JP7492399B2 - Grade management device, grade management method, and grade management program - Google Patents

Description

The present invention relates to a grade management device, a grade management method, and a grade management program.

To manage the progress of a project, it is necessary to evaluate the progress of the work of the person in charge. Conventionally, for example, Patent Document 1 discloses a system for evaluating the progress of the work of the person in charge.

JP 2006-126898 A

However, Patent Document 1 does not state anything about clearly identifying whether project revenue is due to the assignment or product manager (hereinafter sometimes abbreviated as "PM"), or due to the work progress and efficiency of the workers, using indicators that distinguish between the two.

The present invention has been made in consideration of the above, and aims to provide a performance management device, a performance management method, and a performance management program that can clearly determine whether the profits of a project are attributable to the product manager or to the work progress and efficiency of the workers using indicators that distinguish between the two.

In order to solve the above-mentioned problems and achieve the object, the present invention is a performance management device equipped with a control unit, characterized in that it comprises: execution budget input processing means for inputting execution budget information for a target project, created by a project manager, including the scheduled hours for each person in charge each month; daily report input processing means for inputting daily report information including the monthly working hours of each person in charge; and monthly trend table output means for outputting a monthly trend table including the amount of work completed according to the monthly work schedule of each person in charge and the amount of work completed by the project manager each month, based on the execution budget information and the daily report information.

Furthermore, according to one aspect of the present invention, the scheduled time may be calculated from standard labor hours.

According to one aspect of the present invention, the working budget input processing means may be configured to be able to modify the scheduled time of the person in charge of the working budget information.

According to one aspect of the present invention, the output of the person in charge may include at least one of the input output calculated by the contract amount x working hours for each month / planned hours for each month after implementation, the input improvement amount calculated by the progress output - the input output, the input improvement rate calculated by the input improvement amount / progress output x 100, and the final output, which is an indicator of the final forecast, with the progress output being the finalized output until the fixed month and the planned output from the following month onwards, as shown in the management report, etc.

The project manager's output may include at least one of the planned output, calculated by the contract amount x the planned hours for each month at the time of planning/total planned hours, the progress output, calculated by the contract amount x the planned hours for each month after implementation/total planned hours, the progress improvement rate, calculated by (progress output - planned output)/planned output x 100, and the final output, which is an indicator that captures the final forecast, with progress output up to the final month and planned output from the following month onwards, in the management report, etc.

In order to solve the above-mentioned problems and achieve the object, the present invention is a performance management method to be executed by an information processing device equipped with a control unit, and is characterized by including the following steps executed by the control unit: an execution budget input step for inputting execution budget information for a target project, the execution budget information including the scheduled hours for each person in charge each month, created by the project manager; a daily report input step for inputting daily report information including the monthly working hours of each person in charge; and a monthly trend table output step for outputting a monthly trend table including the amount of work completed according to the monthly work schedule of each person in charge and the amount of work completed by the project manager each month, based on the execution budget information and the daily report information.

In order to solve the above-mentioned problems and achieve the object, the present invention is a performance management program to be executed by an information processing device having a control unit, and the control unit executes the following steps on a computer: an execution budget input process for inputting execution budget information for a target project, including the planned hours for each person in charge each month, created by the project manager; a daily report input process for inputting daily report information including the monthly working hours of each person in charge; and a monthly trend table output process for outputting a monthly trend table including the amount of work completed according to the monthly work schedule of each person in charge and the amount of work completed by the project manager for each month, based on the execution budget information and the daily report information.

The present invention has the effect of making it possible to clearly determine whether the profits of a project are attributable to the product manager or to the progress and efficiency of the workers using indicators that distinguish between the two.

FIG. 1 is a diagram showing a management model according to the present embodiment. FIG. 2 is a diagram showing a management model according to this embodiment. FIG. 3 is a block diagram showing an example of the configuration of the score management device according to the present embodiment. FIG. 4 is a diagram for explaining an outline of the overall processing of the control unit of the score management device in this embodiment. FIG. 5 is a diagram for explaining processing at the beginning of the month of the accounting year and month "2019/04." FIG. 6 is a diagram for explaining processing at the beginning of the month of the accounting year and month "2019/04." FIG. 7 is a diagram for explaining the processing at the end of the month of the accounting year and month "2019/04." FIG. 8 is a diagram for explaining the processing at the end of the month of the accounting year and month "2019/04." FIG. 9 is a diagram for explaining the processing at the end of the month of the accounting year and month "2019/04." FIG. 10 is a diagram for explaining the processing at the end of the month of the accounting year and month "2019/04." FIG. 11 is a diagram for explaining the processing at the end of the month of the accounting year and month "2019/05." FIG. 12 is a diagram for explaining the processing at the end of the month of the accounting year and month "2019/05". FIG. 13 is a diagram for explaining the processing at the end of the month of the accounting year and month "2019/05". FIG. 14 is a diagram for explaining the processing at the end of the month of the accounting year and month "2019/05".

The embodiment of the present invention will be described in detail with reference to the drawings. Note that the present invention is not limited to this embodiment.

[1. Overview]
In response to labor shortages, work style reforms, and increased fluidity in the labor market, there is an increasing need to clarify the evaluation and scope of responsibility of PMs for companies and projects, such as assignments, as well as individual evaluation and scope of responsibility, such as work efficiency, while also striving to improve productivity efficiency.

Previously, project-specific budget management tended to separate the reduction in labor hours from a cost perspective from the contribution to the company from a sales perspective, making it difficult to clearly determine whether the revenue from a project was due to the assignment and PM, or the progress and efficiency of the individual workers.

Therefore, in this embodiment, the PM estimates the working budget based on the standard labor hours that have been regulated, and it becomes possible to calculate the progress management of the completed work volume based on the individual's planned working hours, regardless of the overall progress of the project, the timing of revenue recognition under the contract, or the type of service, and this can be reflected in management accounting and performance evaluation.

In other words, in this embodiment, it is possible to clearly grasp whether the revenue of a project is due to the assignment or PM, or due to the work progress and efficiency of the worker, using indicators that distinguish between the two.

In this embodiment, while following the conventional method of project-specific budget management, rules are established for the initial planning of standard process hours, reflection of monthly actual results, and review of plans for the following month and beyond, and these are reflected in management accounting, making it possible to separate the indicators of the PM manager and the indicators of the workers and take specific measures for each.

In addition, in this embodiment, the indicators of progress delays and work efficiency can be captured separately, and specific measures can be taken for each. It is now possible to grasp the specific impact that progress delays and the degree of improvement in work efficiency have on sales figures.

In addition, in the past, in project budget management from the perspective of cost from the technical staff, even if work efficiency led to cost reduction, it was difficult to connect it to an improvement in sales turnover. Therefore, by taking into account the budgeted work time from the sales amount and incorporating it into the indicator as the amount of work completed, work efficiency and sales forecasts can be captured separately, which can lead to an improvement in sales scale and turnover.

Specifically, the key points of this embodiment are (1) to (4) below.

(1) At the beginning of the month (including before work begins), the PM creates an execution budget plan for each project, estimating the planned man-hours for each person based on standard work efficiency. In reality, work efficiency differs from person to person, so after the work is completed, it is not clear whether these differences are due to laxity in the PM's budget plan or a problem with individual efficiency. It is necessary to estimate standard man-hours by eliminating the efficiency of individuals in the budget plan.

By improving the accuracy of assessments based on standard work efficiency, it is expected that the accuracy of project income and expenditures and the management of the workload of individuals in charge will improve. It will become possible to grasp trends, such as whether the cause of the discrepancy is a problem with individual work efficiency or a problem with the PM's inadequate assessment.

Here, "project income and expenditure" means that if the necessary work content is correctly understood, then the project will be completed without a deficit regardless of who is assigned (responsibility of the PM). "Workload management" means that if the planned work content is carried out within the standard work efficiency, there will be no delays in progress and no overtime will be required (responsibility of assignment management).

The actual work assignment takes into account each individual's efficiency and aptitude, and strikes a balance so that the standard labor-hour work exceeds working hours, but can actually be completed within working hours. This makes it possible to optimize labor resources through assignment.

(2) At the end of the month (after the monthly work progress results are known), the PM changes the planned man-hours for that month in the execution budget plan for each project based on the work progress results. The planned man-hours for each person are calculated as the planned work content for each person x the standard man-hours at the beginning of the month, and as the work results for each person x the standard man-hours at the end of the month.

There have been systems and methods for managing the progress rate of an entire project, but these were not linked to individual assignments, work schedules, or progress.

Therefore, by reviewing the budgeted time for each person at the beginning and end of each month, it is reflected in the work schedule and progress of each individual, and is also likely to be reflected in the project-specific plans for the following month and beyond. This is because unless the work that is not completed in the current month is estimated for the following month or later, or a separate assignment is added, it will not clearly match up with the initial budget.

(3) Make it possible to understand how much each task will ultimately contribute to company figures, both planned and actual, as the contract amount (sales amount).

Work efficiency alone may improve cost management efficiency, but it is difficult to link it to improved sales management (there are also industries where PMs in the work department tend to only think about costs and not sales). It is necessary to reduce factors that individuals cannot control, such as the difficulty of each project, contract amount, and profit margin, while conducting unified performance evaluations and linking them to improved sales for the company.

The contract amount for each project is apportioned equally based on the planned working hours of each worker. In this example, we are assuming a labor-intensive business model. In other cases, it is also possible to apportion based on a different indicator.

(4) Separate and clearly grasp the degree of work progress and efficiency for each individual. The evaluation perspectives for carrying out a given task efficiently and in less time and for doing more work while efficiency is the standard are different (neither is better).
It was necessary to quantify these so that they could be evaluated on an equal footing.

By understanding the difference between the actual and forecasted results for each individual, it is possible to understand and improve the efficiency of each individual (efficiency). By converting this into the contract amount (output), it is possible to improve the progress rate and sales turnover rate (contribution to project progress).

Explain the terminology and management indicators used in this embodiment.

The "working budget" is a plan in which the PM estimates the work hours for each month for each project and creates an income and expenditure plan. It is also reviewed monthly. It is common to use management forms to capture the expected results using actual values up until the final month, and budget values from the following month onwards.
"Standard man-hours" refers to the number of man-hours required for a person with standard work efficiency to complete a task, depending on the task content.
"Scheduled time" is the estimated time required to complete a task, calculated from the standard man-hours, depending on the task content.
In the "Daily Report," each individual enters the results of their daily work, including how much time they spent on each project.
"Working hours" is the time spent on each project entered in the daily report.
"Contract amount" is the contract amount received. It will be equal to the sales amount upon completion.
"Planned output (PM index)" is calculated by multiplying the contract amount by the planned hours for each month at the time of planning/total planned hours. It is an index of how much each planned hour contributes to sales.
"Progress volume (PM index)" is calculated by multiplying the contract amount by the planned time for each month after implementation/total planned time. It is an index of how much each planned time contributed to sales.
The "progress improvement rate (PM index)" is calculated as follows: (progress amount - planned amount) / planned amount x 100. It is an index of how much progress has been made against the planned work schedule and how much it has contributed to sales.
"Landing volume (PM index & individual index)" is an index that captures the final forecast, with progress volume up to the final month in management reports, and planned volume from the following month onwards. For projects that cross over into the next term and have sales for the next term, sales are zero in the accounting system, but it is possible to evaluate the sales for the current term based on the volume.
"Input output (individual indicator)" is calculated by the contract amount x the working hours for each month / the planned hours for each month after implementation. It is an indicator of how much work time was required to complete the progress of the work. The less the better.
"Input improvement amount (individual index)" is calculated by subtracting the input amount from the progress amount. It is an index of how much improvement has been achieved in terms of sales due to the work efficiency of an individual. The larger the better.
"Input improvement rate (individual index)" is calculated by: Input improvement amount / Progress output amount x 100. It is an index of how much improvement in sales has been achieved through individual work efficiency. The higher the better.

Figures 1 and 2 are diagrams showing the management model of this embodiment. Figure 1 is a diagram showing an image of the progress inquiry screen by project. In Figure 1, the extraction conditions are the accounting year and month "2019/04" and the project number "P001-P002", and the display results show data on the contract amount, total planned hours, employees, total planned hours by employee, and planned progress for each project number (P001, P002).

Figure 2 shows an example of the screen for checking the amount of work done by person. In Figure 2, the extraction conditions are the accounting year and month "2019/04" and employees "Tanaka, Suzuki, Sato", and the display results show the project number, contract amount, total planned hours, total planned hours by employee, and planned amount of work done for each employee (Tanaka, Suzuki, Sato).

2. Configuration
An example of the configuration of the grade evaluation device according to the present embodiment will be described with reference to Fig. 3. Fig. 3 is a block diagram showing an example of the configuration of the grade management device 100 according to the present embodiment.

In FIG. 3, the grade management device 100 may be, for example, a workstation or a personal computer. The grade management device 100 includes a control unit 102, a communication interface unit 104, a memory unit 106, and an input/output interface unit 108. Each unit included in the grade management device 100 is connected to be able to communicate with each other via any communication path.

The communication interface unit 104 communicatively connects the grade management device 100 to the network 300 via a communication device such as a router and a wired or wireless communication line such as a dedicated line. The communication interface unit 104 has a function of communicating data with other devices via a communication line. Here, the network 300 has a function of connecting the grade management device 100 to the server 200 and terminals 400... so that they can communicate with each other, and is, for example, the Internet or a LAN (Local Area Network). The terminals 400... are desktop PCs, laptop PCs, tablets, etc. used by PMs and employees (personnel).

An input device 112 and an output device 114 are connected to the input/output interface unit 108. The output device 114 may be a monitor (including a home television), a speaker, or a printer. The input device 112 may be a keyboard, a mouse, a microphone, or a monitor that works with a mouse to provide a pointing device function. In the following, the output device 114 may be referred to as the monitor 114.

The storage unit 106 stores various databases, tables, files, and the like. The storage unit 106 records computer programs for cooperating with an operating system (OS) to give commands to a central processing unit (CPU) to perform various processes. As the storage unit 106, for example, a memory device such as a random access memory (RAM) or a read only memory (ROM), a fixed disk device such as a hard disk, a flexible disk, an optical disk, and the like can be used. The storage unit 106 also includes a data file 106a.

Data file 106a is a file for storing various data such as contract information, working budget information, and daily report information. Contract information may include data on project number and contract amount (see FIG. 5). Working budget information may include data on project number, employee name, year and month, and scheduled time (see FIG. 5). Daily report information may include data on project number, employee name, year and month, and working hours (see FIG. 7).

The control unit 102 is a CPU or the like that controls the performance management device 100. The control unit 102 has an internal memory for storing control programs such as an OS, programs that define various processing procedures, required data, etc., and executes various information processing based on these stored programs. In terms of function, the control unit 102 includes a contract input processing unit 102a, an execution budget input processing unit 102b, a daily report input processing unit 102c, a performance inquiry processing unit 102d, an accounting linkage processing unit 102e, and a monthly trend table output unit 102f.

The contract input processing unit 102a inputs contract information and registers it in the data file 106a, for example, in response to operations by an operator or the like on an input screen (not shown) displayed on the monitor 114.

The working budget input processing unit 102b inputs working budget information for the target project, including the planned hours for each employee for each month, created by the PM, in response to, for example, operations on an input screen (not shown) displayed on the monitor 114 or operations on the PM's terminal 400, and registers it in the data file 106a. The working budget input processing unit 102b may be configured to be able to modify the planned hours of employees in the working budget information. In addition, at the beginning of the month (first time), the planned hours may be calculated from the planned work content x standard labor hours. A review is performed at the end of the month, and at the end of the month (second time), the planned hours may be calculated from the actual work content (of the month) x standard labor hours.

The daily report input processing unit 102c inputs daily report information including project number, employee name, year and month, and working hours in response to, for example, operations on an input screen (not shown) displayed on the monitor 114 or operations on the terminal 400 of the person in charge, and registers the information in the data file 106a.

The output inquiry processing unit 102d, for example, in response to an operation on an inquiry screen (not shown) displayed on the monitor 114, references the working budget information and daily report information registered in the data file 106a, and creates and displays inquiry results for the target project, including the total planned time, time for the target year and month, and output, as well as the planned time, planned output, progress time, input output, and working time for the entire project (PM).

The accounting link processing unit 102e, for example, in response to an operation on an accounting link screen (not shown) displayed on the monitor 114, references the working budget information and daily report information registered in the data file 106a, creates and displays accounting entries for each employee for each month for the target project.

For example, in response to an operation on a monthly trend table output screen (not shown) displayed on the monitor 114, the monthly trend table output unit 102f references the working budget information and daily report information registered in the data file 106a, and displays and outputs the amount of work completed according to each employee's monthly work schedule and the PM's amount of work completed for each month for the target project as a monthly trend table in the form of a report.

Employee output may include at least one of the following: input output calculated by contract amount x working hours for each month / planned hours for each month after implementation, input improvement amount calculated by progress output - input output, input improvement rate calculated by input improvement amount / progress output x 100, and final output, which is an indicator that captures the final forecast, with progress output up to the fixed month and planned output from the following month onwards, in the management document, etc.

PM output may include at least one of the planned output calculated by the contract amount x the planned hours for each month at the time of planning/total planned hours, the progress output calculated by the contract amount x the planned hours for each month after implementation/total planned hours, the progress improvement rate calculated by (progress output - planned output)/planned output x 100, and the final output, which is an indicator that captures the final forecast, with progress output up to the fixed month and planned output from the following month onwards, in management reports, etc.

3. Specific Examples
A specific example of the processing of the control unit 102 of the score management device 100 in this embodiment will be described with reference to Figures 3 to 14. Figure 4 is a diagram for explaining an outline of the overall processing of the control unit 102 of the score management device 100 in this embodiment.

(Overall processing)
An outline of the overall processing of the control unit 102 of the score management device 100 in this embodiment will be described with reference to FIG.

In FIG. 7, the contract input processing unit 102a executes a contract information input process (step S1). Specifically, in the contract information input process, the contract input processing unit 102a inputs contract information in response to operations on a contract input screen (not shown) displayed on the monitor 114, for example, and registers the contract information in the data file 106a.

The working budget input processing unit 102b executes the working budget input process (step S2). Specifically, in the working budget input process, the working budget input processing unit 102b inputs working budget information including the planned hours for each employee for each month, created by the PM, for the target project, in response to, for example, operations on an input screen (not shown) displayed on the monitor 114 or operations on the PM's terminal 400, and registers the information in the data file 106a. At the beginning of the month (first time), the planned hours may be calculated from the planned work content x standard labor hours. A review is performed at the end of the month, and at the end of the month (second time), the planned hours may be calculated from the actual work content (of the month) x standard labor hours.

The earned amount inquiry processing unit 102d executes the earned amount inquiry processing (step S3). Specifically, in the earned amount inquiry processing, the earned amount inquiry processing unit 102d, for example, in response to an operation on an inquiry screen (not shown) displayed on the monitor 114, references the working budget information and daily report information registered in the data file 106a, and creates and displays an inquiry result including the total planned time, time for the target year and month, and amount of work for the target project as a whole, as well as the planned time, planned amount of work, progress time, input amount of work, and working time for each employee.

The journal entry linkage processing unit 102e executes the journal entry linkage processing (step S4). Specifically, in the journal entry linkage processing, the journal entry linkage processing unit 102e creates and displays the journal entry for each month for each employee for the target project by referring to the working budget information and daily report information registered in the data file 106a in response to an operation on the journal entry linkage screen (not shown) displayed on the monitor 114, for example.

The monthly transition table output unit 102f executes the monthly transition table output process (step S5). Specifically, in the monthly transition table output process, the monthly transition table output unit 102f, for example, in response to an operation on a monthly transition table output screen (not shown) displayed on the monitor 114, references the working budget information and daily report information registered in the data file 106a, and displays and outputs the amount of work according to each employee's monthly work schedule and the PM's amount of work for each month for the target project as a monthly transition table in the form of a report.

The daily report input processing unit 102c executes the daily report input process (step S6). Specifically, in the daily report input process, the daily report input processing unit 102c inputs daily report information including project number, employee name, year and month, and work hours in response to operations on an input screen (not shown) displayed on the monitor 114 or operations on the terminal 400 of the person in charge, and registers the information in the data file 106a.

Then, steps S2 to S6 are repeated monthly until the target project is completed.

A specific example of the processing of the control unit 102 of the score management device 100 in this embodiment will be described with reference to Figures 5 to 14. Below, the processing image for the fiscal years and months "2019/04" to "2019/06" will be described.

[Fiscal year and month: April 2019: beginning of month]
Processing at the beginning of the month for the accounting year and month "2019/04" will be described with reference to FIGS. 5 and 6.

(1) Registration of Contract Information In the contract information input process, contract information is input and registered in the data file 106a. In the example of the contract information shown in Fig. 5, the project number is "P001" and the contract amount is "10 million".

(2) Registration of working budget information (beginning of April: before the April project starts)
In the actual budget input process, actual budget information (contract information, actual budget monthly and employee breakdown information) is input and registered in the data file 106a.

In the example of execution budget information shown in FIG. 5, for project number "P001," employee name "Tanaka" has a scheduled time of "6 hours" for the year and month "2019/04," a scheduled time of "8 hours" for the year and month "2019/05," and a scheduled time of "6 hours" for the year and month "2019/06," for a total scheduled time of "20 hours." Employee name "Suzuki" has a scheduled time of "10 hours" for the year and month "2019/04," a scheduled time of "20 hours" for the year and month "2019/05," and a scheduled time of "0 hours" for the year and month "2019/06," for a total scheduled time of "30 hours." Employee "Sato" has a scheduled time of "30 hours" for the year and month "2019/04", a scheduled time of "10 hours" for the year and month "2019/05", and a scheduled time of "10 hours" for the year and month "2019/06", for a total scheduled time of "50 hours". The total scheduled time is 100 hours.

In practice, it is desirable to make it a rule to review the budget twice a month, once at the beginning and once at the end of the month. For example, the first time, the calculation can be based on the planned work content x standard labor hours. The second time, the calculation can be based on the actual work content (for the current month) x standard labor hours. From the following month onwards, the calculation can be based on the planned work content x standard labor hours. This takes into account any work content that has been carried over, etc.

(3) Earnest money inquiry In the earnest money inquiry process, the earnest money is inquired. In the example of the earned money display result (beginning of April (before the project starts)) shown in FIG. 5, for the project number "P001", the contract amount "10 million", and the total planned time "100 hours", the year and month "2019/04" is the time "46 hours" and the earned money "4.6 million (=10 million x 46 hours/100 hours)", the year and month "2019/05" is the time "38 hours" and the earned money "3.8 million (=10 million x 38 hours/100 hours)", and the year and month "2019/06" is the time "16 hours" and the earned money "1.6 million (=10 million x 16 hours/100 hours)".

Employee "Tanaka" has a scheduled time of "20 hours", a scheduled output of "2 million (= 10 million x 20 hours / 100 hours)", progress time of "0 hours", input output of "0", and working time of "0 hours". Employee "Suzuki" has a scheduled time of "30 hours", a scheduled output of "3 million (= 10 million x 30 hours / 100 hours), progress time of "0 hours", input output of "0", and working time of "0 hours". Employee "Sato" has a scheduled time of "50 hours", a scheduled output of "5 million (= 10 million x 50 hours / 100 hours), progress time of "0 hours", input output of "0", and working time of "0 hours".

(4) Journal entry linkage The journal entry linkage process is executed to create journal entries for each employee for each month. In the example of the journal entry image shown in Figure 6, for example, for Tanaka, on the accounting date "beginning of April", the transfer account is "600,000" / planned amount of work is "600,000" (sub-account = employee: Tanaka). On the accounting date "beginning of May", the transfer account is "800,000" / planned amount of work is "800,000" (sub-account = employee: Tanaka), and on the accounting date "beginning of June", the transfer account is "600,000" / planned amount of work is "600,000" (sub-account = employee: Tanaka).

(5) Monthly Transition Table The monthly transition table output process is executed to output the monthly transition table. That is, the amount of work that corresponds to the work schedule allocated to each employee for each month is output in the form of a report. In the example of the monthly transition table shown in FIG. 6, Tanaka's planned amount of work is "600,000" for April, "800,000" for May, and "600,000" for June. Suzuki's planned amount of work is "1,000,000" for April, "2,000,000" for May, and "0,000" for June. Sato's planned amount of work is "3,000,000" for April, "1,000,000" for May, and "1,000,000" for June.

[Fiscal year and month: April 2019: end of month]
The processing at the end of the month for the accounting year and month "2019/04" will be described with reference to FIGS. 7 to 10.

(6) Registering daily report information Each employee enters daily report information by executing the daily report input process. In FIG. 7, all employees have completed all scheduled work in April. In the example of daily report information shown in FIG. 7, for project number "P001", the employee name is "Tanaka", the month and year is "2019/04", the working hours are "5 hours", the employee name is "Suzuki", the month and year is "2019/04", the working hours are "12 hours", the employee name is "Sato", the month and year is "2019/04", the working hours are "25 hours".

(7) Registration of working budget information At the end of April, the information may be rewritten for that month, and then reviewed from the following month onwards. In this case, since all scheduled work has been completed by all employees in April, no review of the budget is required.

(8) Amount of Work Inquiry In the display result of the amount of work shown in Fig. 8, employee "Tanaka" has progress time "6 hours", progress amount "600,000 (=4.6 million x 6 hours / 46 hours)", and work time "5 hours", employee "Suzuki" has progress time "10 hours", progress amount "1 million (=4.6 million x 10 hours / 46 hours)", and work time "12 hours", employee "Sato" has progress time "30 hours", progress amount "3 million (=4.6 million x 30 hours / 46 hours)", and work time "25 hours". In April, all employees completed all the scheduled work, but the time it took for each employee varied.

(9) Journal entry linkage In the example of the journal entry image shown in Figure 9, for Tanaka, the journal entries of transfer account "600,000" / progress amount "600,000" (subsidiary account = employee: Tanaka) and input amount "500,000" (subsidiary account = employee: Tanaka) / transfer account "500,000" have been added for the recording date "end of April". Here, 500,000 is calculated as 600,000 x 5 hours / 6 hours.

(10) Monthly Trend Table In the example of the monthly trend table shown in FIG. 10, the progress output, final output, input output, input improvement amount, and input improvement rate of the person in charge are displayed. The final output is an output evaluation from the perspective of the sales turnover of the person in charge. The input output, input improvement amount, and input improvement rate are output evaluation from the perspective of individual work efficiency. In April, the work was completed as scheduled, so the planned output = progress output.

In addition, the planned output, progress, progress improvement rate, and final output of PM are displayed. PM output is a value based on the total value of employees. PM progress, progress improvement, and final output are output evaluations from the perspective of assignment and PM budget management.

In April, the work was completed as scheduled, so the planned output = the progress output. Suzuki's input improvement amount for April is "-200,000," and the input improvement rate is "-20%."

[Fiscal year and month: May 2019: end of month]
The process at the end of the month for the accounting year and month "2019/05" will be described with reference to FIGS. 11 to 14.

(11) Registration of daily report information In the example of daily report information shown in Fig. 11, for project number "P001", employee name "Tanaka", year and month "2019/05", working hours "10 hours", employee name "Suzuki", year and month "2019/05", working hours "10 hours", employee name "Sato", year and month "2019/05", working hours "10 hours". In May, Tanaka completed the scheduled work, Suzuki completed 60%, and Sato completed.

(12) Registering Execution Budget Information In the execution budget information shown in FIG. 11, for May 2019, Suzuki completed 60% of the work with a working time of 10 hours compared to the scheduled time of 20 hours, so the scheduled time for June 2019 is changed from 0 hours to 8 hours.

(13) Volume Inquiry In the display result of the volume for May shown in FIG. 12, the time for the year and month "2019/05" is "30 hours", the volume is "3 million (= 10 million x 30 hours / 100 hours)", the time for the year and month "2019/06" is "24 hours", and the volume is "2.4 million (= 10 million x 24 hours / 100 hours)".

Employee "Tanaka" has a scheduled time of "6 hours", a scheduled output of "900,000 (=2.4 million x 6 hours/16 hours)", progress time of "14 hours", progress output of "1.4 million (=7.6 million x 14 hours/76 hours)", and a daily report time of "15 hours". Employee "Suzuki" has a scheduled time of "8 hours", a scheduled output of "1.2 million (=2.4 million x 8 hours/16 hours)", progress time of "22 hours", progress output of "2.2 million = 7.6 million x 22 hours/16 hours)", and a working time of "22 hours". Employee "Sato" has a scheduled time of "10 hours", a scheduled output of "1.5 million (=2.4 million x 10 hours/16 hours)", progress time of "40 hours", progress output of "4 million = 7.6 million x 402 hours/76 hours)", and a working time of "35 hours".

(14) Journal entry linkage In the example of the journal entry image shown in Fig. 12, for example, for Tanaka, the journal entries of transfer account "800,000" / progress amount "800,000" (subsidiary account = employee: Tanaka) and input amount "1 million" (subsidiary account = employee: Tanaka) / transfer account "1 million" are added for the recording date "end of May". Here, 1 million is calculated as 800,000 x 10 hours / 8 hours.

(15) Monthly Transition Table In the example of the monthly transition table shown in Fig. 14, Tanaka and Sato completed their work as scheduled in May, so the planned output = the progress output. Suzuki has only progressed 60% in May, so the planned output of "2 million"> the progress output of "1.2 million." Therefore, Suzuki is scheduled to have a planned output of "800,000" in June based on the remaining scheduled work.

Examples of improvement actions from management accounting (1)
Tanaka's work efficiency is poor (total input output: 1.5 million, input improvement amount: -100,000, input improvement rate: -7%), so he will consult with Sato, who is more efficient (total input output: 5 million, input improvement amount: 500,000, input improvement rate: 17%) and review the process to improve work efficiency.

Examples of improvement actions from management accounting (2)
Although there is no problem with Suzuki's efficiency, there are no other assignments scheduled, and there is a risk that the annual volume target will not be achieved (total final volume is "3 million"), so an assignment will be planned for after June.

Examples of improvement actions from management accounting (3)
If the delay in progress is due to customer factors, the contract amount and planned progress amount will serve as a guideline for increasing the contract amount as additional costs, so the PM will negotiate with the customer about the additional invoice for the delay in progress (contract amount "10 million", total planned progress "10.8 million"), which will lead to an increase in the contract amount.

Examples of improvement actions from management accounting (4)
The PM, organizational head, and assignment manager predict that there will be shortfalls in performance compared to the departmental target budgets for June and the year (total progress performance: 7.6 million, progress improvement amount: -800,000, progress improvement rate: -7%, final performance: 10 million), so they will make additional assignments.

Examples of improvement actions from management accounting (5)
Due to delays in progress (progress improvement rate for May was "-21%)), additional assignments and scheduled workloads will be adjusted from the following month onwards, and negotiations will be made with the client regarding an extension of the construction period.

As described above, according to this embodiment, the system includes an execution budget input processing unit 102b that inputs execution budget information including the scheduled hours for each person in charge each month, created by the project manager, a daily report input processing unit 102c that inputs daily report information including the monthly working hours of each person in charge, and a monthly trend table output unit 102f that outputs a monthly trend table including the amount of work completed according to the monthly work schedule of each person in charge and the amount of work completed by the project manager for each month, based on the execution budget information and the daily report information. This makes it possible to clearly grasp whether the profits of the project are due to the product manager or the work progress and efficiency of the workers using indicators that distinguish between the two.

4. Other embodiments
The present invention may be embodied in various different embodiments other than those described above within the scope of the technical concept set forth in the claims.

For example, among the processes described in the embodiments, all or part of the processes described as being performed automatically can be performed manually, or all or part of the processes described as being performed manually can be performed automatically using a known method.

In addition, the processing procedures, control procedures, specific names, registered data for each process, information including parameters such as search conditions, screen examples, and database configurations shown in this specification and drawings may be changed as desired unless otherwise specified.

In addition, with regard to the score management device 100, each component shown in the figure is a functional concept, and does not necessarily have to be physically configured as shown in the figure.

For example, the processing functions of the score management device 100, particularly the processing functions performed by the control unit, may be realized in whole or in part by a CPU and a program interpreted and executed by the CPU, or may be realized as hardware using wired logic. The program is recorded on a non-transient computer-readable recording medium that contains programmed instructions for causing the information processing device to execute the processes described in this embodiment, and is mechanically read by the score management device 100 as necessary. That is, a computer program is recorded in a storage unit such as a ROM or HDD (Hard Disk Drive) for working with the OS to give instructions to the CPU and perform various processes. This computer program is executed by being loaded into RAM, and works with the CPU to form the control unit.

This computer program may also be stored in an application program server connected to the score management device 100 via any network, and all or part of it may be downloaded as needed.

In addition, the program for executing the processing described in this embodiment may be stored on a non-transitory computer-readable recording medium, or may be configured as a program product. Here, the term "recording medium" refers to a memory card, a USB (Universal Serial Bus) memory, a SD (Secure Digital) card, a flexible disk, a magneto-optical disk, a ROM, an EPROM (Erasable Programmable Read Only Memory), an EEPROM (registered trademark) (Electrically Erasable and Programmable Read Only Memory), a CD-ROM (Compact Disk Read Only Memory), an MO (Magneto-Optical disk), a DVD (Digital Versatile This includes any "portable physical media" such as a DVD (registered trademark) or Blu-ray (registered trademark) Disc.

A "program" is a data processing method written in any language or description method, and may be in any format, such as source code or binary code. Note that a "program" is not necessarily limited to a single configuration, but also includes a distributed configuration consisting of multiple modules or libraries, and a program that works in conjunction with a separate program, such as an OS, to achieve its function. Note that the specific configuration and reading procedure for reading a recording medium in each device shown in the embodiments, as well as the installation procedure after reading, can use well-known configurations and procedures.

The various databases stored in the memory unit are storage devices such as RAM, ROM, etc., fixed disk devices such as hard disks, flexible disks, and optical disks, and store various programs, tables, databases, and web page files used for various processes and providing websites.

The score management device 100 may be configured as an information processing device such as a known personal computer or workstation, or may be configured as the information processing device to which any peripheral device is connected. The score management device 100 may be realized by implementing software (including programs or data, etc.) that causes the device to realize the processing described in this embodiment.

Furthermore, the specific form of distribution and integration of the devices is not limited to that shown in the figures, and all or part of them can be functionally or physically distributed and integrated in any unit depending on various additions or functional loads. In other words, the above-mentioned embodiments can be implemented in any combination, or the embodiments can be implemented selectively.

REFERENCE SIGNS LIST 100 Performance management device 102 Control unit 102a Contract input processing unit 102b Execution budget input processing unit 102c Daily report input processing unit 102d Output amount inquiry processing unit 102e Accounting link processing unit 102f Monthly transition table output unit 106 Storage unit 106a Data file 112 Input device 114 Output device 200 Server 300 Network 400 Terminal

Claims (4)

A score management device including a control unit,
an actual budget input processing means for inputting actual budget information including the scheduled hours for each person in charge for each month, which is prepared by a project manager for the target project;
A daily report input processing means for inputting daily report information including the monthly working hours of each person in charge;
a monthly transition table output means for outputting a monthly transition table including a performance evaluation of each person in charge according to the monthly work schedule and a performance evaluation of each month by the project manager based on the working budget information and the daily report information;
Equipped with
the working budget input processing means is configured to be able to modify the scheduled time of the person in charge of the working budget information,
The monthly transition table output means
By person in charge,
(1) Calculate the progress amount for each person in charge by multiplying the contract amount by the scheduled time for each person in charge for each month after the scheduled time for the person in charge in the execution budget information is corrected/the total scheduled time;
(2) Calculating the input output by multiplying the progress output by each person in charge by the working hours by each person in charge for each month by the scheduled hours by each person in charge for each month after the scheduled hours of the person in charge in the working budget information are corrected;
By project,
(3) Calculate the planned volume of work by multiplying the contract amount by the planned hours for each project in each month at the time of planning / total planned hours.
(4) Calculate the progress amount for each project by multiplying the contract amount by the planned time for each project for each month after the correction of the planned time of the person in charge in the working budget information is made/the total planned time;
The performance evaluation according to the monthly work schedule of each of the workers includes at least one of an input improvement amount calculated by the worker-specific progress performance--the input performance, and an input improvement rate calculated by the input improvement amount/the worker-specific progress performance--×100;
A performance management device , characterized in that the performance evaluation of the project manager for each month includes a progress improvement rate calculated by (progressed performance by project - planned performance) / planned performance x 100 . The performance management device according to claim 1, characterized in that the planned time is a time calculated from standard labor hours. A score management method executed by an information processing device having a control unit,
Executed in the control unit,
an actual budget input process for inputting actual budget information including the scheduled hours for each person in charge for each month, which is created by the project manager for the target project;
a daily report input process for inputting daily report information including the monthly working hours of each person in charge;
a monthly transition table output step of outputting a monthly transition table including a performance evaluation of each person in charge according to the monthly work schedule and a performance evaluation of each month by the project manager based on the working budget information and the daily report information;
Including,
The working budget input process is configured to allow modification of the scheduled time of the person in charge of the working budget information,
In the monthly transition table output step,
By person in charge,
(1) Calculate the progress amount for each person in charge by multiplying the contract amount by the scheduled time for each person in charge for each month after the scheduled time for the person in charge in the execution budget information is corrected/the total scheduled time;
(2) Calculating the input output by multiplying the progress output by each person in charge by the working hours by each person in charge for each month by the scheduled hours by each person in charge for each month after the scheduled hours of the person in charge in the working budget information are corrected;
By project,
(3) Calculate the planned volume of work by multiplying the contract amount by the planned hours for each project in each month at the time of planning / total planned hours.
(4) Calculate the progress amount for each project by multiplying the contract amount by the planned time for each project for each month after the correction of the planned time of the person in charge in the working budget information is made/the total planned time;
The performance evaluation according to the monthly work schedule of each of the workers includes at least one of an input improvement amount calculated by subtracting the input performance amount from the progress performance of the worker, and an input improvement rate calculated by dividing the input improvement amount by the progress performance of the worker×100;
A performance management method , characterized in that the performance evaluation of the project manager for each month includes a progress improvement rate calculated by (progressed performance by project - planned performance) / planned performance x 100 . A score management program to be executed by an information processing device having a control unit,
The control unit ,
an actual budget input process for inputting actual budget information including the scheduled hours for each person in charge for each month, which is created by the project manager for the target project;
a daily report input process for inputting daily report information including the monthly working hours of each person in charge;
a monthly transition table output step of outputting a monthly transition table including a performance evaluation of each person in charge according to the monthly work schedule and a performance evaluation of each month by the project manager based on the working budget information and the daily report information;
This is a performance management program to implement
The working budget input process is configured to allow a person in charge of the working budget information to modify a scheduled time of the person in charge,
In the monthly transition table output step,
By person in charge,
(1) Calculate the progress amount for each person in charge by multiplying the contract amount by the scheduled time for each person in charge for each month after the scheduled time for the person in charge in the execution budget information is corrected/the total scheduled time;
(2) Calculating the input output by multiplying the progress output by each person in charge by the working hours by each person in charge for each month by the scheduled hours by each person in charge for each month after the scheduled hours of the person in charge in the working budget information are corrected;
By project,
(3) Calculate the planned volume of work by multiplying the contract amount by the planned hours for each project in each month at the time of planning / total planned hours.
(4) Calculate the progress amount for each project by multiplying the contract amount by the planned time for each project for each month after the correction of the planned time of the person in charge in the working budget information is made/the total planned time;
The performance evaluation according to the monthly work schedule of each of the workers includes at least one of an input improvement amount calculated by subtracting the input performance amount from the progress performance of the worker, and an input improvement rate calculated by dividing the input improvement amount by the progress performance of the worker×100;
A performance management program , characterized in that the performance evaluation of the project manager for each month includes a progress improvement rate calculated by (progressed performance by project - planned performance) / planned performance x 100 .

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