JP2010224889A - Project management supporting device - Google Patents

Abstract

<P>PROBLEM TO BE SOLVED: To support a supervisor of a project to efficiently comprehend influence of a change in a task implementation plan about the project wherein a plurality of tasks are to be operated. <P>SOLUTION: The project management supporting device 10 includes a Gantt chart storage part 12 storing data before a change and data after the change about a Gantt chart wherein a period and man-hours for each of the tasks of the project are defined; a difference calculation part 24 calculating a difference between man-hours for each task in the Gantt chart before the change and that after the change about a predetermined unit period; and a difference output part 26 outputting data showing the difference to the outside. <P>COPYRIGHT: (C)2011,JPO&INPIT

Description

  The present invention relates to a data processing technique, and more particularly to a technique for supporting management of a project in which a plurality of tasks are to be performed.

  In various projects such as system development, progress management is widely performed using a Gantt chart indicating a plurality of tasks to be executed in the project and an execution period of each task.

JP 2006-040221 A

  In a large-scale system development project, a large number of tasks need to be executed, and even if a change occurs in the execution plan of some tasks, the effect may affect a large number of tasks. As a result, in the Gantt chart after changing the execution plan, the person in charge of execution and the scheduled execution period may be changed for many tasks. On the other hand, since there is a limit to the number of tasks that can be managed practically by the project manager, the present inventor believes that the project manager needs to efficiently grasp the impact of changing the task execution plan. Thought.

  The present invention has been made on the basis of the above-mentioned recognition of the inventor, and its main purpose is to enable the project manager to efficiently grasp the effects of changing the task execution plan for a project in which multiple tasks are to be performed. It is to provide the technology that supports it.

  In order to solve the above-described problem, a project management support apparatus according to an aspect of the present invention provides a Gantt chart before change in which a period and man-hours before change are determined for each of a plurality of tasks to be performed in a predetermined project. Refer to the pre-change information storage unit for storing the information, the post-change information storage unit for storing the changed Gantt chart in which the changed period and man-hours are determined for each of a plurality of tasks, and the Gantt chart before the change. Calculate the man-hours for each task in a given unit period as pre-change man-hours, refer to the Gantt chart after change, calculate the man-hours for each task in the unit period as post-change man-hours, And a difference output unit for outputting data indicating the difference between the man-hour before change and the man-hour after change to the outside.

  It should be noted that any combination of the above-described constituent elements and a representation of the present invention converted between an apparatus, a method, a system, a program, a recording medium storing the program, and the like are also effective as an aspect of the present invention.

  According to the present invention, for a project in which a plurality of tasks are to be performed, the project manager can efficiently grasp the influence of the task execution plan change.

It is a figure which shows the excerpt of a Gantt chart. It is a figure which shows the Gantt chart before a recovery plan reflection. It is a figure which shows the Gantt chart after recovery plan reflection. It is a block diagram which shows the structure of the PJ management assistance apparatus which is embodiment of this invention. It is a figure which shows the variation | change_quantity graph of a 1st aspect. It is a figure which shows the variation | change_quantity graph of a 2nd aspect. It is a figure which shows the variation | change_quantity graph of a 3rd aspect. It is a figure which shows the variation | change_quantity graph of a 4th aspect. It is a figure which shows the variation | change_quantity graph of a 5th aspect.

Before describing the configuration of the embodiment, an outline thereof will be described.
FIG. 1 shows an excerpt of a Gantt chart. The vertical axis of this Gantt chart indicates a plurality of items (hereinafter also referred to as “tasks” as appropriate) to be executed by the project members in the project, and the horizontal axis is the time axis. Each record of the Gantt chart is a period during which the task is scheduled to be executed (hereinafter also referred to as “execution scheduled period” as appropriate) and a period indicating the result of execution of the task (hereinafter also referred to as “execution result period as appropriate”). .).

  Each record of the Gantt chart includes a project member (hereinafter, also simply referred to as “person in charge”) that should execute the task, and the man-hours that are assumed as the amount of work that the person in charge must perform before the task is completed. (Hereinafter referred to as “scheduled man-hour” as appropriate) and the progress rate of the scheduled man-hour are recorded in association with each other. The unit of the planned man-hour in the present embodiment is “person day” indicating the work amount for one day by one person in charge. Since the scheduled man-hour indicates the work amount of the person in charge, it does not necessarily match the scheduled execution period of the task. That is, even if the task is for two people, the scheduled execution period may be set to 3 days or 4 days.

  Although the number of tasks shown in FIG. 1 is about 50, the task is a unit that is a target of progress management, and may be set as a function unit or a module unit of the system. Thus, a large-scale system development project can have hundreds of tasks.

  In the project, the task execution status is confirmed, that is, the progress status is regularly confirmed. When a delay of a certain degree or more is confirmed from the schedule, a recovery plan is formulated to recover the delay or prevent the delay from expanding further. This recovery plan is also reflected in the Gantt chart. Hereinafter, an example of the recovery plan will be described with reference to FIGS. 2 and 3 showing some of the tasks in the project.

  FIG. 2 shows a Gantt chart before reflecting the recovery plan. The figure shows the progress at the end of July 25, with the upper bar of each record indicating the scheduled task execution period and the lower bar indicating the task execution performance period. According to the figure, it is confirmed that the person in charge Ha takes time to execute the task Ta and the execution of the task Tc is delayed. A broken line arrow between the tasks Td to Tf indicates a dependency relationship between the tasks. That is, it is indicated that the completion of the task Td is a condition for the execution of the task Tf, and the task Tf cannot be executed before the completion of the task Td.

  FIG. 3 shows a Gantt chart after reflecting the recovery plan. In the figure, since the task Tc whose progress has been delayed is scheduled to be executed from August 28 to 30, the execution of the task Td, Tf, etc. is postponed and the task Td assigned to the person in charge Ha, etc. The recovery plan for newly assigning to the person in charge Hc is reflected. In addition, the scheduled man-hours for tasks Td, Th, etc. are revised to a larger value by reviewing the original man-hours based on the current productivity of the person in charge Ha and the like. As described above, in order to recover the progress delay, it is necessary to analyze the cause of the delay and formulate the countermeasure, and then create a highly feasible correction schedule, that is, a recovery plan. In this correction schedule, typically, in addition to the subsequent task that was originally scheduled, in order to continuously execute the tasks for the delay, it is necessary to perform a task that is more than originally scheduled. In addition, when the progress delay is caused by the productivity of the person in charge, it is necessary to increase the planned man-hours, and to change or increase the number of persons in charge.

  Note that the tasks Td, Tf, and Ti in FIG. 3 constitute a critical path that is directly connected to the delay of the entire project due to the delay in the scheduled execution period, and therefore a predetermined display indicating the critical path. It is expressed in an embodiment. That is, as a result of reflecting the recovery plan, a part of the critical path of the entire project is composed of a pre-process task (not shown), tasks Td, Tf, Ti, and a post-process task (not shown). Although not shown in FIGS. 2 and 3, it is assumed that there is no difference in Gantt charts after August 16th.

  By the way, a project manager (hereinafter referred to as “PM” as appropriate), who is a project manager and responsible for the completion of the project, needs to grasp the impact of the application of the recovery plan. That is, it is necessary to determine whether or not the recovery plan is appropriate in consideration of man-hours and costs. Also, depending on the changes in man-hours and costs, it may be necessary to coordinate with the customer who ordered the system development. However, as shown in FIG. 2 and FIG. 3, the execution plan for many other tasks is changed only by dealing with the progress delay of one task. As mentioned earlier, there can be hundreds of tasks in an actual project, so PM will check each task whose execution plan has been changed by comparing the Gantt chart before the change with the Gantt chart after the change. Is difficult due to time constraints.

  In the present embodiment, a project management support device (hereinafter, referred to as “difference” as appropriate) that visualizes the difference (hereinafter also referred to as “difference”) before and after the change for the Gantt chart whose task execution plan has been changed. Also called “PJ management support device”. This PJ management support device, as information to be grasped by the PM, in particular, a difference in scheduled man-hours for tasks (hereinafter also referred to as “difference man-hours” as appropriate) and a difference in costs caused by differences in scheduled man-hours (hereinafter referred to as appropriate). It is also referred to as “differential cost”). As a result, the PM can efficiently confirm the influence of the change in the execution plan of the task, and can quickly make a decision on the validity of the change and the adjustment with the customer.

  Note that various modes are conceivable as the system configuration including the PJ management support apparatus. Typically, the PJ management support apparatus is an apparatus in which a computer program for visualizing the difference before and after the change in the Gantt chart is installed. For example, when the above program is installed in a user terminal that creates / changes a Gantt chart, the user terminal itself may be a PJ management support apparatus. The PJ management support device may be a device that is physically different from the user terminal, and is a device that is connected to the user terminal via a communication network and provides a service for visualizing the difference of the Gantt chart to the user terminal. There may be.

  FIG. 4 is a block diagram showing the configuration of the PJ management support apparatus according to the embodiment of the present invention. The PJ management support apparatus 10 includes a Gantt chart storage unit 12, a unit price storage unit 14, an instruction reception unit 16, a Gantt chart display unit 18, a Gantt chart update unit 20, a critical path setting unit 22, and a difference calculation unit. 24 and a difference output unit 26.

  Each block shown in the block diagram of the present specification can be realized in terms of hardware by an element such as a CPU of a computer or a mechanical device, and in terms of software, it can be realized by a computer program or the like. The functional block realized by those cooperation is drawn. Therefore, those skilled in the art will understand that these functional blocks can be realized in various forms by a combination of hardware and software.

  The Gantt chart storage unit 12 is a storage area for storing various data set in the Gantt chart. The Gantt chart storage unit 12 includes Gantt chart data reflecting the latest changes by the user (hereinafter also referred to as “changed Gantt chart” as appropriate) and Gantt chart data before the latest changes are reflected. (Hereinafter also referred to as “a pre-change Gantt chart” as appropriate).

  The unit price storage unit 14 is a storage area in which data on personnel costs per unit time (hereinafter also referred to as “unit price” as appropriate) of each project member is stored for project members who can take charge of task execution. The unit price may be a labor cost per unit man-hour of each project member. In the following example, it is assumed that the unit prices of the persons in charge Ha and Hb are stored as 50,000 yen / person day, and the unit price of the person in charge Hc is stored as 80,000 yen / person day.

  The instruction receiving unit 16 receives data requesting various information processing in the PJ management support apparatus 10 from the user terminal. For example, a Gantt chart output request held by the PJ management support apparatus 10, a Gantt chart update request held by the PJ management support apparatus 10, and change amount data indicating a difference between the pre-change Gantt chart and the post-change Gantt chart in a predetermined manner The output request is accepted.

  When a Gantt chart output request is accepted, the Gantt chart display unit 18 acquires Gantt chart data from the Gantt chart storage unit 12 and displays the Gantt chart on a predetermined display device. In addition, a task to which data indicating that it is a task constituting a critical path is added in a critical path setting unit 22 to be described later is displayed in a predetermined mode for allowing the confirmer of the Gantt chart to recognize that fact. Let The Gantt chart display unit 18 displays the Gantt chart in the manner shown in FIGS. 1, 2, and 3, for example.

  When a Gantt chart update request is received, the Gantt chart update unit 20 updates the Gantt chart data recorded in the Gantt chart storage unit 12, typically data of each task, according to the update request. The update request includes a task name, a person in charge name, a scheduled man-hour, a progress rate, an execution scheduled period, an execution result period, and a dependency, for example, a task name that is a premise of execution. Or at least one of them. The Gantt chart whose task data is updated by the Gantt chart updating unit 20 is stored in the Gantt chart storage unit 12 as a changed Gantt chart.

  The critical path setting unit 22 determines a critical path in the project when the Gantt chart update unit 20 updates the Gantt chart data. For example, refer to the changed Gantt chart, identify the earliest start date and latest start date of each task according to the scheduled execution period of the unexecuted task and the dependency of the unexecuted task, and configure the critical path The task to be performed may be specified. Then, predetermined data for indicating the fact is added to the task constituting the critical path. For example, predetermined flag data for indicating a task constituting a critical path may be added.

  The difference calculation unit 24 refers to the Gantt chart storage unit 12 when the output request for the change amount data of the Gantt chart is received, and calculates difference data between the pre-change Gantt chart and the post-change Gantt chart in the unit period. Extract. The difference output unit 26 is a graph of a predetermined mode in which the difference man-hour and the difference cost are visualized according to the difference data between the pre-change Gantt chart and the post-change Gantt chart (hereinafter also referred to as “change amount graph” as appropriate). Data is set and transmitted to a predetermined output destination. There is no restriction | limiting in particular in the aspect of a variation | change_quantity graph, A collective bar graph and a stacked bar graph may be sufficient. The output destination may be a display, a printing apparatus, or a predetermined application for referring to / editing the change amount graph.

  Hereinafter, the difference calculation unit 24 and the difference output unit 26 will be described in more detail with reference to a specific change amount graph output from the difference output unit 26. The change amount graphs shown in the following figures are set with the Gantt chart of FIG. 2 as the pre-change Gantt chart, the Gantt chart of FIG. 3 as the post-change Gantt chart, and the unit period of difference calculation as one week. is there. The difference at the end of July 25 is calculated.

  FIG. 5 shows a variation graph of the first aspect. The change amount graph in the figure is a collective bar graph showing the difference man-hours. In the five weeks from July 21, the difference man-hours are “−1.5 man-day, −1.5 man-day, +4 man-day, +3. It shows that the transition is in time series, “person day, ± 0 person day”.

  When outputting the change amount graph of the first aspect, the difference calculation unit 24 executes different processing depending on whether the period for calculating the difference is the past date or the future date. First, a case where the difference man-hour calculation period is the past day will be described. In this case, the difference calculation unit 24 adds the scheduled man-hours for each task in the week of July 21 in the pre-change Gantt chart. On the other hand, the actual man-hours calculated by the product of the scheduled man-hour of each task and the progress rate in the week of July 21 in the pre-change Gantt chart are added up. Then, the difference between the sum of the scheduled man-hours in the week of July 21 and the sum of the actual man-hours is calculated as a difference man-hour. In FIG. 2, when the scheduled man-hour of the task Tc is 2 man-days, the progress rate is 25%, so the difference man-hour is -1.5 man-days.

  Next, the case where the difference man-hour calculation period is a future date will be described. In this case, the difference calculation unit 24 adds up the scheduled man-hours for each task for the week of July 28, the week of August 4, the week of August 11, and the week of August 18 in the pre-change Gantt chart. To do. Hereinafter, the scheduled man-hours of the task added every week will be referred to as “weekly man-hours”. In this case, the weekly man-hours for the week of July 28, the week of August 4, and the week of August 11 are 7 days, 6 days, and 2 days, respectively.

  Further, the difference calculation unit 24 calculates the weekly man-hours for the week of July 28, the week of August 4, the week of August 11, and the week of August 18 in the changed Gantt chart. For tasks scheduled to be executed across weeks such as task Td, a daily calculation based on the scheduled execution period is performed for the scheduled man-hours. That is, the scheduled man-hour of the task Td is 2 person days in the week of July 28 and 1 person day in the week of August 3. For a task for which the actual man-hour is calculated, for example, the task Tc, the difference in the actual man-hour with respect to the planned man-hour is set as the planned man-hour. Therefore, the scheduled man-hour for the week of July 28 of task Tc is 1.5 man-days. From the above, the weekly man-hours for the week of July 28, the week of August 4, and the week of August 11 are 5.5 person days, 10 person days, and 5 person days.

  Further, the difference calculation unit 24 calculates a difference man-hour between the weekly man-hour calculated for the pre-change Gantt chart and the weekly man-hour calculated for the post-change Gantt chart. As already mentioned, since there is no difference in Gantt charts after August 18, the week of July 28, the week of August 4, the week of August 11, and the week of August 18 respectively The difference man-hours at −1.5 man days, +4 man days, +3 man days, and ± 0 man days. The difference calculation unit 24 associates the date / time data for specifying each week with the difference man-hours of each week and outputs the result to the difference output unit 26. The difference output unit 26 sets, as a change amount graph, a collective bar graph in which the difference man-hours calculated by the difference calculation unit 24 are arranged in time series according to the date and time data associated with the difference man-hours.

  By referring to the change amount graph of the first aspect, the PM can efficiently confirm the influence on the man-hours associated with the task execution plan change. Moreover, since the difference man-hours are shown in time series, the transition of the difference man-hours with the passage of time can be efficiently confirmed. For example, in order to complete a delayed task that occurred in the week of July 21 even if it takes days, the planned man-hour is negative with respect to the originally planned man-hour until the week of July 28. Can be grasped. In addition, since the scheduled man-hours will be more than the originally planned man-hours from the week of August 4 and will match the original man-hours in the week of August 18, it is easy to see that the delay in progress will be recovered by August 15 Can be grasped.

  FIG. 6 shows a change amount graph of the second mode. The change amount graph of FIG. 6 is a stacked bar graph showing, as elements, the breakdown of tasks in which the difference man-hours are generated along with the difference man-hours. For example, for the week of July 28, the person in charge of the task Tc of Ha has 1.5 man-days as a positive difference man-hour, and the person in charge of the task Tf of Ha has a difference man-hour of minus. Indicates that it has occurred. Further, for the week of August 4, the negative differential man-hour is 1 man-day and the positive differential man-hour is 5 man-days. In the week of August 4 in the change graph of the first mode, the positive and negative differential man-hours are aggregated to be “+4 man-days”. Note that the value on the graph is also 0 for the week of August 18 when no difference man-hours occur, so the description is omitted in FIG.

  In the change amount graph of the second aspect, tasks having the same task name are aggregated as elements of the same graph even if the person in charge is different. For example, for the week of August 4, the scheduled man-hour of task Ti is 2 person days for the person in charge Ha in the Gantt chart before change, and 1 person day for the person in charge Hc in the Gantt chart after change. In the change amount graph of the second aspect, the scheduled man-hours are aggregated, and the difference man-hour of the task Ti is indicated as “−1 man-day”.

  When outputting the change amount graph of the second mode, the difference calculation unit 24 executes different processing depending on whether the period for calculating the difference is the past date or the future date. First, a case where the difference man-hour calculation period is the past day will be described. In this case, the difference calculation unit 24 calculates the difference between the scheduled man-hours and the actual man-hours as the difference man-hours for each task set in the week of July 21 of the pre-change Gantt chart.

  Next, the case where the difference man-hour calculation period is a future date will be described. In this case, the difference calculation unit 24 calculates the Gantt chart before change and the Gantt chart after change for each week of July 28, week of August 4, week of August 11, and week of August 18. Calculate the task difference man-hours. Specifically, if there are both tasks with the same task name, the difference between the respective scheduled man-hours is calculated. For tasks that exist only in the pre-change Gantt chart, the scheduled man-hour is set as a negative difference man-hour, and for tasks that exist only in the post-change Gantt chart, the planned man-hour is set as a positive difference man-hour.

  The difference calculation unit 24 associates a task name related to a task with a difference man-hour other than zero, a person in charge name, and the difference man-hour, and outputs the difference man-hour to the difference output unit 26 every week. Further, when flag data indicating that the task is a task constituting a critical path is added to the task, the flag data is added to the above-described data relating to the task and output to the difference output unit 26.

  The difference output unit 26 sets the plus and minus difference manhours for each task calculated by the difference calculation unit 24 as elements of the weekly stacked bar graph, and arranges the weekly stacked bar graphs in time series. Set the change graph. In addition, a task name and a person in charge name are set in association with each element of the stacked bar graph.

  When flag data indicating that the task is a task constituting a critical path is added, the difference output unit 26 sets the data of the task as an element of the stacked bar graph. Add predetermined data to call attention. For example, as shown in FIG. 6, data for highlighting element data may be added, or data indicating a predetermined color or pattern may be added.

  The PM can efficiently grasp the breakdown of the difference man-hours by referring to the change amount graph of the second mode. That is, the postponed task, the task executed at the same time, the person in charge of the task, etc. can be grasped. In addition, even if there is no difference man-hour between the Gantt chart before change and the Gantt chart after change in the specific week as a whole, if the scheduled task is different, it will be displayed as a difference, resulting in a delay in progress. It becomes easy to grasp the situation where other tasks have been postponed due to the influence of the task, that is, the actual progress delay of the project. For example, in FIG. 6, since the progress of the task Tc handled by the person in charge Ha is delayed, the task Tf scheduled for July 28 is postponed, and the recovery is performed on August 4th and 11th. You can see at a glance what will be done in a week.

  Furthermore, since the task that constitutes the critical path is displayed in a manner that alerts the PM, whether the person in charge of the task that constitutes the critical path is appropriate or not is particularly suitable for the task. It becomes easier to pay attention. Furthermore, unlike the change amount graph of the third aspect to be described later, since the difference man-hours are aggregated for tasks with the same task name, a large-scale recovery in which the person in charge is changed for many tasks. Even if the plan is reflected, the visibility of the change amount graph is easily maintained.

  FIG. 7 shows a variation graph of the third mode. Similar to the change amount graph of the second mode, the change amount graph of FIG. 5 is a stacked bar graph showing the breakdown of tasks in which the difference man-hours are generated as elements together with the difference man-hours. However, the change graph of the third mode differs from the change graph of the second mode in that even if the task name is the same, if the person in charge is different, it is handled as an element of a different graph. . For example, the task Ti in the week of August 4 is handled as an element of a different graph because the person in charge Ha set in the pre-change Gantt chart is different from the person in charge Hc set in the post-change Gantt chart. Yes.

  When outputting the change amount graph of the third aspect, the difference calculation unit 24 executes different processes depending on whether the period for calculating the difference is the past date or the future date. First, a case where the difference man-hour calculation period is the past day will be described. In this case, the difference calculation unit 24 calculates the difference between the scheduled man-hours and the actual man-hours as the difference man-hours for each task set in the week of July 21 of the pre-change Gantt chart.

  Next, the case where the difference man-hour calculation period is a future date will be described. In this case, the difference calculation unit 24 calculates the Gantt chart before change and the Gantt chart after change for each week of July 28, week of August 4, week of August 11, and week of August 18. Calculate the task difference man-hours. Specifically, if there are both tasks having the same task name and the same person-in-charge name, the difference between the respective scheduled man-hours is calculated. For tasks that exist only in the pre-change Gantt chart, the scheduled man-hour is set as a negative difference man-hour, and for tasks that exist only in the post-change Gantt chart, the planned man-hour is set as a positive difference man-hour. At this time, the difference man-hour is specified as a task having a different person-in-charge name as a different task. The subsequent processing of the difference calculation unit 24 and the difference output unit 26 is the same as the case of setting the change amount graph of the second mode.

  The PM can grasp the breakdown of the difference man-hours in more detail by referring to the change amount graph of the third mode. For example, the person in charge of a task can be grasped from whom and the person in charge can be determined based on the skill of each person in charge.

  FIG. 8 shows a variation graph of the fourth aspect. The change amount graph in the figure is a collective bar graph showing the differential cost. In the three weeks from July 28, the differential cost is “−15,000 yen, +350,000 yen, +210,000 yen” in time series. It shows that it will change. Note that the change amount graph of the fourth aspect in the present embodiment indicates a differential cost on a future date.

  When the change amount graph of the fourth aspect is output, the difference calculation unit 24, as in the case of setting the change amount graph of the third aspect, the week of July 28, the week of August 4, The difference man-hours of each task of the pre-change Gantt chart and the post-change Gantt chart are calculated every week of month 11 and week of August 18. At this time, the difference man-hour is specified as a task having a different person-in-charge name as a different task. The difference calculation unit 24 refers to the unit price storage unit 14, adds up the unit price of the person in charge and the difference man-hour for each task in which the difference man-hour has occurred, and calculates the result as a difference cost. In this case, a positive differential cost is calculated from the positive differential man-hour, and a negative differential cost is calculated from the negative differential man-hour.

  The difference calculation unit 24 outputs the sum of each week for the difference cost of each task in which the difference man-hour has occurred to the difference output unit 26 as the weekly difference cost. The difference output unit 26 sets a collective bar graph in which the difference costs for each week calculated by the difference calculation unit 24 are arranged in a time series as a change amount graph.

  By referring to the change amount graph of the fourth aspect, the PM can efficiently confirm the influence on the cost associated with the change of the task execution plan. For example, it can be understood at a glance that an additional cost of 545,000 yen will be incurred to recover the progress delay. In addition, since the differential costs are shown in time series, the transition of the differential costs over time can be efficiently confirmed. Based on the confirmation result, the PM can examine the feasibility of the recovery plan from the cost side, and can make an early decision on whether or not to adjust the additional cost with the customer. Further, since the additional cost is often more important than the additional man-hour for the customer, the change amount graph of the fourth aspect is useful also when the amount of the additional cost is presented to the customer.

  FIG. 9 shows a variation graph of the fifth aspect. The change amount graph in the figure is a stacked bar graph showing, as an element, a breakdown of tasks in which the differential cost has occurred, along with the differential cost. For example, for the week of August 4, the negative differential cost caused by the negative differential man-hour is 100,000 yen, while the positive differential cost caused by the positive differential man-hour is 450,000 yen. It is shown that. In the week of August 4 in the variation graph of the fourth mode, the positive and negative differential costs were aggregated to “+350,000 yen”.

  When outputting the fifth change amount graph, the difference calculation unit 24 performs the same processing as when outputting the change amount graph of the fourth aspect. However, the difference calculation unit 24 outputs the difference cost for each task to the difference output unit 26 without adding the difference costs of the tasks in which the difference man-hours occur. The difference output unit 26 sets the difference cost of each task calculated by the difference calculation unit 24 as an element of the weekly stacked bar graph, and displays a change amount graph in which the weekly stacked bar graphs are arranged in time series. Set. A task name and a person-in-charge name are associated with each element of the stacked bar graph. Note that the task emphasis setting that constitutes the critical path is the same as the processing in the change amount graph of the second mode.

  The PM can grasp the breakdown of the differential cost in detail by referring to the change amount graph of the fifth aspect. For example, it can be understood who the person in charge of the task has been replaced by whom, and the magnitude of the differential cost generated as a result. This makes it possible to determine whether or not a person in charge with an appropriate unit price has been assigned as a new person in charge of the task.

  The operation of the above configuration will be described below. The progress manager in the project acquires the progress of each of the plurality of tasks from each person in charge. When the progress manager makes a Gantt chart output request to the PJ management support apparatus 10, the Gantt chart display unit 18 displays the latest Gantt chart on the terminal of the progress manager. The progress manager formulates a recovery plan according to the progress of each task, and changes various data in the Gantt chart based on the recovery plan. When the progress manager requests the PJ management support apparatus 10 to update the Gantt chart, the Gantt chart update unit 20 records the changed Gantt chart data in the Gantt chart storage unit 12 as the changed Gantt chart. The data of the Gantt chart before the change is continuously held as the Gantt chart before the change.

  The critical path setting unit 22 identifies a critical path in the post-change Gantt chart, and sets data indicating that the path is a critical path to the task data. The PM or the progress manager designates one of the first to fifth aspects to the PJ management support apparatus 10 and requests output of difference data between the pre-change Gantt chart and the post-change Gantt chart. The difference calculation unit 24 calculates the difference man-hours or difference costs between the pre-change Gantt chart and the post-change Gantt chart according to the designated mode. The difference output unit 26 sets the difference manhour or difference cost data as the change amount graph data of the specified mode, and outputs the change amount graph data to a predetermined output destination.

  According to the PJ management support apparatus 10 of the present embodiment, for a Gantt chart whose task execution plan has been changed, the project manager is provided with a change amount graph in which the difference man-hours and the difference costs are visualized. To help managers make decisions. In other words, the PJ management support device 10 enables the project manager to efficiently grasp the contents of the effects of the task execution plan change, and based on the contents of the effects, whether or not the contents of the change are appropriate is adjusted with the customer. Makes it easier to make appropriate decisions about whether or not

  The present invention has been described based on the embodiments. This embodiment is an exemplification, and it will be understood by those skilled in the art that various modifications can be made to combinations of the respective constituent elements and processing processes, and such modifications are also within the scope of the present invention. is there. A modification is shown below.

  A first modification will be described. In the above-described embodiment, when the difference calculation unit 24 and the difference output unit 26 output the change amount graph of each aspect, the difference calculation unit 24 and the difference output unit 26 execute independent processing for each aspect of the change amount graph. In the modification, even when the change amount graph of any aspect is output, the change amount graph of the third aspect is first set once, and the change amount of each aspect is changed from the change amount graph of the third aspect. A graph may be set.

  For example, when outputting the change amount graph of the first aspect, the change of the first aspect is performed by adding the positive difference man-hours and the negative difference man-hours in the change amount graph of the third aspect every week. A quantity graph can be set. Further, when outputting the change amount graph of the second aspect, the difference man-hour is added to the elements of the stacked bar graph in the change amount graph of the third aspect and having the same task name. The change amount graph of the second aspect can be set. Further, when the change amount graph of the fifth aspect is output, the element of the stacked bar graph in the change amount graph of the third aspect is replaced with the integration result of the unit price of the person in charge and the difference man-hour. The amount of change graph of the mode can be set. In addition, when the change amount graph of the fourth aspect is output, the change of the fourth aspect is obtained by adding the positive difference cost and the negative difference cost in the change amount graph of the fifth aspect every week. A quantity graph can be set.

  A second modification will be described. In the above-described embodiment, the mode of the change graph output from the PJ management support apparatus 10 is specified by the user. However, the change graph of all modes may be output by one request from the user. . In addition, when the update of the Gantt chart by the user is detected, the change amount graph of at least one aspect may be output to a predetermined output destination.

  A third modification will be described. The PJ management support apparatus 10 may store in advance a threshold for determining whether or not to notify the user who sets the PM or Gantt chart about the difference man-hours and / or difference costs. The difference output unit 26 further sets predetermined warning data for notifying the PM and the user of a warning to the change amount graph when setting the difference man-hour and / or difference cost equal to or greater than the threshold in the change amount graph. May be. This threshold value may be a value that is assumed to require adjustment with the customer if the differential man-hours and / or differential costs become more than this.

  A fourth modification will be described. The PJ management support apparatus 10 may store in advance a threshold for determining whether or not to notify the user who sets the PM or Gantt chart about the difference man-hours and / or the generation time of the difference cost. The difference output unit 26 may further set predetermined warning data in the change amount graph when setting the difference man-hour and / or the difference cost in the change amount graph for the unit period after the time indicated by the threshold. This threshold may be a predetermined milestone in the project, for example, a predetermined milestone such as the end of the internal design phase.

  In addition, the third modification example and the fourth modification example may be combined, and the difference output unit 26 refers to the above-described threshold value, and calculates the difference man-hours and / or the difference cost and its generation time. Depending on the combination, predetermined warning data may be further set in the change amount graph. Further, the threshold of the difference man-hours and / or the difference cost may be set smaller as the project process is later, that is, as the generation time is later.

  A fifth modification will be described. The change amount graphs of the fourth and fifth aspects may include differential costs in the past days. Here, the week of July 21 will be described as an example. In this case, the difference calculation unit 24 calculates the scheduled cost by adding up the scheduled man-hours of each task and the unit price of each person in charge in the week of July 21 of the pre-change Gantt chart. Also, the difference calculation unit 24 acquires the operation results of each person in charge for the week of July 21 from the operation management system (not shown) that manages the operation results of the person in charge of the project, and calculates the operation results and unit price. Accumulate the actual cost. Then, the difference between the planned cost and the actual cost may be calculated as the differential cost. In the case of the variation graph of the fourth aspect, the differential costs of each task may be added up, and in the case of the variation graph of the fifth aspect, the differential costs of each task may be handled as independent. According to this modified example, it becomes easier to grasp the time-series transition from the past date for the differential cost, and it is possible to support examination of the validity and feasibility of the recovery plan.

  Any combination of the above-described embodiments and modifications is also useful as an embodiment of the present invention. The new embodiment generated by the combination has the effects of the combined embodiment and the modified examples.

  It should also be understood by those skilled in the art that the functions to be fulfilled by the constituent elements recited in the claims are realized by the individual constituent elements shown in the embodiments and the modified examples or by their linkage.

  DESCRIPTION OF SYMBOLS 10 PJ management support apparatus, 12 Gantt chart memory | storage part, 14 Unit price memory | storage part, 16 Instruction reception part, 18 Gantt chart display part, 20 Gantt chart update part, 22 Critical path setting part, 24 Difference calculation part, 26 Difference output part

Claims (7)

For each of a plurality of tasks to be performed in a predetermined project, a pre-change information storage unit that stores a pre-change Gantt chart in which a pre-change period and man-hours are determined;
For each of the plurality of tasks, a post-change information storage unit that stores a post-change Gantt chart in which a post-change period and man-hours are determined;
Calculate the man-hour of each task in a predetermined unit period with reference to the Gantt chart before the change as the man-hour before change, and refer to the Gantt chart after the change to the man-hour of each task in the unit period as the man-hour after change A difference calculation unit that calculates and calculates the difference between the man-hours before and after the change;
A difference output unit for outputting data indicating the difference between the man-hours before change and the man-hours after change to the outside;
A project management support apparatus comprising: The difference calculation unit calculates the difference between the man-hour before change and the man-hour after change in each of a plurality of unit periods,
The project management support apparatus according to claim 1, wherein the difference output unit outputs a difference calculated for each of the plurality of unit periods as time-series data. The difference calculation unit further specifies an ID of a task in which a difference between the man-hour before change and the man-hour after change has occurred,
The said difference output part matches and outputs the data which show the difference of the said man-hour before a change, and the man-hour after a change, and ID of the task which the difference produced, It is characterized by the above-mentioned. Project management support device. Further comprising a critical path identifying unit for identifying a task constituting a critical path of the project in the changed Gantt chart,
When the difference output unit outputs the data indicating the difference between the man-hour before change and the man-hour after change and the ID of the task in which the difference has occurred in association with the task that constitutes the critical path, 4. The project management support apparatus according to claim 3, wherein predetermined data for indicating this is further output in association with each other. In the Gantt chart after the change, the person in charge to perform each task is further determined,
The difference calculation unit further specifies a person in charge who should perform the task in which the difference between the man-hour before change and the man-hour after change has occurred,
The difference output unit outputs data indicating a difference between the man-hour before change and the man-hour after change and data indicating a person in charge who should perform a task in which the difference occurs. Item 5. The project management support device according to any one of Items 1 to 4. A unit price storage unit for storing a labor cost per unit period of a person in charge who can take charge of each of the plurality of tasks as a unit price;
The difference calculation unit calculates the difference between the pre-change man-hours and the post-change man-hours according to the difference between the pre-change man-hours and the post-change man-hours and the unit price of the person in charge who should perform the task in which the difference occurred. Further calculate the difference in the resulting project costs,
The project management support apparatus according to claim 5, wherein the difference output unit further outputs data indicating a difference in the project cost. For each of a plurality of tasks to be performed in a predetermined project, a function for storing a pre-change Gantt chart in which a pre-change period and man-hours are determined in a predetermined storage device;
For each of the plurality of tasks, a function for storing a changed Gantt chart in which a changed period and man-hours are determined in a predetermined storage device;
Calculate the man-hour of each task in a predetermined unit period with reference to the Gantt chart before the change as the man-hour before change, and refer to the Gantt chart after the change to the man-hour of each task in the unit period as the man-hour after change A function to calculate and calculate the difference between the man-hours before and after the change,
A function of outputting data indicating the difference between the man-hour before change and the man-hour after change to the outside;
A computer program for causing a computer to execute.