A multi-agent collaborative project-based list management method and system

Abstract

The present application relates to a kind of list-based management method and system based on multi-agent collaborative project, belong to project management technical field.Establish list in the whole life cycle of project approval, project implementation and project acceptance, carry out dynamic control to project, ensure the coherence of project from planning to landing, realize whole process penetration type management;Project approval stage, including establishing the basic situation list of project research unit, establishing project performance index list, establishing project investment budget list;Project implementation stage, including establishing project contract signing list, establishing project progress execution list, establishing project fund execution list;Project acceptance stage, including establishing project achievement delivery list, establishing project fund final account list, establishing project acceptance application list, establishing project archives handover list.The present application solves the problem that communication and coordination between cross-domain, cross-regional cooperation subjects are difficult, effectively improves work quality and efficiency.

Description

Technical Field

[0001] This invention relates to a list-based management method and system for multi-entity collaborative projects, belonging to the field of project management technology. Background Technology

[0002] As projects grow in scale and complexity, and with diversified objectives and a growing number of stakeholders, a single company or team often struggles to complete all project tasks independently. Therefore, collaboration among multiple stakeholders becomes crucial for ensuring smooth project progress and efficient completion.

[0003] However, multi-entity collaborative projects involve numerous participating units, which vary in nature, internal management processes, main business, and geographical location. This cross-domain and cross-regional cooperation increases the difficulty of communication and coordination, placing very high demands on project managers. Summary of the Invention

[0004] To address the challenges of communication, coordination, and management difficulties arising from the cross-domain and cross-regional nature of multi-entity collaborative projects, this invention provides a checklist-based management method and system for such projects. This method uses the project as the main thread, establishing a checklist throughout the entire project lifecycle—from initiation and implementation to acceptance—to dynamically manage and ensure the continuity of project planning and execution. The system integrates core modules for data acquisition, data storage, data processing, data display, and intelligent early warning to support full lifecycle project management. Through this method and system, integrated closed-loop management and comprehensive, end-to-end management of projects are achieved, effectively improving the scientific rigor, standardization, and efficiency of project management.

[0005] The objective of this invention is achieved through the following technical solutions.

[0006] In a first aspect, the present invention provides a list-based management method for multi-entity collaborative projects, the method comprising the following steps:

[0007] With projects as the main thread, a checklist is established throughout the entire lifecycle of a project, from initiation to implementation and acceptance, to dynamically manage and control the project, ensuring the continuity of the project from planning to implementation and achieving full-process, penetrating management.

[0008] (1) Project initiation stage

[0009] (1.1) Establish a list of basic information of the project undertaking units. After the project is officially approved, compile and sort out the basic information of all undertaking units, including their address, abbreviation, unified social credit code, project leader (name, position / title, contact number), financial officer (name, position / title, contact number), and archive officer (name, position / title, contact number), to form a list of basic information of the project undertaking units. This list is used to enable managers to have a comprehensive understanding of the basic information of each entity in the project and to quickly locate the required information when needed.

[0010] (1.2) Establish a project performance indicator list. After the project receives formal approval, the assessment objectives and milestones of each undertaking unit are reviewed, all expected results are quantified and completion timelines are clearly defined, forming a project performance indicator list. This list clearly presents the assessment objectives of each unit, the corresponding quantified results and completion time requirements, as well as the overall project results summary and timeline distribution, facilitating regular inspections and assessments by managers, enabling control over the overall project progress and risk warning.

[0011] (1.3) Establish a project investment budget list. After the project receives formal approval, the planned investment of each undertaking unit is reviewed. At the investment item setting level, each item involved in the project implementation is statistically analyzed separately, and the national funding and self-raised funds are statistically analyzed separately, thereby forming a project investment budget list. This list, through scientific classification and structured design, establishes a multi-level and multi-dimensional fund management framework. On the one hand, managers can clearly grasp the overall investment situation of the project, including the total national funding, the total self-raised investment, and the distribution of investment in each item; on the other hand, they can clearly grasp the detailed investment situation of each unit, including the national funding, self-raised investment, and the distribution of investment in each item for each unit, thereby achieving refined control of project funds and providing clear financial guidance for project execution.

[0012] (2) Project Implementation Phase

[0013] (2.1) Establish a project contract signing status list. After the project receives formal approval, the project lead unit needs to sign contracts with each participating unit individually and establish a project contract signing status list. The status of each participating unit's contract signing will be indicated by three colors: red, yellow, and green. Red indicates that there are problems in the contract signing process, and the specific problems should be recorded in detail in the "Status Description" field to facilitate communication and targeted follow-up by managers. Yellow indicates that the contract signing process is progressing smoothly, and the estimated completion time should be noted in the "Status Description" field. Green indicates that the contract signing is complete, and the contract documents should be added as attachments to the "Contract Attachments" field, with specific contract information accessible via a link. This list can dynamically monitor the contract signing status of each unit and promptly obtain the contract documents after signing, achieving centralized management and rapid access to the contract signing status of each unit, ensuring the standardization and traceability of project contract execution.

[0014] (2.2) Establish a project progress tracking list. During the project implementation period, collect the actual completion status, interim results, existing problems, and next steps of each participating unit according to a predetermined cycle (such as monthly, quarterly, or milestone nodes) to form a project progress tracking list. Compare and analyze the project progress tracking list with the project performance indicator list to keep abreast of project dynamics, identify any delays or advances in the progress of each unit, and conduct targeted communication with each unit to achieve effective monitoring of the project execution process.

[0015] (2.3) Establish a project funding execution status list. During the project implementation period, collect funding execution status data from each participating unit at predetermined intervals (such as monthly, quarterly, or milestone dates), including investment details for each item, and separately analyze national funding and self-raised funds to form a project funding execution status list. This list facilitates managers in regularly checking the use of project funds, identifying risks associated with fund usage, and communicating with each unit to ensure the legality and compliance of fund usage, thereby achieving effective monitoring of project fund usage.

[0016] (3) Project Acceptance Stage

[0017] (3.1) Establish a project deliverables list. Before the final acceptance of the project, collect materials such as the types, quantities, actual delivery time, and delivery form of all deliverables that each research unit should deliver, form a project deliverables list, compare and analyze the project deliverables list with the project performance indicator list, understand the completion status of project objectives, identify unfinished deliverables of each unit and follow up on them accordingly.

[0018] (3.2) Establish a project funding final account list. Before the final acceptance of the project, summarize the project funding execution status (national allocation + self-raised funds) of each unit, the actual expenditure of each item, the surplus funds, and the details of the fixed assets formed (equipment name, model, value, custodian unit, and transfer confirmation status).

[0019] (3.3) Establish a project acceptance application list. After the project implementation period ends, collect the acceptance applications submitted by each research unit, including the acceptance time, acceptance scope, list of submitted documents, application status review status, and other complete materials to form a project acceptance application list.

[0020] (3.4) Establish a project file transfer list. Collect all documents that need to be archived throughout the entire life cycle of the project, including project initiation, implementation, and acceptance, and indicate the version, page number, transferring unit, and transfer date to achieve closed-loop management of project files.

[0021] A second aspect of the present invention is a list-based management system for multi-entity collaborative projects, the system comprising the following core modules:

[0022] The list-based management system integrates core modules for data collection, data storage, data processing, data display, and intelligent early warning to support the management of the entire project lifecycle and achieve integrated closed-loop control of the project.

[0023] (1) Data collection module: Collects original data such as basic information of each research unit, performance indicators, investment budget, contract signing status, project progress execution status, project funding execution status, deliverables, project final account report, project acceptance application, and project archives submitted online by each research unit, replacing manual data collection and solving the problems of low data statistics efficiency, time-consuming and labor-intensive and prone to errors.

[0024] (2) Data storage module: The collected raw data, various types of list data, and process data throughout the project lifecycle are classified and stored to ensure the integrity, consistency and security of the data.

[0025] (3) Data processing module: Clean, compare, calculate and analyze the collected raw data to form various lists, and compare and analyze the various lists, including: comparing the project progress execution list with the project performance indicator list to identify progress deviations; comparing the project funding execution list with the investment budget list to identify overspending; and comparing the project deliverables list with the performance indicator list to identify unfinished items.

[0026] (4) Data display module: The processed results are presented to the manager in a visual way, including list tables, charts, color codes (red / yellow / green status), attachment links, etc., and supports the function of penetrating query such as clicking the link from the summary list to view contract documents.

[0027] (5) Intelligent early warning module: Based on preset rules, such as when the contract signing status is red, the budget execution deviation exceeds the set threshold, or the milestone node is overdue for more than the preset number of days, an early warning is triggered and an early warning signal is generated (such as message push, email notification, highlight prompt), so as to realize proactive risk management and remind managers to intervene in time to avoid the problem from escalating.

[0028] Beneficial effects:

[0029] (1) This invention introduces the list-based management method into multi-entity collaborative projects across fields and regions, which solves the problem of difficulty in communication and coordination between entities, enabling managers to find order in disordered management, greatly reducing the difficulty of project management, effectively improving work quality and efficiency, and providing a replicable paradigm reference for the management practice of similar projects.

[0030] (2) In this invention, the list-based management system realizes the penetrating digital management of the entire life cycle of the project through the automated collection, centralized storage and intelligent processing of project data. It effectively solves the problems of low data statistics efficiency, heavy reliance on manual data collection and summarization, time-consuming and labor-intensive and prone to errors in traditional management methods, and improves the accuracy of data processing and the timeliness of management response. Attached Figure Description

[0031] Figure 1 This is an architecture diagram of the list-based management method for multi-entity collaborative projects based on the present invention;

[0032] Figure 2 This is a diagram of the list-based management system architecture for multi-entity collaborative projects according to the present invention. Detailed Implementation

[0033] The present invention will be further described below with reference to specific embodiments.

[0034] Taking the domestic system application demonstration project led by our unit as an example, the project involved more than 20 research and development units located in multiple cities. The large number of participating units and the wide geographical and sectoral scope of the project resulted in significant communication and coordination challenges, placing extremely high demands on project managers. Applying a checklist-based management method and system for multi-entity collaborative projects to the project management process can greatly reduce the difficulty of project management and effectively improve work quality and management efficiency, as detailed below:

[0035] A first aspect of the present invention is a list-based management method for multi-entity collaborative projects, such as... Figure 1 As shown, the method steps are as follows:

[0036] (1) Project initiation stage

[0037] (1.1) Establish a basic information list of project undertaking units. After the project receives formal approval, the administrator compiles the basic information of all 20-plus undertaking units, including their addresses, abbreviations, unified social credit codes, project leaders (name, position / title, contact number), financial officers, and archives officers, forming a basic information list of the project undertaking units. This list allows administrators to fully understand the basic information of each entity involved in the project and quickly locate the required information when needed. For example, the administrator can quickly locate the contact information of the project leader of a unit located in Baotou or search for the information of the financial officer of a university, significantly improving the efficiency of cross-regional communication.

[0038] (1.2) Establish a list of project performance indicators. Review the assessment objectives and milestones for each participating unit, quantify all expected outcomes, and specify completion deadlines. For example, a research project requires the iterative upgrade of two domestically produced equipment systems within six months of project initiation, with the quantified outcome being "upgrade two pieces of equipment," and the completion date being the end of the sixth month. A university requires the completion of one paper and one patent within 12 months of project initiation, with the quantified outcome being "one paper and one patent," and the completion date being the end of the twelfth month. This list presents the assessment objectives, quantified outcomes, and completion dates for each unit in tabular form, as well as a summary of overall project outcomes and the distribution of timelines. Managers can use this information to allocate resources in advance and avoid delays.

[0039] (1.3) Establish a project investment budget list. Managers review the planned investments of each research unit, compiling statistics by category, including equipment costs, material costs, testing and processing costs, travel expenses, and labor costs, and separating government-allocated funds from self-raised funds. For example, a unit might have 5 million yuan in government-allocated funds and 3 million yuan in self-raised funds, with 2 million yuan allocated by the government and 1 million yuan self-raised for equipment. This list establishes a multi-level, multi-dimensional funding management framework, allowing managers to clearly understand the total government-allocated funds of 20 million yuan, the total self-raised funds of 15 million yuan, and the distribution of investment across all categories, providing a benchmark for subsequent comparisons of funding execution.

[0040] (2) Project Implementation Phase

[0041] (2.1) Establish a project contract signing status list. The project lead unit signed contracts with more than 20 participating research units one by one. The manager established a contract signing status list, using red, yellow, and green colors to indicate the signing status of each unit's contract. For example, if a unit delayed signing a contract due to disagreements over legal review clauses, the manager marked it red and recorded "There is a dispute between the two parties regarding the ownership of intellectual property rights" in the "Status Description" field. An online coordination meeting was then organized, and an agreement was reached within a week, after which the status was changed to green. A university's contract process was under internal approval, marked in yellow, with a note indicating an estimated completion time of October 20th. For contracts that had been signed, a link to the contract document was added in the "Contract Attachments" field. Through this list, the manager had a clear understanding of the contract signing status of more than 20 units, which could greatly shorten the contract signing cycle.

[0042] (2.2) Establish a project progress tracking list. During the project implementation period, managers collect the actual completion status, interim results, existing problems, and next steps of each participating unit on a monthly basis, forming a project progress tracking list. Subsequently, the project progress tracking list is compared and analyzed with the project performance indicator list. For example, a unit in Shenyang reported that "a network failure in the test environment caused a one-week delay in performance testing," and the comparison reveals that the unit's progress is one week behind schedule. Based on this discrepancy, the manager communicates with the unit via video conference, coordinates with the technical support team to remotely resolve the network problem, and brings the progress back on track.

[0043] (2.3) Establish a project funding execution status list. During the project implementation period, the manager collects the funding execution status of each research unit on a monthly basis, including the actual expenditure of national allocations and self-raised funds for each item, forming a project funding execution status list. This list is compared and analyzed with the project investment budget list. For example, in the 5th month, it was found that the national allocation execution rate for a certain unit's "equipment expenses" item had reached 85%, while the project progress was only 60% complete, identifying a risk in the use of funds. The manager can immediately contact the unit's financial officer, and after verification, it was found that the unit had purchased equipment for the subsequent stage in advance, which was a plan adjustment but the budget was not updated in time. The manager requires the unit to submit an explanation and adjust the subsequent expenditure plan to avoid the risk of overspending. At the same time, the manager can check that the overall national allocation execution rate is 52% and the self-raised fund execution rate is 48%, ensuring the overall compliance of fund use.

[0044] (3) Project Acceptance Stage

[0045] (3.1) Establish a project deliverables list. Before the final acceptance of the project, the manager collects materials from each participating unit, including all types and quantities of deliverables, actual delivery times, and delivery methods, to form a project deliverables list. This list is then compared and analyzed with the project performance indicator list. For example, if a unit is required to deliver 3 technical reports and 2 patent acceptance notices, and actually delivers 3 technical reports and 1 patent acceptance notice, the manager will mark the unit as incomplete and issue a follow-up notice. The unit must submit the missing patent acceptance notice within one week of receiving the follow-up notice to ensure the overall project deliverables are complete.

[0046] (3.2) Establish a project funding final account list. Before the final acceptance of the project, the manager summarizes the funding execution status of each unit (national allocation + self-raised funds), the actual expenditure of each item, the remaining funds, and the details of fixed assets (equipment name, model, value, custodian, and transfer confirmation status). For example, the fixed asset list includes "10 high-performance servers, model ThinkSystem SR650, valued at 800,000 yuan, custodian is a university, transfer confirmation status: signed and confirmed". The manager can directly export the forms required for reporting state-owned assets through this list, greatly simplifying the final account process.

[0047] (3.3) Establish a project acceptance application checklist. After the project implementation period ends, the manager collects the acceptance applications submitted by each participating unit, including the acceptance time, scope of acceptance, list of submitted documents, application status, and other complete materials. For example, a unit in Shanghai submitted its acceptance application on March 15, 2025, with the scope of acceptance being "software platform and integration services." The list of submitted documents included the acceptance test report, user report, and technical summary report, and the application status was "pending review." After online review by the manager, the status was updated to "approved, acceptance meeting scheduled for April 10." This checklist centrally manages the acceptance progress of more than 20 units, avoiding omissions or duplicate acceptances.

[0048] (3.4) Establish a project file transfer list. Managers collect all documents that need to be archived throughout the entire project lifecycle, from initiation and implementation to acceptance. This includes project approval documents, contracts, performance indicator tables, budget estimates, monthly progress reports, budget execution reports, acceptance applications, deliverables certificates, and final accounts reports. Each record indicates the document name, version number, number of pages, transferring unit, and transfer date. For example, "Processing Technology Research Report V2.0, 156 pages, transferring unit: a certain research institute, transfer date: May 20, 2025." Managers use this list to check the completeness of the archives. If any items are missing (e.g., a unit failed to transfer meeting minutes), a supplementary notice is sent to the archive manager, ultimately achieving closed-loop management of the archives.

[0049] A second aspect of the present invention is a list-based management system for multi-entity collaborative projects, the system comprising the following core modules:

[0050] like Figure 2 As shown, the list-based management system of this invention integrates five core modules: data collection, data storage, data processing, data display, and intelligent early warning. Throughout the entire lifecycle management process, it provides automated and intelligent technical support for the establishment, comparative analysis, and risk control of various lists. Specific applications are as follows:

[0051] (1) Data Acquisition Module: During the project initiation phase, the system distributes online templates for basic information, performance indicators, and investment estimates to more than 20 participating research units. After each unit submits the data online, the data is automatically entered into the system. During the implementation phase, the system automatically pushes monthly progress and funding execution reporting tasks. During the acceptance phase, the system collects data such as deliverables, final accounts reports, acceptance applications, and archives. This module replaces the traditional method of manual telephone reminders and Excel spreadsheet summaries, solving the problems of low efficiency, time-consuming and labor-intensive, and error-prone cross-regional data statistics, and significantly shortening the monthly progress reporting time.

[0052] (2) Data storage module: The system classifies and stores all collected raw data, various types of list data, and process data throughout the project lifecycle, ensuring the integrity, consistency and security of the data. Managers can trace the list data of any historical node at any time.

[0053] (3) Data Processing Module: The system automatically cleans, compares, calculates, and analyzes the collected raw data to generate various lists and performs comparative analysis on the lists: it automatically compares the project progress execution list with the project performance indicator list to identify the progress deviation rate of each unit (e.g., if a unit in Shenyang is one week behind, the system automatically calculates the lag ratio); it automatically compares the project funding execution list with the investment budget list to calculate the overspending / surplus amount of each item (e.g., if a unit's equipment cost execution rate is 85% vs. progress is 60%, the deviation is +25%); and it automatically compares the project deliverables list with the performance indicator list to mark incomplete items (e.g., if a unit is missing one patent acceptance notice). The processing results are updated in real time without manual intervention.

[0054] (4) Data Display Module: The system presents the processed results to the administrator in a visual manner. Administrators can see the overall progress chart, the line graph of budget execution, and the contract signing status of each unit. It supports drill-down queries. By clicking on the summary data of a unit, the administrator can view the original reporting records, attachments, and even chat logs at each level. For example, by clicking on the green-marked contract status, the administrator can directly access the original contract PDF and communication records, achieving transparent and intuitive project management.

[0055] (5) Intelligent early warning module: The system automatically triggers early warnings based on preset rules. When the contract signing status is red and has not been updated for 3 consecutive days, an email notification is triggered to the relevant person in charge; when the budget execution deviation exceeds ±15%, a message push is triggered; when the milestone node is overdue for more than 5 days, a highlight is given and the project person in charge is notified.

[0056] In summary, the above are merely preferred embodiments of the present invention and are not intended to limit the scope of protection of the present invention. Any modifications, equivalent substitutions, improvements, etc., made within the spirit and principles of the present invention should be included within the scope of protection of the present invention.

Claims

1. A list-based management method for multi-entity collaborative projects, characterized in that, Includes the following steps: With projects as the main thread, a checklist is established throughout the entire lifecycle of a project, from initiation to implementation and acceptance, to dynamically manage and control the project, ensuring the continuity of the project from planning to implementation and achieving full-process, penetrating management. (1) Project initiation stage, including establishing a list of basic information of the project undertaking units, establishing a list of project performance indicators, and establishing a list of project investment budget; (2) Project implementation phase, including establishing a list of project contract signing status, a list of project progress execution status, and a list of project funding execution status; (3) Project acceptance stage, including establishing a project deliverables list, a project budget settlement list, a project acceptance application list, and a project file transfer list.

2. The list-based management method for multi-entity collaborative projects according to claim 1, characterized in that, (1) The specific contents of the project initiation stage include: (1.1) Establish a list of basic information of the project research units; after the project is officially approved, compile and sort out the basic information of all research units, including their address, abbreviation, unified social credit code, project leader, financial officer, and archives officer, and form a list of basic information of the project research units. (1.2) Establish a project performance indicator list; after the project is officially approved, sort out the assessment objectives and milestones of each research unit, quantify all expected results and clarify the completion time nodes to form a project performance indicator list. (1.3) Establish a project investment budget list; after the project is officially approved, sort out the planned investment of each research unit, and at the investment item setting level, separately count each item involved in the project implementation, and separate the national funding and self-raised funds, and form a project investment budget list accordingly.

3. The list-based management method for multi-entity collaborative projects according to claim 1, characterized in that... (2) The specific contents of the project implementation phase include: (2.1) Establish a project contract signing status list; After the project is officially approved, the project lead unit needs to sign contracts with each participating unit one by one and establish a project contract signing status list. The signing status of each participating unit's contract is marked by three colors: red, yellow, and green. Red indicates that there are problems in the contract signing process of the unit. The specific problems need to be recorded in detail in the "Status Description" field to facilitate communication and resolution by the manager and to urge the unit to complete the process. Yellow indicates that the contract signing process is progressing smoothly. The estimated completion time needs to be noted in the "Status Description" field. Green indicates that the contract signing has been completed. The contract documents need to be added as attachments to the "Contract Attachments" field. The specific contract information can be obtained by clicking the link. (2.2) Establish a project progress execution status list; during the project implementation period, collect the actual completion status, phased results, existing problems and next work plans of each research unit according to the established cycle, and form a project progress execution status list; compare and analyze the project progress execution status list with the project performance indicator list, keep abreast of project dynamics, identify the situation of each unit's progress being lagging behind or ahead of schedule, and conduct targeted communication with each unit, so as to achieve effective monitoring of the project execution process; (2.3) Establish a project funding execution status list; during the project implementation period, collect the funding execution status of each research unit according to the established cycle, including the investment status of each item, and separately count the national funding and self-raised funds to form a project funding execution status list.

4. The list-based management method for multi-entity collaborative projects according to claim 1, characterized in that... (3) The specific contents of the project acceptance phase include: (3.1) Establish a project deliverable list; before the final acceptance of the project, collect materials on all types, quantities, actual delivery times and delivery forms of deliverables that each research unit should deliver, form a project deliverable list, compare and analyze the project deliverable list with the project performance indicator list, understand the completion status of project objectives, identify unfinished deliverables of each unit and urge them to complete them in a targeted manner. (3.2) Establish a project funding final account list; before the final acceptance of the project, summarize the project funding execution status of each unit, the actual expenditure of each item, the surplus funds, and the details of the fixed assets formed; (3.3) Establish a project acceptance application list; after the project implementation period ends, collect the acceptance applications submitted by each research unit, including the acceptance time, acceptance scope, list of submitted documents, application status review status and all materials, and form a project acceptance application list; (3.4) Establish a project file transfer list; collect all documents that need to be archived throughout the entire life cycle of project initiation, implementation and acceptance, and indicate the version, number of pages, transfer unit and transfer date to achieve closed-loop management of project files.

5. A list-based management system for multi-entity collaborative projects, characterized in that... The system is used to implement the list-based management method for multi-entity collaborative projects as described in any one of claims 1 to 4, and the system includes the following core modules: The list-based management system integrates core modules for data collection, data storage, data processing, data display, and intelligent early warning to support the management of the entire project lifecycle and achieve integrated closed-loop control of the project. (1) Data collection module: Collects basic information, performance indicators, investment estimates, contract signing status, project progress execution status, project funding execution status, deliverables, project final accounts report, project acceptance application, and original data of project archives submitted online by each research unit; (2) Data storage module: Classifies and stores the collected raw data, various types of list data, and process data throughout the entire project lifecycle; (3) Data processing module: Clean, compare, calculate and analyze the collected raw data to form various lists, and compare and analyze the various lists, including: comparing the project progress execution list with the project performance indicator list to identify progress deviations; comparing the project funding execution list with the investment budget list to identify overspending; and comparing the project deliverables list with the performance indicator list to identify unfinished items. (4) Data display module: The processed results are presented to the manager in a visual way, including list tables, charts, color codes, attachment links, and support the function of penetrating and querying contract documents by clicking the link from the summary list; (5) Intelligent early warning module: Based on preset rules, it triggers early warning and generates early warning signals to achieve proactive risk management.

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