JP2007018163A - Progress management device - Google Patents

Abstract

<P>PROBLEM TO BE SOLVED: To provide a progress management device for clearly obtaining the cause of schedule delay or cost excess or the like in a project at a glance. <P>SOLUTION: A storage part 30 stores information relating to the hierarchical structure of each task configuring a development project and each index to be used for earned value management. A display control means 43 prepares a bubble chart concerning the most significant task and each task one layer lower than the pertinent task, and displays the task at a display 20. The bubble chart shows a chart where a position to be specified by a cost efficiency index and a schedule efficiency index is defined as a center, and a cost difference is defined as a radius about each task. Also, when a certain task in a low order is selected on the bubble chart, a display control means 43 displays the bubble chart about the selected task and each task one layer lower than the pertinent task, and displays it on the display device 20. <P>COPYRIGHT: (C)2007,JPO&INPIT

Description

  The present invention relates to a progress management device used for managing the progress of various projects such as software and information system development.

  Conventionally, various methods have been proposed for managing costs and schedules in the development projects for software and information systems. For example, there has been proposed a system for managing the contents and progress of work in fine units such as from one day to several days, and in units of workers (see, for example, Patent Document 1). By using such a system, the progress status of each work can be grasped in detail at each stage of the project. However, even if such a system is used, it is still difficult to correctly grasp the overall view of the project, such as the current state of the project as a whole.

  In recent years, the concept of Earned Value has been gaining attention in management systems that manage the progress of project costs and schedules. Earned value management measures and analyzes project performance (costs, schedules) quantitatively, using earned value as a unified measure, which is a monetary representation of the progress and achievement of work. This is a project management method of managing. A project management system incorporating such an earned value management technique is called an earned value management system (EVMS).

  Earned Value was first used in the project management system for progress management in 1967 in US Department of Defense procurement rules. In recent years, earned value has been utilized as a national standard in Canada, the UK, Sweden and other countries. In Japan, the Ministry of Economy, Trade and Industry recommends the use of earned values as a management method for system development projects.

  The basic concept of earned value management is as follows. That is, first, a plan that expresses each work of the project as a monetary value is created, and a planned achievement amount (planned value) for each checkpoint is set. The total monetary value of each work is the total cost of the entire project. Next, in each stage of the project, the amount of work achieved (earned value) and actual cost of each work are expressed in money. Then, by comparing the achieved work amount with the planned achievement amount, it is possible to quantitatively grasp the progress of the schedule surface for the work. Further, by comparing the actual cost with the amount of work achieved, it is possible to quantitatively grasp the progress of the cost of the work. As described above, since the progress of the work can be quantitatively grasped in both the schedule and the cost, it is possible to predict the completion time of the work and the cost prediction at the time of completion with high accuracy. In addition, since it is possible to predict how much work will be delayed and how much the cost will exceed, a project management system that incorporates earned value management techniques will be effective for managers in risk management. It has become a tool.

  For example, as a project management system that incorporates the concept of earned value, a system that predicts a volume after a certain period from the current point in the middle of project execution, a project completion time, or the like has been proposed (for example, see Patent Document 2).

JP 2004-94827 A JP 2005-4461 A

  By the way, in the project management system disclosed in Patent Document 2, the prediction result is expressed by a table or a snake chart. In this snake chart, the amount of money is plotted on the vertical axis and the time is plotted on the horizontal axis, and the planned amount of achievement, the amount of work achieved, and the actual cost are represented. For this reason, when the administrator grasps the progress of a project based on these tables and snake charts, even if it is determined that schedule delay or cost excess has occurred for the project, the table or snake chart At first glance, there is a problem that it is not possible to easily identify factors such as schedule delay and cost excess. Therefore, it has been difficult for managers to take appropriate measures at an early stage for the factor.

  The present invention has been made on the basis of the above circumstances, and provides a progress management device capable of clearly grasping the cause at a glance when a schedule delay or cost excess occurs in a project. It is the purpose.

  The invention described in claim 1 for achieving the above object is a progress management apparatus for managing a progress status of a project, wherein the project is configured by a hierarchical structure of a plurality of tasks having the project as a top-level task. For each task, input means for inputting a performance index including a progress rate and actual work time at any arbitrary time point, information on the hierarchical structure of the task, and a total budget at completion and for each task Based on the plan index including the plan value at each time point, the storage index for storing the performance index input from the input unit, and the plan index and the performance index stored in the storage unit, For the task, a measurement index including the actual cost and earned value at each time point is calculated, and the calculated measurement index is stored in the storage means. A first index calculation means, a cost index including a cost efficiency index and a cost difference at each time point for each task based on the plan index and the measurement index stored in the storage means, and for each task Second index calculation means for calculating a schedule efficiency index at each time point and a schedule index including a schedule difference, and storing the calculated cost index and the schedule index in the storage means; and storing in the storage means Display control that creates a bubble chart for the highest-level task and each task that is one level lower than the task based on the information related to the hierarchical structure of the task and each index, and displays the bubble chart on the display means And the bubble chart created by the display control means costs two coordinate axes. The rate index and schedule efficiency index are taken, and each task is drawn in a size or color according to the value of a predetermined index with the position specified by the cost efficiency index and schedule efficiency index as the center. The figure is a representation of the figure.

  According to a second aspect of the present invention, in the progress management device according to the first aspect, when the display control means selects a certain subordinate task on the bubble chart displayed on the display means, Based on the information related to the hierarchical structure of the tasks stored in the storage means and each index, create the bubble chart for the selected task and each task that is one level lower than the task. And displaying on the display means.

  According to a third aspect of the present invention, in the progress management device according to the first or second aspect, the display control unit displays a graphic indicating each task in the bubble chart according to whether or not the task has been completed. It is characterized by being expressed in different expression methods.

  According to a fourth aspect of the present invention, in the progress management device according to the first, second, or third aspect, when the display control means creates the bubble chart, the size or color of a figure indicating each task is changed to the task. It is characterized in that it is determined according to the cost difference or schedule difference.

  According to a fifth aspect of the present invention, in the progress management device according to the first, second, or third aspect, the display control means stores the size or color of a graphic indicating each task when the bubble chart is created. It is determined according to a value obtained by adding or multiplying at least two predetermined indices obtained by multiplying each of the plurality of indices stored in the means by weights.

  In order to achieve the above object, a computer-readable recording medium according to a sixth aspect of the present invention realizes the function of the progress management device according to any one of the first, second, third, fourth, or fifth aspect in a computer. This is a program for recording.

  In order to achieve the above object, a program according to a seventh aspect of the invention is a program for causing a computer to realize the function of the progress management device according to any one of the first, second, third, fourth or fifth aspect. is there.

  In the first aspect of the invention, the display control means creates a bubble chart for the uppermost task and each task that is one level lower than the task and displays it on the display means. Here, as the bubble chart created by the display control means, the cost efficiency index and the schedule efficiency index are taken on the two coordinate axes, and the position specified by the cost efficiency index and the schedule efficiency index for each task is determined. As the center, a figure representing a figure drawn in a size or color according to a predetermined index value is used. As a result, when a problem such as schedule delay or cost overrun occurs in the project, the administrator can simply look at the bubble chart and the problem occurring in the project is one level lower than that project. It is possible to easily and clearly grasp which task among these tasks is caused.

  In the invention described in claim 2, when a certain lower task is selected on the bubble chart displayed on the display means, the display control means is only one layer higher than the selected task and the task. A bubble chart for each subordinate task is created and displayed on the display means. As a result, the administrator can easily grasp which task among the tasks in the lower hierarchy is caused by the problem occurring in the project. For this reason, the administrator can quickly grasp a task that needs some countermeasures without overlooking it, and therefore can take appropriate countermeasures early when a delay or the like occurs in the project. In addition, the burden on the administrator can be greatly reduced.

  In the invention according to claim 3, the display control means represents the graphic indicating each task in the bubble chart by a different expression method depending on whether or not the task is completed. As a result, the administrator can easily identify tasks that have already been completed and tasks that are being worked on on the bubble chart. Can understand at a glance the tasks that can be.

  In the invention according to claim 4, when creating the bubble chart, the display control means determines the size or color of the graphic indicating each task according to the cost difference or schedule difference of the task. Thus, for example, when a circle is used as a figure indicating each task and a cost difference is used as the radius of the circle, the size of the circle radius indicating the lower task represents the degree of influence on the cost efficiency index of the upper task. On the other hand, when the schedule difference is used as the radius of the circle, the size of the radius of the circle indicating the lower task represents the degree of influence on the schedule efficiency index of the upper task. For this reason, the administrator can easily identify the lower-level task that causes the problem when there is a problem with the higher-level task only by looking at the radius of the circle indicating each lower-level task.

  In the invention according to claim 5, when the display control means creates the bubble chart, the size or color of the graphic indicating each task is set to at least two predetermined indices among a plurality of indices stored in the storage means. Is determined according to a value obtained by adding or multiplying each multiplied by a weight. Thus, for example, when a circle is used as a graphic indicating each task, and the radius is determined according to a value obtained by adding a weight obtained by multiplying each of two predetermined indices, Since the radius represents a value that depends on both of these two indicators, the administrator can simply look at the radius of the circle that represents each subtask, and for each subtask, outline the values of the two indicators. It is easy to know.

  The best mode for carrying out the present invention will be described below with reference to the drawings. FIG. 1 is a schematic block diagram of a progress management apparatus according to an embodiment of the present invention.

  As illustrated in FIG. 1, the progress management device according to the present embodiment includes an input device 10, a display device 20, a storage unit 30, and a control unit 40. Such a progress management device is used for managing the progress of various projects such as software and information system development. Specifically, in this progress management device, the progress status of the development project is managed using a method called Earned Value Management. Earned value management measures and analyzes project performance (cost, schedule) quantitatively using Earned Value, which is a monetary representation of work progress and achievement, as a unified measure. It is a method of project management that centrally manages.

  Next, a development project to be managed by the progress management device of this embodiment will be described. In general, a system to be developed in a project is composed of a plurality of subsystems. For example, it is assumed that a system named PM system is developed in a certain development project. The system includes an order subsystem, a manufacturing subsystem, an inventory subsystem, and an accounting subsystem. On the other hand, a development project is divided into a plurality of development stages. For example, an analysis phase for analyzing what kind of system is created, a design phase for specifically designing a program for realizing the system based on the analysis result, and a program created according to the design There are four development stages: a mounting phase for mounting and a test phase for testing whether the system performs a desired operation. Here, the phase is a development project divided in time and is also called a process. By going through these phases in order, the PM system is completed. That is, in such a development project, first, in the analysis phase, each subsystem is analyzed. When the analysis phase is completed, the process proceeds to the design phase, where each subsystem is designed. Next, after each subsystem is mounted in the mounting phase, each subsystem is tested in the test phase. If there is no problem in the test phase, the PM system is completed, thereby completing the development project.

  In the present embodiment, a group of work in a development project is referred to as a task. A development project consists of multiple tasks. FIG. 2 is a diagram for explaining an example of a task configuration in the above-described PM system development project. As shown in FIG. 2, the entire development project is the largest task, and the development project is composed of four tasks: an analysis phase, a design phase, an implementation phase, and a test phase. The analysis phase includes four tasks: order subsystem analysis, manufacturing subsystem analysis, inventory subsystem analysis, and accounting subsystem analysis. The other phases are similarly composed of four tasks. That is, a development project, each phase, analysis of each subsystem, design of each subsystem, implementation of each subsystem, and testing of each subsystem are tasks. In this manner, a development project constituted by a hierarchical structure of a plurality of tasks having the development project as the highest task is generally called a WBS (Work Breakdown Structure). Information regarding the hierarchical structure of such tasks is stored in the storage unit 30. Specifically, the information related to the hierarchical structure of tasks includes, for each task, information that specifies tasks that constitute the task and that are lower by one layer than the task.

  The input device 10 is for inputting various indices for each task. As the input device 10, a keyboard, a mouse, or the like is used. In addition, various indexes input from the input device 10 include a scheduled index and a performance index. The schedule index includes a schedule start date, a schedule end date, and a schedule work time. The scheduled start date is a scheduled date for starting the task, and the scheduled end date is a scheduled date for ending the task. The scheduled work time is a scheduled work time required to complete the task. In addition, the result index includes a result start date, a result end date, a result work time, and a progress rate. The actual start date is the actual day when the task is started, and the actual end date is the actual day when the task is ended. The actual work time is the actual work time that has been performed for the task up to the time of the current report. The progress rate is the ratio (%) of tasks that have been completed by the time of the current report with respect to the entire task. Usually, the person in charge of each task reports the scheduled index to the manager before the task is actually started. On the other hand, the person in charge of each task reports the performance index to the manager every certain period (for example, one week). The administrator inputs the indicator thus reported from the input device 10. The schedule index and the performance index input from the input device 10 are stored in the storage unit 30. As a matter of course, instead of inputting the index using an input device such as a keyboard or a mouse, the index may be input by reading a data file. Note that the person in charge of each task does not necessarily have to report the scheduled index and the actual index to the manager. Actually, for example, it is conceivable that the manager goes to the person in charge of each task and collects the index himself, or uses a system in which each index is automatically collected.

  As the input device 10, for example, an operation terminal (such as a personal computer) connected to the present apparatus via a network may be used. In this case, the person in charge of each task inputs each index for the task to his operation terminal, and the operation terminal transmits the input index to the apparatus.

  The control unit 40 controls each unit of the apparatus in an integrated manner. As shown in FIG. 1, the control unit 40 includes first index calculation means 41, second index calculation means 42, and display control means 43.

  The first index calculation unit 41 and the second index calculation unit 42 each calculate a predetermined index used in earned value management for each task. As various indexes used for earned value management, there are a plan index, a measurement index, a cost index, a schedule index, and a prediction index, in addition to the above-described schedule index and performance index. Among these, the plan index and the measurement index are calculated by the first index calculation means 41, and the cost index, the schedule index, and the prediction index are calculated by the second index calculation means 42.

  Next, various indicators used in earned value management will be described in detail. The plan index includes a completed budget BAC (Budget At Completion) and a planned value PV (Planned Value). The completed total budget BAC is the initial budget of the task. On the other hand, the planned value PV is the volume planned by the time of this report. The first index calculation means 41 calculates a planned index, that is, a completed total budget BAC and a planned value PV at each reporting time, for each task, based on the scheduled index stored in the storage unit 30, and calculates the calculated value. The planned index is stored in the storage unit 30.

  The measurement index includes an earned value EV (Earned Value) and an actual cost AC (Actual Cost). Earned value EV is the actual volume achieved by the time of this report. On the other hand, the actual cost AC is an actual cost taken up to the time of this reporting. Here, when the task is completed, the actual cost AC does not necessarily match the total budget BAC at the time of completion. The first index calculation means 41 calculates a measurement index, that is, an earned value EV and an actual cost AC, for each task based on the plan index and the actual index stored in the storage unit 30, and the calculated measurement index is calculated. The data is stored in the storage unit 30.

  The cost index includes a cost efficiency index CPI (Cost Performance Index) and a cost difference CV (Cost Variance). The cost efficiency index CPI is defined as the ratio of the earned value EV that is the actual volume to the actual cost AC that is the input cost, and represents the cost performance. Specifically, the cost efficiency index CPI being “1” indicates that the input cost is balanced with the volume. A cost efficiency index CPI larger than “1” indicates that the trading volume is large with respect to the input cost, and a cost efficiency index CPI smaller than “1” indicates that the trading volume is small with respect to the input cost. It is shown that. Further, the cost efficiency index CPI can be divided into several types according to which period it is calculated. For example, there are cumulative CPI, latest 6th period CPI, last 3rd period CPI, current period CPI, and the like. The cumulative CPI is a cost efficiency index obtained by calculating over the entire period from the start date of the task to the current reporting time. The 6th term CPI is a cost efficiency index obtained by calculating over the period from the current reporting point to the 6th previous reporting point. The most recent 3rd term CPI is the last 3 reporting points from the current reporting point. It is a cost efficiency index obtained by calculating over the period up to. The current CPI is a cost efficiency index obtained by calculating over the period from the previous reporting time to the current reporting time.

  On the other hand, the cost difference CV is defined as a value obtained by subtracting the actual cost AC from the earned value EV, and quantitatively represents the balance between the input cost and the trading volume for the task. Specifically, the fact that the cost difference CV is “0” indicates that the input cost and the trading volume are balanced. The fact that the cost difference CV is larger than “0” indicates that the output is higher than the input cost, and the size of the cost difference CV quantitatively indicates how much the output is higher than the input cost. It shows. Further, the fact that the cost difference CV is smaller than “0” indicates that the output is less than the input cost, and the size of the cost difference CV quantitatively indicates how much the output is lower than the input cost. It shows.

  The schedule index includes a schedule efficiency index SPI (Schedule Performance Index) and a schedule difference SV (Schedule Variance). The schedule efficiency index SPI is defined as the ratio of the earned value EV, which is the actual volume, to the planned value PV, which is the planned volume, and represents the progress or delay of the schedule of the task. Specifically, the schedule efficiency index SPI being “1” indicates that the task is progressing as scheduled. When the schedule efficiency index SPI is larger than “1”, this indicates that the task is ahead of schedule, and when the schedule efficiency SPI is less than “1”, the task is behind schedule. It shows that. Similarly to the cost efficiency index CPI, the schedule efficiency index SPI is divided into, for example, a cumulative SPI, the most recent 6th period SPI, the most recent 3rd period SPI, the current period SPI, etc. according to which period it is calculated. It is done.

  On the other hand, the schedule difference SV is defined as a value obtained by subtracting the planned value PV from the earned value EV, and quantitatively represents the progress / delay of the schedule of the task. Specifically, the schedule difference SV being “0” indicates that the task is proceeding as scheduled. When the schedule difference SV is larger than “0”, this indicates that the task is ahead of schedule, and the size of the schedule difference SV is a quantitative measure of how far the task is ahead of schedule. It shows. If the schedule difference SV is smaller than “0”, it indicates that the task is behind schedule, and the magnitude of the schedule difference SV quantitatively indicates how late the task is behind schedule. ing.

  The second index calculation means 42 calculates a cost index for each task, that is, a cost efficiency index CPI and a cost difference CV, based on the plan index and the measurement index stored in the storage unit 30, and schedule index for each task. That is, the schedule efficiency index SPI and the schedule difference SV are calculated. The calculated cost index and schedule index are stored in the storage unit 30.

  Predictive indicators include total cost estimate at completion EAC (Estimate At Completion), completion date difference PAC (Plan At Completion), latest revised estimate LRE (Latest Revised Estimate), and efficiency index TCPI (To Complete) Performance Index) and difference VAC (Variance At Completion) at completion.

  The completion total cost estimate EAC is a predicted value of the cost at the end of the task. The total cost estimate EAC upon completion is classified into a plurality of types according to how to make a future prediction (assuming). For example, there are a minimum EAC, a maximum EAC, a mode EAC, and the like. The minimum EAC is a total cost estimate at completion obtained assuming that the task will continue at the current pace. This minimum EAC is calculated from a calculation formula of AC + (BAC-EV) / CPI. The maximum EAC is a total cost estimate at completion that is obtained when it is assumed that additional costs will be added in the future in order to keep the end date of the task in time for the scheduled end date. The maximum EAC is calculated from a calculation formula of AC + (BAC−EV) / (CPI × SPI). The most frequent EAC is a total cost estimate at the time of completion that is obtained when it is assumed that an excess of cost and a delay in due date will be gradually recognized for the task. This assumption is most likely to occur. The most frequent EAC is calculated from a calculation formula of AC + (BAC−EV) / {s × CPI + (1−s) × SPI}. Here, a predetermined value (0 ≦ s ≦ 1) is set as the parameter s according to the assumed contents.

  The completion date difference PAC is a predicted value of the final delay period. The completion date difference PAC is calculated from the formula [scheduled period] ÷ SPI− [scheduled period]. A completion date difference PAC of “0” indicates that the task ends on the scheduled end date as scheduled. A completion date difference PAC greater than “0” indicates that the task ends later than the scheduled end date, and a completion date difference PAC smaller than “0” indicates that the task is less than the scheduled end date. Indicates that it ends early.

  The latest revised estimate LRE is the total budget BAC at the time of completion that has been reviewed using the actual cost AC at the time of this reporting. This latest revised estimate LRE is calculated from a calculation formula of AC + (BAC-EV). The efficiency index TCPI until completion is an index of work efficiency that must be realized in order to complete the task according to the target (cost and schedule), and the expected remaining work (BAC-EV) is predicted from the remaining work ( It is calculated by dividing by EAC-AC). The completion-time difference VAC is the difference between the completion-time total cost estimate EAC and the completion-time total budget BAC.

  Based on the plan index, the measurement index, the cost index, and the schedule index stored in the storage unit 30, the second index calculation unit 42 predicts each task, that is, the total cost estimate EAC at completion and the completion date difference PAC. Then, the latest revised estimate LRE, the efficiency index TCPI until completion, and the difference VAC at completion are calculated, and the calculated prediction index is stored in the storage unit 30.

  The display control unit 43 creates a snake chart, a list of indices, and a bubble chart based on information on the hierarchical structure of tasks stored in the storage unit 30 and each index, and displays them on the display device 20. is there. The screen on which the snake chart, the index list, and the bubble chart are displayed is a progress report of the development project. Here, this progress report is for the development project that is the highest-level task and each task that is one level lower than that. The manager refers to the contents of the progress report and grasps the progress of the development project.

  Next, the progress report will be explained. FIG. 3 is a diagram illustrating an example of a snake chart included in the progress report, and FIG. 4 is a diagram illustrating an example of a list of indexes and a bubble chart included in the progress report.

  As shown in FIG. 3, the snake chart included in the progress report shows each index PV, EV, AC,... For the development project that is the highest-level task. In this snake chart, the vertical axis represents money and the horizontal axis represents time. In general, the line representing the planned value PV is not necessarily a straight line. The number of workers participating in a task tends to be small at the early stage of the task, increasing at the middle stage, and decreasing again at the final stage. For this reason, the planned value PV rises moderately at the initial stage of the task due to the small number of workers, and rapidly increases at the middle stage of the task due to the large number of workers. Since the number of workers is small at the end stage of the task, the planned value PV also gradually increases. Thus, since the curve of the planned value PV is bent like a snake, the graph shown in FIG. 3 is called a snake chart. Further, the curve representing the earned value EV and the curve representing the actual cost AC also draw a snake-like curve like the planned value PV. Normally, tasks do not progress exactly as scheduled, and often the actual cost exceeds the budget or the task is often behind schedule. Therefore, in general, the curve representing the actual cost AC is located above the curve representing the planned value PV, and the curve representing the earned value EV is located below the curve representing the planned value PV. By looking at the snake chart, the manager can qualitatively understand whether the actual cost is higher than the actual volume, whether the actual volume is lower than the schedule, and the like.

  A list of indicators included in the progress report is shown on the upper side of FIG. As shown in FIG. 4, this index list includes task name, progress rate, completion total budget BAC, planned value PV, earned value EV, actual cost AC, cost difference CV, schedule difference SV, cost efficiency index. Each column of CPI and schedule efficiency index SPI is provided. Here, as the cost efficiency index CPI and the schedule efficiency index SPI, the cumulative CPI and the cumulative SPI are used, respectively. In the example of FIG. 4, in the task name column, the name “PM system” of the development project that is the highest-level task, and the names “analysis phase”, “name of four tasks that are one level lower than the highest-level task” “Design Phase”, “Implementation Phase”, and “Test Phase” are displayed. In addition, it can be seen from the contents of the progress rate column that 33% of the work for the development project has been completed. And all the work for the analysis phase has been completed, 70% for the design phase and 8% for the implementation phase, but the test phase has not yet started. I understand. Although the index list shown in FIG. 4 does not include a column for the prediction index, naturally, these columns may be provided.

  In the present embodiment, a predetermined management limit is set in advance for the cost efficiency index CPI and the schedule efficiency index SPI. Specifically, the management limits of the cost efficiency index CPI and the schedule efficiency index SPI are set to “0.9” and “1.1”. If the index is in the range of 0.9 to 1.1, the index is within the control limits. If the cost efficiency index CPI and the schedule efficiency index SPI are both within the control limits, there is no problem with the task, and the task is considered to be proceeding smoothly. On the other hand, if at least one of the cost efficiency index CPI and the schedule efficiency index SPI exceeds the management limit, the task is considered to have a problem. Many of the problems that occur in tasks are cost overruns and schedule delays, but if the volume is too high compared to the cost or if the task is progressing faster than planned, there may be some problem with the task. It is thought that there is sex. For this reason, an upper limit is set for the control limit. When creating the index list, the display control unit 43 determines whether the cost efficiency index CPI and the schedule efficiency index SPI for each task are within the management limits. When it is determined that the index exceeds the control limit, the index column is displayed with a specific color in the index list. For example, when the index is smaller than 0.9, the index field is displayed in red, and when the index is larger than 1.1, the index field is displayed in blue. In the example of FIG. 4, the cost efficiency index CPI for the PM system, analysis phase, design phase, and implementation phase is below the control limit. Further, the schedule efficiency index SPI for the design phase is below the management limit, and the schedule efficiency index SPI for the implementation phase is above the management limit.

  The administrator can quantitatively grasp the status of each task based on the value of each index shown in the index list. In particular, when the administrator finds that at least one of the cost efficiency index CPI and the schedule efficiency index SPI of the development project, which is the highest-level task, exceeds the control limit, the development project It is necessary to take some measures so that will proceed as planned. For this purpose, the developer must understand the task for which such countermeasures are to be taken, that is, which task in the lower level of the development project is caused by the problem that occurred in the development project. I must. In the present embodiment, a bubble chart is used to identify a lower-level task that causes a problem that has occurred in the development project.

  In this embodiment, the display control means 43 creates the following as a bubble chart. That is, as shown at the bottom of FIG. 4, the vertical axis of the bubble chart is the cost efficiency index CPI, and the horizontal axis is the schedule efficiency index SPI. The bubble chart is centered on the position specified by the cost efficiency index CPI and the schedule efficiency index SPI for the uppermost task (upper task) and each lower task (lower task) by one layer, A circle whose radius is the cost difference CV is shown. That is, the relationship between the three indexes of the cost efficiency index CPI, schedule efficiency index SPI, and cost difference CV for the task is expressed by the center position and radius of the circle. In particular, by using the cost difference CV as the radius of the circle, the size of the radius of the circle indicating the lower task represents the degree of influence on the cost efficiency index CPI of the upper task. For this reason, the administrator can easily grasp the lower-level task that causes the problem when there is a problem in the higher-level task only by looking at the radius of the circle indicating each lower-level task.

  In the present embodiment, the bubble chart display method is devised so that the administrator can obtain various information from the bubble chart. Specifically, as shown in FIG. 4, the display control unit 43 displays a square S indicating the management limits of the cost efficiency index CPI and the schedule efficiency index SPI in the bubble chart. Thereby, the administrator only needs to see whether the center of the circle is outside or inside the square S, and at least one of the cost efficiency index CPI and the schedule efficiency index SPI is determined for the task indicated by the circle. It is possible to easily grasp whether the control limit is exceeded. Moreover, the display control means 43 displays the circle which shows a high-order task, and the circle which shows a low-order task so that identification is possible in a bubble chart. For example, as shown in FIG. 4, the line width of the circle indicating the upper task (development of the PM system) is made thicker than the line width of the circle indicating the lower task. Further, the display control means 43 represents the circle indicating each task in the bubble chart in different expression methods depending on whether or not the task is completed. For example, as shown in FIG. 4, if the task has already been completed, the circle indicating the task is represented by a dotted line, while if the task has not been completed, the circle indicating the task is represented by a solid line. ing. Here, whether or not the task is completed can be determined based on the progress rate of the task. As a result, the administrator can easily identify the task that is completed and the task that is being worked on on the bubble chart, so it is possible to improve after the current time and to take measures against the problem. Can grasp a simple task at a glance. The display control means 43 may also display the center point of a circle indicating each task in the bubble chart. Thereby, even if the circle indicating each task becomes large, the administrator can easily specify the center of the circle.

  Further, the display control means 43 displays information on the hierarchical structure of tasks stored in the storage unit 30 and each index when a certain lower task is selected on the bubble chart displayed on the display device 20. Based on the above, a progress report is newly created for the selected task and each task that is one level lower than the task, and is displayed on the display device 20. In other words, when the administrator selects a desired lower task on the bubble chart, the display is switched from the bubble chart to the bubble chart having the selected task as the upper task. At this time, for the snake chart, the display is switched to the snake chart in which the predetermined index for the selected task is represented, and the index list is more than the selected task and the task. The display is switched to a list of indices for each task lower by one layer. Therefore, the administrator can easily grasp which task among the tasks in the lower hierarchy is caused by the problem occurring in the development project. FIG. 5 is a diagram showing an example of a progress report displayed when a lower task (design phase) is selected in the bubble chart shown in FIG. Here, in the progress report shown in FIG. 5, only the index list and the bubble chart are displayed, and the snake chart is omitted.

  Next, a process procedure for creating and displaying a progress report in the progress management apparatus according to the present embodiment will be described. FIG. 6 is a flowchart for explaining a procedure of processing for creating and displaying a progress report in the progress management apparatus of this embodiment.

  First, the person in charge of each task reports the performance indicators such as the progress rate and the actual work time at the time of this report to the manager. When the administrator inputs the reported performance index for each task, the control unit 40 registers the input performance index in the storage unit 30 (S1). For all tasks, after the registration of the performance index at the time of the current report is completed, the administrator presses a button for creating a progress report on a predetermined screen displayed on the display device 20. When the first calculation means 41 receives an instruction to create such a progress report (S2), based on the plan index and the actual index stored in the storage unit 30, the first calculation means 41 at the time of the current report The measurement indexes AC and EV are calculated (S3). The calculated measurement index is stored in the storage unit 30.

  When the calculation process of the measurement index by the first index calculation unit 41 is completed, the second index calculation unit 41 then executes the current index for each task based on the plan index and the measurement index stored in the storage unit 30. Cost indices CPI, CV, schedule indices SPI, SV, and prediction indices EAC, PAC, LRE, TCPI, VAC at the time of reporting are calculated (S4). The calculated cost index, measurement index, and prediction index are stored in the storage unit 30.

  Thereafter, the display control means 43 creates a progress report of the development project at the time of the current report based on the information about the hierarchical structure of the tasks stored in the storage means 30 and each index (S5). Specifically, the display control means 43 first specifies a task that is one level lower than the development project that is the highest-level task, based on information related to the hierarchical structure of tasks stored in the storage unit 30. Then, each index at the time of the current report is read from the storage unit 30 for the development project (upper task) and each identified lower task. Next, the display control means 43 creates a snake chart for the upper task based on the earned value EV and the actual cost among the read indexes, and based on the read indexes, the upper task and each Create a list of indicators for subordinate tasks. Further, the display control means 43 creates a bubble chart for the upper task and each lower task based on the cost efficiency index, the schedule efficiency index and the cost difference at the time of the current report among the read indexes. Thereafter, the display control means 43 displays the progress report including the snake chart, the index list, and the bubble chart thus created on the display device 20 (S6). An example of this progress report is shown in FIGS.

  Next, when an administrator looks at the progress report and finds, for example, that a development project has a problem of excessive costs, how can the subordinate tasks that cause the problem be identified? Explain in detail how to grasp.

  Assume that a progress report as shown in FIGS. 3 and 4 is displayed on the display device 20. This progress report relates to the development of the PM system, which is the highest-level task, and the analysis phase, design phase, implementation phase, and test phase, which are tasks one level lower than the highest-level task. Administrators can easily know that there is a problem of excessive cost for PM system development because the column of cost efficiency index for PM system development is displayed in red in the index list. Can do. In addition, in the bubble chart, the center of the circle indicating the development of the PM system is located below the square S indicating the management limit, so that the manager has the problem of excessive costs for the development of the PM system. You can easily know what is happening. At this time, since the test phase has not yet started, the circle indicating the test phase is not displayed in the bubble chart of FIG.

  Next, the administrator uses a bubble chart to identify a task that causes the cost efficiency index CPI for PM system development to be below the management limit. Specifically, in the bubble chart, in the bubble chart, the administrator points out the circle drawn with solid lines in the same direction as the circle indicating the development of the PM system from the square S whose center indicates the management limit. A circle that is shifted and has the largest radius is specified. Here, excluding the circle drawn with a dotted line means that the circle drawn with a dotted line indicates that the task has already been completed. It is because it cannot take. In addition, specifying the circle that is shifted in the same direction as the circle indicating the development of the PM system from the square S indicating the management limit at the center is a problem caused by the task indicated by the circle in the development of the PM system. It is because it is thought that this is a factor. The reason why the circle having a large radius is specified is that the task indicated by the circle is considered to have a great influence on the cost efficiency index for the development of the PM system. Therefore, if a circle that satisfies these conditions is found, the subordinate tasks indicated by the circle are the cause of the problem of excessive costs that occur in the development of the PM system, and measures are taken to solve the problem. Can be identified as a possible task. In the example of the bubble chart shown in FIG. 4, the administrator can easily grasp that the circle indicating the design phase satisfies the above-mentioned condition by just looking at the bubble chart. At this time, since the circle indicating the analysis phase is drawn with a dotted line, the manager excludes the analysis phase from consideration. In this way, the administrator specifies the design phase as a cause of the problem occurring in the development project.

  Next, the administrator specifies which task among the tasks in the lower hierarchy is caused by the problem occurring in the development project. For this reason, the administrator uses the mouse or the like to select the design phase on the bubble chart shown in FIG. Then, the display control means 43 makes progress on the selected design phase and each task lower by one hierarchy based on the information on the hierarchical structure of the task stored in the storage unit 30 and each index. A report is created and displayed on the display device 20. An example of this progress report is shown in FIG. The administrator uses the bubble chart in the progress report to identify a task that is a factor that the cost efficiency index CPI for the design phase is below the control limit. That is, in the bubble chart shown in FIG. 5, the administrator in a circle drawn with a solid line indicating each subordinate task in the same direction as the circle indicating the design phase from the square S whose center indicates the management limit. A circle that is shifted and has the largest radius is specified. In the example of the bubble chart shown in FIG. 5, the administrator can easily grasp that the design of the order subsystem and the design of the accounting subsystem satisfy such conditions by just looking at the bubble chart. . In this way, when a problem occurs in the development project, the administrator can identify the task that causes the problem in detail.

  In the progress management device of this embodiment, the display control means creates a bubble chart for the highest task and each task that is one level lower than the task and displays the bubble chart on the display device. Here, as the bubble chart created by the display control means, the cost efficiency index and the schedule efficiency index are taken on the two coordinate axes, and the position specified by the cost efficiency index and the schedule efficiency index for each task is determined. A circle representing the center and the cost difference as the radius is used. As a result, if there is a problem in the development project, the administrator can simply look at the bubble chart, and the problem occurring in the development project will be one of the tasks one level below the development project. It is possible to easily and clearly grasp whether it is caused by the task. In addition, when a certain lower-level task is selected on the bubble chart displayed on the display device, the display control means is configured to select the selected task and each task that is one level lower than the task. A bubble chart is created and displayed on the display device. As a result, the administrator can easily grasp which task among the tasks in the lower hierarchy is caused by the problem occurring in the development project. For this reason, the administrator can quickly grasp a task that needs some countermeasures without overlooking it, and can take appropriate measures early when a delay or the like occurs in the development project. In addition, the burden on the administrator can be greatly reduced.

  In addition, this invention is not limited to said embodiment, A various deformation | transformation is possible within the range of the summary.

  For example, in the above-described embodiment, when the bubble control chart is displayed on the display device, the display control unit performs the task for each subordinate task shown in the bubble chart when a predetermined button is pressed. It is also possible to create bubble charts for tasks and tasks that are one level lower than the task, and to display these bubble charts side by side on the display device. For example, when a bubble chart with PM system development as a high-order task is displayed, the administrator presses a predetermined button to create a bubble chart with the analysis phase as a high-order task and a bubble with the design phase as a high-order task. The chart, the bubble chart with the implementation phase as the upper task, and the bubble chart with the test phase as the upper task are displayed side by side on one screen. Thereby, the administrator can easily compare the contents of the analysis phase, the design phase, the implementation phase, and the test phase.

  Further, in the above embodiment, the bubble chart displayed on the display device displays not only a circle indicating each task at the current reporting time but also a circle indicating each task at the previous reporting time. It may be. However, in this case, for example, the circle indicating the latter is displayed in a lighter color than the circle indicating the former so that the circle indicating each task at the current reporting time and the circle indicating each task at the previous reporting time can be identified. It is desirable to display.

  In the above embodiment, the case where the cost difference CV of the task is used as the radius of the circle indicating each task in the bubble chart has been described. However, as the radius of the circle, various circles used in earned value management can be used. An indicator may be used. Specifically, total budget BAC at completion, planned value PV, earned value EV, actual cost AC, cost efficiency index CPI, schedule efficiency index SPI, schedule difference SV, total cost estimate at completion EAC, latest revised estimate LRE, The efficiency index TCPI to completion and the difference VAC at completion can be used. Further, the progress rate of the task may be used as the radius of the circle indicating the task. In general, an administrator determines an index used as a radius of a circle depending on which index is important when managing the progress of a task. For example, when the administrator wants to manage the progress of each task on the basis of the size of the task budget, the total budget BAC upon completion can be used as the radius of the circle in the bubble chart. In this case, since the total budget BAC upon completion is constant, the radius of the circle indicating each task is always the same regardless of the bubble chart displayed at any reporting time. The administrator looks at the size of the circle, and will deal with cost overruns and schedule delays for tasks indicated by large circles with priority over tasks indicated by small circles.

  Further, in the above-described embodiment, when creating the bubble chart, the display control means uses a predetermined two indices out of a plurality of indices stored in the storage unit as the radius of a circle indicating each task. You may make it use the value obtained by adding what multiplied the weight (coefficient). As a result, the radius of the circle represents a value that depends on both of these two indicators, so the administrator simply looks at the radius of the circle that indicates each subtask, and for each subtask, the two indicators The outline of the value of can be easily known. For example, when the cost difference CV and the schedule difference SV are used as the two indices, the display control means can calculate the radius of the circle in the bubble chart from the calculation formula of t × CV + (1−t) × SV. it can. Here, 0 ≦ t ≦ 1, and the administrator can arbitrarily set the value of the weight t depending on which element of the cost difference CV and the schedule difference SV is important. In general, when creating a bubble chart, the display control means adds, as a radius of a circle indicating each task, a value obtained by multiplying each of at least two predetermined indices stored in the storage unit by a weight. Alternatively, a value obtained by multiplication can be used. For example, the display control means may calculate the radius of the circle in the bubble chart from a calculation formula of (100− [progress rate]) × {t × CV + (1−t) × SV}. This is a calculation formula in which the lower the progress rate, the greater the change can be made to the task in the future, which is reflected in the radius of the circle. In this case, when the task is completed, the circle indicating the task is not displayed on the bubble chart. However, when the display control means also displays the center point of a circle indicating each task in the bubble chart, when the task is completed, only the center point of the task is displayed.

  In addition, in the above embodiment, the case where each task is indicated by a circle in the bubble chart has been described. In general, each task is indicated by a figure drawn with a size corresponding to a predetermined index value. Can do. For example, as such a figure, a rhombus or an ellipse can be used in addition to a circle. Also in this case, the position specified by the cost efficiency index CPI and the schedule efficiency index SPI of the task is set as the center of the diamond or ellipse. In addition, the amount characterizing the rhombus includes the lengths of two diagonal lines, while the amount characterizing the ellipse includes a major axis and a minor axis. For this reason, in this case, the shape of a rhombus or an ellipse can be represented using two indexes. For example, when each task is indicated by an ellipse, a bubble chart in which the major axis of the ellipse represents the cost difference CV of the task and the minor axis of the task represents the schedule difference SV of the task can be created. Further, in the above-described embodiment, as the bubble chart, a task represented by a graphic drawn in a color corresponding to a predetermined index value may be used.

  In the above-described embodiment, the case where each index used in earned value management is expressed on a monetary basis has been described. However, each index may be expressed on a person-month basis. The person month is represented by “number of people × time (month)”, and is a unit conventionally used when calculating and estimating the cost of system development. By multiplying the value expressed on the person-month basis by the work unit price, a value-based value is obtained. In this case, a list of indexes and a bubble chart in the progress report are created based on each index expressed on a person-month basis. In addition, a list of indicators, a bubble chart, and the like may be created on both a monetary basis and a person-month basis.

  The object of the present invention is to supply the program code (including the execution format) of software that realizes the functions of the apparatus of the above-described embodiment to the apparatus of the present embodiment by a recording medium that records all or part of the program code. Needless to say, this can also be achieved by the computer (or CPU, MPU) of the apparatus reading out the program code stored in the recording medium and executing all or part of the operation. In this case, the program code itself read from the recording medium realizes the functions of the present embodiment, and the recording medium on which the program code is recorded constitutes the present invention.

  Recording media for supplying the program code include ROM, floppy (registered trademark) disk, hard disk, optical disk, magneto-optical disk, CD-ROM, CD-R, DVD-ROM, magnetic tape, nonvolatile memory card, etc. Can be used. Furthermore, the program code may be supplied by downloading via a communication line, or the program code may be supplied and executed using a technology such as JAVA (registered trademark).

  Further, by executing the program code read out by the computer, not only the functions of the present embodiment are realized, but also the OS running on the computer based on the instruction of the program code performs an actual process. Needless to say, the present invention also includes a case where the function of the present embodiment is realized by performing part or all of the processing.

  Further, after the program code read from the recording medium is written in a memory provided in a function expansion board inserted in the computer or a function expansion unit connected to the computer, the function expansion is performed based on the instruction of the program code. It goes without saying that the present invention includes a case where the CPU or the like provided in the board or the function expansion unit performs part or all of the actual processing and the functions of the present embodiment are realized by the processing.

  In addition, the present invention may be a program product including a program for causing a computer to realize the functions of the apparatus of the above-described embodiment. Here, the program product includes not only a computer program but also a recording medium or a computer on which the program is recorded.

  As described above, in the progress management system of the present invention, the display control means creates a bubble chart for the highest task and each task that is one level lower than the task and displays it on the display means. To do. Here, as the bubble chart created by the display control means, the cost efficiency index and the schedule efficiency index are taken on the two coordinate axes, and the position specified by the cost efficiency index and the schedule efficiency index for each task is determined. As the center, a figure representing a figure drawn in a size or color according to a predetermined index value is used. As a result, when a problem such as schedule delay or cost overrun occurs in the project, the administrator can simply look at the bubble chart and the problem occurring in the project is one level lower than that project. It is possible to easily and clearly grasp which task among these tasks is caused. In addition, when a certain lower-level task is selected on the bubble chart displayed on the display unit, the display control unit selects the selected task and each task that is one level lower than the task. A bubble chart is created and displayed on the display means. As a result, the administrator can easily grasp which task among the tasks in the lower hierarchy is caused by the problem occurring in the project. For this reason, the administrator can quickly grasp a task that needs some countermeasures without overlooking it, and therefore can take appropriate countermeasures early when a delay or the like occurs in the project. Therefore, the present invention can be applied to a progress management apparatus that manages the progress of various projects such as software and information system development.

It is a schematic block diagram of the progress management apparatus which is one Embodiment of this invention. It is a figure for demonstrating an example of the structure of the task in the development project of PM system. It is a figure which shows an example of the snake chart contained in a progress report. It is a figure which shows an example of the list | wrist of a parameter | index included in a progress report, and a bubble chart. FIG. 5 is a diagram illustrating an example of a progress report displayed when a lower task is selected in the bubble chart illustrated in FIG. 4. It is a flowchart for demonstrating the procedure of the process which produces and displays a progress report in the progress management apparatus of this embodiment.

Explanation of symbols

DESCRIPTION OF SYMBOLS 10 Input device 20 Display apparatus 30 Memory | storage part 40 Control part 41 First index calculation means 42 Second index calculation means 43 Display control means

Claims (7)

In the progress management device that manages the progress of the project,
The project is composed of a hierarchical structure of a plurality of tasks with the project as the highest-level task, and for each task, an input for inputting a performance index including a progress rate and actual work time at any time point Means,
Storage means for storing information on the hierarchical structure of the tasks, a plan index including a total budget at completion and a planned value at each time point, and the performance index input from the input means for each task;
Based on the plan index and the performance index stored in the storage means, for each task, a measurement index including an actual cost and an earned value at each time point is calculated, and the calculated measurement index is the storage means First index calculating means to be stored in,
Based on the plan index and the measurement index stored in the storage means, for each task, a cost efficiency index at each time point and a cost index including a cost difference, and for each task, a schedule efficiency index at each time point And a second index calculation means for calculating the schedule index including the schedule difference, and storing the calculated cost index and the schedule index in the storage means,
Based on the information on the hierarchical structure of the tasks stored in the storage means and the respective indexes, a bubble chart is created and displayed for the highest level task and each task that is one level lower than the task. Display control means for displaying on the means;
Comprising
The bubble chart created by the display control means has a cost efficiency index and a schedule efficiency index on two coordinate axes, and for each task, a position specified by the cost efficiency index and the schedule efficiency index A progress management device characterized in that a figure drawn in a size or color corresponding to a value of a predetermined index is represented.   The display control means, when a certain subordinate task is selected on the bubble chart displayed on the display means, information on the hierarchical structure of the tasks stored in the storage means and each of the above 2. The progress according to claim 1, wherein the bubble chart is created for the selected task and each task that is one level lower than the task based on the index and displayed on the display means. Management device.   The progress management apparatus according to claim 1, wherein the display control unit represents a graphic representing each task in the bubble chart by a different expression method depending on whether or not the task is completed. .   The said display control means determines the magnitude | size or color of the figure which shows each task according to the cost difference or schedule difference of the said task, when producing the said bubble chart, 3. The progress management device according to 3.   When creating the bubble chart, the display control means assigns a weight or size to each of at least two predetermined indices among the plurality of indices stored in the storage means. 4. The progress management device according to claim 1, wherein the progress management device is determined according to a value obtained by adding or multiplying the multiplied ones.   A computer-readable recording medium storing a program for causing a computer to realize the function of the progress management device according to claim 1.   A program for causing a computer to realize the function of the progress management device according to any one of claims 1, 2, 3, 4 and 5.

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