JP7500209B2 - Project management system, project management method and project management program - Google Patents

Description

This disclosure relates to a project management system, a project management method, and a project management program.

For example, a project such as the construction of a thermal power plant involves various processes such as design, procurement, manufacturing, and construction, and progress is managed by the project manager and the person in charge of each process (for example, Patent Document 1).

Patent document 2 describes how project configuration information is shared among multiple departments.

JP 2003-67547 A JP 2012-141788 A

However, projects often involve multiple departments, making it difficult to easily grasp the progress of the processes being carried out by each department and across multiple departments in order to manage the entire project.

In addition, each person in charge of multiple projects needs to understand and evaluate the progress of each work process and each department in charge, and manage them appropriately, but it is difficult to standardize evaluations due to the experience of each person in charge. For this reason, there is a need to standardize management and evaluation methods for the sake of overall management.

The present disclosure has been made in light of these circumstances, and aims to provide a project management system, a project management method, and a project management program that enable more efficient project management.

A first aspect of the present disclosure is a project management system comprising: a reception unit that receives input for management items that are pre-set commonly to projects; an individual evaluation unit that performs an individual evaluation of the progress for each of the responsibility categories related to the project based on the input information received for the management items; an overall evaluation unit that performs an overall evaluation of the project based on the individual evaluations; and a display unit that displays evaluation results corresponding to each of the project and the responsibility categories, wherein the display unit displays the evaluation results of the individual evaluation of the progress corresponding to the project and each of the responsibility categories related to the project in matrix positions .

A second aspect of the present disclosure is a computer-implemented project management method comprising the steps of: accepting input for management items that are preset commonly to projects; making an individual evaluation of progress for each of the responsibility categories related to the project based on the input information accepted for the management items; making a comprehensive evaluation of the project based on the individual evaluations ; and displaying evaluation results corresponding to the project and each of the responsibility categories, wherein the displaying step displays the evaluation results of the individual evaluations of progress corresponding to the project and each of the responsibility categories related to the project in row and column positions .

A third aspect of the present disclosure is a project management program that causes a computer to execute the following processes: accepting input for management items that are preset commonly to projects; making an individual evaluation of the progress for each of the responsibility categories related to the project based on the input information accepted for the management items; making a comprehensive evaluation of the project based on the individual evaluations; and displaying evaluation results corresponding to the project and each of the responsibility categories, wherein the displaying process displays the evaluation results of the individual evaluations of the progress corresponding to the project and each of the responsibility categories related to the project in row and column positions .

This disclosure has the effect of enabling more efficient project management.

1 is a diagram illustrating a schematic configuration of a project management system according to an embodiment of the present disclosure. FIG. 1 is a diagram illustrating an example of a hardware configuration of a project management system according to an embodiment of the present disclosure. FIG. 1 is a functional block diagram illustrating functions of a project management system according to an embodiment of the present disclosure. FIG. 13 is a diagram illustrating an example of a menu screen according to an embodiment of the present disclosure. FIG. 13 is a diagram illustrating an example of a project management screen according to an embodiment of the present disclosure. FIG. 13 is a diagram illustrating an example of a project report card according to an embodiment of the present disclosure. FIG. 11 is a flowchart showing an evaluation process according to an embodiment of the present disclosure.

Below, an embodiment of the project management system, project management method, and project management program according to the present disclosure will be described with reference to the drawings.

For the project in this embodiment, the project management system 1 performs evaluation and information management for project management. As shown in FIG. 1, the project management system 1 is connected to each information processing device 9, such as a PC, via a communication network 8. The information processing device 9 is used by project members such as the project manager and the person in charge of each process. The number of connected information processing devices 9 is not limited to FIG. 1. Then, the project management system 1 displays menu screens, which will be described later, that are necessary for project management on the information processing device 9, and receives various information from the information processing device 9. The project management system 1 manages the information received from the information processing device 9 in an integrated manner.

FIG. 2 is a diagram showing an example of a hardware configuration of the project management system 1 according to the present embodiment.
2, the project management system 1 is a computer system including, for example, a CPU 11, a ROM (Read Only Memory) 12 for storing programs and the like executed by the CPU 11, a RAM (Random Access Memory) 13 that functions as a work area when each program is executed, a hard disk drive (HDD) 14 as a large-capacity storage device, and a communication unit 15 for connecting to a network or the like. A solid state drive (SSD) may also be used as the large-capacity storage device. These units are connected via a bus 18.

The project management system 1 may also include an input section consisting of a keyboard, mouse, etc. (not shown), and a display means consisting of a liquid crystal display device or the like for displaying data.

The storage medium for storing the programs executed by the CPU 11 is not limited to the ROM 12. For example, it may be other auxiliary storage devices such as a magnetic disk, a magneto-optical disk, or a semiconductor memory.

A series of processing steps for realizing the various functions described below are recorded in the form of a program on the hard disk drive 14, etc., and the CPU 11 reads this program into the RAM 13, etc., and executes information processing and arithmetic processing to realize the various functions described below. The program may be pre-installed in the ROM 12 or other storage medium, provided in a state stored in a computer-readable storage medium, or distributed via wired or wireless communication means. Computer-readable storage media include magnetic disks, magneto-optical disks, CD-ROMs, DVD-ROMs, semiconductor memories, etc.

Figure 3 is a functional block diagram showing the functions of the project management system 1. As shown in Figure 3, the project management system 1 according to this embodiment mainly comprises a display unit 2, a reception unit 3, a classification unit 4, an individual evaluation unit 5, and a comprehensive evaluation unit 6.

(Display unit 2 of project management system 1)
3, the display unit 2 controls display means to perform display control, for example, controlling display in an information processing device 9 or the like.

Specifically, the display unit 2 displays an overall management screen (hereinafter referred to as the "menu screen") as shown in FIG. 4. The menu screen displays various menus (buttons, etc.) related to the management of each project. In this embodiment, a project related to the construction of a power plant will be described as an example of each project. Note that the type of project is not limited to the construction of a power plant.

As shown in FIG. 4, on the menu screen, for example, "region" is selected as a grouping theme for multiple projects, and multiple projects are displayed grouped by region. Specifically, grouping is performed by the region to which the construction site belongs. For example, each project underway in Japan is grouped corresponding to Japan. In the example of FIG. 4, the regions are Japan, Asia, Europe, North America, Central and South America, and Africa. And in FIG. 4, for example, Power Plant A to Power Plant L, which are projects underway in Japan, are displayed. The setting of the regions to be grouped and the themes to be grouped are not limited to the example of FIG. 4.

When a project to be displayed is specified, the display unit 2 displays a management screen corresponding to the specified project, for example as shown in FIG. 5. For example, when power plant A is specified, a management screen relating to the project of power plant A is displayed. FIG. 5 will be described later.

The menu screen may also be configured to switch display screens for each base factory. In this embodiment, Factory (1), Factory (2), and Factory (3) are displayed as switchable options, and the example in FIG. 4 shows a case where Factory (1) is selected and the menu screen is displayed. A base factory is a factory where a design base is located for each project, or a factory where major equipment, etc. are manufactured.

The menu screen can also display the change history and update history for the system in the lower area, making it possible to check whether there is any update information on the menu screen. Related systems, related tools, related links, etc. may also be displayed. Display buttons that can link to projects that the user frequently uses may be placed in specific positions to improve operability.

A button to display the project report card, which shows the evaluation results of each project (described later), is also displayed. The project report card will be described later using Figure 6.

Then, the display unit 2 displays a management screen (project management screen) corresponding to each project. Figure 5 is a diagram showing an example of a project management screen. Figure 5 shows a project management screen related to power plant A, taking as an example a case where power plant A is specified on the menu screen of Figure 4.

On the project management screen, function buttons are organized by category, and each category is displayed separately, for example, buttons common to all projects (common buttons), buttons related to procurement (procurement buttons), buttons related to design (design buttons), and buttons related to construction (construction buttons). Buttons for each category may be color-coded to improve visibility.

Each genre is provided with a function button associated with it. The function buttons may be displayed to distinguish between main functions and auxiliary functions. In FIG. 5, for example, the buttons for main functions are displayed as squares, and the buttons for auxiliary functions are displayed as squares without corners. In this way, the display format of the buttons may be differentiated according to importance to improve visibility. Various inputs are accepted by the function buttons for each genre. The inputs are accepted by the acceptance unit 3, which will be described later.

As shown in FIG. 5, buttons related to project information management MI1 and sales document management MI3 are displayed in the common genre. Note that multiple buttons for other management items may also be displayed, and each may be displayed with a specific management name.

In this embodiment, for example, a button related to purchase schedule management MI5 is displayed in the procurement category. Note that multiple buttons for other management items may also be displayed, each of which may be displayed with a specific management name.

In the design category, for example, buttons related to design pending management MI2, drawing release management MI4, design time management MI6, and design weekly report management MI7 are displayed. Note that multiple buttons for other management items may also be displayed, and each may be displayed with a specific management name.

In the construction category, for example, buttons related to business trip dispatch management MI8, local issue management MI9, and local weekly report management MI10 are displayed. Note that multiple buttons for other management items may also be displayed, and each may be displayed with a specific management name.

In addition, on the project management screen, for example, a contact button is located in the upper right area, making it possible to easily check the contact information for each device and each process. For example, a report display button is located in the right area, making it possible to check various progress reports. The progress report covers the progress of drawing releases and design costs, which are important for project progress management, and may also display the progress of procurement of purchased items and progress of travel expenses, as necessary. The lower right area may display photos of the on-site construction progress and a photo of the project manager, making it possible to recognize the construction progress and project targets at a glance. In addition, individual project items, related systems, related tools, and related links may be displayed.

Then, the display unit 2 displays the evaluation results (project report card) corresponding to each project and each division of responsibility. FIG. 6 is a diagram showing an example of a project report card. FIG. 6 is displayed when the project report card button is selected on the menu screen of FIG. 4.

The project report card shows the progress of each project. In other words, the project report card makes it possible to visualize the progress of each project.

In the example of Figure 6, each project (each power plant) is shown on the vertical axis. The division of responsibility associated with each project is displayed on the horizontal axis. A division of responsibility is a division in charge of the processing and work of each step in a project. In the example of this embodiment, the division of responsibility is explained as a department (section). Note that the division of responsibility is not limited to a department. In the project report card of Figure 6, each row corresponds to a project, and each column corresponds to a department (section).

At each row and column position, the evaluation result of the progress (delay) is displayed for each project and department. In the example of FIG. 6, the evaluation is on a 5-point scale, and the progress of the project is checked at a glance using weather marks. That is, 1 point is a lightning mark, 2 points is a rain mark, 3 points is an umbrella mark (light rain mark), 4 points is cloudy mark, and 5 points is sunny mark, and the more delayed the mark, the lower the score is displayed. Also, if a department is not involved in a project, no mark is displayed, and a horizontal line (-) is displayed. The evaluation corresponding to each department is performed as an individual evaluation in the individual evaluation unit 5 described later. In this way, the evaluation of the progress of each project and each department is displayed using marks instead of numerical scores, improving visibility.

In the project report card, the overall evaluation for each project is also displayed with a mark. The overall evaluation is performed in the overall evaluation section 6, which will be described later. As shown in the example in Figure 6, an overall evaluation (section overall) for each department may also be displayed in one item along the vertical axis showing each project.

As shown in Figure 6, the project report card allows you to check the progress of each project and each department at a glance, and you can also check the progress status with easily visible marks, making it useful for integrated management of each project.

(Reception section 3 of project management system 1)
The reception unit 3 shown in FIG. 3 receives inputs for management items that are set in advance and commonly used for projects. The reception unit 3 may receive various inputs by function buttons for each category using a project management screen shown in FIG. 5. The reception unit 3 receives inputs from each screen displayed by the display unit 2. For this reason, inputs are made using, for example, each information processing device 9. In particular, information corresponding to the project (information for management items) is received in a project management screen such as FIG. 5, which is a management screen corresponding to each project. From the project management screen shown as an example in FIG. 5, various related information classified into each category can be confirmed from buttons related to each management item such as project information management MI1, design pending management MI2, business document management MI3, drawing release management MI4, and purchase schedule management MI5, and various related inputs can be made. The received information is stored as a database. The stored information is displayed on each screen or searched by the display unit 2.

Management items are important items for project progress management, and are set in advance. Management items are set uniformly for each project. In other words, even in cases where multiple projects are being promoted simultaneously, the management methods for each project can be standardized and managed regardless of the experience of the project manager or project members. This makes it possible to expect a certain level of success for each project.

The management items are items related to basic information about the project, items related to issues that arose during the design stage, items related to external documents, items related to the status of drawing creation, and items related to the procurement of purchased items. Each item contains information for understanding the progress (delay status), as described below. By setting management items as described above, it is possible to achieve QCD (Q: quality control, C: cost control, D: schedule control) more efficiently.

The items related to basic information about the project are items related to each category that is preset as basic information about the project (Project Information Management MI1). The categories are, for example, project overview, organizational chart, contact information, schedule, minutes, business trip information, various information before and after the contract, overseas procurement (at least one of them), etc. Note that Project Information Management MI1 includes various basic information and is used appropriately in progress evaluation. The categories are set, for example, in accordance with the conventional practices of plant management. Information is entered and documents are stored in each category. By centrally managing various project information, the sharing and visualization of information among project stakeholders is realized, and the aim is to carry out the project efficiently. In addition, since information is revised every moment, registered and updated information may be distributed to related parties. By promoting information dissemination and sharing of the latest information, problems caused by using old information can be prevented.

Items related to pending issues that have arisen in the design phase are items for managing issues (issues that need to be resolved but have not been resolved) that have arisen in the design (planning) phase before actual work such as construction work (design pending issue management MI2). For example, pending issue names, specific pending issue content, deadline information, responsibility category information, impact information when pending issues become apparent (additional costs incurred, impact on performance and process, etc.), progress of processing, and completed/incomplete status information are input as design pending issue management MI2. In other words, pending issue management MI2 includes deadline information and processing status of pending issues as information for progress evaluation. By registering pending issues that have arisen in the design phase of a project, it becomes possible to share pending issue information in the project and take measures. In addition, by accumulating registered information and utilizing it as knowledge, it is also possible to horizontally deploy preventive measures against pending issues in similar projects (especially subsequent projects).

Items related to external documents are items related to the exchange (sending and receiving) of documents (for example, external documents related to technology or business) with various external parties such as customers and joint sales partners (Sales Document Management MI3). They are also called correspondence information. Sales Document Management MI3 stores exchanged documents. In addition, Sales Document Management MI3 contains at least deadline information, processing status, and responsibility category for documents that require sending or replying (such as responses to questions) as information for progress evaluation. External documents can be searched, and each project can be managed using the latest information.

Items related to the drawing creation status are items related to the creation status of design documents (drawings) that need to be created in the project (Drawing Management MI4). Drawing Management MI4 includes deadline information and processing status regarding drawing creation and distribution to related parties (drawing release) as information for progress evaluation. Since many drawings are created and released in a project, by following up on the status of the release progress of various drawings, etc. among the responsible divisions (each project related department), it is possible to prevent delays in drawing release and share the latest information. The drawing status from the first release of drawings to be managed in the project (through the release of revised drawings) to the release of completed drawings is made visible, and the latest revised drawings can be referenced. In addition, a function for approval of internal related parties and sending to customers by e-mail, etc. when releasing a drawing may be provided.

Items related to the procurement of purchased items are items related to the procurement status of each purchased item required for a project (for example, the construction of a power plant) (Purchased Item Schedule Management MI5). Purchased Item Schedule Management MI5 includes deadline information such as the order deadline for purchased items, delivery deadline, and deadline for issuing purchase specifications, as well as the processing status, as information for progress evaluation. Since delays in the delivery of purchased items can affect the schedule of the entire project, sharing information makes it possible to take early measures against delays in the delivery of purchased items, etc.

In addition to the above management items, at least one of the following items may be used: items related to design time, items related to business reports during the design phase, items related to the status of business travelers, items related to issues that arise during the construction phase, and items related to business reports during the construction phase.

Items related to design time are items for managing the status of design costs (design time management MI6). For example, personnel cost unit price, number of employees, planned man-hours (planned information), actual man-hours (actual information), etc. are input into design time management MI6. Information such as actual man-hours against planned man-hours is included in design time management MI6 as information for progress evaluation. It is possible to manage the status of design cost usage using information such as the planned man-hours and actual man-hours for each department. It is also possible to appropriately manage the budget by understanding the trends in personnel cost unit price, number of employees, and actual man-hours against planned man-hours.

Items related to work reports in the design phase are items for managing work reports created in the design phase (design weekly report management MI7). Work reports are reports on design work, such as weekly reports (weekly reports) created by the project manager or project members. Design weekly report management MI7 stores the work reports that have been created. In addition, design weekly report management MI7 includes information for progress evaluation, such as whether or not a weekly report has been submitted and whether or not there has been a delay (delay in submitting weekly reports). Each work report is consolidated and can be referenced.

Items related to the status of business travelers are items for managing the status of business travelers (Business Traveler Dispatch Management MI8). For example, business travelers and business trip status (safe arrival information, return information, etc.) are input into Business Traveler Dispatch Management MI8. Business Traveler Dispatch Management MI8 also includes information for progress evaluation, such as business trip results against business trip plans. It is expected that business travelers' movements will be kept track of and business trip expenses will be reduced. It is also expected that communication work will be made more efficient.

Items related to pending issues that have arisen in the construction phase are items for managing issues that have arisen in the construction (on-site construction) phase after the design phase (issues that need to be resolved but have not been resolved) (on-site pending issue management MI9). For example, pending issue names, specific pending issue content, deadline information, responsibility category information, impact information when pending issues become apparent, progress of processing, and completed/incomplete status information are input as on-site pending issue management MI9. That is, on-site pending issue management MI9 includes pending issue deadline information and processing status as information for progress evaluation. By registering pending issues that have arisen in the construction phase of a project, project pending issue information can be shared and measures can be taken. In addition, by accumulating registered pending issue information and utilizing it as knowledge, it may be possible to horizontally deploy preventive measures against pending issues in similar projects (especially subsequent projects).

Items related to work reports during the construction phase are items for managing work reports created during the construction phase (local weekly report management MI10). Work reports are reports on local construction, such as weekly reports (weekly reports) created by the project manager or project members. Local weekly report management MI10 stores the created work reports. Local weekly report management MI10 also includes information for progress evaluation, such as whether a weekly report has been submitted and whether there has been a delay (delay in submitting weekly reports). Each work report is consolidated and can be referenced.

In this way, various management information can be entered from the project management screen, an example of which is shown in Figure 5, using buttons related to each management item, such as project information management MI1, design pending management MI2, sales document management MI3, drawing release management MI4, and purchasing schedule management MI5. Each piece of management information contains processing deadline information and processing status information as information for progress evaluation, so progress is evaluated as described below, and a project report card can be created as shown in Figure 6.

In addition, each piece of management information is linked to a department and entered, making it possible to evaluate the progress of each department.

The information received corresponding to each management item is stored in a database. The stored information can be referenced by each user and used for processing. Since the information corresponding to each project is stored in a database based on each management item, it is possible to standardize the management methods of each project and visualize all information for each project. All information generated in a project, such as progress, issues, schedule, cost, and quality, can be made mutually visible to all involved parties, supporting project management by the project manager.

(Division 4 of Project Management System 1)
3, the classification unit 4 classifies the input information received by the reception unit 3 for the management items based on at least one of the target device, the division of responsibility, the cause of the information, and the subject of the complaint. Since the amount of data input for each project is large, the classification is set so that the required information can be quickly searched for from the database.

Categorization based on target equipment (target equipment classification) means categorizing according to the equipment required for the project. For example, the database is divided according to the equipment that makes up a thermal power plant. Categorization by target equipment is effective for management items such as drawing release management MI4 and purchasing schedule management MI5. This allows you to quickly and easily search for the required information from the target equipment.

Categorizing based on responsibility means categorizing by department related to the project. The department can be, for example, the issuing department (issuing department category) or the responsible department (responsible department category). The issuing department is the department that registers each piece of information or issues documents for internal approval work. Categorizing by issuing department is effective for management items such as drawing release management MI4, design time management MI6, design weekly report management MI7, business trip worker dispatch management MI8, and local weekly report management MI10. This allows the required information to be searched for quickly and easily from related departments.

The responsible department is the department that is responsible for the equipment, work, etc. to which each piece of information relates. Categorizing by responsible department is effective for management items such as project information management MI1, design pending management MI2, and on-site pending management MI9. This allows the relevant departments to quickly and easily search for the necessary information.

Categorizing information based on the cause of its generation (cause classification) means categorizing information according to the cause of its generation, such as customer requests or non-conformance countermeasures. Categorizing information based on the cause of its generation is effective for management items such as design pending management MI2, sales document management MI3, and local pending management MI9. This allows you to quickly and easily search for the required information based on the cause of its generation.

Categorization based on the complaint subject (complaint subject classification) is categorization based on the equipment or content in which a complaint or defect has occurred from a customer, etc. Categorization based on the complaint subject is effective for design pending issue management MI2, sales document management MI3, local pending issue management MI9, etc. This allows you to quickly and easily search for the required information from the complaint subject.

The classification unit 4 classifies the information entered in this way into a database according to its contents and stores it. Classification improves the searchability and manageability of the information stored in the database.

(Individual evaluation section 5 of project management system 1)
The individual evaluation unit 5 shown in Fig. 3 performs an individual evaluation of the progress status for each department involved in the project based on the input information received for the management items. In other words, the individual evaluation is an evaluation of the progress status for each department. The individual evaluation unit 5 performs the evaluation by referring to the database for each management item.

The individual evaluation unit 5 performs an evaluation of, for example, the state of delay based on the input information received by the reception unit 3. The individual evaluation unit 5 performs an individual evaluation of the progress status for each department using at least one of the following evaluation indicators: the state of delay regarding pending issues, the state of delay regarding external documents, the state of delay regarding the status of drawing creation, and the state of delay regarding the status of procurement of purchased items. The state of delay is an indicator that indicates the state of delay relative to the deadline, and is, for example, the individual delay rate for each evaluation item.

A delay state related to pending issues is a delay state based on information stored in the database of design pending issues management MI2. A delay state related to external documents is a delay state based on information stored in the database of sales document management MI3. A delay state related to the drawing creation status is a delay state based on information stored in the database of drawing release management MI4. A delay state related to the procurement status of purchased items is a delay state based on information stored in the database of purchased item schedule management MI5.

In addition to the delay state based on the information stored in each of the aforementioned databases, the delay state may also be based on at least one of the following: a delay state based on information stored in the design time management MI6 database, a delay state based on information stored in the design weekly report management MI7 database, a delay state based on information stored in the business traveler dispatch management MI8 database, a delay state based on information stored in the local issue management MI9 database, and a delay state based on information stored in the local weekly report management MI10 database.

In this embodiment, for example, regarding the delay state, the individual evaluation unit 5 performs individual evaluation using six evaluation items as the individual delay rate for each evaluation item: the individual delay rate for the initial drawing release, the individual delay rate for the revised drawing release, the individual delay rate for the issuance of the purchase specification, the individual delay rate for the official order of the purchased item, the individual delay rate for the pending issue processing, and the individual delay rate for the document response. Note that at least one of the evaluation items may be used as an evaluation item. Furthermore, an evaluation item for the individual delay rate may be added, and individual evaluation may be performed using seven or more evaluation items. Also, other evaluation items may be used as long as they are related to progress evaluation.

The individual delay rate for first-time drawings is the ratio of the number of delayed first-time drawings to the planned number of first-time drawings (delays/planned number). First-time drawings are the initial drawings distributed to the relevant parties for the project (drawings first distributed to the relevant parties before revisions). The number of delayed first-time drawings is derived, for example, from information in the Drawing Management MI4 database (drawing status). The planned number of first-time drawings is derived, for example, from information in the Project Information Management MI1 database or the Drawing Management MI4 database (planned number of drawings). Note that the planned number and the number of delays are the planned number and the number of delays at the time of evaluation.

The individual delay rate of revised drawings is the ratio of the number of delayed revised drawings (number of revised drawings not issued) to the planned number for which revised drawings are required (number of delays/planned number). Revised drawings are drawings that require revision to the initial drawings distributed to relevant parties for the project, for example, due to changes in the situation as the project progresses. The number of delayed revised drawings is derived, for example, from information (drawing status) in the Drawing Release Management MI4 database. The planned number of revised drawings is derived, for example, from information (planned number of drawings) in the Project Information Management MI1 database or the Drawing Release Management MI4 database. Note that the planned number and delays are the planned number and delays at the time of evaluation.

The individual delay rate for issuance of purchase specifications is the ratio of the number of delays in issuance of purchase specifications to the planned number of issuance of purchase specifications (number of delays/planned number). Purchase specifications are specifications for purchasing necessary equipment. The number of delays in purchase specifications is derived, for example, from information in the Purchase Schedule Management MI5 database (purchase specification issuance status). The planned number of purchase specifications to be issued is derived, for example, from information in the Project Information Management MI1 database or the Purchase Schedule Management MI5 database (planned number of purchase specifications to be issued). Note that the planned number and the number of delays are the planned number and the number of delays at the time of evaluation.

The individual delay rate of formal orders of purchased items is the ratio of the number of delayed formal orders of purchased items to the planned number of formal orders of purchased items (number of delays/planned number). A formal order of a purchased item means that the target purchased item has been formally ordered. The number of delayed formal orders of purchased items is derived, for example, from information in the Purchase Schedule Management MI5 database (formal order status of purchased items). The planned number of formal orders of purchased items is derived, for example, from information in the Project Information Management MI1 database or the Purchase Schedule Management MI5 database (planned number of formal orders of purchased items). Note that the planned number and the number of delays are the planned number and the number of delays at the time of evaluation.

The individual delay rate of pending issues is the ratio of the number of pending issues that are incomplete to the number of pending issues that are scheduled to be completed (number of incomplete issues/number of scheduled to be completed). The number of pending issues that are scheduled to be completed and the number of pending issues that are incomplete are derived, for example, from information in the Design Pending Issue Management MI2 database (pending issue processing status). Note that the number of pending issues that are scheduled to be completed and the number of incomplete issues are the number of pending issues that are scheduled to be completed and the number of incomplete issues at the time of evaluation. Note that the delay rate of pending issues may be calculated using information in the Design Pending Issue Management MI2 and/or On-site Pending Issue Management MI9 database.

The individual lateness rate of document responses is the ratio of the number of unanswered documents to the number of documents requiring responses (unanswered documents/number of responses required). The lateness rate may also be the ratio of the number of unanswered documents to the combined number of documents requiring responses and the number of documents for which a response deadline has not been entered. The number of responses required and the number of unanswered documents are derived, for example, from information in the database of sales document management MI3 (document response status). The number of responses required and the number of unanswered documents are the number of responses required and the number of unanswered documents at the time of evaluation.

In the database of management items, information is stored corresponding to projects and departments, so the delay rate for each of the six evaluation items is derived for each project and department.

The individual evaluation unit 5 derives the delay rate (individual delay rate) for the project and department that combines the six evaluation items by averaging the individual delay rates for each derived evaluation item. Specifically, since the individual delay rate for each of the six evaluation items is derived for each project and each department, the delay rate for the project and department is calculated by averaging the individual delay rates (six) for each evaluation item derived for the same project and department. For example, the individual delay rates for each of the six evaluation items corresponding to Section c of the A power plant project are derived and averaged to derive the delay rates for the projects and departments in Section c of the A power plant project.

Then, the individual evaluation unit 5 evaluates the progress status in stages based on a predetermined evaluation criterion. That is, the delay rates of the projects and departments calculated by averaging the individual delay rates of each evaluation item are converted into stage evaluations. The evaluation criterion is set in advance, for example, based on the delay rates of the projects and departments. For example, the entire range of the delay rates of the projects and departments (0% to 100%) is divided into areas equal to the number of evaluation stages, and the delay rates of the projects and departments are evaluated in stages according to which area they belong to. For example, in the case of a five-stage evaluation, each delay rate of less than 5% is given 5 points, each delay rate of 5% or more but less than 25% is given 4 points, each delay rate of 25% or more but less than 50% is given 3 points, each delay rate of 50% or more but less than 60% is given 2 points, and each delay rate of 60% or more is given 1 point. In this way, stage evaluation (scoring) can be performed based on each delay rate of the projects and departments. Note that if the target item does not occur, it may be excluded.

For items that have little impact on progress management, the evaluation points may be, for example, two-level decimal points (2 points or 1 point). In other words, the evaluation of the evaluation item may be weighted according to the degree of impact on progress management. In this way, the degree of impact on progress management can be reflected when integrating the evaluations of multiple evaluation items.

By performing individual evaluations in this way, a weather mark is set for each department of each project, as shown in Figure 6. In the example of Figure 6, the evaluation is, for example, on a five-point scale, and the weather mark allows the progress of the project to be checked at a glance.

(Comprehensive evaluation section 6 of project management system 1)
The overall evaluation unit 6 shown in Fig. 3 performs a comprehensive evaluation of the entire project based on the individual evaluations. The overall evaluation unit 6 performs a comprehensive stage evaluation corresponding to each of the entire project based on the evaluations for each division in charge.

Specifically, the overall evaluation unit 6 calculates the overall delay rate (total delay rate) of the entire project by averaging the delay rates of the projects and departments corresponding to the entire project. In other words, the overall delay rate of the entire project corresponding to each project is calculated by taking the average along the rows in a project report card like that in Figure 6. The calculated overall delay rate is then converted into a graded evaluation (for example, a five-grade evaluation) according to the evaluation criteria as described above. In this way, a weather mark is set for the entire project as the PJ total as in Figure 6, and an overall evaluation is performed. Note that when calculating the average, the delay rates of the projects and departments corresponding to each department may be weighted, for example, according to the amount of work each department does and the impact on the project.

The overall evaluation unit 6 also calculates the overall delay rate of the entire project corresponding to each department by averaging the delay rates of the projects and departments of each project corresponding to each department. In other words, the overall delay rate of the entire project corresponding to each department is calculated by taking the average in the column direction in a project report card like that in FIG. 6. Then, the calculated overall delay rate of the entire project corresponding to each department is converted into a graded evaluation (for example, a 5-grade evaluation) according to the evaluation criteria as described above. In this way, a weather mark is set for each department as shown in FIG. 6, and an overall evaluation corresponding to each department is performed. Note that when calculating the average, the overall delay rate of the entire project corresponding to each department of each project may be weighted, for example, according to the amount of work required for each project or the importance of the project within the company.

The evaluations in the Individual Evaluation Section 5 and Overall Evaluation Section 6 result in the setting of each weather mark on the project report card as shown in Figure 6. Each evaluation is used to calculate the individual delay rate, each delay rate, and overall delay rate using a unified indicator, and is converted into a graded evaluation according to the evaluation criteria, making it possible to make more accurate comparisons between projects, etc. Since the project report card can be displayed as in Figure 6, the progress can be grasped comprehensively. In addition, for example, the evaluation can be set on a five-point scale, and the progress of the project can be confirmed at a glance as a weather mark.

Next, an example of evaluation processing by the above-mentioned project management system 1 will be described with reference to FIG. 7. FIG. 7 is a flowchart showing an example of the procedure of evaluation processing according to this embodiment. The flow shown in FIG. 7 is executed repeatedly at a predetermined control period, for example. Note that it may be executed each time a project report card such as that shown in FIG. 6 is displayed.

First, the database of management items is referenced, and individual delay rates for each evaluation item are calculated for each project and each department (S101).

Next, the average value of each evaluation item is calculated to calculate the delay rate (each delay rate) for each project and each department (S102).

Next, the delay rates for each project and each department are converted into a scale (for example, a 5-scale scale) (S103). Then, a weather mark is set corresponding to the scale (S104).

Next, for each delay rate of each project and each department, the delay rates of each department included in the project are averaged to calculate an overall delay rate for each project (total delay rate) (S105). Next, the overall delay rate for each project is converted into a scale (for example, a 5-scale scale) (S106). Then, a weather mark is set corresponding to the scale (S107).

Next, the overall delay rate for each project corresponding to each project and each department is averaged to calculate the overall delay rate for each department (S108). Next, the overall delay rate for each department is converted into a scale (e.g., a 5-scale scale) (S109). Then, a weather mark is set corresponding to the scale (S110).

Next, each weather mark is set to create the project report card (S111). In this way, the project report card is completed.

The order of the processes in the flow of FIG. 7 is not limited to that shown in FIG. 7. For example, the processes from S105 to S107 and the processes from S108 to S110 may be in the opposite order or may be performed in parallel. In addition, the process of converting to a graded rating (S103, S106, S109) and the process of setting weather marks (S104, S107, S110) are not limited to being performed at the stage shown in FIG. 7, as long as the original delay rates and the total delay rate have been calculated.

To effectively utilize a project management tool, know-how is required, such as inputting the necessary information and evaluation methods. Therefore, a database may be provided with guidance on how to use the project management tool and the roles of each person, such as project manager, process manager, cost manager, and general project member, as well as rules for each project, to provide a function to assist in the appropriate use and display of input information and evaluation results, as well as excesses and deficiencies. The data stored in the database may be analyzed and learned using AI to select appropriate evaluation items for project progress evaluation.

As described above, according to the project management system, project management method, and project management program of this embodiment, an individual evaluation of progress is performed for each department based on the input information received for the management items, and the progress of the project as a whole is evaluated based on the individual evaluations. This makes it possible to obtain an overall evaluation of the project as a whole and individual evaluations for each department, which can be used more efficiently in project management.

In addition, because the management items are set in advance as common items for each project, it is possible to standardize evaluations between projects. In other words, it is possible to suppress variations in evaluation methods for each project due to the experience of the project manager or project members, etc., and to more accurately compare the status between projects. It also makes it possible to unify management of each project.

In addition, by managing items such as basic project information, issues that arose during the design phase, external documents, the status of drawing creation, and procurement of purchased items, it becomes possible to more efficiently accept information input for project management. By using at least one of the items related to design time, work reports during the design phase, traveler status, issues that arose during the construction phase, and work reports during the construction phase, it becomes possible to more effectively evaluate progress.

Based on the input information, at least one of the following evaluation indicators can be used: individual delay rate for pending issues, individual delay rate for external documents, individual delay rate for drawing creation status, and individual delay rate for procurement status of purchased items. This allows for more accurate individual evaluation of the progress of each department.

Since the evaluation results are displayed for each project and department, it is easy to compare progress between projects or between departments. In other words, it is possible to comprehensively grasp each piece of information and manage each project. On the management screen for a project, buttons common to each project, buttons related to procurement, buttons related to design, and buttons related to construction are displayed separately, improving usability for each stage. Multiple projects are grouped and displayed by region, and the management screen corresponding to the specified project is displayed, improving convenience.

This disclosure is not limited to the above-described embodiments, and various modifications are possible without departing from the spirit of the invention.

The project management system, the project management method, and the project management program described in each of the above-described embodiments can be understood, for example, as follows.
A project management system (1) according to the present disclosure includes a receiving unit (3) that receives input for management items that are preset commonly to projects, an individual evaluation unit (5) that performs an individual evaluation of the progress status for each of the responsibility categories related to the project based on the input information received for the management items, and a comprehensive evaluation unit (6) that performs a comprehensive evaluation of the project based on the individual evaluations.

According to the project management system (1) disclosed herein, an individual evaluation of progress is performed for each responsible category (e.g., department) based on the input information received for the management items, and the progress of the project as a whole is evaluated based on the individual evaluations. This makes it possible to obtain an overall evaluation of the project as a whole and individual evaluations for each responsible category, which can be used more efficiently in project management.

In addition, because the management items are set in advance as common items for each project, it is possible to standardize evaluations between projects. In other words, it is possible to suppress variations in evaluation methods for each project due to the experience of the project manager or project members, etc., and to more accurately compare the status between projects. It also makes it possible to unify management of each project.

In the project management system (1) disclosed herein, the reception unit (3) may be capable of receiving input for at least one of items related to basic information about the project (MI1), items related to pending issues that arose during the design stage (MI2), items related to external documents (MI3), items related to the status of drawing creation (MI4), and items related to procurement of purchased items (MI5).

According to the project management system (1) disclosed herein, by managing items related to basic information about the project, items related to issues that arose during the design stage, items related to external documents, items related to the status of drawing creation, and items related to procurement of purchased items, it becomes possible to accept input of information necessary for more efficient management of projects in line with business operations.

In the project management system (1) according to the present disclosure, the reception unit (3) may be capable of receiving input for at least one of the items related to design time (MI6), items related to work reports in the design phase (MI7), items related to the status of business travelers (MI8), items related to issues that arise in the construction phase (MI9), and items related to work reports in the construction phase (MI10).

According to the project management system (1) disclosed herein, by using at least one of the items related to design time, items related to work reports in the design phase, items related to the status of business travelers, items related to issues that arise in the construction phase, and items related to work reports in the construction phase, it becomes possible to more effectively evaluate the progress status.

The project management system (1) according to the present disclosure may include a classification unit (4) that classifies the input information received for the management items based on at least one of the target equipment, the division of responsibility, the cause of the information, and the subject of the complaint.

According to the project management system (1) disclosed herein, the database as input information can be efficiently organized by classifying the database based on at least one of the target equipment, the division of responsibility, the cause of the information, and the subject of the complaint. For example, it becomes possible to efficiently perform searches.

In the project management system (1) according to the present disclosure, the individual evaluation unit (5) may perform an individual evaluation of the progress status for each of the responsibility categories based on the input information, using at least one of the delay status regarding the pending issues, the delay status regarding the external documents, the delay status regarding the drawing creation status, and the delay status regarding the procurement status of the purchased items as an evaluation index.

According to the project management system (1) disclosed herein, by using at least one of the following as an evaluation index based on input information: delay status regarding pending issues, delay status regarding external documents, delay status regarding the creation status of drawings, and delay status regarding the procurement status of purchased items, it is possible to more accurately perform individual evaluation of the progress status for each responsibility category.

In the project management system (1) according to the present disclosure, the individual evaluation unit (5) may perform a staged evaluation of the progress status for each of the sections in charge based on a predetermined evaluation criterion.

According to the project management system (1) disclosed herein, progress can be graded based on a predetermined evaluation standard. Graded evaluation (e.g., a five-point scale) improves the ease of judgment for each division of responsibility and allows for easier comparison. In addition, it is possible to suppress variation in evaluation due to the experience of the project manager, project members, etc., and to more accurately evaluate and grasp the project status.

The project management system (1) according to the present disclosure may evaluate the overall progress status for each of the projects based on the progress status for each of the responsibility categories, and perform a staged evaluation.

According to the project management system (1) disclosed herein, the overall evaluation of the entire project can be more easily judged by using a scale (e.g., a five-scale scale), and the overall evaluation of each project can be more easily compared.

The project management system (1) according to the present disclosure may include a display unit (2) that displays the evaluation results corresponding to each of the projects and the divisions of responsibility.

According to the project management system (1) disclosed herein, the evaluation results are displayed for each project and each division in charge, making it easy to quickly select projects, compare progress between projects, and compare progress between divisions in charge. In other words, it becomes possible to comprehensively grasp each piece of information and manage each project.

In the project management system (1) according to the present disclosure, the display unit (2) may display a management screen corresponding to each of the projects, and the management screen may display buttons common to each of the projects, buttons related to procurement, buttons related to design, and buttons related to construction in a differentiated manner.

According to the project management system (1) disclosed herein, on the management screen corresponding to a project, buttons common to each project, buttons related to procurement, buttons related to design, and buttons related to construction are displayed separately, improving visibility when making a selection and improving usability for each stage.

In the project management system (1) according to the present disclosure, the display unit (2) displays an overall management screen, and the overall management screen displays a plurality of the projects grouped by region, and when a project is specified, the management screen corresponding to the specified project may be displayed.

According to the project management system (1) disclosed herein, multiple projects are grouped by region and displayed, and a management screen corresponding to a specified project is displayed, thereby improving the speed and convenience of selecting and specifying a project.

The project management method disclosed herein includes a step of accepting input for management items that are preset commonly for a project, a step of making an individual evaluation of the progress status for each of the divisions responsible for the project based on the input information accepted for the management items, and a step of making a comprehensive evaluation of the project based on the individual evaluations.

The project management program disclosed herein causes a computer to execute the following processes: accepting input for management items that are preset commonly for a project; making an individual evaluation of the progress status for each of the divisions responsible for the project based on the input information accepted for the management items; and making a comprehensive evaluation of the project based on the individual evaluations.

1: Project management system 2: Display unit 3: Reception unit 4: Classification unit 5: Individual evaluation unit 6: Overall evaluation unit 8: Communication network 9: Information processing device 11: CPU
12: ROM
13: RAM
14: Hard disk drive 15: Communication unit 18: Bus MI1: Project information management MI2: Design pending management MI3: Sales document management MI4: Drawing release management MI5: Purchase schedule management MI6: Design time management MI7: Design weekly report management MI8: Business trip dispatch management MI9: Local pending management MI10: Local weekly report management

Claims (11)

a reception unit that receives input for management items that are set in advance commonly to the project;
an individual evaluation unit that performs individual evaluation of the progress status for each of the divisions in charge of the project based on input information received for the management items;
a comprehensive evaluation unit that performs a comprehensive evaluation of the project based on the individual evaluations;
a display unit that displays an evaluation result corresponding to each of the projects and the divisions in charge;
Equipped with
the display unit displays evaluation results of the individual evaluations of the progress status corresponding to each of the projects and the divisions in charge related to the projects in matrix positions.
Project management systems. The project management system according to claim 1, wherein the reception unit is capable of receiving input for at least one of the following items: basic information about the project, issues that arose during the design stage, external documents, the status of drawing creation, and procurement of purchased items. The project management system according to claim 2, wherein the reception unit is capable of receiving input for at least one of the following items: items related to design time, items related to business reports in the design phase, items related to the status of business travelers, items related to issues that arise in the construction phase, and items related to business reports in the construction phase. The project management system according to any one of claims 1 to 3, further comprising a classification unit that classifies the input information received for the management item based on at least one of the target device, the division of responsibility, the cause of the information, and the subject of the complaint. The project management system according to claim 2, wherein the individual evaluation unit performs an individual evaluation of the progress status for each of the responsibility categories based on the input information, using at least one of the delay status regarding the pending issues, the delay status regarding the external documents, the delay status regarding the drawing creation status, and the delay status regarding the procurement status of the purchased items as an evaluation index. The project management system according to claim 5, wherein the individual evaluation unit evaluates the progress status of each of the sections in charge based on a predetermined evaluation criterion. The project management system according to claim 6, wherein the overall evaluation unit evaluates the overall progress status for each of the projects based on the progress status for each of the responsibility categories, and performs a staged evaluation. the display unit displays a management screen corresponding to each of the projects;
The project management system according to claim 1 , wherein the management screen displays, in a distinct manner, buttons common to each of the projects, buttons relating to procurement, buttons relating to design, and buttons relating to construction. The display unit displays an overall management screen,
9. A project management system according to claim 8, wherein the overall management screen displays a plurality of the projects grouped by region, and when a project is specified, the management screen corresponding to the specified project is displayed. receiving input for management items that are set in advance commonly to the project;
A step of individually evaluating the progress of each of the divisions in charge of the project based on the input information received for the management items;
conducting a comprehensive evaluation of the project based on the individual evaluations;
displaying an evaluation result corresponding to each of the projects and the divisions in charge;
having
The display step displays evaluation results of the individual evaluations of the progress status corresponding to the project and each of the divisions in charge related to the project in a row and column position.
A computer implemented method of project management. A process of accepting input for management items that are set in advance commonly for a project;
A process of individually evaluating the progress of each of the divisions in charge of the project based on the input information received for the management items;
performing a comprehensive evaluation of the project based on the individual evaluations;
A process of displaying an evaluation result corresponding to each of the projects and the divisions of responsibility;
Run the following on your computer:
the display process displays evaluation results of the individual evaluations of the progress status corresponding to the project and each of the divisions in charge related to the project in a row and column position.
Project management program.

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