C-LEVEL EXECUTIVES TURN TO ENTERPRISE PORTFOLIO MANAGEMENT TO IMPROVE RETURN ON INVESTED CAPITAL, REDUCE COSTS AND IMPROVE STRATEGIC ALIGNMENT OF MAJOR PROGRAMS AND PROJECTS

Business Performance Improved Through Better Alignment of Strategy, Investment Planning and Project Execution

NEWPORT BEACH, Calif., October 28, 2004 – Shorter product lifecycles, expanding regulatory controls, increasing shareholder pressure and continued economic and worldwide political uncertainty are just some of the factors that are causing C-Level executives to look for better ways to plan, prioritize, select, fund and manage their major capital investments. According to CFO Research Services, with moderate economic growth in the forecast, profit acceleration will come only from disciplined capital investment, improved productivity and sound cost management. Recently, the role of CEOs and CFOs has expanded due to corporate governance mandating reform for corporate accountability. C-Level executives must be strategic planners as well as managers of budgets and forecasts. They must monitor, track and analyze projects while responding to changing business initiatives. As the accuracy and effectiveness of financial performance is expected to increase, so does the need for processes and technologies to link business strategy with execution. In response to the need for improved budgeting and monitoring of capital investments in Information Technology, Research and Development, and major facilities and equipment, companies are turning to a new generation of investment planning and control software that integrates portfolio management and project management. According to the META Group, the IT Portfolio Management market alone was about $85 million in 2003, and is projected to grow significantly to about $540 million in 2006. In addition, Gartner projected that by 2006, over 80 percent of G2000 CIOs will adopt portfolio management. “Organizations with a single place where all initiatives and project information can be captured to manage the entire investment picture have a tremendous advantage, said Patrick Ternier, president and CEO of Artemis International Solutions Corporation. “Our customer feedback shows that when executives can oversee the whole investment mix, they can better align business objectives with budgets and execute on strategy more effectively. They’re also able to identify poorly performing or misaligned investments and programs so they can stop unnecessary spending.” Artemis, a long time provider of software and consulting solutions for project management, provides a framework for Investment Planning and ControlTM that incorporates portfolio and project management techniques to enable companies to effectively link business strategy with execution. This enterprise-wide single platform includes four application areas including IT Management, New Product Development, Fleet and Asset Optimization and Public Investment Management. Indicative that portfolio management is being applied across the enterprise is a July 2004 report by Dennis Gaughan, AMR Research, titled The Evolution of Portfolio Management that states, “While much of our research on portfolio management aims at IT, there is a distinct trend in the enterprise to apply the same portfolio management processes and technologies to other parts of the business, from managing a portfolio of assets to optimizing the planning for new product development. The payoffs of good portfolio management in product development can be enormous, especially in verticals like Pharmaceuticals, where it can take 10 years and $1B to bring a new drug to market. Artemis Investment Planning and ControlTM provides a tangible demonstration of strategy by helping the organization to focus on investments that generate optimum value, linking portfolio of investments to business goals, achieving the right balance and mix of investments, optimizing the value of the portfolio by prioritizing and funding the most valuable investments, and ensuring that actual execution and performance is in line with business objectives. The Investment Planning and ControlTM framework ensures business strategy is driven throughout the entire organization by supporting:

• Strategy formulation and objectives setting
• Investment planning and budgeting
• Investment prioritization and selection
• Capital and resource allocation
• Performance and benefit management
• Program and project execution and control

In addition, governance dashboards allow executives to analyze and prioritize business investments, monitor and manage programs throughout their lifecycle, evaluate effectiveness and optimize program execution.

Artemis International Solutions Corporation (OTCBB: AMSI) is the world’s leading provider of investment planning and control solutions that help organizations execute strategy through effective portfolio and project management. Artemis has refined 30 years experience into a suite of industry optimized solutions and packaged consulting services that combine to establish an overall planning and control framework encompassing IT management, new product development, public investment management, program management, fleet asset optimization, and detailed project management. With a global network covering 44 countries, Artemis has helped thousands of companies to improve their business performance through better alignment of strategy, investment planning and project execution. For more information visit www.aisc.com. Forward Looking Statements “Safe Harbor” Statement under the Private Securities Litigation Reform Act of 1995: This press release contains or may contain forward-looking statements such as statements regarding the Company’s growth and profitability, growth strategy, liquidity and access to public markets, operating expense reduction and trends in the industry in which the Company operates. The forward-looking statements contained in this press release are also subject to other risks and uncertainties, including those more fully described in the Company’s filings with the Securities and Exchange Commission. The Company assumes no obligation to update these forward-looking statements to reflect actual results, changes in risks, uncertainties or assumptions underlying or affecting such statements or for prospective events that may have a retroactive effect.