Work progress management device, work progress management method, and work progress management program

Abstract

To provide a work progress management method capable of coping with the delay of work in an early stage and concretely and observing a construction period concerning a process composed of a plurality of works.SOLUTION: The work progress management method includes a processing S2 for creating a process chart based on a resource required for each work and a constraint condition of a work period of one or more works, and a processing S4 for repeatedly creating a process chart until the constraint condition of the work period is not satisfied while changing one or more resources for one or more works of the plurality of works, and acquiring a change amount of the resource satisfying the constraint condition of the work period as a work indicator.SELECTED DRAWING: Figure 2

Description

[Technical Field]

[0001] The present invention relates to a work progress management device, a work progress management method, and a work progress management program. [Background technology]

[0002] In large-scale facilities such as nuclear power plants and petrochemical plants, multiple companies may simultaneously carry out maintenance work, modification work, and the like in different areas. To do this, each company plans a process that specifies which work to perform and when, and then proceeds with the work in each area. At this time, there may be constraints, such as a process not being able to be carried out simultaneously with a process being carried out in another area (for example, Patent Document 1). Furthermore, there may be constraints within a process, such as a process not being able to start until another process is completed. If such a process does not proceed as planned for some reason, the other work cannot proceed, causing delays to that process, which may ultimately delay the entire process.

[0003] A method for preventing process delays due to such unforeseen circumstances is disclosed in Patent Document 2. Patent Document 2 states, "The management server of the work progress management system registers, in progress management information, the start confirmation date and time when the worker confirms the start of a work step and the end confirmation date and time when the worker confirms the end of the work step, based on the worker's signature entered into a client terminal. The management server registers the earliest start confirmation date and time for the same work step registered in the progress management information as the actual start date and time of the process information, and the latest end confirmation date and time for the same work step registered in the progress management information as the actual end date and time of the process information. Based on the contents registered in the process information, information indicating the progress of each work step is generated." The technology described in Patent Document 2 allows a work manager who manages work for each area to quickly grasp the progress of work in their own area. This allows the work manager to quickly consider countermeasures when a delay occurs in their area to prevent it from affecting other areas. [Prior art documents] [Patent documents]

[0004] [Patent Document 1] Japanese Patent Publication No. 2024-25015 [Patent Document 2] Japanese Patent Application Publication No. 2023-86230 Summary of the Invention [Problem to be solved by the invention]

[0005] With the technology described in Patent Document 2, countermeasures are considered after a work delay has occurred, so the timing of taking countermeasures is delayed. Also, because it is unclear how the work delay will affect other work, it is not possible to determine specific countermeasures, such as whether there is enough time to make up for the delay or whether it is necessary to increase the number of workers.

[0006] Therefore, an object of the present invention is to provide a work progress management device, a work progress management method, and a work progress management program that can take early and specific measures to address work delays and ensure that construction deadlines are met for processes consisting of multiple tasks. [Means for solving the problem]

[0007] In order to solve the above problems, the work progress management device of the present invention comprises a memory unit that stores the resources required for each of a plurality of tasks and constraints on the work period of one or more of the plurality of tasks; a schedule creation unit that creates a schedule for a process consisting of the plurality of tasks based on the contents stored in the memory unit; a resource change unit that causes the schedule creation unit to create a schedule by changing one or more resources for one or more of the plurality of tasks; and a resource change evaluation unit that evaluates the impact of the resource change made by the resource change unit on the period of the process and / or other processes related to the process.

[0008] The work progress management method of the present invention creates a schedule for a process consisting of multiple tasks based on the resources required for each of the multiple tasks and constraints on the work duration of one or more of the multiple tasks, and then creates a schedule by changing one or more resources for one or more of the multiple tasks, and evaluates the impact of the change in resources on the duration of the process and / or other processes related to the process.

[0009] The work progress management program of the present invention causes a computer to execute the following steps: setting the resources required for each of a plurality of tasks and constraints on the work period of one or more of the plurality of tasks; creating a schedule for a process consisting of the plurality of tasks by changing one or more resources for one or more of the plurality of tasks; and evaluating the impact of the change in resources on the period of the process and / or other processes related to the process. [Effects of the Invention]

[0010] According to the present invention, for a process consisting of a plurality of operations, it is possible to take specific measures early on to deal with delays in the operations, and to keep to the construction schedule. [Brief explanation of the drawings]

[0011] [Figure 1] 1 is a block diagram of a work progress management device according to an embodiment of the present invention; [Figure 2] 1 is a flowchart illustrating a work progress management method according to an embodiment of the present invention. [Figure 3] 1 is a flowchart illustrating acquisition of delay tolerance in a work progress management method according to an embodiment of the present invention. [Figure 4] 1 is an example of a process chart according to a work progress management method according to an embodiment of the present invention. [Figure 5A] 1 is a process chart for explaining a process of deriving a delay tolerance of a task in a task progress management method according to an embodiment of the present invention. [Figure 5B]1 is a process chart for explaining a process of deriving a delay tolerance of a task in a task progress management method according to an embodiment of the present invention. [Figure 6] 10 is an example of a work progress management table including a delay tolerance for work. [Figure 7] 1 is a list of examples of work evaluation items. [Figure 8A] 1 is a process chart for explaining a process of deriving an advancement allowance for work in a work progress management method according to an embodiment of the present invention. [Figure 8B] 1 is a process chart for explaining a process of deriving an advancement allowance for work in a work progress management method according to an embodiment of the present invention. [Figure 9] 10 is an example of a work progress management table including an advancement allowance for work. [Figure 10] 10 is a graph showing the degree of delay impact with respect to an increase in the work time of a work. [Figure 11] 10 is an example of a work progress management table including a risk of process delays. DETAILED DESCRIPTION OF THE INVENTION

[0012] Hereinafter, modes for carrying out the present invention (hereinafter referred to as "embodiments") will be described with reference to the drawings as appropriate. Elements of the same or similar structure will be given the same reference numerals, and descriptions thereof will be omitted as appropriate.

[0013] [Work progress management device] FIG. 1 is a block diagram of a work progress management device 1 according to an embodiment of the present invention. The work progress management device 1 includes a control unit 11, a memory unit 12, a communication unit 13, a setting unit 14, a schedule creation unit 15, a resource change unit 16, a resource change evaluation unit 17, an input unit 18, and an output unit 19. To accommodate these elements, the work progress management device 1 includes a central processing unit (CPU), memory such as a read-only memory (ROM) or a random access memory (RAM), and storage such as a hard disk drive (HDD) or a solid state drive (SSD). The following processes are performed by software programs stored in the memory. The work progress management device 1 can be implemented using information terminals such as personal computers (PCs) and smartphones. The work progress management device 1 manages the progress of maintenance work at, for example, a nuclear power plant, and is used by managers of each area within the nuclear power plant and an overall manager who manages the processes across these areas.

[0014] As described below, the control unit 11 causes the setting unit 14, the schedule creation unit 15, the resource change unit 16, and the resource change evaluation unit 17 to execute a series of processes based on data input via the input unit 18. The memory unit 12 is a storage that stores data input via the input unit 18 and data output by the setting unit 14, the schedule creation unit 15, the resource change unit 16, and the resource change evaluation unit 17, and may further include a database that stores information on resources, etc. The communication unit 13 is an interface that connects to an external device and transmits and receives data. Specifically, part or all of the memory unit 12, for example, the database, may be stored in an external server rather than in an information terminal that constitutes the work progress management device 1, and may be read by the communication unit 13. Furthermore, the work progress management device 1 used by each area manager and the work progress management device 1 used by the overall manager may transmit and receive data directly via the communication unit 13 or via a server.

[0015] The setting unit 14 sets the resources required for the schedule creation unit 15 to create a schedule and the constraints on the work period of a specific task. The schedule creation unit 15 creates a schedule for a process consisting of multiple tasks based on the data stored in the memory unit 12. The resource change unit 16 repeats the process of changing the resources of the tasks and having the schedule creation unit 15 create a schedule until the schedule is no longer valid (the constraints on the work period are no longer satisfied). The resource change evaluation unit 17 evaluates the impact that changes in the resources of the tasks that make up a process have on the duration of that process and other processes related to that process. To this end, the resource change evaluation unit 17 obtains the maximum amount of change in the resources of the task changed by the resource change unit 16 as the task index for that task. The resource change evaluation unit 17 further ranks each task that makes up the process based on the value of the task index for that task. These processes will be described in detail below. Note that some or all of these elements may be installed on an external server. Note that other related processes are processes for which constraints are set between processes, such as processes that cannot be carried out at the same time (construction periods cannot overlap) or processes that are carried out by the same company or area.

[0016] The input unit 18 is a known input device such as a keyboard or mouse operated by a user (manager, overall manager) of the work progress management device 1. The output unit 19 is a known display device such as a liquid crystal display that displays a work progress management table, etc., or a speaker. The input unit 18 and the output unit 19 may be an integrated touch panel display.

[0017] [Work progress management method] A work progress management method using the work progress management device 1 will be described with reference to Figures 2, 3, 4, 5A, and 5B. Figures 2 and 3 are flowcharts illustrating a work progress management method according to an embodiment of the present invention. Figure 4 is an example of a schedule using the work progress management method according to an embodiment of the present invention. Figures 5A and 5B are schedules for illustrating the process of deriving a work delay tolerance in the work progress management method according to an embodiment of the present invention. In this embodiment, a work progress management method for a process consisting of multiple works in one area within a nuclear power plant will be described. Note that the delay tolerance (allowable delay time) of a work refers to the upper limit of the delay time for that work that can be observed within the period (construction period) of the process.

[0018] (Input processing) The user inputs the details of the tasks constituting the process, the construction period (start and end dates and times), and resources via the input unit 18 (step S11). The details of each task include the procedure, personnel, man-hours, types of tools to be used, the fire load of items brought in, and the floor area (volume) occupied. The construction period depends on constraints due to interference with other areas of the process within the nuclear power plant, for example. Resources include a list of workers, the number of tools available, the specified fire load for the area, and, if the area includes a flood area, the specified floor area, and may be data stored in the database of the memory unit 12. Here, the process consists of four tasks, Tasks 1 to 4. The man-hours for each task are: Task 1: 4 man-days, Task 2: 2 man-days, Task 3: 3 man-days, and Task 4: 4 man-days. Also, as shown in FIG. 4, two members of Team A are assigned to Task 1, two members of Team B to Tasks 2 and 3, and two members of Team C to Task 4.

[0019] (Setting process) Based on the input data or data stored in the memory unit 12, the setting unit 14 sets resource constraints, such as the work time and personnel for each task, and work period constraints for some tasks (step S12). The work periods are dependencies between tasks based on the relationships between tasks according to the Precedence Diagramming Method (PDM) of the Project Management Body of Knowledge (PMBOK), and are determined by the task content, personnel, and other factors. These work periods are primarily finish-to-start (FS) relationships, in which one task begins after the other is completed. These resources and work periods are data required to create a schedule. Here, the work periods are set as FS for tasks 1 and 2, FS for tasks 1 and 3, FS for tasks 2 and 4, and FS for tasks 3 and 4. Furthermore, overlapping of the work periods of tasks 2 and 3 is prohibited depending on the personnel. Note that some or all of the resource and work period constraints may be entered by the user.

[0020] (Process chart creation process) The schedule creation unit 15 creates a schedule based on the resources and work duration of each task (step S2). The schedule is a Gantt chart, as shown in FIG. 4. The black inverted triangles below the dates on the schedule represent the start and end milestones, indicating the construction period. Depending on the man-hours and the number of workers, the work times are: Task 1: 2 days, Task 2: 1 day, Task 3: 1.5 days, and Task 4: 2 days. In FIG. 4, the tasks are set in the order of Task 1, Task 3, Task 2, and Task 4. Task 1 starts at the same time as the start milestone, and Task 4 ends at the same time as the end milestone. There is a 0.5-day gap between Tasks 1 and 3, and between Tasks 3 and 2. For tasks without work duration constraints, the schedule creation unit 15 may set conditions, such as starting the task with the longest work time or the largest number of man-hours first. If a specified fire load or floor area is set for an area, the system determines whether the items to be brought in for the work meet these specified values ​​(see Patent Document 1).

[0021] (resource change processing, work index acquisition processing) Next, the resource change unit 16 selects an evaluation item for the work (step S31), and selects a resource to be changed for that evaluation item (step S32). Then, a work index for the selected evaluation item is obtained for each work (step S4). As details of step S4 in FIG. 2, the process of deriving delay tolerance as the work index will be described with reference to FIG. 3. In this case, the resource change unit 16 selects work delay as the evaluation item for the work (step S31), and selects work time as the work resource (step S32).

[0022] (Delay Tolerance) The resource change unit 16 incrementally increases the work time for the first task 1 (step S41) (step S42), and each time increases the work time, the work schedule creation unit 15 creates a work schedule based on the increased work time (step S43). The unit Δt by which the work time is incrementally increased is not particularly specified, and can be set to, for example, 1 day, 0.5 days, 0.25 days, 1 hour, or less than 1 hour. Here, Δt is set to 0.5 days.

[0023] If the working time for Task 1 is increased by 0.5 days, the end will be pushed back by 0.5 days, so the start of the next Task 3 will be pushed back by 0.5 days. Furthermore, for Task 2, which follows Task 3, if the start is pushed back, the relationship (FS) with Task 4 will not be observed. On the other hand, even if the start is not pushed back, the working periods of Tasks 3 and 2 will not overlap, so the working period will not be changed. Furthermore, the working period of the last Task 4 will also not be changed. In this kind of schedule, the construction period (finish milestone) is observed, i.e., it is valid (Step S44; YES). Once the schedule is valid, the increase in working time (Δt1), 0.5 days, is stored as the delay tolerance (allowable delay time) for Task 1 (Step S45). Then, the working time is increased by another 0.5 days (Step S42), and the schedule creation unit 15 is caused to create a schedule (Step S43).

[0024] Figure 5A shows a schedule when the working time of Task 1 is increased by one day. If the working time of Task 1 is increased by another 0.5 days from the 0.5 day increase (a total increase of one day), delaying the start of the next Task 3 by 0.5 days will cause the working period to overlap with Task 2, so the working period is left unchanged. The working periods of the subsequent Tasks 2 and 4 are also left unchanged. Since this schedule is valid (Step S44; YES), the one day increase in working time (Δt1) is stored (overwritten) as the delay tolerance (allowable delay time) for Task 1 (Step S45).

[0025] If the work time is further increased by 0.5 days (step S42) (total increase of 1.5 days) and the work schedule creation unit 15 is made to create a work schedule (step S43), since there is no gap between the work tasks as shown in FIG. 5A at the time of the previous increase of 1 day, the construction period (end milestone) cannot be met and the work schedule is invalid (step S44; NO). Then, the increase in the work time for work 1 is terminated and the resource change unit 16 returns the work time for work 1 to the initial value (2 days) (step S46). As a result, the previous increase of 1 day becomes the maximum value Δt1 MAX The resource change evaluation unit 17 acquires this as the delay tolerance of the task 1.

[0026] Next, the resource change unit 16 differentially increases the work time for the second task 3 (step S41) (step S42), and instructs the work schedule creation unit 15 to create a work schedule based on this increased work time (step S43), just as with task 1. For task 3, as shown in FIG. 5B, the work schedule can be established only when the work time is increased by 0.5 days. In other words, 0.5 days is the maximum value Δt3 MAX The resource change evaluation unit 17 acquires this as the delay tolerance of the task 3.

[0027] Similarly, for tasks 2 and 4, the work time is increased (using the work time of other tasks as the initial value) and it is determined whether the schedule is valid. Here, the first time the work time is increased for tasks 2 and 4, the schedule is invalid, and Δt2 MAX ,Δt4 MAXwill be 0 days. Note that if the work time is increased and the end date and time of the work period for that work coincides with the end milestone in the schedule, the increase in work time can be ended, and the increase in work time at that point will be the delay tolerance for that work. Therefore, for work 4, since the end date and time of the work period coincides with the end milestone in the schedule based on the initial work time (the schedule created in step S2), it can be ended without increasing the work time.

[0028] When the resource change evaluation unit 17 acquires the delay tolerance for all tasks (step S47; NO), it ranks each task based on the delay tolerance (step S48). Here, as shown in Fig. 6, each task is ranked into three stages of delay tolerance: 1 day or more, 0.5 days or more but less than 1 day, and less than 0.5 days. Fig. 6 is an example of a task progress management table including the delay tolerance of each task.

[0029] Once the necessary work indicators have been acquired (step S5; NO), the resource change evaluation unit 17 creates (step S6) a work progress management table that presents the delay tolerance for each work on the schedule based on the initial work time shown in Fig. 4 (the schedule created in step S2), and displays it on the output unit 19. Here, as shown in Fig. 6 as an example, the work progress management table displays the area where the work is to be carried out, the period, the name of the work, and the work indicator, all of which can be selected by the user.

[0030] In the work progress management table, the delay tolerance of each task can be easily understood by color-coding the bar representing the task duration according to its delay tolerance (e.g., green, yellow, and red, in descending order of delay tolerance). Specifically, as shown in Figure 6, tasks 1 and 3 can meet their deadlines even if they are delayed to some extent, while tasks 2 and 4 cannot be delayed at all. Therefore, for example, a proactive measure can be taken by not assigning two workers from Team A to other tasks for the 16th through 18th, so that one worker can be quickly added to each task if tasks 2 and / or 4 are likely to be delayed. Note that it is not necessary to obtain delay tolerance for all tasks. For example, tasks that are completed last, tasks with a sufficiently low probability of delay due to low difficulty, or tasks with a sufficiently low man-hour or working time can be excluded from the evaluation.

[0031] In Figures 3, 5A, and 5B, work delays are evaluated and delay tolerance is derived as a work index. However, other factors can also be evaluated, such as advancement of work start, worker vacancies, tool availability, and compatibility with processes in other areas, as shown in Figure 7. To evaluate worker vacancies, the number of workers is reduced by one in step S42 of Figure 3, and the resulting increase in work time is calculated, and vacancy tolerance can be derived using a procedure similar to that for delay tolerance. Below, a method for evaluating advancement of work start will be described with reference to Figures 4, 8A, and 8B. Figures 8A and 8B are process charts for explaining the process of deriving work advance tolerance in a work progress management method according to an embodiment of the present invention.

[0032] (Advancement tolerance) Select the advancement of the start of the work as the evaluation item for the work (step S31), and select the work period as the work resource to be changed accordingly (step S32). For the first work, work 1, if the start of the work is advanced, it will occur before the start milestone, and the work schedule will be invalid. For the second work, work 3, as shown in Figure 8A, the work schedule is valid up to 0.5 days earlier than the work schedule shown in Figure 4. For the third work, work 2, as shown in Figure 8B, the work period of work 3, which starts before it, is advanced by 0.5 days, and the work schedule is valid up to 1 day earlier. In this way, for each work, the start of the work period is advanced incrementally until the work schedule is invalid, and the maximum advance amount at which the work schedule is valid is defined as the advance tolerance for that work. Note that if the start of the work period is advanced and the start date and time of the work period coincides with the start milestone of the work schedule, the advancement of the start of the work may be terminated, and the advance amount at that point is defined as the advance tolerance for that work.

[0033] As shown in Figure 9, the resource change evaluation unit 17 ranks tasks according to the allowance for moving up: one day or more, 0.5 days or more but less than one day, and less than 0.5 days. Figure 9 shows an example of a work progress management table including the allowance for moving up tasks. Task 1 cannot be moved up, but Task 3 can be moved up by 0.5 days, and Tasks 2 and 4 can be moved up by one day. Therefore, the workers of Team B, who will be performing Tasks 2 and 3, are assigned to the latter half of the 13th and the 15th, both before and after Task 2, and the workers of Team C, who will be performing Task 4, are assigned to the 16th, without being assigned to other tasks. If Task 1 progresses as planned, Task 3 can be started 0.5 days ahead of schedule. Furthermore, Tasks 2 and 4 can also be started ahead of schedule, and the completion schedule (completion milestone) will be met even if the tasks are subsequently delayed.

[0034] (Impact of work delay) By evaluating the delay of an operation, it is possible to derive not only the delay tolerance but also the delay impact. The delay impact of an operation is the sum of the man-hours of all other operations that will be delayed due to the delay of that operation. As with the derivation of the delay tolerance, a schedule is created while incrementally increasing the operation time (steps S42-S43). If there is a delay in the start of other operations, the product of the delay time and the number of workers is stored and accumulated as the delay impact. Furthermore, regardless of whether the schedule is valid or invalid, the operation time is increased by a preset amount. Alternatively, the operation may be continued until the delay impact reaches a preset man-hour. Figure 10 shows a graph representing the delay impact versus the increase in operation time Δt1 for the operation 1 that starts first for the schedule shown in Figure 4.

[0035] As shown in Figures 4 and 10, if task 1 is delayed within 0.5 days, its delay impact is 0. However, if the delay exceeds 0.5 days, the start of task 3 will be delayed, and the delay impact increases linearly. If task 1 is delayed by 2.5 days, the start of task 2 will be delayed further. Thus, the delay impact increases as the task is delayed (the task time increases). In particular, task 1 has a FS dependency on tasks 2 and 3, which in turn have FS dependencies on task 4, resulting in a chain reaction of increased delay impact. For tasks with such high delay impact, the longer they are delayed, the more workers must be recruited to make up for the delay. Therefore, by assessing the delay impact in advance, especially for tasks with a high probability of delay (e.g., high difficulty), the number of workers required to make up for the delay can be determined based on the degree of delay, allowing for the right number of workers to be secured to meet the schedule.

[0036] As described above, once all task indicators have been acquired (step S5; NO), a task progress management table is created (step S6), presenting task indicators for each task on the schedule created in step S2 (FIG. 4), and the process is completed. The presentation of task indicators in the task progress management table is not limited to color-coding bars by rank; for example, numerical values ​​or ranks may be displayed alongside task names. Alternatively, task indicators may be displayed as a pop-up when the user moves the pointer over a task name or bar in the task progress management table, or the display screen may switch to the task details and display the task indicators when the user clicks. Furthermore, the series of processes shown in FIG. 2 are not limited to being performed before the start of the process (at the time of planning). When a task is delayed, a worker shortage occurs, or a change such as an accelerated work schedule occurs or is detected, the changed resources are entered (step S11) and the process is repeatedly executed to consider the latest and most appropriate measures to meet the schedule.

[0037] (Risk of process delays) According to the embodiment, one or more task indices can be acquired for each task per process. This allows the manager in charge of an area to take proactive measures to prevent work delays and to keep to the construction schedule, and also allows for prompt action when a delay occurs. Furthermore, by acquiring task indices for each task, the delay risk can be calculated for each process. For example, the number of tasks in a process that have at least one task index with the lowest rank can be counted. In this case, the task that starts first may be excluded from the advancement tolerance. Then, for example, tasks with the lowest task index of 0 to 1 are ranked into three levels: low risk of delay, processes with 2 to 10 are ranked as medium risk of delay, and processes with 11 or more are ranked as high risk of delay.

[0038] Alternatively, each operation index can be weighted and evaluated. For example, if the number of operations in the jth process is M j Let N work indices x i For (i=1,2,…,N), the weighting of each work index is w i In addition, task k (k=1,2,…,M j) Rank r of each work index i,j,k For the jth process, the delay risk F j is expressed by the following formula (1). Even with this evaluation method, the more tasks with the lowest work index, the greater the process delay risk F j becomes large, and furthermore, multiple work indices x i This can improve the accuracy of composite evaluation. F j =Σ i Σ k w i r i,j,k ···(1)

[0039] By ranking processes by risk of delay, it is possible to accurately manage the progress of all processes being carried out in multiple areas. Figure 11 shows a schedule that indicates the risk of delay for processes whose construction periods overlap or are dependent on each other in areas A to D. By presenting this information in this way, the overall manager who manages processes in multiple areas can identify processes with a high risk of delay. Then, in order to ensure that the construction period for that process is met, he or she can take action such as requesting the manager of the relevant area to take measures to prevent delays or revise the plan. As mentioned above, specific delay countermeasures include increasing the number of workers or preparing to replenish workforce for tasks in the process that have a high risk of delay.

[0040] The present invention is not limited to the above-described embodiments, and includes other modifications and applications without departing from the spirit of the present invention as defined in the claims. For example, the above-described embodiments have been described in detail to facilitate understanding of the present invention, and the present invention is not necessarily limited to those including all of the described configurations. Furthermore, it is possible to replace part of the configuration of one embodiment with the configuration of another example, or to add the configuration of another embodiment to the configuration of one embodiment. Furthermore, it is possible to add, delete, or replace part of the configuration of each embodiment with other configurations.

[0041] The above-described configurations, functions, processing units, processing means, etc. may be realized in part or in whole by hardware such as an integrated circuit. The above-described configurations and functions may also be realized by software, with a processor interpreting and executing a program that realizes each function. Information such as the program, table, and file that realizes each function can be stored in a recording device such as a memory, a hard disk, or an SSD (Solid State Drive), or in a recording medium such as a flash memory card or a DVD (Digital Versatile Disk). [Explanation of symbols]

[0042] 1. Work progress management device 11 Control section 12 Storage section 13 Communications Department 14 Setting section 15 Process chart creation department 16 Resource Change Section 17 Resource Change Evaluation Section 18 Input section 19 Output section

Claims

1. a storage unit that stores resources required for each of a plurality of tasks and constraints on task periods for one or more of the tasks; a process chart creation unit that creates a process chart for the process consisting of the plurality of operations based on the contents stored in the storage unit; a resource change unit that causes the process chart creation unit to create a process chart by changing one or more resources for one or more tasks among the plurality of tasks; a resource change evaluation unit that evaluates the influence of the change in the resource made by the resource change unit on the period of the process and / or other processes related to the process; A work progress management device comprising:

2. the resource change unit repeatedly causes the schedule creation unit to create a schedule until the constraint condition on the work period is no longer satisfied; The work progress management device according to claim 1 , wherein the resource change evaluation unit uses, as an evaluation index, an amount of change in resources for which the schedule satisfies the constraint conditions.

3. 2. The work progress management device of claim 1, wherein the resource change made by the resource change unit is one or more of an increase in work time, an advance in the start of the work period, a decrease in the number of workers, a decrease in the number of tools, a decrease in the specified fire load value, and a decrease in the specified floor area value.

4. 2. The work progress management device according to claim 1, further comprising an output unit that displays the schedule created by the schedule creation unit together with a work index that indicates the result of evaluation by the resource change evaluation unit.

5. the resource change evaluation unit ranks each of the plurality of tasks based on the value of the task index of the task; The work progress management device according to claim 4 , wherein the output unit displays each of the plurality of works in the process chart by color-coding them according to rank.

6. creating a schedule for a process consisting of the plurality of tasks based on constraints on resources required for each of the plurality of tasks and on the duration of one or more tasks among the plurality of tasks; creating a schedule by changing one or more resources for one or more tasks among the plurality of tasks; A work progress management method that evaluates the impact of changes in resources on the duration of the process and / or other processes related to the process.

7. On the computer, a step of setting constraints on resources required for each of a plurality of tasks and on the duration of one or more tasks among the plurality of tasks; a step of creating a schedule of the process consisting of the plurality of operations by changing one or more resources for one or more operations among the plurality of operations; a procedure for evaluating the impact of changes in said resources on the duration of said process and / or other processes related to said process; A work progress management program that executes the above.

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