Crowdsourcing task allocation method for complex task multi-person cooperation

Abstract

The invention relates to the technical field of crowdsourcing task allocation for multi-person cooperation of complex tasks, and discloses a crowdsourcing task allocation method for multi-person cooperation of complex tasks, which comprises the following steps: acquiring all persons in a talent pool and marking and numbering the persons in sequence, thereby facilitating subsequent management and information retrieval, acquiring a skill label of each person, and improving the efficiency of crowdsourcing task allocation. Multiple skills are considered, so that task allocation is more accurate, through skill label classification, the system can quickly match task requirements and personnel skills, obtain a historical task list to provide reference for task disassembly and estimation, and decompose tasks into small sub-tasks, and the system can accurately estimate task load and personnel allocation. According to the method, archives of the split tasks are recorded to provide data reference for follow-up, the average workload and the completion time of the historical tasks provide a basis for task allocation, uncertainty is reduced through data-driven estimation, and it is ensured that task load estimation is flexible and accurate through a similarity evaluation mechanism, so that the overall task execution quality and efficiency are improved.

Description

Technical Field

[0001] The present invention relates to the technical field of crowdsourcing task allocation for multi-person collaboration on complex tasks, and in particular to a crowdsourcing task allocation method for multi-person collaboration on complex tasks. Background Art

[0002] With the development of information technology and the Internet, crowdsourcing has been widely used in solving complex tasks and large projects. Crowdsourcing task allocation refers to the process of decomposing complex tasks into multiple small tasks and assigning these tasks to individuals or teams with corresponding skills and experience to complete. In complex task scenarios, it is crucial to allocate tasks reasonably and efficiently. Since complex tasks usually involve multiple different modules, each module contains multiple subtasks, the decomposition of tasks and the reasonable allocation of personnel have become important factors affecting project progress and quality. The current crowdsourcing task allocation method has certain limitations, especially in a multi-person collaborative environment. These limitations can lead to low efficiency in task allocation, low quality of task completion, and even task delays.

[0003] Existing crowdsourcing task allocation methods usually lack refined management of personnel skills. Factors such as personnel skills, historical task completion, and current work status are not effectively utilized, resulting in excessive reliance on certain fixed personnel in the task allocation process, which may lead to uneven workload or waste of personnel resources. At the same time, the existing task allocation system lacks a comprehensive analysis of factors such as task complexity, scale, and type, and the accuracy of matching tasks with personnel is low, resulting in a mismatch between the difficulty of the task and the ability of the personnel in the actual allocation process, thereby delaying the completion time of the task. Summary of the invention

[0004] The present invention provides a crowdsourcing task allocation method for multi-person collaboration on complex tasks, which facilitates solving the problems mentioned in the above background technology.

[0005] The present invention provides the following technical solution: a crowdsourcing task allocation method for multi-person collaboration on complex tasks, comprising: Obtain all personnel in the talent pool and number them in the order in which they are obtained; Get the skill tag of each person. A single person has multiple different skill tags. Get the time spent on each person's historical tasks; Get the score of each historical task of each person and calculate the average score of historical tasks. The average score of historical tasks = the sum of historical task scores / the total number of historical tasks. The acquired personnel are classified according to their skill tags, and a personnel set is created with the skill tags as the name. The elements in the same personnel set are personnel with the same skills. Get the historical task list; Split the task, specifically, first decompose the task into multiple modules according to its function, further split each module into specific subtasks, estimate the task volume for each subtask, and archive the split task records; The specific method of estimating the task volume for each subtask is to collect data of similar tasks completed previously, including the workload and completion time of each task, perform statistical analysis on the collected data, calculate the average of the collected task workload and completion time, use the obtained average as the typical workload, compare the current task with the historical tasks, evaluate the similarity, set a similarity deviation threshold, and when the similarity is ≦ the similarity deviation threshold, use the typical workload as the estimated task volume of the subtask; when the similarity is greater than the similarity deviation threshold, use the typical workload × (1 + similarity - similarity deviation threshold) as the estimated task volume of the subtask; Assign people based on the estimated workload of each subtask.

[0006] Optionally, the evaluating similarity specifically includes: Identify criteria for comparison, including task type, complexity, size, and skills required; Set weights for each criterion to be compared: A for task type, B for complexity, C for size, and D for required skills. Compare the current task with the historical task list to create a comparison matrix; Setting a quantitative indicator for each standard, wherein the quantitative indicator is a numerical value; Score each historical task and the criteria to be compared according to quantitative indicators, and record the score of each criterion; Calculate the total similarity score of the task, total similarity score = task type score × A + complexity score × B + scale score × C + required skill score × D; The total similarity score of the tasks is recorded as Similarity.

[0007] Optionally, allocating personnel according to the estimated workload of each subtask specifically includes: For any subtask; Get a set of personnel corresponding to the skills required for the subtask; Set up a collection of available personnel; Get the current working status of each person in the personnel set, and add the people whose working status is idle to the idle personnel set; Get the total historical task score of each person in the idle personnel set; Get the total number of historical tasks completed by each person in the idle personnel set; Get the total historical task volume completed by each person in the idle personnel set; Set the weights of the total score of historical tasks, the total number of historical tasks, and the total amount of historical tasks to E, F, and G, respectively; Calculate the total evaluation score of each person in the idle personnel set, total evaluation score = total score of historical tasks × E + total number of historical tasks × F + total number of historical tasks × G; Arrange the elements in the idle personnel set from high to low according to the total evaluation score of each element. If the total evaluation scores are the same, use the sub-scores to compare and arrange them.

[0008] Optionally, allocating personnel according to the estimated workload of each subtask specifically includes: Get the expected number of personnel required for the current task from historical similar tasks; Start matching from the first person in the idle person set, and match backwards in sequence until the number of matched people equals the expected number of people needed, and record the matched people as selected people; Get the expected completion time for each selected person; Get the work progress of each selected person in real time; Get the time consumed by the selected person; Calculate the work efficiency of the selected personnel, work efficiency = the current work progress of the selected personnel / the time consumed by the selected personnel; Set thresholds for deviations from expected workload; Calculate the expected workload of the selected personnel, the expected workload of the selected personnel = the work efficiency of the selected personnel × the expected completion time of the selected personnel; If the expected workload of the selected personnel is ≧ the expected workload deviation threshold, continue to monitor the work progress of the selected personnel; If the expected workload of the selected personnel is less than the expected workload deviation threshold, an external aid strategy is used to assist the selected personnel.

[0009] Optionally, if the total evaluation scores are the same, the sub-scores are used for comparison and ranking, specifically including: When the total evaluation scores are the same, compare the total scores of historical tasks of the people with the same total evaluation scores, and rank the people with higher total scores first, and the people with lower total scores last; If the total scores of historical tasks are the same, the total number of historical tasks of the people with the same total score will be compared, and the person with more total number of historical tasks will be ranked first, and the person with less total number of historical tasks will be ranked last; If the total number of historical tasks is the same, compare the total number of historical tasks of people with the same total number of historical tasks, and rank those with more total historical tasks in front, and those with less total historical tasks in the back.

[0010] Optionally, the external assistance strategy to assist in selecting personnel may include: Obtain the subtasks to which the selected personnel whose expected workload is less than the expected workload deviation threshold belong; Get a set of personnel corresponding to the skills required for the subtask; Get the person who has provided assistance recently in history, and record it as the person who has provided assistance recently in history; Get the skills and numbers of the most recent historical assistance personnel; Determine whether the skills of the most recent assistance personnel are the same as the skills of the subtask to which the assistance personnel need to belong; If they are the same, the assistance workload method is used to determine whether the assistance workload of the most recent assistance personnel exceeds the standard. If it exceeds the standard, the number of the most recent assistance personnel is postponed until an assistance personnel whose assistance workload does not exceed the standard is found; If they are not the same, find the person whose number is closest to the most recent historical assistance person in the personnel set corresponding to the skills required for the subtask and record him as the pending assistance person.

[0011] Optionally, the external assistance strategy to assist in selecting personnel may include: Get the work status of pending assistance personnel; If the work status of the pending assistance personnel is busy, the number of the pending assistance personnel will be postponed until the first person with an idle work status is found. The assistance workload method is used to determine whether the assistance workload of the pending assistance personnel exceeds the standard. If it exceeds the standard, the number of the pending assistance personnel will be postponed until a person with an assistance workload that does not exceed the standard and whose work status is idle is found; If the working status of the pending assistance personnel is idle, the assistance workload method is used to determine whether the assistance workload of the pending assistance personnel exceeds the standard. If it exceeds the standard, the number of the pending assistance personnel is postponed until a person whose assistance workload does not exceed the standard and whose working status is idle is found.

[0012] Optionally, the assistance workload method specifically includes: Get the time spent on the most recent assistance tasks of the pending assistance personnel and set the time coefficient; Get the complexity of the recent assistance tasks of the pending assistance personnel and set the complexity coefficient; Obtain the work quality requirements of the pending assistance personnel's recent assistance tasks and set the work quality requirement coefficient; Obtain the work intensity of the pending assistance personnel's recent assistance tasks and set the work intensity coefficient; Set weights for the acquired time spent, complexity, work quality requirements and work intensity as time weight, complexity weight, work quality requirement weight and work intensity weight respectively; Calculate the comprehensive task coefficient, comprehensive task coefficient = time coefficient × time weight + complexity coefficient × complexity weight + work quality requirement coefficient × work quality requirement weight + work intensity coefficient × work intensity weight; Obtain the comprehensive task coefficient of the last assistance task of the assisted person in the assistance record; Set workload conversion thresholds; Calculate the ratio of the comprehensive task coefficient of the pending assistance personnel to the comprehensive task coefficient of the last assistance task of the assistance personnel in the assistance record, and form the results into a comprehensive task coefficient ratio set; Subtract the elements in the comprehensive task coefficient ratio set from the workload conversion threshold in turn, and record the number of differences greater than zero; Calculate the ratio of the number of differences greater than zero to the number of elements in the comprehensive task coefficient ratio set. If the ratio is greater than 10%, the workload of the pending assistance personnel exceeds the standard; if the ratio is less than or equal to 10%, the workload of the pending assistance personnel does not exceed the standard.

[0013] The present invention has the following beneficial effects: 1. By labeling all personnel with numbers, an orderly personnel management mechanism is provided for the subsequent task allocation process, ensuring that personnel information can be accurately recorded and quickly retrieved, obtaining skill tags for each person, and considering that a single person may have multiple skills, so that task allocation can more accurately match the capabilities of personnel. Through the management of skill tags, the system can better identify and utilize the diverse skills of personnel, avoiding the assignment of complex tasks to personnel who do not have specific skills. The multi-skill tag mechanism provides flexibility for task allocation, especially in some cross-domain tasks, which can significantly improve the efficiency and quality of task completion. By quantifying the scores of historical tasks and calculating the average score, the system can comprehensively evaluate the performance of each person in past tasks. Classifying personnel according to skill tags helps to quickly match task requirements with personnel skills. This classification method can ensure that each subtask of a complex task can find a suitable person to perform, reducing task delays or quality problems caused by mismatched personnel skills. The acquisition of the historical task list provides reference data for the disassembly and estimation of the current task, especially for repetitive or similar tasks. By analyzing historical tasks, the difficulty of disassembly of the current task can be reduced and the rationality of task allocation can be improved.

[0014] 2. By breaking down tasks into smaller subtasks, the system can make more accurate task volume estimates and personnel allocations for each subtask, thereby improving task execution efficiency. At the same time, recording the split task archives helps to reference and reuse data in subsequent tasks, reduce duplication of work, and provide systematic data support for task management. The average workload and completion time of historical tasks provide a reliable basis for the allocation of current tasks. This data-driven estimation method can effectively reduce the uncertainty in task decomposition and allocation, ensuring that the workload of each subtask can match the actual needs. The similarity evaluation mechanism can help the system make more accurate adjustments in the task volume estimation process. When the task is highly similar to the historical task, directly using the typical workload can save time and resources. When the task difference is large, by adjusting the estimated workload, the flexibility and accuracy of the task volume estimation can be ensured. Allocating personnel according to the estimated task volume of the subtask helps to achieve accurate matching of tasks and personnel, and avoid inefficiency or waste of resources caused by the mismatch between the task volume and the personnel's capabilities.

[0015] 3. Clearly defining the comparison criteria as task type, complexity, scale, and required skills will help to conduct a more comprehensive and accurate similarity analysis between current tasks and historical tasks. These criteria cover the core features of tasks, allowing the system to comprehensively consider all aspects of tasks when matching tasks and avoid single-dimensional comparison distortion. By setting weights for each criterion, the system can perform differentiated processing based on the importance of the task. For example, a task with higher complexity can be given a greater weight to ensure that it dominates the similarity analysis. This weighting mechanism improves the sophistication of similarity analysis and makes task allocation more accurate, especially when there are significant differences between different tasks. The weight setting helps the system better focus on the key features of the task, thereby optimizing the matching efficiency between tasks and personnel. The creation of a comparison matrix provides a systematic framework for similarity analysis.

[0016] 4. Through the matrix form, the system can intuitively compare the differences between the current task and the historical tasks in various standards. The structured data presentation of the matrix helps to simplify the comparison process between complex tasks, enabling the system to quickly screen out historical tasks that are highly similar to the current task. This method not only improves the efficiency of task similarity calculation, but also provides accurate basic data for subsequent task decomposition and allocation.

[0017] 5. By setting quantitative indicators for each standard, the system can convert complex standards into easy-to-calculate numerical forms, which is convenient for subsequent similarity score calculations. Scoring historical tasks and standards helps to quantify the differences between task characteristics and ensure that the key features of each task are fully considered. By calculating the total similarity score, the system can weightedly integrate the similarities of each dimension of the task and find the historical task that is closest to the current task. This multi-dimensional weighted calculation method can reflect the overall differences in task characteristics and avoid the deviation caused by a single standard.

[0018] 6. By obtaining a set of personnel that matches the skills required for the subtask, the system can ensure the accuracy of task allocation and ensure that each subtask can be assigned to a person with the corresponding skills. This not only improves the efficiency of task completion, but also ensures the quality of the task. Setting the idle personnel set ensures that the system gives priority to those who are not currently occupied when allocating tasks. This can effectively improve overall work efficiency and avoid task backlogs caused by assigning tasks to busy personnel. By obtaining the current work status of the personnel and adding the idle personnel to the idle personnel set, the system can quickly screen out the personnel who can immediately undertake the task. By obtaining the total historical task scores of the idle personnel, the system can provide a data-supported evaluation standard for each person's capabilities. The historical task scores reflect the performance of the personnel in past tasks. Therefore, when assigning tasks, these scores can be used as a reference to ensure that personnel with outstanding performance are given priority to complete important tasks.

[0019] 7. By obtaining the total number of historical tasks completed by each person, the system can evaluate the experience of each person. The total number of tasks reflects the experience accumulated by the person in task execution. Experienced people are often better able to deal with complex or urgent tasks. By obtaining the total historical task volume, the system can evaluate the load-bearing capacity of each person in task execution. By setting weights for the total score of historical tasks, the total number of tasks and the total task volume, the system can adjust the degree of influence of different dimensions according to specific needs. This helps the system to be more flexible in task allocation and can decide which factors to prioritize based on the characteristics of the task. By calculating the total evaluation score, the system can combine multiple evaluation indicators into a clear score to facilitate personnel screening. This comprehensive scoring method effectively avoids the evaluation bias of a single dimension and ensures that the system can comprehensively consider the ability, experience and workload of each person, thereby making more accurate personnel allocation decisions. By arranging personnel from high to low in order of total evaluation scores, the system can give priority to those with the strongest comprehensive abilities to ensure that tasks can be assigned to the most suitable executors. When the total evaluation scores are the same, further comparison of sub-scores ensures the precision of task assignment and avoids selection difficulties caused by the same scores. Such a sorting mechanism improves the rationality of task assignment, enables each task to find the best executor, and improves the quality and efficiency of overall task management.

[0020] 8. By obtaining the expected number of personnel required from historical similar tasks, the system can make reasonable staffing arrangements based on the experience of completed similar tasks, which helps to avoid the problem of too many or too few personnel and improve resource utilization and task completion efficiency. By gradually matching idle personnel according to the expected number of personnel, the system can quickly and effectively determine the appropriate executors. The sequential matching method ensures the reasonable selection of personnel, and can also give priority to idle personnel with lower workloads, thereby improving the response speed of tasks.

[0021] 9. By obtaining the expected completion time of the selected personnel, the system can predict the completion cycle of the task, which not only helps with time scheduling and task progress control in project management, but also provides a reliable basis for subsequent task planning. The operation of obtaining work progress in real time provides managers with instant feedback on the execution of current tasks. This information can help managers quickly identify potential delays or problems and take appropriate adjustment measures. By obtaining the time consumed by the selected personnel, the system can quantify the actual execution of the task and provide data support for the calculation of work efficiency. The consumed time reflects the energy invested by the personnel in the process of executing the task and provides a basis for the adjustment of subsequent work plans. Combined with real-time work progress, you can have a more comprehensive understanding of the performance of each person and effectively identify potential progress problems. By calculating work efficiency, the system can evaluate the actual performance of the personnel and determine whether the execution of the task is in line with expectations. Work efficiency reflects the situation of personnel completing work in unit time, which can help managers identify efficient and inefficient workers and make adjustments based on specific circumstances.

[0022] 10. Setting the expected workload deviation threshold can help the system better monitor the execution of tasks and promptly identify problems that differ greatly from expectations. By calculating the expected workload, the system can predict the workload of personnel in advance and make reasonable arrangements. This calculation helps managers understand the overall progress of the task and provide data support for subsequent task adjustments. When the expected workload of the selected personnel is greater than or equal to the deviation threshold, the system continues to monitor the personnel's work progress. This operation ensures that the task can proceed normally without additional intervention when the personnel's work performance meets expectations. When the expected workload of the selected personnel is lower than the deviation threshold, the system assists through external aid strategies to ensure that the task can be completed on schedule. This step introduces additional resources to make up for the lack of work efficiency and prevents delays in the progress of the entire task due to the inefficiency of individual personnel. The implementation of the external aid strategy ensures the flexibility and emergency response capabilities of the task, and helps to improve the overall efficiency and quality of task completion through resource adjustments when personnel capabilities are limited.

[0023] 11. By giving priority to the total score of historical tasks to carry out detailed screening of personnel, the accuracy and fairness of task allocation are ensured. When the total evaluation scores are the same, further comparison of the total scores of historical tasks can more clearly reflect the work quality of personnel, thereby selecting personnel who performed better in historical tasks. When the total scores of historical tasks are the same, comparing the number of historical tasks can reflect the task execution experience of personnel, which in turn affects the allocation decision. Personnel with more tasks usually have more task execution experience, so giving priority to these personnel helps ensure the efficient completion of tasks. When the total number of historical tasks is the same, by comparing the amount of historical tasks, the system can further evaluate the work carrying capacity of personnel. Personnel with a larger amount of tasks usually have stronger work ability or experience in taking on more tasks, so giving priority to these personnel can improve the reliability and stability of task execution.

[0024] 12. By testing the work efficiency of selected personnel, timely identify personnel with lower-than-expected workload and their subtasks, ensure that the task allocation system can respond quickly and make adjustments. By matching the skills required for subtasks with the skill sets of personnel, it can ensure that the selection of subsequent assistance personnel is more accurate. By recording and obtaining historical assistance personnel, existing data and experience can be used to optimize decisions. This method can not only speed up the selection of assistance personnel, but also ensure the accuracy of decisions based on historical experience. By obtaining the skills and numbers of historical assistance personnel, basic data is provided for subsequent skill matching and personnel screening, ensuring that assistance personnel have skills that meet the task requirements, which can effectively improve the quality of work. At the same time, combined with the numbering, it can also ensure the fairness and orderliness of personnel arrangements. By judging the matching degree of skills, it can ensure that assistance personnel have the skills required to perform tasks, avoiding invalid or inefficient assistance arrangements.

[0025] 13. The assistance workload method is adopted to ensure that historical assistance personnel will not affect the progress and quality of the current task due to excessive assistance. This control of the assistance workload can effectively balance the load of personnel and avoid reduced efficiency or work fatigue caused by excessive assistance. By finding suitable assistance personnel by deferred numbering, the personnel arrangement can be dynamically adjusted to ensure the continuity and rationality of task execution, while reducing the work pressure of overloaded personnel. By finding personnel with similar numbers in the set of personnel with matching skills, the system can quickly determine backup assistance personnel. This method helps to quickly find suitable replacements when historical assistance personnel do not meet the conditions, ensuring that the progress of the task is not affected. The matching method with similar numbers not only ensures the efficiency of the selection of assistance personnel, but also avoids the waste of system resources and time delays caused by frequent screening, which helps to maintain the efficiency of task management.

[0026] 14. By obtaining the work status of pending assistance personnel, the system can determine whether the person can immediately participate in the assistance task, and avoid assigning the task to personnel who are already doing other work. This step can effectively reduce conflicts in task allocation and ensure the rationality and real-time nature of task allocation. When it is detected that the pending assistance personnel are busy, the system will postpone the number and continue to screen idle personnel to ensure that the task is supported in time. This postponement strategy can ensure the continuity of allocation, reduce bottlenecks in task allocation, and avoid task interruption due to the unavailability of assistance personnel.

[0027] 15. Through automatic postponement, the system can effectively handle resource allocation issues without manual intervention, improve the flexibility and automation level of task allocation, and ensure the work efficiency of the team. When judging the workload of pending assistance personnel, the system can make dynamic adjustments based on the actual assistance workload to avoid allocating too many tasks to a certain person and ensure balanced staff load. This workload control strategy not only ensures that personnel will not reduce efficiency due to overload, but also improves the quality of task completion.

[0028] 16. Finding suitable assistance personnel by postponing the numbering can help ensure the rationality of task allocation and reduce resource waste and wrong decisions during task execution. For idle pending assistance personnel, the system still needs to further confirm whether their assistance workload exceeds the standard to avoid the situation where the workload is close to the limit even if they are idle. This double-check mechanism can ensure the scientific and rational allocation of personnel and prevent excessive burden on personnel, resulting in reduced efficiency or task delays. When the workload of assistance personnel exceeds the standard, continue to postponing the numbering to find suitable personnel, which can ensure that the task is supported in a timely manner, and the progress of the entire project will not be affected by improper workload allocation. This strategy ensures the continuity and balance of task allocation, which not only improves the work efficiency of personnel, but also avoids waste of resources.

[0029] 17. By obtaining the time spent on the most recent assistance tasks of the pending assistance personnel, the time required for the personnel in the current task can be estimated more accurately. Setting the time coefficient provides a quantitative basis for subsequent calculations. By obtaining the complexity of the historical assistance tasks, it can reflect whether the pending assistance personnel are competent for the current assistance tasks. The setting of the complexity coefficient helps to quantify the challenge of complex tasks. By obtaining the work quality requirements of the pending assistance personnel in historical tasks, their emphasis on task quality and execution ability can be evaluated. The setting of the work quality requirement coefficient can help managers better measure whether the assistance personnel are suitable for the current task when allocating tasks and ensure the quality of task completion. By analyzing the work intensity of the historical tasks of the pending assistance personnel, their ability to work under high pressure conditions can be evaluated. Setting the work intensity coefficient can enable the system to fully consider the work tolerance of personnel when allocating tasks and ensure the balance of task allocation. By setting weights for each key factor, the system can make more detailed considerations for different task characteristics. This weighting method can take into account the importance of different factors to ensure that task allocation does not rely solely on a certain factor, but conducts a comprehensive evaluation based on actual conditions, thereby making the best allocation decision.

[0030] 18. By calculating the comprehensive task coefficient, the system can comprehensively evaluate the historical tasks of the pending assistance personnel, and then provide an important reference for the allocation of current tasks. The comprehensive task coefficient takes into account multiple dimensions, ensuring the accuracy and comprehensiveness of the evaluation and avoiding the deviation caused by a single dimension. By obtaining the comprehensive task coefficient of the last assistance task of the personnel in the assistance record, the system can establish a comparison benchmark.

[0031] 19. By setting the workload conversion threshold, the system can more accurately control the assistance workload. This threshold is used to judge the acceptable range of the task and avoid unreasonable task allocation. Setting the threshold can avoid excessive work of personnel and prevent waste of resources due to too low task allocation, thereby improving the matching degree between personnel and tasks.

[0032] 20. By calculating the set of comprehensive task coefficient ratios, the system can quantitatively compare the task difficulty of the pending assistance personnel with that of the previous assistance personnel. By comparing the comprehensive task coefficient ratio with the workload conversion threshold, the system can determine whether the task difficulty of the pending assistance personnel exceeds a reasonable range, and record the number of differences greater than zero, which can provide a reference for subsequent judgment on whether the task allocation exceeds the standard. By calculating the ratio, the system can effectively determine whether the workload of the pending assistance personnel exceeds the standard. This statistical judgment method can reduce errors and provide more scientific and reasonable task allocation standards. If the ratio is greater than 10%, the system will adjust the task allocation in a timely manner to avoid excessive work, thereby improving work efficiency and task completion quality. This strategy can play an important role in dynamic task management and ensure the scientificity and efficiency of task allocation. BRIEF DESCRIPTION OF THE DRAWINGS

[0033] Figure 1 It is a schematic diagram of the process of the present invention. DETAILED DESCRIPTION

[0034] The following will be combined with the drawings in the embodiments of the present invention to clearly and completely describe the technical solutions in the embodiments of the present invention. Obviously, the described embodiments are only part of the embodiments of the present invention, not all of the embodiments. Based on the embodiments of the present invention, all other embodiments obtained by ordinary technicians in this field without creative work are within the scope of protection of the present invention.

[0035] Example, see Figure 1 , a crowdsourcing task allocation method for multi-person collaboration on complex tasks, including: Obtain all personnel in the talent pool and number them in the order in which they are obtained; Get the skill tag of each person. A single person has multiple different skill tags. Get the time spent on each person's historical tasks; Get the score of each historical task of each person and calculate the average score of historical tasks. The average score of historical tasks = the sum of historical task scores / the total number of historical tasks. The acquired personnel are classified according to their skill tags, and a personnel set is created with the skill tags as the name. The elements in the same personnel set are personnel with the same skills. Get the historical task list; Split the task, specifically, first decompose the task into multiple modules according to its function, further split each module into specific subtasks, estimate the task volume for each subtask, and archive the split task records; The specific method of estimating the task volume for each subtask is to collect data of similar tasks completed previously, including the workload and completion time of each task, perform statistical analysis on the collected data, calculate the average of the collected task workload and completion time, use the obtained average as the typical workload, compare the current task with the historical tasks, evaluate the similarity, set a similarity deviation threshold, and when the similarity is ≦ the similarity deviation threshold, use the typical workload as the estimated task volume of the subtask; when the similarity is greater than the similarity deviation threshold, use the typical workload × (1 + similarity - similarity deviation threshold) as the estimated task volume of the subtask; Assign people based on the estimated workload of each subtask.

[0036] By labeling all personnel with numbers, an orderly personnel management mechanism is provided for the subsequent task assignment process, ensuring that personnel information can be accurately recorded and quickly retrieved, obtaining skill tags for each person, and considering that a single person may have multiple skills, so that task assignment can more accurately match the capabilities of personnel. Through the management of skill labels, the system can better identify and utilize the diverse skills of personnel and avoid assigning complex tasks to personnel who do not have specific skills. The mechanism of multi-skill labels provides flexibility for task allocation, especially in some cross-domain tasks, which can significantly improve the efficiency and quality of task completion. By quantifying the scores of historical tasks and calculating the average score, the system can comprehensively evaluate the performance of each person in past tasks. Classifying personnel according to skill labels helps to quickly match task requirements with personnel skills. This classification method ensures that each subtask of a complex task can find a suitable person to perform, reducing task delays or quality problems caused by mismatched personnel skills. The acquisition of historical task lists provides reference data for the decomposition and estimation of current tasks, especially for repetitive or similar tasks. By analyzing historical tasks, the difficulty of decomposing current tasks can be reduced and the rationality of task allocation can be improved. By breaking down tasks into smaller subtasks, the system can The subtasks can make more accurate task volume estimation and personnel allocation, thereby improving the efficiency of task execution. At the same time, recording the split task archives is helpful for data reference and reuse in subsequent tasks, reducing duplication of work, and providing systematic data support for task management. The average workload and completion time of historical tasks provide a reliable basis for the allocation of current tasks. This data-driven estimation method can effectively reduce the uncertainty in task decomposition and allocation, ensuring that the workload of each subtask can match the actual needs. The similarity evaluation mechanism can help the system make more accurate adjustments in the task volume estimation process. When the task is highly similar to the historical task, directly using the typical workload can save time and resources. When the task difference is large, by adjusting the estimated workload, the flexibility and accuracy of the task volume estimation can be ensured. Allocating personnel according to the estimated task volume of the subtask helps to achieve accurate matching of tasks and personnel, and avoid inefficiency or waste of resources due to the mismatch between task volume and personnel capabilities.

[0037] The similarity assessment specifically includes: Identify criteria for comparison, including task type, complexity, size, and skills required; Set weights for each criterion to be compared: A for task type, B for complexity, C for size, and D for required skills. Compare the current task with the historical task list to create a comparison matrix; A quantitative indicator is set for each criterion, wherein the quantitative indicator is a numerical value, for example, a 1-5 point system is used, where 1 is not similar and 5 is very similar; Score each historical task and the criteria to be compared according to quantitative indicators, and record the score of each criterion; Calculate the total similarity score of the task, total similarity score = task type score × A + complexity score × B + scale score × C + required skill score × D; The total similarity score of the tasks is recorded as Similarity.

[0038] Clearly defining the comparison criteria as task type, complexity, scale, and required skills will help to conduct a more comprehensive and accurate similarity analysis between the current task and historical tasks. These criteria cover the core features of the task, allowing the system to comprehensively consider all aspects of the task when matching tasks and avoid single-dimensional comparison distortion. By setting weights for each criterion, the system can perform differentiated processing based on the importance of the task. For example, a task with higher complexity can be given a greater weight to ensure that it dominates the similarity analysis. This weighting mechanism improves the sophistication of the similarity analysis and makes task allocation more accurate, especially when there are significant differences between different tasks. The weight setting helps the system better focus on the key features of the task, thereby optimizing the matching efficiency between tasks and personnel. The creation of a comparison matrix provides a systematic framework for similarity analysis. Through the matrix form, the system can intuitively compare the differences between the current task and historical tasks in various criteria. The structured data presentation of the matrix helps to simplify the comparison process between complex tasks, allowing the system to quickly screen out tasks with a high degree of similarity to the current task. Historical tasks, this method not only improves the efficiency of task similarity calculation, but also provides accurate basic data for subsequent task decomposition and allocation. By setting quantitative indicators for each standard, the system can convert complex standards into easy-to-calculate numerical forms, which is convenient for subsequent similarity score calculations. Scoring historical tasks and standards helps to quantify the differences between task characteristics and ensure that the key features of each task are fully considered. By calculating the total similarity score, the system can weightedly integrate the similarities of various dimensions of the task and find the historical task that is closest to the current task. This multi-dimensional weighted calculation method can reflect the overall differences in task characteristics and avoid the deviation caused by a single standard.

[0039] The allocation of personnel according to the estimated workload of each subtask specifically includes: For any subtask; Get a set of personnel corresponding to the skills required for the subtask; Set up a collection of available personnel; Get the current working status of each person in the personnel set, and add the people whose working status is idle to the idle personnel set; Get the total historical task score of each person in the idle personnel set; Get the total number of historical tasks completed by each person in the idle personnel set; Get the total historical task volume completed by each person in the idle personnel set; Set the weights of the total score of historical tasks, the total number of historical tasks, and the total amount of historical tasks to E, F, and G, respectively; Calculate the total evaluation score of each person in the idle personnel set, total evaluation score = total score of historical tasks × E + total number of historical tasks × F + total number of historical tasks × G; Arrange the elements in the idle personnel set from high to low according to the total evaluation score of each element. If the total evaluation scores are the same, use the sub-scores to compare and arrange them.

[0040] By obtaining a set of personnel that matches the skills required for the subtask, the system can ensure the accuracy of task allocation and ensure that each subtask can be assigned to a person with the corresponding skills. This not only improves the efficiency of task completion, but also ensures the quality of tasks. Setting a set of idle personnel ensures that the system gives priority to those who are not currently occupied when allocating tasks. This can effectively improve overall work efficiency and avoid task backlogs caused by assigning tasks to busy personnel. By obtaining the current work status of personnel and adding idle personnel to the set of idle personnel, the system can quickly screen out personnel who can immediately undertake tasks. By obtaining the total historical task scores of idle personnel, the system can provide a data-supported evaluation standard for each person's capabilities. The historical task scores reflect the performance of personnel in past tasks. Therefore, when assigning tasks, these scores can be used as a reference to ensure that personnel with outstanding performance are given priority to complete important tasks. By obtaining the total number of historical tasks completed by each person, the system can evaluate each person's The system can evaluate the load-bearing capacity of each person in task execution by obtaining the total historical task volume. By setting weights for the total score of historical tasks, the total number of tasks and the total task volume, the system can adjust the degree of influence of different dimensions according to specific needs. This helps the system to be more flexible in task allocation and can decide which factors to prioritize based on the characteristics of the task. By calculating the total evaluation score, the system can combine multiple evaluation indicators into a clear score to facilitate personnel screening. This comprehensive scoring method effectively avoids the evaluation bias of a single dimension and ensures that the system can comprehensively consider the ability, experience and workload of each person, thereby making more accurate personnel allocation decisions. By arranging personnel in order from high to low according to the total evaluation score, the system can give priority to those with the strongest comprehensive capabilities to ensure that tasks can be assigned to the most suitable executors. When the total evaluation scores are the same, further comparison of sub-scores ensures the precision of task assignment and avoids selection difficulties caused by the same scores. Such a sorting mechanism improves the rationality of task assignment, enables each task to find the best executor, and improves the quality and efficiency of overall task management.

[0041] The allocation of personnel according to the estimated workload of each subtask specifically includes: Get the expected number of personnel required for the current task from historical similar tasks; Start matching from the first person in the idle person set, and match backwards in sequence until the number of matched people equals the expected number of people needed, and record the matched people as selected people; Get the expected completion time for each selected person; Get the work progress of each selected person in real time; Get the time consumed by the selected person; Calculate the work efficiency of the selected personnel, work efficiency = the current work progress of the selected personnel / the time consumed by the selected personnel; Set thresholds for deviations from expected workload; Calculate the expected workload of the selected personnel, the expected workload of the selected personnel = the work efficiency of the selected personnel × the expected completion time of the selected personnel; If the expected workload of the selected personnel is ≧ the expected workload deviation threshold, continue to monitor the work progress of the selected personnel; If the expected workload of the selected personnel is less than the expected workload deviation threshold, an external aid strategy is used to assist the selected personnel.

[0042] By obtaining the expected number of personnel required from historical similar tasks, the system can make reasonable personnel allocation based on the experience of completed similar tasks, which helps to avoid the problem of too many or too few personnel and improve resource utilization and task completion efficiency. By gradually matching idle personnel according to the expected number of personnel, the system can quickly and effectively determine the appropriate execution candidates. The sequential matching method ensures the reasonable selection of personnel, and can also give priority to idle personnel with lower workloads, thereby improving the response speed of tasks. By obtaining the expected completion time of the selected personnel, the system can predict the completion cycle of the task, which not only helps the time arrangement and task progress control in project management, but also provides a reliable basis for subsequent task planning. The operation of obtaining work progress in real time provides managers with instant feedback on the current task execution. This information can help managers quickly identify potential delays or problems and take appropriate adjustment measures. By obtaining the time consumed by the selected personnel, the system can quantify the actual execution of the task and provide data support for the calculation of work efficiency. The consumed time reflects the energy invested by the personnel in the process of executing the task and provides a basis for the adjustment of the subsequent work plan. Combined with real-time work progress, you can have a more comprehensive understanding of the performance of each person and effectively identify potential progress issues. By calculating work efficiency, the system can evaluate the actual performance of personnel and determine whether the execution of tasks meets expectations. Work efficiency reflects the situation of personnel completing work in unit time, which can help managers identify efficient and inefficient workers and make adjustments according to specific circumstances. Setting the expected workload deviation threshold can help the system better monitor the execution of tasks and promptly discover problems that differ greatly from expectations. By calculating the expected workload, the system can predict the workload of personnel in advance and make reasonable arrangements. This calculation helps managers understand the overall progress of the task and provide data support for subsequent task adjustments. When the expected workload of the selected personnel is greater than or equal to the deviation threshold, the system continues to monitor the work progress of the personnel. This operation ensures that the task can proceed normally without additional intervention when the personnel's work performance meets expectations. When the expected workload of the selected personnel is lower than the deviation threshold, the system assists through external aid strategies to ensure that the task can be completed on schedule. This step compensates for the lack of work efficiency by introducing additional resources to prevent the delay of the entire task progress due to the inefficiency of individual personnel. The implementation of the external aid strategy ensures the flexibility and emergency response capabilities of the task, which helps to improve the overall efficiency and quality of task completion through resource adjustment when personnel capabilities are limited.

[0043] If the total evaluation scores are the same, the sub-scores are used for comparison and ranking, specifically including: When the total evaluation scores are the same, compare the total scores of historical tasks of the people with the same total evaluation scores, and rank the people with higher total scores first, and the people with lower total scores last; If the total scores of historical tasks are the same, the total number of historical tasks of the people with the same total score will be compared, and the person with more total number of historical tasks will be ranked first, and the person with less total number of historical tasks will be ranked last; If the total number of historical tasks is the same, compare the total number of historical tasks of people with the same total number of historical tasks, and rank those with more total historical tasks in front, and those with less total historical tasks in the back.

[0044] By giving priority to the total score of historical tasks for detailed screening of personnel, the accuracy and fairness of task allocation are ensured. When the total evaluation scores are the same, further comparison of the total scores of historical tasks can more clearly reflect the work quality of personnel, thereby selecting personnel who performed better in historical tasks. When the total scores of historical tasks are the same, comparing the number of historical tasks can reflect the task execution experience of personnel, which in turn affects the allocation decision. Personnel with more tasks usually have more task execution experience, so giving priority to these personnel helps ensure the efficient completion of tasks. When the total number of historical tasks is the same, by comparing the amount of historical tasks, the system can further evaluate the work carrying capacity of personnel. Personnel with a larger amount of tasks usually have stronger work ability or experience in taking on more tasks, so giving priority to these personnel can improve the reliability and stability of task execution.

[0045] The aforementioned use of external assistance strategies to assist in the selection of personnel specifically includes: Obtain the subtasks to which the selected personnel whose expected workload is less than the expected workload deviation threshold belong; Get a set of personnel corresponding to the skills required for the subtask; Get the person who has provided assistance recently in history, and record it as the person who has provided assistance recently in history; Get the skills and numbers of the most recent historical assistance personnel; Determine whether the skills of the most recent assistance personnel are the same as the skills of the subtask to which the assistance personnel need to belong; If they are the same, the assistance workload method is used to determine whether the assistance workload of the most recent assistance personnel exceeds the standard. If it exceeds the standard, the number of the most recent assistance personnel is postponed until an assistance personnel whose assistance workload does not exceed the standard is found; If they are not the same, find the person whose number is closest to the most recent historical assistance person in the personnel set corresponding to the skills required for the subtask and record him as the pending assistance person.

[0046] By testing the work efficiency of selected personnel, personnel with lower-than-expected workloads and their subtasks can be identified in a timely manner, ensuring that the task allocation system can respond and adjust quickly. By matching the skills required for subtasks with the skill sets of personnel, it can ensure that the selection of subsequent assistance personnel is more accurate. By recording and obtaining historical assistance personnel, existing data and experience can be used to optimize decisions. This method can not only speed up the selection of assistance personnel, but also ensure the accuracy of decisions based on historical experience. By obtaining the skills and numbers of historical assistance personnel, basic data can be provided for subsequent skill matching and personnel screening, ensuring that assistance personnel have skills that match the task requirements, which can effectively improve the quality of work. At the same time, combined with the numbering, it can also ensure the fairness and orderliness of personnel arrangements. By judging the matching degree of skills, it can ensure that assistance personnel have the skills required to perform tasks, avoiding ineffective Or inefficient assistance arrangements, the assistance workload method is adopted to ensure that historical assistance personnel will not affect the progress and quality of the current task due to excessive assistance. This control of the assistance workload can effectively balance the load of personnel and avoid reduced efficiency or work fatigue caused by excessive assistance. By finding suitable assistance personnel by deferred numbering, the personnel arrangement can be dynamically adjusted to ensure the continuity and rationality of task execution, while reducing the work pressure of overloaded personnel. By finding personnel with similar numbers in the set of personnel with matching skills, the system can quickly determine backup assistance personnel. This method helps to quickly find suitable replacements when historical assistance personnel do not meet the conditions, ensuring that the progress of the task is not affected. The matching method with similar numbers not only ensures the efficiency of the selection of assistance personnel, but also avoids the waste of system resources and time delays caused by frequent screening, which helps to maintain the efficiency of task management.

[0047] The aforementioned use of external assistance strategies to assist in the selection of personnel specifically includes: Get the work status of pending assistance personnel; If the work status of the pending assistance personnel is busy, the number of the pending assistance personnel will be postponed until the first person with an idle work status is found. The assistance workload method is used to determine whether the assistance workload of the pending assistance personnel exceeds the standard. If it exceeds the standard, the number of the pending assistance personnel will be postponed until a person with an assistance workload that does not exceed the standard and whose work status is idle is found; If the working status of the pending assistance personnel is idle, the assistance workload method is used to determine whether the assistance workload of the pending assistance personnel exceeds the standard. If it exceeds the standard, the number of the pending assistance personnel is postponed until a person whose assistance workload does not exceed the standard and whose working status is idle is found.

[0048] By obtaining the work status of the pending assistance personnel, the system can determine whether the person can immediately participate in the assistance task, and avoid assigning the task to the person who is already doing other work. This step can effectively reduce conflicts in task allocation and ensure the rationality and real-time nature of task allocation. When it is detected that the pending assistance personnel are busy, the system will postpone the number and continue to screen idle personnel to ensure that the task is supported in a timely manner. This postponement strategy can ensure the continuity of allocation, reduce bottlenecks in task allocation, and avoid task interruptions due to the unavailability of assistance personnel. Through automatic postponement, the system can effectively handle resource allocation issues without manual intervention, improve the flexibility and automation level of task allocation, and ensure the work efficiency of the team. When judging the workload of the pending assistance personnel, the system can make dynamic adjustments based on the actual assistance workload to avoid assigning too many tasks to a certain person and ensure balanced personnel load. This workload control strategy not only ensures that the efficiency of personnel will not be reduced due to overload, but also improves the quality of task completion. By postponing the number to find the right person to help, it helps to ensure the rationality of task allocation and reduce resource waste and wrong decisions during task execution. For idle pending helpers, the system still needs to further confirm whether their workload exceeds the standard to avoid the situation where the workload is close to the limit even if they are idle. This double check mechanism can ensure the scientificity and rationality of personnel allocation and prevent excessive burden on personnel from causing reduced efficiency or task delays. When the workload of the helper exceeds the standard, continue to postpone the number to find the right person, which can ensure that the task is supported in a timely manner, and the progress of the entire project will not be affected by improper workload allocation. This strategy ensures the continuity and balance of task allocation, which not only improves the work efficiency of personnel, but also avoids waste of resources.

[0049] The assistance workload method specifically includes: Get the time spent on the most recent assistance tasks of the pending assistance personnel and set the time coefficient; Get the complexity of the recent assistance tasks of the pending assistance personnel and set the complexity coefficient; Obtain the work quality requirements of the pending assistance personnel's recent assistance tasks and set the work quality requirement coefficient; Obtain the work intensity of the pending assistance personnel's recent assistance tasks and set the work intensity coefficient; Set weights for the acquired time spent, complexity, work quality requirements and work intensity as time weight, complexity weight, work quality requirement weight and work intensity weight respectively; Calculate the comprehensive task coefficient, comprehensive task coefficient = time coefficient × time weight + complexity coefficient × complexity weight + work quality requirement coefficient × work quality requirement weight + work intensity coefficient × work intensity weight; Obtain the comprehensive task coefficient of the last assistance task of the assisted person in the assistance record; Set workload conversion thresholds; Calculate the ratio of the comprehensive task coefficient of the pending assistance personnel to the comprehensive task coefficient of the last assistance task of the assistance personnel in the assistance record, and form the results into a comprehensive task coefficient ratio set; Subtract the elements in the comprehensive task coefficient ratio set from the workload conversion threshold in turn, and record the number of differences greater than zero; Calculate the ratio of the number of differences greater than zero to the number of elements in the comprehensive task coefficient ratio set. If the ratio is greater than 10%, the workload of the pending assistance personnel exceeds the standard; if the ratio is less than or equal to 10%, the workload of the pending assistance personnel does not exceed the standard.

[0050] By obtaining the time spent by the pending assistance personnel on their most recent assistance tasks, we can more accurately estimate the time required by the personnel in the current task. Setting the time coefficient provides a quantitative basis for subsequent calculations. By obtaining the complexity of historical assistance tasks, we can reflect whether the pending assistance personnel are competent for the current assistance tasks. The setting of the complexity coefficient helps quantify the challenge of complex tasks. By obtaining the work quality requirements of the pending assistance personnel in historical tasks, we can evaluate their emphasis on task quality and execution capabilities. The setting of the work quality requirement coefficient can help managers better measure whether the assistance personnel are suitable for the current task when allocating tasks and ensure the quality of task completion. By analyzing the work intensity of the pending assistance personnel's historical tasks, we can evaluate their ability to work under high-pressure conditions. Setting the work intensity coefficient can enable the system to fully take people into account when allocating tasks. The system can take into account the work bearing capacity of the staff and ensure the balance of task allocation. By setting weights for each key factor, the system can make more detailed considerations for different task characteristics. This weighting method can take the importance of different factors into consideration to ensure that task allocation does not rely solely on a certain factor, but conducts a comprehensive assessment based on actual conditions to make the best allocation decision. By calculating the comprehensive task coefficient, the system can conduct a comprehensive assessment of the historical tasks of the pending assistance personnel, and then provide an important reference for the allocation of current tasks. The comprehensive task coefficient takes into account multiple dimensions, ensures the accuracy and comprehensiveness of the assessment, and avoids the deviation caused by a single dimension. By obtaining the comprehensive task coefficient of the last assistance task of the personnel in the assistance record, the system can establish a comparison benchmark. By setting the workload conversion threshold, the system can control the assistance workload more accurately. This threshold is used to judge the acceptable range of tasks and avoid unreasonable task allocation. Setting a threshold can prevent personnel from overworking and prevent waste of resources due to too low task allocation, thereby improving the matching degree between personnel and tasks. By calculating the set of comprehensive task coefficient ratios, the system can quantitatively compare the task difficulty of pending assistance personnel with that of previous assistance personnel. By comparing the comprehensive task coefficient ratio with the workload conversion threshold, the system can judge whether the task difficulty of pending assistance personnel exceeds a reasonable range, and record the number of differences greater than zero, which can provide a reference for subsequent judgment of whether the task allocation exceeds the standard. By calculating the ratio, the system can effectively judge whether the workload of pending assistance personnel exceeds the standard. This statistical judgment method can reduce errors and provide a more scientific and reasonable task allocation standard. If the ratio is greater than 10%, the system will adjust the task allocation in time to avoid overworking, thereby improving work efficiency and task completion quality. This strategy can play an important role in dynamic task management and ensure the scientificity and efficiency of task allocation.

[0051] It should be noted that, in this article, relational terms such as first and second, etc. are only used to distinguish one entity or operation from another entity or operation, and do not necessarily require or imply any such actual relationship or order between these entities or operations. Moreover, the terms "include", "comprise" or any other variants thereof are intended to cover non-exclusive inclusion, so that a process, method, article or device including a series of elements includes not only those elements, but also other elements not explicitly listed, or also includes elements inherent to such process, method, article or device.

[0052] The above is only a preferred embodiment of the present invention. It should be pointed out that for ordinary technicians in this technical field, several improvements and modifications can be made without departing from the technical principles of the present invention. These improvements and modifications should also be regarded as the scope of protection of the present invention.

Claims

1. A crowdsourcing task allocation method for multi-person collaboration on complex tasks, characterized in that: include: Obtain all personnel in the talent pool and number them in the order in which they are obtained; Get the skill tag of each person. A single person has multiple different skill tags. Get the time spent on each person's historical tasks; Get the score of each historical task of each person and calculate the average score of historical tasks. The average score of historical tasks = the sum of historical task scores / the total number of historical tasks. The acquired personnel are classified according to their skill tags, and a personnel set is created with the skill tags as the name. The elements in the same personnel set are personnel with the same skills. Get the historical task list; Split the task, specifically, first decompose the task into multiple modules according to its function, further split each module into specific subtasks, estimate the task volume for each subtask, and archive the split task records; The specific method of estimating the task volume for each subtask is to collect data of similar tasks completed previously, including the workload and completion time of each task, perform statistical analysis on the collected data, calculate the average of the collected task workload and completion time, use the obtained average as the typical workload, compare the current task with the historical tasks, evaluate the similarity, set a similarity deviation threshold, and when the similarity is ≦ the similarity deviation threshold, use the typical workload as the estimated task volume of the subtask; when the similarity is greater than the similarity deviation threshold, use the typical workload × (1 + similarity - similarity deviation threshold) as the estimated task volume of the subtask; Assign people based on the estimated workload of each subtask; The allocating personnel according to the estimated workload of each subtask specifically includes: For any subtask; Get a set of personnel corresponding to the skills required for the subtask; Set up a collection of available personnel; Get the current working status of each person in the personnel set, and add the people whose working status is idle to the idle personnel set; Get the total historical task score of each person in the idle personnel set; Get the total number of historical tasks completed by each person in the idle personnel set; Get the total historical task volume completed by each person in the idle personnel set; Set the weights of the total score of historical tasks, the total number of historical tasks, and the total amount of historical tasks to E, F, and G, respectively; Calculate the total evaluation score of each person in the idle personnel set, total evaluation score = total score of historical tasks × E + total number of historical tasks × F + total number of historical tasks × G; Arrange the elements in the idle personnel set from high to low according to the total evaluation score of each element. If the total evaluation scores are the same, compare and arrange them using the sub-scores; Get the expected number of personnel required for the current task from historical similar tasks; Start matching from the first person in the idle person set, and match backwards in sequence until the number of matched people equals the expected number of people needed, and record the matched people as selected people; Get the expected completion time for each selected person; Get the work progress of each selected person in real time; Get the time consumed by the selected person; Calculate the work efficiency of the selected personnel, work efficiency = the current work progress of the selected personnel / the time consumed by the selected personnel; Set thresholds for deviations from expected workload; Calculate the expected workload of the selected personnel, the expected workload of the selected personnel = the work efficiency of the selected personnel × the expected completion time of the selected personnel; If the expected workload of the selected personnel is ≧ the expected workload deviation threshold, continue to monitor the work progress of the selected personnel; If the expected workload of the selected personnel is less than the expected workload deviation threshold, an external aid strategy is used to assist the selected personnel.

2. A crowdsourcing task allocation method for multi-person collaboration on complex tasks according to claim 1, characterized in that: The similarity assessment specifically includes: Identify criteria for comparison, including task type, complexity, size, and skills required; Set weights for each criterion to be compared: A for task type, B for complexity, C for size, and D for required skills. Compare the current task with the historical task list to create a comparison matrix; Setting a quantitative indicator for each standard, wherein the quantitative indicator is a numerical value; Score each historical task and the criteria to be compared according to quantitative indicators, and record the score of each criterion; Calculate the total similarity score of the task, total similarity score = task type score × A + complexity score × B + scale score × C + required skill score × D; The total similarity score of the tasks is recorded as Similarity.

3. The method for crowdsourcing task allocation for multi-person collaboration on complex tasks according to claim 1, characterized in that: If the total evaluation scores are the same, the sub-scores are used for comparison and ranking, specifically including: When the total evaluation scores are the same, compare the total scores of historical tasks of the people with the same total evaluation scores, and rank the people with higher total scores first, and the people with lower total scores last; If the total scores of historical tasks are the same, the total number of historical tasks of the people with the same total score will be compared, and the person with more total number of historical tasks will be ranked first, and the person with less total number of historical tasks will be ranked last; If the total number of historical tasks is the same, compare the total number of historical tasks of people with the same total number of historical tasks, and rank those with more total historical tasks in front, and those with less total historical tasks in the back.

4. The method for crowdsourcing task allocation for multi-person collaboration on complex tasks according to claim 1, characterized in that: The aforementioned use of external assistance strategies to assist in the selection of personnel specifically includes: Obtain the subtasks to which the selected personnel whose expected workload is less than the expected workload deviation threshold belong; Get a set of personnel corresponding to the skills required for the subtask; Get the person who has provided assistance recently in history, and record it as the person who has provided assistance recently in history; Get the skills and numbers of the most recent historical assistance personnel; Determine whether the skills of the most recent assistance personnel are the same as the skills of the subtask to which the assistance personnel need to belong; If they are the same, the assistance workload method is used to determine whether the assistance workload of the most recent assistance personnel exceeds the standard. If it exceeds the standard, the number of the most recent assistance personnel is postponed until an assistance personnel whose assistance workload does not exceed the standard is found; If they are not the same, find the person whose number is closest to the most recent historical assistance person in the personnel set corresponding to the skills required for the subtask and record him as the pending assistance person.

5. A crowdsourcing task allocation method for multi-person collaboration on complex tasks according to claim 4, characterized in that: The aforementioned use of external assistance strategies to assist in the selection of personnel specifically includes: Get the work status of pending assistance personnel; If the work status of the pending assistance personnel is busy, the number of the pending assistance personnel will be postponed until the first person with an idle work status is found. The assistance workload method is used to determine whether the assistance workload of the pending assistance personnel exceeds the standard. If it exceeds the standard, the number of the pending assistance personnel will be postponed until a person with an assistance workload that does not exceed the standard and whose work status is idle is found; If the working status of the pending assistance personnel is idle, the assistance workload method is used to determine whether the assistance workload of the pending assistance personnel exceeds the standard. If it exceeds the standard, the number of the pending assistance personnel is postponed until a person whose assistance workload does not exceed the standard and whose working status is idle is found.

6. A crowdsourcing task allocation method for multi-person collaboration on complex tasks according to claim 5, characterized in that: The assistance workload method specifically includes: Get the time spent on the most recent assistance tasks of the pending assistance personnel and set the time coefficient; Get the complexity of the recent assistance tasks of the pending assistance personnel and set the complexity coefficient; Obtain the work quality requirements of the pending assistance personnel's recent assistance tasks and set the work quality requirement coefficient; Obtain the work intensity of the pending assistance personnel's recent assistance tasks and set the work intensity coefficient; Set weights for the acquired time spent, complexity, work quality requirements and work intensity as time weight, complexity weight, work quality requirement weight and work intensity weight respectively; Calculate the comprehensive task coefficient, comprehensive task coefficient = time coefficient × time weight + complexity coefficient × complexity weight + work quality requirement coefficient × work quality requirement weight + work intensity coefficient × work intensity weight; Obtain the comprehensive task coefficient of the last assistance task of the assisted person in the assistance record; Set workload conversion thresholds; Calculate the ratio of the comprehensive task coefficient of the pending assistance personnel to the comprehensive task coefficient of the last assistance task of the assistance personnel in the assistance record, and form the results into a comprehensive task coefficient ratio set; Subtract the elements in the comprehensive task coefficient ratio set from the workload conversion threshold in turn, and record the number of differences greater than zero; Calculate the ratio of the number of differences greater than zero to the number of elements in the comprehensive task coefficient ratio set. If the ratio is greater than 10%, the workload of the pending assistance personnel exceeds the standard; if the ratio is less than or equal to 10%, the workload of the pending assistance personnel does not exceed the standard.

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