and limited. Second, the hierarchical approach to budgeting generally infects the final budget with erroneous assumptions because the inter-related and inter-dependent nature of revenue/expense variables goes largely unrecognized and ignored. Third, the rationale behind various submissions to the budgeting process is often lost in the process. For example, if the R&D function is requesting an increase in headcount/expenditure because the sales/marketing function has identified a specific market need/opportunity that requires additional R&D effort, the underlying rationale for the R&D request, if known by "upper management," may compel an endorsement of the R&D request. Countless "rationales" support individual budget submissions, the majority of which are lost in the hierarchical budget process.
[0008] A further limitation of current budgeting processes is a general inability to integrate the budgeting process, and particularly the company's agreed upon budget, into management of the ongoing operation of the company. While certain members of the management team closely monitor company performance relative to budget, and such performance is periodically communicated to other segments of the corporate operation, particularly when performance is lagging budget forecasts, individuals outside of the "management circle" are largely unable to, and precluded from, measuring their performance against budget.
[0009] The failure to integrate the agreed upon budget into the day-to-day operations of a corporation has several negative implications. First, performance trends are not known to individuals having the ability to respond to such trends in a timely fashion. Second, ownership of and commitment to the budget by individuals outside of the "management circle" is further undermined. Third, a corporate culture based on performance against agreed upon objectives is significantly undermined. Fourth, the ability of non-management individuals to develop management skills is minimized. And fifth, an opportunity to learn from year-to-year budget issues, e.g., recognizing the interdependence of R&D expenditure to legal expenses for patent procurement, will go unfulfilled.
[0010] A further challenge to the effective management of any geographically dispersed organization is the timely exchange of, and access to, critical information. This challenge is particularly pronounced in the areas of budget preparation and the measurement/management of performance against budget. While a company generally collects, in real time, the data needed to formulate a budget and the performance data necessary to measure performance against budget, the availability of that data to individuals outside the management circle is generally restricted, if available at all. With the continued evolution of data communication, e.g., over the Internet and/or the World Wide Web, the infrastructure required to facilitate timely exchange and availability of data is generally available.
[0011] Several issues present themselves when companies evaluate the potential for allowing widespread access within the corporation to proprietary financial information, e.g., budgeting data, performance data, and the like. First and foremost is the need that the confidentiality of such critical information be maintained and that individuals having access to different levels of information be appropriately restricted. A further issue confronting such companies is the latency associated with transmission of such information to remote locations. For a system designed to facilitate remote access to corporate information to be successfully implemented and utilized, the system's response speed must be reliably optimized. Moreover, the system design must facilitate maximum flexibility in the analytical tools available to system users so that optimal assessments and decisions may be made in a timely fashion.
[0012] Despite efforts to date, particularly the widespread availability of spreadsheet-based systems and software programs (e.g., Lotus 1-2-3 and Excel), a need remains for a method and system for facilitating information exchange between individuals and entities interacting on a shared project. Indeed, a pronounced need exists for a method and system that facilitate horizontal, i.e., non-hierarchical, participation in and/or contribution to a shared project, e.g., a spreadsheet-based budgeting and/or performance measurement tool. Additionally, a need exists for a system and method that facilitate remote information access and exchange, e.g., over a computer network such as the Internet and/or the World Wide Web, with reduced latency.
[0013] The present disclosure is directed to a new and useful method and system for facilitating information exchange between individuals and entities interacting on a shared project, and more particularly to a method and system for horizontal, i.e., non-hierarchical, participation in and/or contribution to a spreadsheet-based effort. In one embodiment of the present disclosure, the method and system facilitate efficacious remote information access and exchange, e.g., over a computer network such as the Internet and/or the World Wide Web, while reducing latency associated therewith.
[0014] So that those having ordinary skill in the art to which the disclosed method and system appertains will more readily understand how to employ and use the same, reference may be made to the drawings wherein:
[0015] FIG. 1 is a schematic depiction of a network-based system according to the present disclosure;
[0016] FIG. 2 is an exemplary screen display according to an embodiment of the present disclosure;
[0017] FIG. 3 is a second exemplary screen display according to an embodiment of the present disclosure;
[0018] FIG. 4 is a third exemplary screen display according to an embodiment of the present disclosure;
[0019] FIG. 5 is a fourth exemplary screen display according to an embodiment of the present disclosure;
[0020] FIG. 6 is a fifth exemplary screen display according to an embodiment of the present disclosure; and
[0021] FIG. 7 is a sixth exemplary screen display according to an embodiment of the present disclosure.
[0022] The present disclosure provides a method and system for facilitating information exchange between individuals and entities interacting on a shared project. The method and system advantageously facilitates horizontal, i.e., non-hierarchical, participation in and/or contribution to the shared project. In a preferred embodiment of the present disclosure, the method and system facilitate input to and participation in the creation of a spreadsheet, e.g., in formulating an enterprise-wide budget and/or forecast. In a further embodiment of the present disclosure, the method and system facilitate efficacious remote information access and exchange, e.g., over a computer network such as the Internet and/or the World Wide Web, while reducing latency associated therewith.
[0023] The method and system of the present disclosure provide, inter alia., a Web-based financial analytic solutions and professional services utility that can be effectively utilized by companies of any size, across any and all industries and geographic locations. The method and system optimally utilizes and combines the benefits of a centralized data and document repository with the flexibility of distributed spreadsheet technology that effectively leverages the infrastructure of the Internet. Moreover, the method/system disclosed herein allows users to dynamically link budget spreadsheets to centrally administered OLAP and relational databases.
[0024] According to the present disclosure, a Web-centric "meeting place" for all levels and functional areas of an enterprise may be advantageously created to facilitate: (i) communication concerning corporate strategy; (ii) assessment of critical assumptions necessary for effective budgets/forecasts; (iii) creation and collaboration in budget creation; (iv) tracking and managing of the budgeting process; and/or (v) viewing of personalized performance metrics. Through utilization of the method/system of the present disclosure, companies are better able to align budgets with corporate strategies and deliver accurate budgets faster and with less effort. The present method/system require minimal user training, minimal maintenance and/or support resources from internal IT personnel, and optimally utilizes and is based upon accepted technology standards.
[0025] Turning to FIG. 1, a schematic depiction of an exemplary system 100 according to the present disclosure is provided. System 100 includes a server 102 and an exemplary client 104 that communicate across a computer network 106, e.g., an intranet, the Internet and/or the World Wide Web. As will be readily apparent to persons skilled in the art, client 104 is intended to be representative of a plurality of clients 104, each of which may communicate with server 102 via network 106, whether sequentially or simultaneously, provided appropriate security clearance is achieved.
[0026] With reference to network 106, it is contemplated according to the present disclosure that clients 104 may access and communicate with network through any data communication technology. For example, client 104 may comprise one or more personal computers that are part of a conventional local area network (LAN) that is wired directly to the Internet through a conventional port, e.g., a T-connection. Client 104 may also constitute one or more personal computers that use a modem to connect via a phone or cable connection to a network. The personal computers may also be part of a peer-to-peer network. In any case, client(s) 104 are adapted to communicate with network 106 such that information may be transmitted to and from server 102, e.g., through one or more routers, wide area networks (WANs), satellites, hubs, repeaters, bridges and gateways, as is known in the art. Data transmissions are typically passed from network to network in packets that include not only the substantive aspects of the data transmission, but addresses, error checking information and the like.
[0027] With further reference to FIG. 1, client 104 includes at least two software applications for purposes of the method and system of the present disclosure: a spreadsheet software program 108 and a Web browser software application 110. Spreadsheet program 108 and browser 110 are loaded into the memory of client 104 or otherwise available for utilization by client 104, e.g., from an ancillary floppy, CD-ROM, DVD and/or tape drive. Any conventional browser 110 is contemplated for use according to the method/system of the present disclosure, e.g., Netscape Communicator or Microsoft Internet Explorer. Similarly, the method/system of the present disclosure may be utilized with any spreadsheet program 108, e.g., Lotus 1-2-3, Quattro Pro, Excel and/or legacy spreadsheet systems. A preferred spreadsheet program 108 for use by client 104 according to the present disclosure is Microsoft Excel 2000. Indeed, the method/system of the present disclosure advantageously utilizes the full functionality of Microsoft Excel 2000, e.g., report wizards, spreadsheet design, spreadsheet modification, etc., as is known to persons skilled in the operation and use thereof. Preferred browser programs 110 for use by client 104 according to the present disclosure are Microsoft Internet Explorer 4.0 (or later) and Netscape Communicator V4.0 (or later). As with Microsoft Excel 2000, the method/system of the present disclosure advantageously utilizes the full functionality of such browser programs, as are known to persons skilled in the operation and use thereof.
[0028] Beyond spreadsheet program 108 and browser 110, client 104 typically contains and/or has direct access to a variety of ancillary user documents 112, whether stored within its memory and/or accessible from an associated drive or server. For example, client 104 may have access to user documents 112 that include word processing documents, audio and/or graphical files, spreadsheets and the like. Client 104 is adapted to work "off-line," i.e., independent of network 106, or "on-line," i.e., in communicative interaction with network 106 and server 102. When working off-line, client 104 will not have access to data stored in database 114 associated with server 102, nor will client 104 be able to feed data to database 114. Nonetheless, data from database 114 may be pre-downloaded to client 104 when on-line and, to the extent data is input, modeled and/or modified at client 104 by a user working off-line, such input/modified data may be stored in the memory of client 104 and subsequently transmitted/uploaded to server 102 via network 106 thereafter. In a preferred embodiment of the present disclosure, client 104 includes an operating system selected from Microsoft Windows or Microsoft NT Workstation.
[0029] With further reference to FIG. 1, server 102 facilitates client 104 communication and data exchange with database(s) 114. Server 102 preferably facilitates access to enterprise systems and/or sources 116, e.g., an enterprise's ERP system 118, general ledger 120 and other systems 122. System 100 preferably provides dedicated high-speed connections to multiple, scalable backend databases 114 and file servers 102. In a preferred embodiment of system 100, server 102 utilizes the Windows NT 4.0 operating system and, based on the approximate number of users, is configured as follows: 1 Number of Users Number of Servers Exemplary Components Up to 50 1 server Web/File/SQL/OLAP 50 to 250 2 servers Web/File SQL/OLAP 250 to 500 3 servers Web or Web File File/SQL SQL/OLAP OLAP 500 to 1000 4 servers Web 1 or Web Web 2 File File SQL SQL/OLAP OLAP 1000 and beyond 5+ servers 2 or more Web File SQL OLAP
[0030] To maximize speed and performance characteristics, server(s) 102 are generally uniformly configured, while permitting customization that best meets individual user's system requirements. Typical server 102 configurations according to the present disclosure are set forth below: 2 Component Low End High End Pentium III/500 CPU Dual Quad RAM 256 MB 2 GB Hard Drive(s) 9 GB Raid 5 20 GB Raid 5
[0031] In preferred embodiments of the present disclosure, system 100 provides security across all physical and logical components, thereby ensuring high level data and application integrity. Functional security is generally provided by allowing system administrator(s) to restrict user access to features, functionality, documents and data, down to individual dimensions or fields within the spreadsheet program 108. In addition, connections security is generally achieved according to the present disclosure by providing data encryption of all information exchanged via the Internet and/or World Wide Web by utilizing SSL connections through https protocol and encryption keys.
[0032] Turning to FIG. 2, an exemplary screen layout 200 is provided from which certain aspects of the method/system of the present disclosure may be described. Screen 200 is representative of screen layouts that may be viewed by users of clients 104. The application software required to provide the functionality described herein may be readily downloaded and/or installed at client 102, e.g., by an Internet download as is known in the art. Installation of such application software may advantageously provide an icon on the desktop of client 102, facilitating user access thereto. Sign-on to system 100 typically includes appropriate name/password entry to validate user access.
[0033] With further reference to FIG. 2, the content on screen 200 is contained in a plurality of cells or blocks 202. In particular, on exemplary screen 200, cells 202 include "map" 204, "bulletin from others" or "bulletin board" 206, "CEO vision" 208, and "comparative analysis" spreadsheet 210. Each individual cell 202 is preferably provided with conventional functionality keys that permit the cell view to be enlarged, edited, scrolled and/or closed. Reorganization and/or modifications to the layout and styling associated with information displayed on screen 200 may be facilitated through conventional menu-driven commands 212, subject to inherent controls and/or limitations that may be built into the screen display functionality. For example, system 100 may be programmed such that the positioning of the CEO vision 208 may not be modified, thereby ensuring ready viewing of information considered to be critical to the enterprise. Preferably, system 100 allows as many as thirty blocks 202 to be viewable on each page or screen view, thereby allowing a user to scroll from block to block for efficient access to relevant information. As with conventional applications, individual blocks 202 may be enlarged to fill a user's screen through appropriate keyboard/mouse commands, e.g., double clicking on the desired block 202.
[0034] As demonstrated by screen 200, system 100 advantageously facilitates group participation in an enterprise-wide project, e.g., budgeting and/or forecasting, through the expeditious sharing of relevant data and information in real time. Thus, CEO vision 208 illustrates the types of information that can be conveyed to participants in the budgeting process, e.g., corporate objectives, budgeting parameters, strategic opportunities and the like. Information conveyed in CEO vision 208 may be periodically updated and/or revised, and may be replaced and/or supplemented by other management information, e.g., message(s) from the CFO, controller and/or other financial personnel concerning the status and/or parameters for completion of the budgeting process.
[0035] Based on the functionality of browser 110, the informational content within each of cells 202 may advantageously link to ancillary sources of information, e.g., documents contained within an enterprise source 116, e.g., supporting spreadsheets, word processing documents, PowerPoint presentations, video files, sound files and the like, or to external sources of information located on the Internet and/or World Wide Web, e.g., news stories, analyst reports, competitor publications, and the like. The ability to connect ancillary sources of information with communications associated with the budgeting process afforded by the method/system of the present disclosure significantly improves the efficiency, reliability and accuracy of the budgeting process. Moreover, through use of conventional hyperlinking technology, the direct association of such ancillary information with a specific aspect of a budget-related submission is technically efficient and will not encumber or otherwise slow the budget process. Indeed, recipients of such budget-related submissions will be readily able to access supporting documentation and assess the merits of a submission expeditiously and with full knowledge of relevant background information.
[0036] Referring again to FIG. 2, European map 204 is illustrative of the types of information that might be depicted on screen 200 that would be of particular relevance to an individual participating in the budgeting process, e.g., an individual responsible for European sales. European map 204 could be stored on client 104, within database 114, within an enterprise source 116 and/or on the Internet/World Wide Web. Data blocks 204a, 204b include detailed information concerning the underlying subject matter of map 204 and may be linked thereto from map 204 and/or formatted into the display of map 204. The data content of data blocks 204a, 204b may be derived from any of the potential data sources detailed hereinabove.
[0037] As noted above, screen 200 is merely illustrative of the screen views provided by the method/system of the present disclosure. For a user having different functional responsibilities within the company, e.g., the vice president of research and development or the general counsel, map 204 would advantageously be replaced by content of relevance to those users, e.g., organization charts, program reports, statistics concerning new product introductions, etc. In addition, a user having interest in European sales, whose personal page is depicted in FIG. 2 according to the method/system of the present disclosure, has the ability to periodically change the content of cell 202 from map 204 to modified content of interest, e.g., using the edit function depicted in screen 200.
[0038] With reference to bulletin board 206, the method/system of the present disclosure advantageously provide a direct communication function that, in certain respects, resembles an email system, but for the purposes of the present disclosure, far surpasses email in effectiveness and communicative efficiency. Bulletin board 206 facilitates information sharing by providing a centralized location for posting and/or storing information relevant to a task, e.g., budgeting. For example, users may desire to post information concerning budget guidelines, timeliness, templates and the like on bulletin board 206. Rather than email this information to everyone, thereby assuming the inherent risk that someone will be inadvertently omitted from the email distribution list, the information can be easily posted to bulletin board 206 according to the present disclosure, where anyone having a need and/or interest in the posted information will have ready access thereto. In a preferred embodiment of the present disclosure, a user posting information to bulletin board 206 has the option of emailing recipients and/or other interested parties with notification that the posting has occurred, thereby increasing the likelihood of immediate review of the posted information.
[0039] In a further preferred embodiment of the present disclosure, postings to bulletin board 206 may be categorized by category and/or document type. For example, in processing a bulletin board posting, a user may be required to designate the type of document being posted from among a predetermined list of categories, e.g., assumption, guideline, schedule, timetable and package. With reference to the above-noted categories, "assumptions" may typically originate from executive personnel and may be used to communicate the company's vision for the future to members of the organization, e.g., corporation is looking for twenty percent top-line growth or corporation is looking to increase gross margins by three percent. "Guidelines," like assumptions, may typically originate from senior members of the corporation and may place caps or floors on aspects of the budgeting process, e.g., T&E expenses to increase by no more than three percent or distributor sales to increase by at least five percent year-over-year. "Schedules" may include templates for inputting data, e.g., an input schedule, and "timetables" may include timelines for submitting data and/or dates for key meetings/corporate events. "Packages" may include budget-related informational packages, e.g., background information required by individuals within the organization to fulfill their responsibilities in the budgeting process. Additional categories may be added by a system administrator, as needed by individual corporations from time-to-time.
[0040] The system/method of the present disclosure generally provides an address book or "listing" for use in posting messages on bulletin board 206. Message transmission may be directed to one or more targeted recipients, thereby facilitating non-hierarchical dialog concerning the budgeting process. In addition, predetermined groups may be provided and/or established to facilitate communications to individuals having a shared interest in types of postings. Messages posted to a collaborator's bulletin board 206 may advantageously provide narrative information and/or inquiries and may enclose, attach and/or link to documents contained within system 100, e.g., in database 114 or enterprise source 116. Messages are instantaneously posted to the recipient's bulletin board 206, independent of any email system, and facilitate direct non-hierarchical communication and collaboration in the budgeting process. Viewing of posted message(s) by the recipient can be confirmed by the individual making the transmission, thereby ensuring that the recipient has received the desired communication. Recipients are able to forward the message to additional recipients, but are unable to change the underlying content thereof. Postings may be sorted based on a multiplicity of attributes, e.g., data, transmitter, topic and the like, and may be edited and/or deleted by the user who posts the message.
[0041] With further reference to FIG. 2, comparative analysis spreadsheet 210 is representative of a host of spreadsheets and spreadsheet-based documents that may be accessed, modeled and submitted as part of the collaborative budgeting process according to the method/system of the present disclosure. Exemplary comparative analysis spreadsheet 210 is typically run on and rendered by a conventional spreadsheet program 108, e.g., Excel, and typically derives its information, formulas and/or data from database 114 and/or other resources 116. Alternatively, when working off-line, comparative analysis may derive its information, formulas and/or data from the hard drive of the user's personal computer and/or ancillary drives associated with such personal computer. A user may view, modify, update, model, test assumptions, and the like by inputting data and/or formulas to comparative analysis spreadsheet 210, or such other spreadsheets as may be displayed on screen 200 according to the present disclosure.
[0042] When a user enters a formula into a cell or dimension of spreadsheet 210, the spreadsheet program 108 typically processes the formula through a minicompiler that reformats the function names, as is known in the art. The result of the compilation is typically written to a memory location reserved for that cell or dimension. Pointers to other formulas in the spreadsheet are provided by the spreadsheet program 108, effectively creating a list of cells that contain formulas, thereby saving the spreadsheet program 108 time and providing improved efficiency during recalculations. Deletion of a formula by the user results in redirection of its pointer so as to reconnect the formula chain. When the spreadsheet is recalculated, spreadsheet program 108 saves time by making a first pass through the pointer list to identify cells or dimensions that contain formulas. The spreadsheet program typically finds those formulas that depend on data that has changed and marks each one that needs to be recalculated.
[0043] Having identified the cells requiring recalculation, spreadsheet program 108 typically makes a second pass through the list focusing only on formulas marked for recalculation. For each, spreadsheet program 108 typically determines if the formula depends on another formula that has yet to be recalculated. If so, spreadsheet program 108 adjusts the cell's pointers and the pointers of connected cells/dimensions so that the dependent formula(s) move to the end of the list. When formulas are encountered that are not dependent on yet-to-be calculated formulas, spreadsheet program 108 typically undertakes to make the calculation required by such formulas. Critical to the calculations described herein is the efficiency of the required data retrieval associated therewith.
[0044] In the method/system of the present disclosure, spreadsheet program 108 is advantageously utilized by users that are dispersed geographically. As such, data is optimally maintained in central database repositories, e.g., database 114 and enterprise sources 116. Each time a query and/or response is transmitted between a user's client 104 and server 102, e.g., data retrieval from or input to database 114, latency issues associated with network 106 are encountered. According to the present disclosure, a unique caching method/system are provided that optimize the efficiencies associated with data exchange between client 104 and server 102. The caching method/system disclosed herein is flexible in design and operable with any spreadsheet program 108 and/or hardware/software infrastructure.
[0045] In conventional spreadsheet programs, data retrieval is generally achieved according to one of the following modalities: (i) cell-based responses to multi-parameter queries yield cell blocks of data that are not delivered directly to cells within spreadsheet; (ii) cell-based responses to individual queries are delivered directly to the spreadsheet cell requiring such data, but each cell-based data query automatically results in an independent and immediate inquiry to the database for the required data; and (iii) a pivot table. In distinct contrast to conventional data retrieval modalities, the method/system of the present disclosure utilizes a caching system on client 104 that greatly facilitates data retrieval and reduces potential delays associated with the latency of network 106.
[0046] According to the caching system of the present disclosure, client 104 includes a first caching function, termed a "data cache," that automatically caches data that is input at client 104 or retrieved to client 104, e.g., from database 114 or enterprise source 116. Thus, with reference to spreadsheet 210 in FIG. 2, when the revenue figure for "Budget—Total Year 2001" is first retrieved from database 116 by client 104 (i.e., $41,219,727), such figure is automatically stored in the data cache. Thereafter, each time a recalculation of spreadsheet 210 is required, the data cache will be accessed to obtain the previously cached revenue data required by the cell entitled Budget—Total Year 2001. Thus, according to the caching method/system of the present disclosure, data contained in the data cache of client 104 need not be retrieved across network 106 from server 102.
[0047] A second caching function possessed by client 104 according to the present disclosure enables client 104 to greatly minimize the numbers of inquiries made and response received across network 106. According to this second aspect of the caching system, client 104 possesses a "key cache" functionality that automatically checks internally for each piece of data requested by spreadsheet program 108 and, to the extent such data is within the data cache of client 104, the key cache provides such data immediately to spreadsheet program 108 for use therein. Additionally, the key cache eliminates such data requirement from any potential requests to be made across network 106, i.e., data contained in the data cache is automatically omitted from queries across network 106. Conversely, pieces of data that are requested by spreadsheet program 108 and are determined by the key cache not to be in the data cache, are retained by the key cache for combination with all other such data requests before any transmission is made across network 106.
[0048] In use, the advantageous caching function of the present disclosure operates as follows. When the spreadsheet program 108 is called upon by the user of client 104 to render a spreadsheet, e.g., spreadsheet 210 in FIG. 2, or to re-render a spreadsheet to reflect revised data, formatting and/or formulas, the spreadsheet program 108 calls upon the client to provide the data necessary, formatting and/or formulas necessary to respond to the user's request. The key cache determines whether all requested data, formatting and/or formulas are contained within the data cache of client 104. To the extent the required data, formatting and/or formulas are contained within the data cache, such requested information is immediately provided to spreadsheet program 108 for use therein. However, to the extent the data cache does not contain requested data, formatting and/or formulas, the key cache accumulates such unfulfilled requests for combination into a single inquiry to be transmitted across network 106 to server 102. The cached queries are generally built into a small object for transmission across network 106. In a preferred embodiment of the caching function described herein, the spreadsheet program 108 is instructed not to re-render the spreadsheet until all required data is retrieved from server 102, thereby minimizing potential user confusion associated with partial renderings of spreadsheets at client 104.
[0049] When the spreadsheet program 108 has completed its requests for data, formatting and/or formulas, the key cache packages up the requests that could not be fulfilled by the data cache into a single data object and transmits those inquiries in a single query to server 102 across network 104. Upon receipt of the single inquiry, server 102 routes the query to the appropriate repository for response thereto, e.g., database 114 or enterprise source 116. Server 102 advantageously collects the individual pieces of information necessary to respond to the packaged query provided by the key cache, and packages those pieces of information for a single responsive transmission across network 106 to client 104.
[0050] Upon receipt of the responsive transmission from server 102 at client 104, the key cache automatically stores the responsive pieces of data, i.e., data, formatting and/or formulas, in the data cache for future reference. In a preferred embodiment of the present disclosure, the key cache prompts spreadsheet program 108 to initiate a recalculation upon receipt of the needed data from server 102. In attempting to recalculate, spreadsheet program 108 queries the cache within client 104 for all needed information/data, i.e., the data, formatting and/or formulas that were not previously contained in the data cache. In response to this prompted query from spreadsheet program 108, the key cache looks to the data cache for the needed information and transmits such information to the spreadsheet program 108 for use therein. Spreadsheet program 108 feeds the data to its calculation engine to sequentially generate the calculated values for the cells requiring such calculated values, and renders the final spreadsheet for viewing by the user at client 102.
[0051] Preferably, the caching function within client 104 of the method/system disclosed herein advantageously optimizes the transmissions across network 106 associated with user input of data, formatting and/or formulas at client 104 as well. Thus, the key cache preferably accumulates input by the user for a single transmission to server 102 across network. Moreover, the system/method of the present disclosure advantageously limits the amount of data retrieved from server 102 by defining fields otherwise left undefined in the query from spreadsheet program 108 by utilizing the fields of the "current view" (as described in greater detail hereinbelow) to fill in the missing or omitted fields/dimensions of the request. For example, if the request to build a cell within spreadsheet program 108 is for "sales revenue," the method/system of the present disclosure preferably automatically determines from the current view of the user at client 104 that the sales revenue of interest relates to "European sales." Absent the limitative "current view" modality, the key cache would be required to request retrieval of all "sales revenue" data from server 102, rather than the limited "European sales revenue" of interest for spreadsheet 210 that constitutes the "current view" for purposes of FIG. 2.
[0052] The caching function of the present disclosure thus serves to optimize interaction across network 106 in several key respects, thereby minimizing latency issues and increasing the speed and efficiency of spreadsheet program 108. While the caching function is described herein primarily with reference to the spreadsheet functionality of system 100, and more particularly with reference to the budgeting/forecasting/performance metrics of a preferred embodiment thereof, it is specifically contemplated that the caching functionality described herein may be beneficially employed in a wide range of networked applications and utilities, as will be apparent to persons skilled in the art based on the disclosure herein.
[0053] The system/method of the present disclosure advantageously overcomes the hierarchical limitations that have heretofore hampered the efforts of enterprises to budget and/or forecast performance and to subsequently measure performance metrics thereagainst, by enabling and empowering individuals to communicate in a non-hierarchical, e.g., lateral, manner. With reference to FIG. 3, exemplary screen layout 300 is depicted with a menu screen 302 positioned thereon. As noted previously, screen layout 200 depicted in FIG. 2 is illustrative of the types of screen views available according to the present disclosure and, based on the contents thereof, is representative of the type of screen view that an individual having direct or indirect involvement in European sales might avail himself/herself of. Screen view 300, by contrast, is more generic than screen view 200, and includes a library 304 of enterprise-related information, bulletin board 206, CEO vision 208, a spreadsheet 306 related to "Trend Analysis." Spreadsheet 306 is representative of a utility provided according to the present disclosure to measure, monitor and communicate the performance metrics of an enterprise to globally dispersed corporate personnel in real time. With reference to the caching functionality discussed hereinabove, the budget-related aspects of spreadsheet 306 are likely to remain unchanged, will be cached within the data cache the first time they are retrieved from server 102, and will be provided from the data cache for re-rendering of spreadsheet 306 without the need to repeatedly access the data from server 102 across network 106.
[0054] With further reference to menu screen 302, links to a plurality of desktop views 308 are provided, namely the "company desktop," the "manager desktop," the "executive desktop," the "admin desktop," and "my desktop." Screen view 300 corresponds to an illustrative "company desktop." The links to alternative desktop views 308 depicted in menu screen 302, illustrate one aspect of the present disclosure that facilitates non-hierarchical collaboration in budgeting, forecasting and/or measurement of performance metrics. Each desktop view 308 represents a subgroup within an exemplary enterprise that may benefit from timely exchange of information. The groupings reflect different ways of looking at the interplay between an enterprise's workforce. For example, individuals at a manager level have issues that concern each of them, regardless of the functional group in which they work, e.g., accounting, engineering, quality control, human resources, etc. These managers are generally isolated from one another in developing budget/forecast information and in measuring their respective performance metrics. According to the method/system of the present disclosure, this isolation is overcome in favor of highly effective, timely and reliable access to each other and to the data necessary to perform their respective functions more effectively. Similarly, the subgroups defined by the executive desktop and admin desktop views 308 address issues of common interest and concern.
[0055] The blocks or cells 202 on each desktop view 308 will differ, as will the types and degrees of financial information/spreadsheets available to users having access to those desktop views. Each desktop is easily accessed by browser 110 at client 102. To the extent the data required to assemble a linked desktop view is contained in database 114 and/or enterprise resource 116 at server 102, client 102 will access such data via network 106, as discussed hereinabove. An administrator for the system of the present disclosure can easily create, amend and/or delete groups/subgroups in response to the enterprise's needs over time. Groups and/or subgroups may be established that constitute relatively arbitrary, yet relevant, employee subsets who benefit themselves and the enterprise in their collaborative interaction. Utilization of subgroups, e.g., the "admin desktop," facilitates and fosters senses of empowerment, commitment and ownership for corporate personnel who participate in the budgeting process and/or who have access to performance metrics in a timely fashion.
[0056] Turning to FIG. 4, a further exemplary screen view 400 is provided in which bulletin board 206 has been carried forward from screen view 200, although in a different position and in an expanded format. The expanded format of FIG. 4 includes information concerning the "caption" and the "description" of each posted message, as selected by the individual posting the message. In addition, screen 400 depicts illustrative status boards 402, 402a, bulletin board 404 and a "My Selected" bulletin board 406. Bulletin boards 404, 406 illustrate a user's ability to view information in multiple formats, as may be desired by such individual. In particular, bulletin board 404 differs from bulletin board 404 in that the former collects messages originated by the user ("fronga") whereas the latter collects messages originated by individuals other than the user. Similarly, bulletin board 406 collects messages selected by the user for reasons known to the user.
[0057] With particular reference to status boards 402, 402a, an advantageous feature of a preferred embodiment of the present disclosure is that users are able to work with their submissions to the budget and to submit those on a periodic basis for review and/or approval/consolidation into the enterprise's overall budget. Moreover, other users of the method/system disclosed herein are able to readily determine the status of such projects through exemplary status boards 402, 402a. Thus, with reference to status board 402, two informational columns are displayed: entity and status. Exemplary status board 402 provides information relevant to the European sales function and conveys the budget submission status of sales budgets for individual European countries, e.g., France (submitted), Italy (modeling) and Switzerland (review).
[0058] Typical status indicia that may be advantageously utilized according to the present disclosure include: modeling (the budget submission is a work in progress); submitted (the budget submission has been submitted to the appropriate management personnel for approval); review (the budget submission is being reviewed by the appropriate management personnel); and approved (the budget submission has been approved by the appropriate management personnel). Of note, the budget submission is preferably "locked," i.e., unavailable for further change by the submitter once the status reaches the "submitted" stage. The user who is preparing the budget submission determines when the status should be changed to the "submitted" stage, e.g., through a prompt when the document/schedule/spreadsheet is refreshed and/or uploaded to server 102. This functionality preferably permits the user involved in preparing a submission to control the point at which such submission is viewable by other participants in the budgeting process. When "approved," the individual budget submission is consolidated or "rolled up" into the enterprise's overall budget that takes form as individual submissions reach the approved stage. In a preferred embodiment, the enterprise's overall budget (and subparts thereof) are automatically consolidated from submissions made by individual users, regardless of budget submission status, thereby providing budget participants with a snapshot of the budget status at any given time in the development process.
[0059] With reference to status board 402a, the two information columns discussed with reference to status board 402 are repeated therein. However, additional columnar information is conveyed in status board 402a, namely columns entitled "responsible," "updated," and two icon columns. The first icon column provides information concerning hyperlinks to supporting documents associated with the budget submission, and the second icon column provides a direct link to an email/message posting wizard associated with the method/system of the present disclosure. As described hereinabove, a user of the method/system of the present disclosure has the ability to modify his/her screen views, subject to certain administrative controls, so as to view those aspects of the budgeting process of particular interest. Thus, in exemplary screen view 400, the user has opted to devote two screen blocks to information concerning the status of various budget submissions, evidencing the importance of such status information to this user.
[0060] As is readily apparent, the "responsible" and "updated" columns provide information concerning the individual assigned responsibility for preparing/submitting the subject budget documents (e.g., "MGRCH" for Switzerland) and the date such budget document was last updated (e.g., "Apr. 18, 2000" for Switzerland), respectively. From status board 402a, it is immediately apparent that the sales budget for Italy has not yet been submitted by the responsible individual ("MRGIT"), but that such Italian budget submission is in the "modeling" process. It is also apparent that the European budget submission, which is likely, at least in part, a consolidation of the individual European budget submissions, is also at the modeling stage, although a first version was uploaded to server 102 on Apr. 17, 2000. If a user of the method/system disclosed herein was concerned about the status of the Italian budget submission, an immediate email/message could be directed to "MRGIT" by clicking on the associated icon in status board 402a, thereby using browser 110 to facilitate immediate communications related thereto.
[0061] With reference to the supporting document icons depicted on status board 402a of screen view 400, two of the illustrative budget submissions include supporting document icons, namely the French and Swiss submissions. Supporting documents may constitute any file, document or other information source deemed worthwhile by the originator of the submission, and may be linked to the submission as a whole or to individual cells and/or aspects of a submission, e.g., a specific cell or dimension of a submitted spreadsheet. Thus, the originator of a budget submission may advantageously and easily include word processing document(s), ancillary and supporting spreadsheet(s), PowerPoint presentation(s), graphic, audio and/or video file(s), hyperlinks to information on the Internet and/or World Wide Web, and the like, to his/her budget submission, thereby ensuring an informed evaluation of the contents thereof.
[0062] The advantages associated with facilitating the inclusion of such supporting documentation with a budget submission, and even more advantageously, facilitating the linkage of supporting documentation to individual cells and/or aspects of a budget submission are significant. Behind every budget submission are countless exercises, expectations, assumptions, objectives, rationales and competing interests. These factors generally cannot be conveyed in the numbers alone, and are often lost as the budget submission works its way through the budgeting process, e.g., to members of the senior management team. Facilitating linkage of such supporting documentation to the budget submission makes it possible for each budget contributor to communicate these factors, and provides a source of valuable background information in evaluating performance metrics as actual performance against the final budget commences.
[0063] An exemplary screen view 500 associated with submission of supporting document 502 is provided in FIG. 5. Supporting document 502 is entitled "Supporting Schedule—Salary and Fringe Detail By Employee" and reflects, in spreadsheet form, employee-by-employee information concerning personnel within the Swiss sales organization. As further depicted in FIG. 5, the "Submit Supporting Document" function has been accessed in menu 504 from toolbar 506, according to the method/system of the present disclosure. Submission of supporting document 502 preferably entails completion of submission screen 508 by which the submitter confirms the title of supporting document 502, the caption to be assigned supporting document 502 for purposes of communications related thereto, a description thereof, and recipients of the supporting documentation. Thus, the submitter has the ability to limit distribution of supporting document 502 to personnel having a potential need and/or interest in review thereof. Moreover, the submitter is provided the option of notifying distribution recipient(s) that of supporting document 502 has been submitted to the system disclosed herein. Preferably, a document board is available for screen view by participants in the budgeting process, such document board providing a centralized list of supporting documentation that has been submitted in connection with the budget process.
[0064] Turning to FIGS. 6 and 7, exemplary screen views 600 and 700 are provided in which budget-related spreadsheets 602, 702 are depicted. While spreadsheets 602, 702 both relate to Global Motors' Budget 2001 effort, the two spreadsheets 602, 702 differ in the comparisons being made. More particularly, spreadsheet 602 compares "actual" figures as of March 2000 to "budget" figures through March 2001, whereas spreadsheet 702 compares the same "budget" figures through March 2001 to the "forecast" figures for March 2000. The variance calculations are derived from the respective comparisons, as is known in the art of spreadsheet design, operation and use.
[0065] Of note with respect to screen views 600, 700, the rendering of the columnar data contained therein is driven by the "current view" selections reflected in the current view toolbars 604, 704. The current view toolbars 604, 704 are central to the operation and use of the budgeting method/system of the present disclosure in that the retrieval of data, e.g., from database 114, enterprise source 116 and/or the data cache of client 104, is based on the selections made therein. Accordingly, with reference to current view toolbar 604, the user has selected as his/her current view the "Budget2001 spreadsheet (block 606), the "Revenue" account (block 608), the "Actual" category (block 610), the "GlobalMotors" entity (block 612), the "AllVehicles" products (block 614), the "March 2001." time (block 616), and the "Periodic" measure (block 618). The user's current view, as reflected in current view toolbar 604, determines the appropriate data to be accessed, retrieved and loaded into the spreadsheet engine for rendering of spreadsheet 602. Of note, the key cache of client 104 advantageously determines the degree to which data required to render spreadsheet 602 is contained within the data cache, formulates a single request/query to be transmitted to server 102 across network 106 to obtain data not contained within the data cache, and loads data retrieved from server 102 into the data cache upon receipt thereof, as described hereinabove. The formatting of spreadsheet 602 is preferably predetermined according to the present disclosure, although a user's ability to design specialized/customized spreadsheets based on conventional spreadsheet technology is contemplated according to the present disclosure.
[0066] Turning to spreadsheet 702 depicted in screen view 700, the user's sole change to his/her current view relative to screen view 600 is the selection of the "Budget" category in block 710 based on drop down menu 620 depicted in FIG. 6. The remaining fields/dimensions of the user's current view remain unchanged in current view toolbar 704 relative to current view toolbar 604. However, based on the single change to block 610, 710, the spreadsheet engine automatically renders an altogether different spreadsheet 702. Moreover, the selections contained in the remaining, unchanged current view blocks 706, 708, 712, 714, 716, 718 define the data that must be accessed by client 104 for the rendering of spreadsheet 702. The defining aspects of the unchanged current view blocks advantageously limit the amount of information/data to be retrieved by client 102. For example, absent the "GlobalMotors" entity limitation in blocks 612, 712, client 102 would potentially seek to retrieve information/data associated with a host of entities not required to render the desired spreadsheet. The automatic narrowing of the data retrieval request based on the user's selections in the current view toolbar 604, 704 greatly improve the speed, reliability and efficacy of the method/system of the present disclosure. Indeed, the "current view" functionality together with the Web-based, browser driven application design described herein, effectively transform static spreadsheets into dynamic, reusable reports that leverage and significantly enhance a user's ability to "slice and dice" data to arrive at beneficial financial results.
[0067] According to the method/system of the present disclosure, a series of advantageous functional commands may be utilized to retrieve, send and display specific data, thereby enhancing the power and flexibility thereof. These functional commands may be used in conjunction with cell/dimension references within a spreadsheet, to make a report or screen view behave in a certain way. Advantageous functional commands that may be used according to the present disclosure are as follows: 3 Functional Command Meaning Function EvAPP() App = application Returns current application identification EvBET(Application, Better/(Worse) Performs a better or worse AccountMember, comparison of two values, Cell1, Cell2) based on the account type property of the account number EvDES([dimension,] Description Returns description for the Member ID) specified member. If the same member name is used in more than one dimension, the dimension must be specified. EvDIM(Application, Dimension Retrieves the property dimType) "DimName" from tblDimension. Its parameters are "AppName" and "dimType" EvGET(Application, Get value Retrieves a data value based [dim.]member1, on the specific members. If [dim.]member2, . . . , the same member name is [dim.]memberN) used in more than one dimension, the dimension must be specified. EvINP(Application, Input value Allows input into the cell member1, containing the formula and member2, . . . , then sends that input to the memberN, Value) server when the eSubmit/ Refresh schedules command is selected. EvCV(Application, Current view Returns the current view Dimension) setting for the specified dimension. EvPRO(Application, Property Returns the value of a given Member, Property) property of a member. EvSND(Value Send value References another cell and Reference, sends the value in that cell to Application, Dim1, the server when the eSubmit/ Dim2, . . . ,DimN) Refresh Schedules command is selected. The parameters specify the dimensions that identify where the data is to be sent in the database.
[0068] While the present disclosure includes a description of the method and system with reference to various specific embodiments, those skilled in the art will readily appreciate that various modifications, changes and enhancements may be made thereto without departing from the spirit or scope of the invention as defined by the appended claims.
1. A system for facilitating efficient database-related information exchanges across a network, comprising:
- (a) a server that includes at least one database; and
- (b) a client that includes a spreadsheet program and a cache, and that communicates with said server across a network, said spreadsheet program generating at least one spreadsheet having a plurality of data cells;
- wherein said cache stores data for use by said spreadsheet program in rendering said at least one spreadsheet, and
- wherein, in response to said spreadsheet program attempting to render said at least one spreadsheet, said cache determines whether data required to render said at least one spreadsheet has been previously stored by said cache; and
- wherein, to the extent data required to render said at least one spreadsheet has not been previously stored by said cache, said cache formulates a single query for transmission from said client across said network to said server requesting all required data.
2. A system according to claim 1, wherein said cache provides data previously stored by said cache to said spreadsheet program for use in rendering said at least one spreadsheet prior to transmitting said single query across said network to said server.
3. A system according to claim 1, wherein said cache receives a response from said server across said network that includes data not previously stored by said cache.
4. A system according to claim 3, wherein said cache stores said data received in said response from said server before providing said data received in said response to said spreadsheet program for use in rendering said at least one spreadsheet.
5. A system according to claim 1, wherein said spreadsheet program associated with said client is operable in the absence of communication with said server across said network.
6. A system according to claim 5, wherein, in the absence of communication with said server across said network, said spreadsheet program uses data stored in said cache to render said at least one spreadsheet.
7. A system according to claim 5, wherein, in the absence of communication with said server across said network, said spreadsheet program accesses data from a medium associated with an auxiliary drive to said client.
8. A system according to claim 5, wherein said client communicates with said server across said network to update data transmissions therebetween based on operations of said spreadsheet program at said client in the absence of communication with said server across said network.
9. A system according to claim 1, wherein said network is selected from a group consisting of an intranet, Internet, World Wide Web, local area network, wide area network, and combinations thereof.
10. A system according to claim 1, wherein said server restricts access to data contained within said at least one database based upon a user's access clearance.
11. A system according to claim 10, wherein a user is a member of at least one collaborative group and each member within said at least one collaborative group is provided with access clearance to access equivalent data within said at least one database.
12. A system according to claim 1, wherein said cache stores data that is both numeric and non-numeric.
13. A system according to claim 1, wherein data stored within said cache derives from a group consisting of data input to at said client, data retrieved from said server across said network, and combinations thereof.
Patent History
Type: Application
Filed: Sep 26, 2002
Publication Date: Mar 20, 2003
Patent Grant number: 6694309
Inventors: Charles J. Cho (Huntington, CT), Perlie E. Voshell (Huntington, CT)
Application Number: 10255444
International Classification: G06F012/00;


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subset: commoncrawl


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Russell, Scott Lead Offense After Williams Injured
NEW HAVEN, Conn. – Battling through the loss of freshman starting quarterback Eric Williams, the Yale football team nabbed its first Ivy League win of the season Saturday afternoon at the Yale Bowl, Class of 1954 Field, beating Penn 27-13. With Williams knocked out of the game on the second drive, senior Derek Russell and freshman Logan Scott both saw time at quarterback and moved the ball effectively, tossing one touchdown pass each. The Bulldogs also ran for 203 yards, including 96 on 26 carries by sophomore tailback Tyler Varga, en route to a season high in points. The Yale defense limited Penn to a 6-for-16 performance on third downs, and got a key interception from senior linebacker Brian Leffler.
Williams had been developing into one of the team's leaders despite his youth, throwing for 200 or more yards three times in the first five games. But once he left the game after a hard hit on an incomplete pass, the Bulldogs utilized both Russell -- a former quarterback who had converted to wide receiver -- and Scott to great effectiveness.
Russell had been taking some reps at quarterback in practice, and in his role as holder on special teams had thrown a touchdown pass earlier this year on a fake.
"We practice in a way that makes us prepare for anything," Russell said. "I take most of my reps at wide receiver, but also get some work in at quarterback to make sure that if anything like this were to happen, I'm ready."
Penn (2-4, 2-1 Ivy League) took a 7-0 lead on a three-yard touchdown pass from quarterback Andrew Holland to running back Lyle Marsh with 5:52 left in the second quarter. But by then the Bulldogs had already shown an ability to move the ball on offense; right before the Quaker touchdown Yale had driven 80 yards in 14 plays only to have the drive end with a fumble at the Penn 11. Yale's defense had also come up with an early stand, as one Quaker drive ended at the Yale three with a missed field goal.
"We had plenty of early opportunities, and when we didn't convert those we allowed them to hang around and stay in the ballgame," said Penn head coach Al Bagnoli.
Yale (2-4, 1-2 Ivy League) had only two possessions in the second quarter, but made both of them count. One ended with a 43-yard field goal from senior placekicker Philippe Panico. The other, which started just 86 seconds before halftime, saw Scott complete five of eight passes to help the team drive 59 yards for a score. The final completion of that drive was a four-yard touchdown to junior wide receiver Henry Furman with 18 seconds left in the half. It was the first career touchdown catch for Furman, also a former quarterback.
So despite the dramatic turn of events early on, the Bulldogs had a 10-7 lead at halftime.
"Our mentality is 'The Next Man In'," said Reno. "Our expectation is the next man in will be ready to play."
The Bulldogs got a boost from the defense midway through the third quarter when Leffler delivered Yale's first interception since the first game. After returning the pick 47 yards, he set the Bulldogs up at the Penn four. On the very next play Russell hit junior tight end Elijah Thomas for Thomas' first career touchdown, extending Yale's lead to 17-7.
Penn answered with a 34-yard field goal by Connor Loftus, but on Yale's next drive a roughing the punter call on the Quakers gave the Bulldogs a second chance. They eventually got the lead back to 10 on a 42-yard field goal by Panico with 1:22 remaining in the third.
Yale's defense continued to make plays when needed on the next Penn drive. The Quakers nearly had a 17-yard touchdown to wide receiver Connor Scott, but a hard hit by freshman defensive back Cole Champion forced him to drop the ball for an incompletion at the goal line. Penn settled for a 27-yard field goal by Loftus to get back within seven with 13:14 to play.
The Bulldogs got a pair of third-down conversion passes from Russell -- one to junior wide receiver Cameron Sandquist and one to senior tailback Mordecai Cargill -- as they began putting the game away on their next drive. Russell capped it with an option run left, diving into the end zone to put Yale up 27-13 with 8:01 to play. He finished with 61 yards rushing in addition to his 94 yards passing.
The Quakers' hopes were all but extinguished when their next drive ended at the Penn 30. After a bad snap, junior defensive end Beau Palin sacked Holland for a 10-yard loss on fourth down. Penn's final two drives got no closer than the Quaker 36, and the Bulldogs wound up celebrating their first win over the Quakers since 2007. This was also just the second time this season Penn had been held to 13 or fewer points.
"Our guys grind and they work hard," said Tony Reno, Yale's Joel E. Smilow '54 Head Coach of Football. "To say I'm proud of them is an understatement."
Yale returns to action next Saturday at Columbia at 12:30 p.m.
Audio Highlights from 960 WELI, Ron Vaccaro '04 and Carm Cozza (Chris Denny-Brown '07 guest analyst):
- First Panico Field Goal
- Scott to Furman Touchdown
- Leffler Interception
- Russell to Thomas Touchdown
- Second Panico Field Goal
- Russell Touchdown Run
Report by Sam Rubin '95 (email@example.com), Yale Sports Publicity
Be the first to know what's going on with the Bulldogs -- Follow @YaleAthletics on Twitter, become a fan of Yale Athletics on Facebook!.


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1st issue PROMO CD with "box" obi
I'm looking for this item. If you have it and don't mind to get rid of, please contact me. I'm sure we can come to an arrangement.
Please let me know your offer and your email to reply you. You can also let me a message if you want. I'll try to go back to you as soon as possible. Thank you.


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Sergio Garcia's resurgence continued as he became the first Spaniard to win a strokeplay event at Club de Golf Valderrama with a battling triumph at the Andalucía Masters.
Garcia, also a winner on home soil in last week's Castelló Masters and three times a runner-up at this venue in 2004, 2005 and 2006, carded a level par 71 to finish on six under in Sotogrande.
That put him one clear of Miguel Ángel Jiménez, who led for much of the front nine and then birdied 16 and 17 to re-ignite his challenge, with Scotland's Richie Ramsay a shot further back in third and Ireland's Shane Lowry fourth on three under.
Garcia will climb back into the top 20 of the Official Golf World Ranking with this win, his fifth European Tour victory on Spanish soil.
"It's very, very special," said the 31 year old. "Valderrama - I have so much history here and unfortunately it wasn't as good as this until now!"
Asked about his return to form following a long barren spell, he added: "I knew that I had game, because I had it before, but obviously, when your head is not in the right spot it doesn't matter how much game you have, your muscles won't listen.
"I'm just happy with my year. We all know how difficult golf is. This is a working process, I'll keep working on it, and trying hard and enjoying it."
Jiménez initially joined Garcia on six under with two birdies inside his first three holes and found himself in sole possession of the lead when his fellow countryman three-putted the sixth before finding trouble off the tee at the next and making another bogey.
The 47 year old's failure to capitalise on a host of further opportunities on the front nine proved costly, however. While he dropped shots on the 13th and 15th, Garcia recovered well and returned to his overnight score with birdies at 11 and 14.
A superb up-and-down from a greenside bunker at the par four 16th kept him at six under, but Jiménez made three at the same hole and picked up a further shot at the infamous 17th to reduce the gap to one, having set up an eagle chance with a magnificent approach shot over the lake guarding the green.
Another birdie at 18 looked likely when Jiménez found the fairway and green, but he left his 15-foot putt agonisingly short and Garcia, despite missing the putting surface at the last, held his nerve to claim a second successive triumph.
"I'm out of words," said Garcia. "It's been two amazing weeks. Miguel fought so hard and had some good chances coming in, 17 for eagle and 18 for birdie.
"I wasn't as good as probably the last 13 days, but we hung on and managed to pull through.
"On 18, we decided to play a little more conservative and make sure we hit the fairway, then the chip was just amazing. I thought it was going in.
"I've been in that situation three or four times on this course. It wasn't easy, but I believed in my ability. To be able to hit the chip I hit there and roll the putt in with the pressure, it was nice."
Garcia now leads the European Ryder Cup points race and added: "Ryder Cup years are always special for me, so hopefully we can make that team."
Jiménez was keen to take the positives from his performance throughout the week, but ultimately rued his struggles with the putter.
"I'm disappointed. I've played great golf all week but the only birdies I made were gimmies. I hit the ball beautifully, but my putting wasn't half decent.
"Being second at Valderrama will make me go up the rankings and play the Majors next year. That's good in the long run, but for me the only important thing this week was to win in front of my home crowd; my family, my neighbours, my friends. So right now I'm disappointed."
Gracious as ever in defeat, Jiménez put aside his own frustration to pay tribute to Garcia.
"Congratulations to Sergio for his back-to-back wins," he added. "Yesterday we played together and he deserves it, because he is playing great.
"Finally a Spaniard has won in Valderrama. This morning I told Sergio, 'If I'm not the winner I hope you win,' and it happened."
Ramsay, top of the leaderboard after days one and two, briefly jumped into a share of the lead with Garcia on the back nine, only to then shank his tee shot on the par three 15th.
His ball was only found after the five-minute search time had elapsed and the resulting double bogey effectively ended his hopes.
A birdie at 18 at least ensured Ramsay claimed outright third ahead of Lowry, who birdied the third, fourth, fifth, 12th and 14th in a fine 67, the joint-best round of the day.
England's Steve Webster, who shot 66 yesterday, got within one of the lead with four birdies, but back-to-back bogeys at 16 and 17, where he found the water with his second shot, saw him finish in fifth on two under, with Grégory Havret the only other man in red figures.
|Player name
|GARCIA, Sergio
|JIMÉNEZ, Miguel Angel
|RAMSAY, Richie
|LOWRY, Shane
|WEBSTER, Steve
|HAVRET, Grégory


text:
With Remittance Solutions from Fiserv, your financial institution can offer comprehensive receivables management, remittance processing and lockbox services to customers in multiple industries.
Financial institutions need to deliver services to their customers that enable faster accounts receivable posting and information access, but that don't require significant capital expenditures for new or upgraded technology. Remittance Solutions from Fiserv enable you to offer a high-quality receivables management package — including wholesale, retail, image and wholetail lockbox services and industry-specific solutions — all with no capital expenditures.
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Berthe MorisotBiography
In July 1868 Fantin-Latour introduced Berthe to Manet, whom she greatly admired. Although Manet was had a strong influence on her work, she soon developed a distinctive style of her own. Her style, in turn, influenced his painting and encouraged him to work en plein air. She was also a subject for a number of his paintings, including The Balcony. Morisot exhibited regularly at the Salon, and at all the Impressionist exhibitions except for 1879.
Morisot married Manet's brother Eugene in December, 1874. Her house at 4 rue de la Princess in Bougival on the Seine then became a social and inspirational centre for the Impressionists. By 1885 she had begun to hold regular soirees for friends that were artists or writers, including Mallarme.
In March of 1895, Berthe Morisot died of pneumonia at the age of 54. In her last letter to her daughter, Julie Manet, she bequeathed paintings to Degas, Monet, and Renoir. In spite of her international reputation as an artist, her death certificate bears the words "No professions".
contributed by Gifford, Katya


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Americans United for Change has launched a campaign to Free Our Oil! While an interesting response to the Republican focus on lying to support drilling, I challenged this campaign, stating that this effort supports a quite dangerous framing of the problems and solutions.
If we make this just about gas prices, we are caught into a very dangerous framing. "Lowering" gas prices gets people thinking back to cheaper energy unit costs days. We need people, the nation thinking about enery as a system, as a "cost to own" rather than "cost to buy". We (the nation) should foster upfront investment (help it) that will lower total "cost to own" by reducing wasteful use of polluting energy. While difficult in a robocall, every single message (I would argue) should avoid getting captured in messaging that fosters thinking that we can go back to days of cheaper gasoline. Over the long term (and likely short term), it isn't going to happen.
In response, I was asked the following question:
Say, for example, you were on TV today as a representative of the Democratic Party. The interviewer asks, "A, what is the Democratic Party doing in Congress to help lower oil/gas costs for Americans who are hurting?" What's your answer?
The GOP has an answer – gas tax holiday and drilling offshore. You and I know that these are two options that won't do anything significant in the short-term, and we they do nothing to change the culture of oil that we live in. However, they are ideas and Americans want to hear ideas, be them good or bad.
What can the Dems do right now to bring down costs, without sacrificing their long-term message of changing the way we think about oil. OR, given our foreign policy and the world as it is today. is $4/5/6/gallon just the new reality and we need to suck it up?
For my off-the-top of the head (basically unedited) response, follow me after the fold.
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Childrens Star Wars Darth Vader Wall Clock STAR428
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The Star Wars watch collection features a range of playful and serious styles for men, women and children from a galaxy far, far away, bringing iconic characters and technological designs to life. Whether you favour the light side or the dark side, colourful characters or subtle details, there is a Star Wars watch for you. Use the force and select your favourite, or choose as an original gift for a loved one. The Star Wars phenomenon began in 1977 with the release of, not the first, but the fourth film in what will eventually be a trilogy of trilogies. The franchise instantly became a global pop culture favourite and the fictional universe is beloved the world over. These Star Wars watches let you take a little bit of that Star Wars extended universe home with you.
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London: With a low rumble and high-pitched screams, Anthony Joshua's hometown fans stood in unison before the final round of the final bout of the Olympics.
Joshua faced a three-point deficit to the defending super heavyweight champ, a daunting deficit in amateur boxing, and had just three minutes to somehow finish these wildly successful British games atop the podium.
And just like so many British athletes in these remarkable home Olympics, the north Londoner got it done.
Joshua roared back to win a tiebreaker over Italy's Roberto Cammarelle on Sunday, grabbing Britain's third boxing gold medal at the London Games. He managed to keep his eyes dry on the medal stand, but the imposing brawler from Finchley acknowledged he needed some hometown help to rally for the upset.
"I felt the hearts of all these people around this nation," Joshua said. "That medal represents my journey, and the support from the team. It's much more than a gold medal. It's a life experience."
With the medal around his neck and a Union Jack around three sets of broad shoulders, Joshua later posed for photos with Lennox Lewis and Audley Harrison, two icons of British boxing and previous winners of super heavyweight gold.
Joshua's big finish in the tournament's glamour division allowed him to match the gold medals won by bantamweight Luke Campbell and women's flyweight Nicola Adams, part of Britain's five-medal haul from the games that included Freddie Evans' welterweight silver from Sunday.
"This is not only great for British boxing, it's great for Britain as well," said Lewis, the native Englishman who won gold for Canada in 1988. "It's going to inspire a generation of boxers. The next Olympics is going to be even bigger and better."
It's tough to imagine anything much better than Britain's effort at home, right through the last round of this 16-day, 272-fight tournament, when Joshua repeatedly rocked Cammarelle with big shots after the Italian largely controlled the first two rounds. The crowd's intensity rose with every blow, putting a fitting finish on a tournament that was also dogged by protests, a few incompetent referees and plenty of poor sportsmanship.
Joshua's medal ceremony was delayed about 15 minutes while Italy protested the result, but its complaints were swiftly rejected by amateur boxing's governing body. Cammarelle, 32, fought a remarkable bout, nearly holding off his 22-year-old opponent to close his third Olympics.
Sunday's five-fight finale also featured gold-medal victories for perhaps the three most impressive boxers in London: Ukrainian lightweight Vasyl Lomachenko, flyweight Robeisy Ramirez of Cuba, and welterweight Serik Sapiyev of Kazakhstan, who was named the tournament's best boxer.
Lomachenko completed his second straight domination of an Olympic tournament with his second gold medal, cementing his claim as the pound-for-pound champion of amateur boxing with a 19-9 win over South Korea's Han Soon-chul. He followed up his featherweight gold in Beijing with two world championships and this brilliant run in London.
"The first time, I was a bit more excited," Lomachenko said. "I am more calm now, but I am still very happy, and delighted to win another medal."
Lomachenko might soon be challenged for his unofficial pound-for-pound title by the 18-year-old Ramirez, who wrapped up his own spectacular surge with a 17-14 gold-medal victory over Mongolia's tenacious Tugstsogt Nyambayar.
Ramirez won Cuba's second Olympic boxing gold medal of the games in style, while Nyambayar fell just short of winning only the third gold medal in Mongolia's entire Olympic history.
Ramirez led by just one point entering the final round before surviving. He celebrated with teenage glee, doing a few pirouettes after his hand was raised, followed by a few push-ups.
"The moment I heard I won, I fell on the floor, because it was overwhelming," Ramirez said. "I am 18 years old, and I am already an Olympic champion. I am becoming part of my country's history."
After his 17-9 victory over Evans, Sapiyev beat out Lomachenko and Ramirez to win the Val Barker Trophy as the Olympics' best boxer. He is the third Kazakh in the past five years to win the award — a surprising haul for a nation with just six boxing gold medals.
Sapiyev earned redemption for his Olympic performance four years ago in Beijing, where the two-time world champion lost in the first round.
"I have been waiting for this moment for so long," Sapiyev said. "In Beijing, I was upset, but I was dreaming about the next Olympics."
Russian light heavyweight Egor Mekhontsev also claimed a gold medal on the second tiebreaker, barely edging Kazakhstan's Adilbek Niyazymbetov for Russia's only boxing gold in London.
Four former super heavyweight gold medalists were in ExCel arena for the big finale: Lewis, Wladimir Klitschko, Harrison — and Cammarelle, of course. Klitschko won Ukraine's first Olympic boxing gold in 1996 at super heavyweight, and Harrison succeeded him as the division's Olympic champion in 2000.


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Removing scratches from a dome port
Posted 17 May 2008 - 02:33 PM
However, as domeports are typically 8 or 9 inces in diameter (or smaller) it think it would be difficult to work a smaller area. It would also be difficult to get an "even" finished look as the idea is that for each level of abrasive that you are using you are removing the scrathes from te previous level. So it would be very difficult to be able to go over EXACTLY the same area as you did on the previous level. You would basically have to expand the area a little bit at each level to cover up the scratched from the previous level and with 8" or so of surface to work on, you would probably quickly expand to working on the whole area. So why not go the whole area at once and avoid the possibility of getting an uneven thickness in the dome.
Posted 16 August 2008 - 12:36 AM
Posted 16 August 2008 - 08:32 AM
It finally hapened to me: a boat guy put my housing on the flor with a dome facing down!!! The result is a 4-5cm scratch on a glass dome. Luckily i didnt notice any influence on the photos but it is still very distracting. At home i went to a local glassworker and he sad to me they can polish it out. Since the scratch doesnt affect the image i decidet to ask you what you think first.
Depending on the scratch, you may or may not notice it when you looking into a bright light source. I have a scratch on my 6" glass dome and I normally don't see it except under specific conditions. Namely, small aperture, close subject and looking into the sun. Then it sticks out like a soar thumb. I understand that I can polish it out with cerium oxide, but seeing how I have an 8" dome, I've never gotten around to it. Let us know how it works if you decide to have it polished.
"Some of the world's greatest feats were accomplished by people not smart enough to know they were impossible"
Posted 03 November 2008 - 03:56 AM
If I look very closely at the acrylic I can just see some barely noticable abrasive marks that were not there before.
No-one has mentioned phase 3 of the (cheap) British option: a final polish with toothpaste, after the "Brasso".
But glass...
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Posted 04 November 2008 - 08:57 AM
Posted 02 December 2008 - 07:26 AM
I badly scratched up my Sea & Sea dome port (it's acrylic) while diving at Cocos and Malpelo. Lots of current and lots of rock is a bad combination for a housing with a big dome port. A couple of fairly deep scratches (you could easily feel them with your finger) and some shallower ones (you could feel them with you finger-nail).
After doing some research, including some older threads on this board, I decided to try the Micro-Mesh NC-78-1 ACRYLIC RESTORAL KIT (Micro-Mesh) . It's made for taking scratches out of airplane windscreens. It cost $37 and comes with 9 grades of their Micro-Mesh papers (high grade wet/dry sandpapers), polishing paste, detergent, anti-static cream and pads and cloths.
Taking a good stiff drink first, I started the job with 320 grade wet/dry paper, went to 400 grade paper and then started using the Micro-Mesh papers. Each grade took about 3-5 minutes and the instructions were to sand in straight lines only, not circular, and then rotate the dome about 120 degrees for the next grade.
After the first sanding, the port looked like a diffuser (although when I flushed it with water before going to the next grade, it was clear). However, by the time I did the final polish, it looked new.
I highly recommend this product. $37 and a little elbow grease (actually, not much at all) is a lot better than a buying a new port.
Posted 02 December 2008 - 10:16 AM
Great suggestion... I have also used an orbital polisher with very soft cloths and rouge and had great results. I still haven't had any luck polishing my glass port though...
This may not be the correct place to welcome Jill, but I didn't want to be remiss! Thanks Jill for sharing your experience and for joining this forum; which is honored to have someone with your expertise, professionalism and sensitivity on board!
Sincerely, Carol
New: Subal nd850/Nikon 8-15fe/Nikon 105vr/etc
Posted 09 December 2008 - 09:50 PM
Sadly I just put a nice scratch in my sea and sea dome port and even sadder it shows in my photos.
I was reading the micro mesh comment on the first thread which said it used the aviation one - there is also a marine one for windows and acrylic. My question is would this one be better or not? As I have to ship this to Tonga I would appreciate if someone could let me know which they think would be better......
Sorry if someone has mentioned this before my internet is slightly slower so I sometimes dont get to read all the posts easily.
Personal website http://beyondtheeye.ifp3.com
Posted 21 January 2009 - 02:49 PM
A port with all surfaces free of scratches is always best, however water will fill in the scratches on the exterior
surface while submerged and will minimize the visibility of the scratch in photos.
Posted 09 February 2009 - 04:10 AM
"Polishing out" a scratch in a dome port is more critical on the interior of the port rather than the exterior surface.
A port with all surfaces free of scratches is always best, however water will fill in the scratches on the exterior
surface while submerged and will minimize the visibility of the scratch in photos.
Speaking of which, i noticed a relatively shallow but inch long scratch on my 8inch port on the interior last week.
Im gathering this is going to be very difficult to remove and wondered if i should use the above procedue, or does anyone have any other tips?
Ive heard of things like Wet sandpaper and toothpaste working but havent found anything useful yet.
Posted 09 February 2009 - 05:18 AM
Speaking of which, i noticed a relatively shallow but inch long scratch on my 8inch port on the interior last week.
Im gathering this is going to be very difficult to remove and wondered if i should use the above procedue, or does anyone have any other tips?
Ive heard of things like Wet sandpaper and toothpaste working but havent found anything useful yet.
I actually polished the inside of my 174mm dome last wekend. I basically used the micromesh pads wrapped over a piece of folded lens cloth to give a bit of padding around my fingers. As I only had minor scratches on the inside, I started from #6000 grid and worked from there. Not at all that hard to do.
I still need to do the outside as well, but so far the result is looking just fine.
Posted 02 April 2009 - 12:19 PM
Thanks for your help!
7D Nauticam + Z240's
Posted 04 April 2009 - 10:29 AM
A friend bought it and shared it with everybody and it lasts forever. It works very well and it is also very easy to use.
D300, D7000, D7100. 10.5, 10-17, 16, 10-20, 17-70, 60, 105, 150 Hugyfots, Issota, Subtronic Novas, Seacams 350, YS250s, YS-D1s
Aqualung Team
Posted 07 April 2009 - 01:25 PM
I have bought a micro mesh kit on eBay from a seller in UK. Price was cheap.
I used it on a used 8" dome I bought for a resonable price but had some little scraches.
Using the micro mesh it was like new.
It takes some time but it is very exciting to see a new dome coming up.
Very simple to use.
The polish cream is also good to renew the rings... good for womens ;-)
Posted 08 April 2009 - 01:25 PM
Used to use it on headlamp lenses for bentley and aston and worked a dream.
Tend to use now for car windscreen and double glassing/ glass.
hope this helps
Posted 22 April 2009 - 07:09 AM
The micro-mesh worked very well and I am set for my next dive trip.
Thank-you to all!
Posted 07 June 2009 - 10:55 PM
Posted 19 June 2009 - 10:43 AM
I can't guarantee this process will work for everybody but so far it has done well for minor, hairline scratches and little dings. I hope this advice cuts into the sale of replacement Seacam domes, Harald is doing far too well these days.
Good luck!
Posted 30 June 2009 - 07:31 PM
Posted 04 July 2009 - 02:34 PM
ANy difference?
Barrigada, Guam 96921 USA
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Compulsory Attendance: 6–16
Legal status of homeschooling: Homeschooling is uncommon, although the Peruvian Constitution protects the rights of families. Article 6 states it is the obligation and right of parents "to nourish, educate, and provide security" for their children, and Article 13 gives parents the right "to choose educational centers and to participate in the educational process."
Education is further governed by Law N° 28044, Ley General de Educación (July 29, 2003). Article 5 states, "Parents or their substitutes have a duty to educate their children and the right to participate in the educational process and to choose the institutions in which they are educated, according to their convictions and beliefs." This is interpreted by families to mean that parents may educate their children at home.
** Please contact HSLDA for potential referrals to homeschool families or if you have knowledge of homeschooling in Peru. Thank you!
Last Updated: January 1, 2016


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Glow - the next frontier tackled by the scientists at MVP! Inside the white outer rim is a dense concentration of glow material. Using the signature outer-rim plastic to hold ALL the glow material makes the Eclipse line ION one of the brightest glowing discs out there. No more dull camoflage orbs… the Eclipse ION glows brightly and with a distinctive ring shape that stands out in the dark.
The Soft ION is a unique putter from Maple Valley Plastics (MVP). This putter uses a two-piece construction combining a Champion- or Z-like inner plate and a grippy outer rim. The disc is made from a very durable polyurethane ensuring a good, long life. A unique advantage of this design is that the putter has a consistent amount of outer-rim centripital force at varying disc weights. The ION has a great feel in your hand and has been getting a big buzz among players as a result.
The Eclipse Glow line is the first Glow disc ever to have brightly tinted plastic in addition to the glow plastic. Pick your favorite color, and know that you'll be able to see it in the dark too!
The Soft ION is slightly more gummy than the Medium, good for those who like to grip hard, or for colder climates.