KR20150126091A - Project Diary - Google Patents

Abstract

The purpose of the present invention is to extend a concept of a diary where regular people including companies, who uses mainly to manage schedules to manage project managements, wherein the project diary comprises: a specialized format, content, and various types of forms. As such, the project diary assists in performing not only projects associated with a company′s business, management of sales of the company′s sales staff, and a project management of a public institution; but also an individual′s project management in an efficient manner. Moreover, the project diary has an improved feature of enabling the user to use the diary, regardless of time, for a project based on a concept of extending a limitation of an existing diary which is that of a schedule management based on the purpose of managing project managements.

Description

Project Diary {Project Diary}

The present invention combines the contents composition and usability of various diaries (notebooks) currently used by the general public and corporations with the purpose of the knowledge management field, such as project management, to construct a completely new diary. Through this, it is aimed to assist all business fields and government tasks to smoothly carry out modern business which is being projected.

To date, project management has been dominated by PMI's PMBOK. PMBOK has played a role as a guide book rather than a methodology for project management. However, it can be said that the standard of project management has been established through ISO21500 recently enacted by ISO. The present invention is based on the contents of this ISO 21500, and forms a diary for managing by using each knowledge area of project management. Thus, this project diary has internationally standardized knowledge and technology.

Most existing diaries are based on the flow of time. This can be regarded as a part of the knowledge area called the schedule management of the project management. Various diaries have been formed in the form and contents based on the schedule management field such as annual schedule, monthly schedule, weekly schedule, and daily schedule. In addition, the ability to manage priorities based on each schedule can be seen as a more advanced diary management concept, which has been transformed into the name Planner. This makes the diary itself a limitation of time and schedule recording, and it is a fact that it is difficult to record and utilize the history of any event to solve. When a problem arises in the business or public self-management, the point at which it is solved is not always the same. However, it is impossible to leave a clear record of this event in the form of a diary which provides only the schedule management as in the past, and there is a problem that is difficult to be found later. This is because it is difficult to record many contents on a certain date due to the spatial problem of the diary style in the case of many records to be recorded as well as the problems of the recording and inquiry. In this way, humans lose the original purpose of the diary form by ignoring the form at a critical point where something must be recorded and recording it in a space where the next schedule should be recorded.

In addition to these schedule management, we also include cost management, quality management, scope management, procurement management, communication management, human resource management, risk management, and integrated management. Management is also being added.

In recent years, the tasks and tasks of all companies, including public institutions, have been transformed into 'projects' and are being managed differently from the past. Diary is widely used as a means of managing all of these records. It is a reality that not only companies but also ordinary people use the term project as a means of achieving any purpose of life. However, it is a reality that it is very difficult to meet these requirements with the existing schedule management based diary.

As most of the work in the individual and the enterprise is projected, it is necessary to change the diary to the management form based on the knowledge area of project management. In other words, the paradigm must be changed in terms of various knowledge management in order to achieve the purpose of the project in terms of simple time management.

In accordance with the project management guidelines set out in ISO21500, the present invention can be applied not only to the existing time (schedule) management but also to the management of project outline, decision management, project feasibility analysis, project output management, , Contract management, problem solving management, and so on. In addition, the existing diary is easily accessible and easy to use, and is called a project diary.

The effects of the present invention are as follows.

First, there is no need to change the diary even at the end of each year. This is not a diary based on a schedule but a project to manage a project to achieve a specific purpose. It does not need to change the diary even if the sun goes down, which helps to reduce company costs. So that it can be dispersed throughout. In addition, users will be able to change from the so-called "three-day trio," which has been pointed out as a disadvantage in terms of utilization of the existing schedule diary, to recognize that they can use it freely whenever they need it.

Second, at the time of project execution, basic information about the project can be found at any time. During the course of business, it includes basic information on projects that are urgently required in communication with a large number of clients such as customers, contractors, and several suppliers. It includes decision priorities, business feasibility analysis, key deliverables, key schedules, organizational charts, Improvement management, constraint management, risk management, and contractual matters can be recorded and found at any time, making communication management clearer.

Third, the cause of the problem and the history of the problem can be quickly retrieved and recorded by recording the anticipated risk factors in the project execution and the history of the problems already occurred in each case sequentially. This is a very difficult part to solve with the existing diary based on the schedule management.

Fourth, multi-project management. When one person executes several projects, it is possible to use the form composition set of the project diary by binding to the diary as many times as the number of the project.

Fifth, it is possible to promptly search frequently used information. By inserting a pie sticker in the form of a project diary or specification in a set of the form of the project form, it is possible to insert the contents of the dash-board frequently to be inquired in the project.

Sixth, the succession of existing diary functions. This project diary can utilize all the functions of existing diaries in addition to the newly designed project management techniques and forms. The ability to record memos freely, including annual schedule management, monthly management, and daily management, was likewise succeeded to enhance its usability.

Fig. 1 is a cover for this project diary outline subtab.
Figure 2 is a cover for the project management knowledge department. It refers to ISO21500 and the contents are explained in plain language.
Fig. 3 is a cover of the guide section which shows how to use this project diary.
FIG. 4 is a cover of a configuration part for calendar management such as a conventional diary.
FIG. 5 is a diagram for the annual management (51), which is similar to that of the existing diary.
FIG. 6 is a diagram for the monthly management. The calendar 61 of the corresponding month is written on the left side, and a specific day is freely written on the right side and the schedule of the corresponding day is recorded (62). This complements the disadvantage that the description of the existing calendar form can not record a lot of contents in a narrow space.
7 is a cover of the Free Note which can freely record a memo.
Figure 8 is a form of Free Note.
FIG. 9 is a cover of a project diary that is a gist of the present invention, and it is a set of a cover part which is a bundle of forms for managing an actual project, and a project name can be recorded (91).
The left part 101 in FIG. 10 includes a description part 103 that can record basic information (project name, customer or sponsor, period, manager, goal) of the project. In addition, the lower left base portion 104 is an area for describing the decision priority of the project, and is composed of a table that can be easily indicated. It also includes a brief description 102 of this form.
The right-side recording unit 105 includes a recording unit 107 for describing a feasibility analysis for the corresponding project, and can record actual contents. By marking this with the word "Why", it is easy to recognize that the user is a space for recording what should be done with the project, and includes a brief description 106 of this form.
11 is a form 113 for recording an output that can be derived as a result of the project. This is represented by the word 'What' (111), so that it can be easily recognized, and a description (112) of the form is also specified. The right area 114 is a title for a form 116 that can be used to simply display a main schedule, which is clearly displayed with the word 'When' and contains a description 115 thereof.
In the left area 121 of FIG. 12, the area 123 in which the organization chart of the project team can be drawn is indicated by the title of the word 'Who' so that the user can easily recognize the area 123. have. The right regions 124 and 125 are titles of a form for recording various stakeholders in the project and an area 127 for recording contacts. This is easily recognized by the word 'With Whom'. 126 contains standards that indicate the extent of influence and management of stakeholders.
FIG. 13 shows a form including a region 133 in which a core success factor of the project can be recorded. The title 131 is easily recognized by the user with the word 'HOW', and includes a brief description 132.
On the left side of FIG. 14, there is shown an 'As-Is' 141, that is, a form part 143 for recording an improvement item and an explanation 142 thereof. The right side 146 is configured with a brief description 145 of the form titled 'To-Be' 144, ie, a form 146 for recording improvements after project execution.
FIG. 15 is a space 153 configured to easily recognize and record key assumptions and constraints in the project plan and the risk factors accompanying the project with a title of 'But 1' (151), and 'But 2' (right) 154), which contains an area 156 for recording the main risk of the project. It also contains a brief description (152,155).
16 is a space in which project main contract matters can be recorded, and is composed of an easy-to-understand title section 161, a description section 162, and a description section 163.
Figure 17 is a core part of the project diary that records and manages expected risks and issues during project execution. This area includes a form bundle (177) having an inlay specification size smaller than the diary inlengths shown in Figs. 1-16. A pocket sticker is attached to the area (171) according to the difference of the inlay standard so that information to be frequently searched during project execution can be easily retrieved. Various forms can be used in the pocket sticker. The left cover contains a simple guide to risk / issue management (172). The lower right part is a form bundle area for risk / issue management and consists of separate upper tabs (173, 174, 175, 176). The Leading Edge (177) is a list portion that can manage the risk list along with the serial number, and can record the date of risk discovery, the title, and the discoverer. In addition, these risks can be easily managed using the tab 174, which can be classified as High Risk (H), Mid Risk (M), or Low Risk (L) according to the risk level. The issue management units 175 and 176 are in close proximity to the risk management unit.
18 is an extended form section 181 for managing the risk list starting from Fig.
FIG. 19 includes a form in which basic information about one risk or issue is indicated by a title (191) of a risk card. Also, 192 is the last part of the Risk Card that records free notes about one risk.
20 is a recording unit 201 and 202 that can manage a preventive and action history of a detected risk or an issue, and includes a form capable of quantitatively displaying it.

Claims (3)

A variety of forms based on a knowledge area corresponding to project management rather than a diary having only a form configured to record and manage a schedule such as a year, month, week, and day;
A concept consisting of a set of various forms in one project unit rather than a time flow;
A guide section that includes a description of a knowledge area for project management and a method of using the diary based on the guide as a manual;
A title part of each form which is partly expressed by the three-way or five-way rule in a part of the ten knowledge areas of complex and difficult project management;
A form section for managing records to prevent risk elements in the area of risk management and records for resolving the problem elements that have occurred;
A project diary that consists of multiple diaries and specifications so that you can always see the basic information about the project frequently viewed about the project, so that you can see transparent pocket stickers on the front and back sides of the project unit.
The method according to claim 1,
It has features such as CALENDAR (schedule) form including annual schedule and monthly schedule like existing diary style, and separate form for project management;
Features that can manage multiple projects by organizing multiple forms for managing one project and organizing them into a set for one project;
10 knowledge areas on project management such as schedule management, cost management, procurement management, scope management, quality management, human resource management, integrated management, communication management, risk management and stakeholder management A marked feature;
A form section configured to record a history of prevention and action on a risk and an issue occurring in a project;
By arranging different or smaller standards for risk management and issue management in the form section for each project management, the basic items of the project that you want to frequently check in the margin caused by the difference of the two standards are displayed on both sides of the cover A project diary that is structured so that it can be attached and displayed easily and quickly.
3. The method of claim 2,
A form section with a title of 'Why' that can be used to describe the feasibility of the project and a brief description of what to write;
A form section containing a brief description of what the project's main output should be, with a title of 'What';
A form section with a title of 'When' and a brief description of what the project should be written in;
A form section containing a brief description and structured so that an organization chart for a project-related organization can be diagrammed and titled as 'Who';
A form unit configured to evaluate and describe the influence of each stakeholder's project, as well as the contact management function, through a form configured to manage project-related stakeholders with the title "With Whom";
A form section with a title of 'How' to describe the key success factors of the project and a brief description of what to write;
'As-Is', a formatting section containing a brief description of what is to be done and what is to be done to describe the current situation before the project is carried out;
To-Be ', a formatting section that includes a description of what to expect after project execution and a brief description of what to describe;
'But 1' should be structured so that it can describe the assumptions and constraints at the time of project execution and includes a brief description of what to describe;
'But 2' should be structured in such a way as to be able to describe the risk factors of the project and include a brief description of what to describe;
Each risk can be serialized and managed in a list, and each risk has a form that can be used to list and view detailed information such as likelihood, impact, score, and preventive history of each risk. A form part;
A project diary consisting of a form in which each issue can be assigned a serial number, a list can be managed, and a detailed history of the incident can be recorded and viewed.

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