Abstract:
The present invention provides for a method and a computer system for providing functionality for electronically managing and supporting a merger integration of businesses, using software and other computer-implemented tools. In one aspect of the invention, the method and system provide program milestone tracking for an integration of businesses, where the businesses are subject to a merger or acquisition. The system provides a collaboration environment computer program for assisting a group of individuals performing the integration of businesses. The collaboration environment computer program provides administrative controls and communication among the group of individuals. A project management computer program assists the group of individuals and is configured to manage project schedules, budgets, and timeframes. A program milestone component is established and configured to facilitate creating and tracking program milestones for the collaboration environment computer program. The program milestone component also configured to interface the collaboration environment computer program and the project management computer program such that the collaboration environment computer program directly links to the project management computer program and receive program milestone updates.

Description:
CROSS REFERENCE TO RELATED APPLICATIONS  
       [0001]     This application claims the benefit of U.S. Provisional Application No. 60/786,324, filed Mar. 27, 2006, entitled “Merger Integration Toolkit,” the contents of which are incorporated herein in their entirety. 
     
    
     BACKGROUND OF THE INVENTION  
       [0002]     In our modern market economies, many companies have tried to maintain or enhance growth and profitability by focusing upon finding synergies that can be obtained by acquiring or merging with or by alliances with other companies. These synergies, for example, could result from revenue enhancement, cost reduction provided by eliminating duplication of resources, economies of scale or vertical and horizontal integration. Business mergers are therefore becoming increasingly more frequent occurrences in many markets and industries. Such mergers are becoming more and more complex with the involved companies being large and diverse, and often much of their fiscal health and growth upon the success of the merger. Success of the merger is thus of paramount importance.  
         [0003]     Many businesses turn to external consulting firms or other specialists to evaluate proposed mergers, to assist in planning activities in an upcoming scheduled merger, and to manage the transition period for an ongoing merger. Much must happen in a relatively short time period for a merger to proceed successfully, including the merging of organizations, cultures, and technologies, and the elimination of redundant resources. The best elements from each of the original companies must be maintained, even as new elements needed by the resulting merged company are established. An experienced consulting firm or other organization of specialists advantageously brings to bear its pooled expertise and best practice knowledge with regard to these merger-related (or acquisition-related) changes. While one or more of the managers of the merging companies may have experience regarding a few prior mergers, the more experienced specialists may have the benefit of working on more total mergers than the combined experiences of all the managers of the merging companies. Thus, specialist firms are able to capitalize upon their wider scope of past experience and specific knowledge regarding the lifecycle of mergers, utilizing knowledge of commonly encountered problems and pitfalls, guideposts for tracking progress, and ways to solve problems and avoid pitfalls to more efficiently direct the merging companies to meet the ultimate business objectives underlying the merger.  
         [0004]     While specialists can be hired at the pre-merger stage (i.e., during negotiations or prior to a deal being announced publicly), oftentimes, specialists are hired into a post-merger situation to manage a merger after the companies have already signed contracts and announced the merger, and sometimes even after various post-merger integration steps have been taken. When a particular specialist or specialist organization is brought into a merger situation after the pre-merger stage, they must be able to get a quick, yet accurate snapshot assessment regarding where the merging company stands in the various tasks that should be completed by the merger integration process. Only after getting an accurate snapshot can the specialists utilize their personal experiences and expertise to advise the client companies how to improve their post-merger integration efforts. Thus, in order to make the business relationship between the specialist and the merging companies successful, the specialist organizations must have the capability to assess and guide the progress of the merger efficiently and accurately at various times within the merger lifecycle.  
         [0005]     The management of post-merger integration can be heavily dependent upon the personal knowledge of the involved specialists. While a particular “lead” specialist within a specialist organization may be very knowledgeable regarding particular areas of post-merger integration, that particular specialist will likely not be able to perform a complete and accurate assessment in a quick manner on their own. These lead specialists typically enlist additional personnel resources from their organization, usually in the form of a team of less experienced specialists that will work under the direction of the lead specialist. These team members are often given the tasks of information gathering and sorting, such as by contacting and interviewing employees of the merging companies and obtaining, reviewing and organizing records relevant to post-merger integration activities. These can be complicated as progress assessments are often necessary at various times during a merger integration. Notably, merger integrations generally evolve according to a life cycle of different phases, characterized by different goals, tasks and activities. Thus, certain types of information may only be relevant to (or more relevant to) making progress assessments during one phase of a post-merger integration while less relevant or irrelevant to making progress assessments undertaken at other stages or phases of the integration. The team members therefore need direction regarding what information to seek at a particular time and from what sources to seek that information.  
         [0006]     Since a specialist organization&#39;s worth to merging companies lies in the collective experiences, knowledge capital of its various individual specialists, and the technological tools it has developed to support mergers, it is important for those organizations to leverage this past experience and knowledge effectively by disseminating it to other specialists within the same organization. Only then can this knowledge and experience be utilized fully in the progress assessments of various mergers by many specialists within the organization in a manner that enables teams to perform the planning and analysis as quick, economical, consistent, and accurate as is possible. Thus, in order to make the business relationship between the specialist and the merging companies successful, there also is a need for the specialist organization to have mechanisms for effectively sharing the knowledge and experience of lead specialists with their team members and for employing technological assets that have been developed to efficiently implement such knowledge and experience. Such sharing allows the specialist organization to be certain to obtain the most relevant information needed to identify those important post-merger activities and tasks to be addressed.  
         [0007]     Examples of such technological tools and assets may include computer applications that can increase the efficiency of business processes and improve team productivity for organizations and business units. Such computer applications provide tools for collaboration and connectivity across organizational and geographic boundaries and can offer employees access to desired information. Other such computer applications provide tools and functionality relating to project management and execution.  
         [0008]     The SharePoint family of products and services from Microsoft Corporation is an example of one such application, which provides a foundation platform for building flexible and scalable Internet-based business applications. SharePoint provides administrative controls for managing storage and Internet infrastructure and gives IT departments a cost-effective way to implement and manage a high-performance collaboration environment. The SharePoint server provides server capabilities that can influence organizational effectiveness by including content management and enterprise search functionality, accelerating shared business processes, and facilitating information-sharing across networks for enhanced business insight. These tools may be supported over Intranet, extranet, and Web applications across an enterprise within one integrated platform, without relying on separate fragmented systems. The collaboration and content management server provides IT professionals and developers with the platform and tools necessary for server administration, application extensibility, and interoperability.  
         [0009]     The Project family of products and services from Microsoft Corporation is another example of such an application, which provides organizations and business units project management tools for managing schedules, budgets, and timeframes of various projects. Project includes tools and functionality directed towards informing and controlling project work, schedules, and finances, and keeping project teams aligned and in communication.  
         [0010]     However, although SharePoint and Project provide certain functions, additional features and functionality that are not offered by these or other existing products or services are desirable. For example, there is a need for such management and efficiency related computer applications that further provide program-level hierarchy and security, customized user portal, milestone tracking capabilities, and customizable workflows. Additionally, there is a need for such computer applications that are focused on the specialized demands that arise from mergers and acquisitions.  
         [0011]     Therefore, there is a need for an improved software toolkit for leveraging existing application functionality with customized functionality that is not currently available. A toolkit directed towards managing business processes that further provides program-level hierarchy and security, customized user portal, milestone tracking capabilities, and customizable workflows would be beneficial. Moreover, there is a need for a merger integration toolkit that is customized to address the particular requirements of the business processes and the IT requisites for businesses engaged in a merger or acquisition.  
       BRIEF SUMMARY OF THE INVENTION  
       [0012]     The present invention is generally directed towards facilitating and assisting individuals with integrating business after a merger, acquisition, or similar event. Various embodiments of the present invention may be implemented, which may include one or more of the following functionalities: program management and program-level hierarchy and security, customized user portal with security-driven navigation, milestone tracking, linkage or integration with other project-related software programs, implementation management and merger-specific functions, automated intelligent clean room management, and customizable workflow configuration.  
         [0013]     In accordance with one embodiment of the present invention, a method in a computer system is provided for executing a merger integration of businesses after a merger or acquisition between the businesses. A Merger Integration Toolkit of the present invention is established for providing assistance with integrating the businesses.  
         [0014]     The present invention provides for a method and a computer system for providing functionality for electronically managing and supporting a merger integration of businesses, using software and other computer-implemented tools. In one aspect of the invention, the method and system provide program milestone tracking for an integration of businesses, where the businesses are subject to a merger or acquisition. The system provides a collaboration environment computer program for assisting a group of individuals performing the integration of businesses. The collaboration environment computer program provides administrative controls and communication among the group of individuals. A project management computer program assists the group of individuals and is configured to manage project schedules, budgets, and timeframes. A program milestone component is established and configured to facilitate creating and tracking program milestones for the collaboration environment computer program. The program milestone component also configured to interface the collaboration environment computer program and the project management computer program such that the collaboration environment computer program directly links to the project management computer program and receive program milestone updates. 
     
    
     BRIEF DESCRIPTION OF THE DRAWINGS  
       [0015]      FIG. 1  is a diagram of an exemplary user interface User Rights screen of the Merger Integration Toolkit, illustrating hierarchy levels and configuration per user in accordance with one specific implementation;  
         [0016]      FIG. 2  is a diagram of an exemplary user interface Issue Management screen of the Merger Integration Toolkit, illustrating restriction of items in lists by the access level granted to a user in accordance with one specific implementation;  
         [0017]      FIG. 3  is a diagram of an exemplary user interface User Rights screen of the Merger Integration Toolkit, illustrating configuration of user functionality access rights by administrator in accordance with one specific implementation;  
         [0018]      FIG. 4  is a diagram of an exemplary user interface Issue Management screen of the Merger Integration Toolkit, illustrating a list view for a read-only access user in accordance with one specific implementation;  
         [0019]      FIG. 5  is a diagram of an exemplary user interface Navigation Menu screen of the Merger Integration Toolkit, illustrating that navigation menu items are not displayed for functions to which the user has no access in accordance with one specific implementation;  
         [0020]      FIG. 6  is a diagram of an exemplary user interface Error message of the Merger Integration Toolkit, illustrating how attempts to access items using a direct URL are restricted based on access rights in accordance with one specific implementation;  
         [0021]      FIG. 7  is a diagram of an exemplary user interface Issue Management screen of the Merger Integration Toolkit, illustrating how items may be coded by hierarchy and level in accordance with one specific implementation;  
         [0022]      FIG. 8  is a diagram of an exemplary user interface Reports screen of the Merger Integration Toolkit, illustrating selection of reports by hierarchy levels in accordance with one specific implementation;  
         [0023]      FIG. 9  is a diagram of an exemplary user interface Landing Page screen of the Merger Integration Toolkit, illustrating a customized user portal in accordance with one specific implementation;  
         [0024]      FIG. 10  is a diagram of an exemplary user interface Navigation Menu screen of the Merger Integration Toolkit, illustrating a configurable navigation menu in accordance with one specific implementation;  
         [0025]      FIG. 11   a  is a diagram of an exemplary user interface document library screen of the Merger Integration Toolkit, illustrating a document library and folder customized view in accordance with one specific implementation;  
         [0026]      FIG. 11   b  is a diagram of an exemplary user interface document access configuration screen of the Merger Integration Toolkit, illustrating configuration of a user&#39;s document folder rights in accordance with one specific implementation;  
         [0027]      FIG. 12  is a diagram of an exemplary user interface Key Milestone Tracking screen of the Merger Integration Toolkit, illustrating a direct link to Microsoft Project Server in accordance with one specific implementation;  
         [0028]      FIG. 13  is a diagram of an exemplary user interface Key Milestone Import screen of the Merger Integration Toolkit, illustrating the selection of project information to import from Microsoft Project Server in accordance with one specific implementation;  
         [0029]      FIG. 14  is a diagram of an exemplary user interface Key Milestone/Project Tracking screen of the Merger Integration Toolkit, illustrating the importation of milestones from a file in accordance with one specific implementation;  
         [0030]      FIG. 15  is a diagram of an exemplary user interface Integration Event Milestone screen of the Merger Integration Toolkit, illustrating milestone reporting by hierarchy in accordance with one specific implementation;  
         [0031]      FIG. 16  is a diagram of an exemplary user interface Detailed Schedule Tracking screen of the Merger Integration Toolkit, illustrating a detailed schedule tracking list with built-in views in accordance with one specific implementation;  
         [0032]      FIG. 17  is a diagram of an exemplary user interface Detailed Schedule Tracking screen of the Merger Integration Toolkit, illustrating detailed item schedule tracking in accordance with one specific implementation;  
         [0033]      FIG. 18  is a diagram of an exemplary user interface Incident Tracking screen of the Merger Integration Toolkit, illustrating an incident tracking list in accordance with one specific implementation;  
         [0034]      FIG. 19  is a diagram of an exemplary user interface Communication Tracking form of the Merger Integration Toolkit, illustrating editable fields for details of a communication tracking item in accordance with one specific implementation;  
         [0035]      FIG. 20  is a diagram of an exemplary user interface Key Performance Indicator screen of the Merger Integration Toolkit, illustrating editable fields for details for a Key Performance Indicator record in accordance with one specific implementation;  
         [0036]      FIG. 21  is a diagram of an exemplary user interface Clean Room Management menu field of the Merger Integration Toolkit, illustrating a clean room navigation menu in accordance with one specific implementation;  
         [0037]      FIG. 22  is a diagram of an exemplary user interface Analysis Request screen of the Merger Integration Toolkit, illustrating details of an analysis request in accordance with one specific implementation;  
         [0038]      FIG. 23  is a diagram of an exemplary user interface Clean Room Access Rights Assignment screen of the Merger Integration Toolkit, illustrating configuration of field-level security settings in accordance with one specific implementation;  
         [0039]      FIG. 24  is a diagram of an exemplary user interface Message Center window of the Landing Page screen of  FIG. 9 , illustrating items awaiting workflow approval in accordance with one specific implementation;  
         [0040]      FIG. 25  is a diagram of an exemplary user interface Analysis Request screen of the Merger Integration Toolkit, displaying items in workflow awaiting approval and illustrating an approve/reject view in accordance with one specific implementation;  
         [0041]      FIG. 26  is a diagram of an exemplary user interface Workflow Approval screen of the Merger Integration Toolkit, illustrating a workflow moderation interface in accordance with one specific implementation;  
         [0042]      FIG. 27  is a diagram of an exemplary user interface Workflow Configuration screen of the Merger Integration Toolkit, illustrating an interface for configuration of workflow enable/disable and required approval weight in accordance with one specific implementation;  
         [0043]      FIG. 28  is a diagram of another exemplary user interface Workflow Configuration screen of the Merger Integration Toolkit, illustrating an interface for configuration of workflow approval steps in accordance with one specific implementation; 
     
    
     DETAILED DESCRIPTION OF THE INVENTION  
       [0044]     A. Merger Integration Toolkit Overview  
         [0045]     Embodiments of the present invention as described herein enable individuals involved with a merger integration to effectively and securely manage, organize, and implement process steps relevant to a merger integration execution in a facilitated manner. The various embodiments of the present invention provide methods and related tools and electronic resources that utilize a Merger Integration Toolkit to guide managers and team members through the different process steps and phases of a merger integration life cycle, enabling the performance of the integration successfully and rapidly.  
         [0046]     In one embodiment, the Merger Integration Toolkit of the present invention may be implemented in the context of a pre-defined merger integration framework, which is described in more detail in U.S. patent application Ser. No. 11/606,438, filed Nov. 30, 2006, entitled “Merger Integration Framework and Tool,” and which claims the benefit of U.S. Provisional Application Nos. 60/741,008, filed Nov. 30, 2005 and 60/740,703, filed Nov. 30, 2005, the contents of which are incorporated herein in their entirety. The merger integration framework provides a structured method and computer system for navigating an electronic methodology tool for a merger integration of businesses.  
         [0047]     As used herein, a “Merger Integration Toolkit” is a collection of related functionality for electronically managing and supporting a merger integration of businesses, using software and other computer-implemented tools. In one embodiment, a user interacts with a user interface of the Merger Integration Toolkit, where in one example the user visually navigates the toolkit from a Landing Page screen  900 , as seen in  FIG. 9 . The various tools that comprise the toolkit, which are described in more detail below, are accessible to the user from the Landing Page.  
         [0048]     The Merger Integration Toolkit of the present invention is generally directed towards customizing, enhancing, and supplementing computer applications that increase the efficiency of generic business processes, provide communication and connectivity for collaborative tasks, and manage projects. Examples of such computer applications include the Microsoft SharePoint and Project products. The present invention customizes, enhances, and supplements such applications with additional features and functionality that not offered by existing products or services. The Microsoft SharePoint and Project products are used as exemplary tools that may be improved by the present invention. However, those skilled in the art will appreciate that other suitable computer programs may likewise benefit from the functions of present invention described herein and that SharePoint and Project are discussed merely as exemplars.  
         [0049]     As described in more detail below, the Merger Integration Toolkit of the present invention may improve such management and efficiency-related computer applications by providing program-level hierarchy and security, a customized user portal, milestone tracking capabilities, and customizable workflows. The Merger Integration Toolkit may additionally focus such computer applications on the specialized demands that arise from mergers and acquisitions.  
         [0050]     B. Program-Level Hierarchy and Security  
         [0051]     In one aspect of the present invention, a robust program-level hierarchy and security layer is configured to operate on top of SharePoint, or other suitable application, as a customized solution. The Merger Integration Toolkit leverages existing SharePoint functionality and establishes a custom layer of security and program management hierarchy on top thereof. The core SharePoint features and functionality are retained. In one embodiment, the Merger Integration Toolkit provides five layers of hierarchy in which information may be captured and reported via SharePoint.  
         [0052]     Referring to  FIG. 1 , a diagram of an exemplary user interface User Rights screen  100  of the Merger Integration Toolkit is shown, illustrating hierarchy levels and configuration per user in accordance with one specific implementation of the present invention. Examples of five hierarchy levels or layers  110  are shown in  FIG. 1 , as configured based on user “demouser1.” The naming convention of each hierarchy layer  110  is flexible and users may adapt the levels  110  to fit their needs. Access to each cascading level of hierarchy, such as General item  120  at Level  5 , is individually configurable. The following code snippet illustrates exemplary code for configuring hierarchy levels  110 :  
                                                                       &lt;?xml version=“1.0” encoding=“utf-8”?&gt;           &lt;configuration&gt;                &lt;appSettings&gt;                &lt;add key=“Level0” value=“Program”/&gt;           &lt;add key=“Level1” value=“Event”/&gt;           &lt;add key=“Level2” value=“Area”/&gt;           &lt;add key=“Level3” value=“Team”/&gt;           &lt;add key=“Level4” value=“Project”/&gt;                      
 
         [0053]     Security in the Merger Integration Toolkit is flexible and may be applied to a level of hierarchy and/or to a defined group within a specified layer. Access to information is then determined by the level of security access a user is provided by the administrator and how items are coded from a hierarchical metadata perspective.  
         [0054]      FIG. 2  is a diagram of an exemplary user interface Issue Management screen  200  of the Merger Integration Toolkit, illustrating restriction of items  210  in lists by the access level granted to a user in accordance with one specific implementation of the present invention. Security functions may also be applied to individual functions or sections, restricting access per user and to three levels, such as Read/Write, Read Only, and No Access. A user may only view items  210  that are coded with hierarchy values to which that user has access. In addition, a custom security code may be included in each page to protect against direct URL access to items and functions to which a user does not have access, as shown in  FIGS. 3-6  below.  
         [0055]     Referring to  FIG. 3 , a diagram of an exemplary user interface User Rights screen  300  is shown, illustrating configuration of user functionality access rights by an administrator in accordance with one specific implementation of the present invention. Access to each functionality, such as Reporting/Dashboards  310 , may be configured by an administrator or other appropriate person as desired, thereby affecting the visibility of such functionality in a Navigation Menu to the selected user  320 .  
         [0056]      FIG. 4  is a diagram of an exemplary user interface Issue Management screen  400  of the Merger Integration Toolkit, illustrating a list view for a read-only access user in accordance with one specific implementation of the present invention. When the user has Read Only access, screen selections such as create  410  and import data  420  are grayed out and are unselectable. The Edit Item screen selection (not shown) does not appear and is not available when a user has Read Only access.  
         [0057]      FIG. 5  is a diagram of an exemplary user interface Navigation Menu screen  500  of the Merger Integration Toolkit, illustrating that navigation menu items  510  are not displayed to a user for functions to which the user has no access. The navigation menu items would otherwise include Risk Management; in the Navigation Menu screen  500  the user does not have the appropriate access and Risk Management is not displayed.  
         [0058]      FIG. 6  is a diagram of an exemplary user interface Error message  600  of the Merger Integration Toolkit. Attempts to access items using a direct URL are restricted based on access rights, and error message  600  may be displayed to the user if an unauthorized function is attempted.  
         [0059]      FIG. 7  is a diagram of an exemplary user interface Issue Management screen  700  of the Merger Integration Toolkit, illustrating how items may be coded by hierarchy and level in accordance with one specific implementation of the present invention. For example, item  710  may be coded to indicate the associated hierarchy/level values for each of program, event, area, team, and project. Additionally, items may be coded with a hierarchy level  720  for subsequent filtering implemented by the reporting functions. Reporting and tracking may then be performed by hierarchy level, and the items captured in the SharePoint lists and document libraries are restricted by the defined security layer  720 .  
         [0060]      FIG. 8  is a diagram of an exemplary user interface Reports screen  800  of the Merger Integration Toolkit, illustrating selection of reports by hierarchy levels in accordance with one specific implementation. In addition to selecting a report type  810 , a user may further select a report by hierarchy levels, including event  820 , area  830 , team  840 , and project  850 . In this manner, reporting may be accessed and filtered by hierarchy as shown in  FIG. 8 .  
         [0061]     C. Customized User Portal with Security-Driven Navigation  
         [0062]     In another aspect of the present invention, the Merger Integration Toolkit provides a customized user interface portal for SharePoint, with security-driven navigation. The custom user interface portal may be developed in SharePoint or other suitable application, and it leverages the security and hierarchy layers described above to ensure a user&#39;s experience provides the user with available functionality. The portal is a custom front-end component for SharePoint or other suitable application and is configured as a wrapper for the application that restricts a user&#39;s visual interaction with the application.  
         [0063]     For example,  FIG. 9  is a diagram of a user interface Landing Page screen  900  of the Merger Integration Toolkit, illustrating a customized user portal in accordance with one specific implementation of the present invention. As seen therein, the Events and Announcements section  910  only displays to users those items that are assigned to hierarchy level(s) to which the user has access, and the Links section  920  displays links personalized for the applicable user.  
         [0064]     The Landing Page screen  900  contains a navigation menu  930  that contains links to custom Merger Integration Toolkit functions.  FIG. 10  is a detailed diagram of a navigation menu  930  in expanded mode, illustrating a configurable navigation menu. The navigation menu  930 , upon being expanded, only displays to a user the functions  940  to which the user has been provided access, as shown in  FIG. 10 . Individual functions  940  and document libraries are visible dependent on a user&#39;s access rights. The visibility of functions and libraries for each of the various sections of the navigation menu  930  are similarly dependent on a user&#39;s access rights. The mechanism by which access may be provided to such functions is described above.  
         [0065]     A deliverables library, or document library, displays the folders to which a user has been assigned access by the administrator. Each document library may restrict a user&#39;s hierarchy access rights in conjunction with standard SharePoint site group security. For example,  FIG. 11 a  shows an exemplary user interface document library screen  1100  of the Merger Integration Toolkit, illustrating a document library and folder customized view. At the document library top level  1110 , the visibility of each folder is dependent on the user&#39;s document type access setting. Referring to  FIG. 11   b,  a diagram of an exemplary user interface document access configuration screen  1150  is shown, illustrating configuration of a user&#39;s document folder rights. Document access rights  1160  are therein configurable by document type for demouser 1 .  
         [0066]     In addition, a custom notification services program of the Merger Integration Toolkit is provided to interact with the SharePoint user interface. The custom notification services program provides for notification to users of items assigned to them, past due items, items awaiting approval in workflow, etc. Referring again to  FIG. 9 , the Landing Page screen  900  includes a message center window  950  in the user portal that illustrates exemplary user notifications and alerts of relevant items. In one embodiment, the notification services program run nightly to remove old items and/or to assign items to past due status dependent on the due dates assigned for each item. The recurrence timing may be configurable. As new items are added or assigned, the notification services program adds them in real-time to each users&#39; notification window pending a refresh.  
         [0067]     D. Flexible Program Milestone Tracking Capabilities  
         [0068]     In another aspect of the present invention, the Merger Integration Toolkit provides flexible program milestone tracking capabilities, including a custom linkage between the Merger Integration Toolkit, using SharePoint, and a Microsoft Project Server. The Toolkit provides flexible methods for creating and tracking milestones to enable organizations to find the appropriate method for their requirements. The linkage of SharePoint and a Microsoft Project Server facilitates effective and efficient information management.  
         [0069]     The Toolkit may be configured to allow updates to milestones directly in the Toolkit, which may be uploaded from a file. For example, milestone updates may be received by the Toolkit via direct linkage from Microsoft Project Server Edition. From a Key Milestone Tracking screen  1200  shown in  FIG. 12 , the Toolkit may be instructed to directly link to a Published Project Plan of a Microsoft Project Server.  FIG. 13  is a diagram of an exemplary user interface Key Milestone Import screen  1300 , illustrating the selection of project information from a Project Plan to import from Microsoft Project Server. Alternatively, a spreadsheet file or a Microsoft Project file may be uploaded through an import interface. Referring to  FIG. 14 , an exemplary user interface Key Milestone/Project Tracking screen  1400  is shown, illustrating the importation of milestones from a file. The following code snippet illustrates configuration of a Merger Integration Toolkit project milestone scenario:  
                                                                       &lt;?xml version=“1.0” encoding=“utf-8”?&gt;           &lt;configuration&gt;                &lt;appSettings&gt;                &lt;add key=“ProgramName” value=“Accenture Merger           Integration Toolkit”/&gt;           &lt;add key=“SiteDescription” value=“Demo”/&gt;           &lt;add key=“ProjectIntegrationScenario” value=“C”/&gt;           &lt;add key=“ProjectServer”           value=“http://mitoolkit/ProjectServer”/&gt;           &lt;add key=“ProjectServerExternal”           value=“http://mitoolkit/ProjectServer”/&gt;                      
 
         [0070]     The direct linkage with a Microsoft Project Server provides for a seamless experience whereby a user may manage and report on milestones and projects using Microsoft Project, leveraging all of its functions, project plan integration, and rollup capabilities while flagging and linking the key items for import directly to the Merger Integration Toolkit. Once imported, the milestones may be tracked as part of the critical path for a merger integration and included as part of the Executive Reporting functionality of the Merger Integration Toolkit, as seen in  FIG. 15 .  FIG. 15  is a diagram of an exemplary user interface Integration Event Milestone screen  1500 , illustrating milestone reporting by hierarchy. The Integration Event Milestone screen  1500  may display milestones based on due date, seen at section  1510 . Further milestones in the Merger Integration Toolkit may be reported or filtered by hierarchy levels  1520 , such as event, area, team, and project. Additionally, milestone IDs  1530  may link back to the original milestone details existing in the file or Project Server from which the milestone was uploaded.  
         [0071]     E. Merger-Specific Implementation Functionality  
         [0072]     In another aspect of the present invention, the Merger Integration Toolkit provides custom merger-specific implementation functionality developed within SharePoint or other suitable application. The Merger Integration Toolkit includes functions that are tailored to implementation management activities, which are distinct from the standard program management components. These customized functions manage detailed tasks and incidents as part of a transition event related to a merger or acquisition. The functions may include, for example, Detailed Schedule Tracking, Incident Tracking (during transition events), Key Performance Indicator Monitoring, and Communications Tracking. Other suitable functions may be included as needed.  
         [0073]     The detailed schedule tracking functionality allows real-time tracking of the specific tasks that need to be performed during a merger integration event and may include built-in views that highlight upcoming or overdue tasks. For example,  FIG. 16  is a Detailed Schedule Tracking screen  1600 , illustrating a detailed schedule tracking list with built-in views. Tasks  1610  may be tracked by date and time. The available views  1620  may be built-in or, alternatively, personalized views may be created by a user where appropriate.  
         [0074]      FIG. 17  is a Detailed Schedule Tracking screen  1700  of the Merger Integration Toolkit, illustrating a detailed schedule tracking list  1710 . The Merger Integration Toolkit also provides for incident tracking functionality that tracks incidents related to tasks executed as part of an integration event, e.g., tasks that may be tracked in the detailed schedule tracking list  1710 . As seen in FIG.  18 , an Incident Tracking screen  1800  displays an incident tracking list  1810 . The list  1850  tracks incidents, which may be assigned to a user. In the example shown in  FIG. 18 , all incidents are assigned to “Demo User.” The list  1850  tracks detailed schedule tasks by phase and command center, and records the degree of impact to the relevant event.  
         [0075]     Communications during a merger integration may be tracked by volume, audience, and the various dates by which drafts and final distribution need to take place, among other criteria.  FIG. 19  is a diagram of a Communication Tracking form  1900  of the Merger Integration Toolkit, illustrating editable fields for details of a communication tracking item. For example, date fields  1910  may be required for communications. Additionally, assignment of resources  1920  may also be required to complete communication delivery.  
         [0076]     Additional functionality of the Merger Integration Toolkit includes tracking performance of an organization following a transition event for a period post-transition to ensure that the business remains stable. For example, Key Performance Indicator (KPI) Monitoring may be performed where appropriate.  FIG. 20  shows a Key Performance Indicator screen  2000 , illustrating editable fields for details for a Key Performance Indicator record. A user may enter a current status and metric  2010  for a KPI, and a user may also attach a metric tracker  2020  or other file where suitable.  
         [0077]     The foregoing functions are not otherwise available in merger integration tools and provide both business and technical schedule and incident tracking. These functions are built on top of standard list functions from SharePoint or other suitable applications and allow tracking by transition event and implement the same hierarchy and security structures as previously described.  
         [0078]     F. Automation of Intelligent Clean Room Functionality  
         [0079]     In another aspect of the present invention, the Merger Integration Toolkit provides automation of intelligent clean room functionality. One embodiment of an intelligent clean room is described in more detail in U.S. patent application Ser. No. ______, filed on ______, and is hereby incorporated by reference in its entirety.  
         [0080]     The intelligent clean room functionality manages information and analysis requests in the period between merger announcement and change of control. Data during this period may be extremely sensitive and a “clean” environment and associated processes have been defined. The Merger Integration Toolkit of the present invention contains functionality to track requests for analysis, data and other information to support the intelligent clean room requirements.  
         [0081]     The automated intelligent clean room functionality provides users with the ability to track information separately from the core user base. Additional security may be provided to separate these functions from the remainder of the Merger Integration Toolkit functionality. Additionally, automated intelligent clean room functionality and configuration of the Merger Integration Toolkit allow for multiple server configuration scenarios in support of the clean room where the clean room functions run on a separate instance of the Merger Integration Toolkit on a separate, secured server.  
         [0082]     Referring to  FIG. 21 , a diagram of an exemplary Clean Room Management menu field  2100  is shown, illustrating a clean room navigation menu. The menu field  2100  includes a user sub-menu selection  2110  for analysis requests, the selection of which displays an Analysis Request screen  2200  to the user, as seen in  FIG. 22 . The Analysis Request screen  2200  displays details of an analysis request to the user.  
         [0083]     The clean room functionality may be controlled by an automated workflow, as described in more detail below, which may be developed within the Merger Integration Toolkit to support the intelligent clean room and other functions. Field-level security may be provided to the clean room forms for configuring which users are able to access specific fields on the clean room forms.  FIG. 23  is a diagram of a Clean Room Access Rights Assignment screen  2300 , which is a user interface for configuring field-level security settings.  
         [0084]     F. Robust and Customizable Workflow  
         [0085]     In another aspect of the present invention, the Merger Integration Toolkit provides robust and customizable workflow functionality that may be developed in SharePoint or other suitable application. In this aspect, the Merger Integration Toolkit employs a broadly customizable workflow function, which may be developed on top of SharePoint Content Approval or other suitable component to support merger integration functions, particularly the clean room functions as described above. The workflow function may be established by a user for six or more functions in the Merger Integration Toolkit as necessary; including Decision Management, Communications Tracking, Change Control Management, and the Clean Room functions (Analysis Requests, Data Requests and Clarifying Questions).  
         [0086]     Workflow functionality enables items to be move automatically through an approval process. Throughout the approval process steps, personalized notifications are displayed to the user, for example on the Landing Page screen  900 , indicating that items are awaiting the user&#39;s approval or that emails are awaiting the user&#39;s attention. The user interface that handles the workflow approval process is shown below in  FIGS. 24-26 . With initial reference to  FIG. 24 , a diagram of an exemplary user interface Message Center window  950  of the Landing Page screen  900  is shown, illustrating items awaiting workflow approval by a user.  
         [0087]     For example, when a user receives an Analysis Request requiring the user&#39;s approval, a notification of the request is displayed in the Message Center window  950 , as seen in  FIG. 24 . Upon selection by the user of the analysis request notification, the Toolkit displays an Analysis Request screen  2500  to the user, as shown in  FIG. 25 . The Analysis Request screen displays items awaiting the user&#39;s approval. The user may selected an approve/reject object  2510  in the workflow to address the item. The Toolkit may further display to the user a current workflow status  2520  of the item. Upon selection of the approve/reject object  2510 , a Workflow Approval screen  2600  is displayed to the user, illustrating a workflow moderation interface, as seen in  FIG. 26 . In a selection object  2610 , the user may indicate whether the item is approved, denied with more information needed, pending, or denied and closed. Additionally, the user may enter comments where appropriate to incorporate relevant information regarding the approve/reject determination.  
         [0088]     A workflow of the present invention may be customized by allowing a user to create steps and designate single or multiple approvers for each step. The user may assign weights to each step to allow for flexible approver scenarios. For example, a user may indicate that a particular workflow item requires 2 of 3 possible approvers to move an item forward. A workflow of the present invention may also be made non-linear. For example, when an item is denied by a user the workflow may be configured to send the item back to a chosen step in the workflow and not just to the immediately preceding step.  
         [0089]     Referring to  FIG. 27 , a diagram of an exemplary Workflow Configuration screen  2700  is shown. The Workflow Configuration screen illustrates an interface for a user to enter a required approval weight setting  2710 . Additionally, the Workflow Configuration screen provides an interface for a user to enable or disable the workflow requirements for individual functions with an enable/disable selection  2720 .  
         [0090]     Further, the present invention provides for an interface for configuring workflow approval steps. As seen in  FIG. 28 , a diagram of another exemplary user interface Work Configuration screen  2800  is shown. In this example, the user has configured an Analysis Request to include four workflow approval steps  2810 , each of which have been assigned to four different users for approval: toolkituser 1 , toolkituser 2 , toolkituser 3 , and toolkituser 4 . The user may set the approver weights  2820  independently to each of the four steps. In the example shown in  FIG. 28 , each approver weight  2820  is set to 10, but other weights may be indicated by the user as desired. Additionally, Work Configuration screen  2800  provides the user with an Ordinal indicator  2830  that configures to which approval step an item is moved responsive to a Deny status selection from an approver.  
         [0091]     Workflow Configuration screen  2800  further provides the user a Allow Deny-Close indicator  2840 , which enables the user to determine independently for each workflow approval step  2810  whether the designated approver may remove the approval step from workflow completely. Customized security is built into the workflow of the present invention for preventing users that are not part of the current approval process flow from viewing an item in workflow until either the item requires the user&#39;s approval or the item has completed the entire approval process.  
         [0092]     Although various representative embodiments of this invention have been described above with a certain degree of particularity, those skilled in the art could make numerous alterations to the disclosed embodiments without departing from the spirit or scope of the inventive subject matter set forth in the specification and claims.