Project management system, project management method, and storage medium

Abstract

The present invention provides a project management system that enhances, for example, a sense of involvement of a member involved in a project. The project management system comprises a document management means, a task generation means, a progress management means, and a contribution degree calculation means. The document management means manages a press release document indicating a goal of the project. The task generation means generates a task corresponding to each portion of the press release document. The progress management means changes the display of a corresponding portion of the press release document according to the progress status of each task. The contribution degree calculation means calculates a change in the information amount of the press release document on the basis of the result of execution of each task, thereby quantifying the contribution degree of a task executor.

Description

Project Management System, Project Management Method and Storage Medium

[0001] The present invention relates to a project management system, a project management method and a storage medium.

[0002] There exist technologies related to project management.

[0003] For example, Patent Document 1 describes that it provides a project management apparatus and a project management method capable of accurately grasping the progress status of tasks. The project management apparatus of Cited Document 1 comprises a plan input unit, a progress input unit, an advance / delay calculation unit, a plan change detection unit, and a display control unit. The plan input unit accepts input of a planned start date and a planned completion date of a task. The progress input unit accepts input of a progress rate indicating the progress of the task. The advance / delay calculation unit calculates the number of advance / delay days indicating the number of days that the task is advanced or delayed based on the current date, on the basis of the planned start date, the planned completion date, the progress rate, and the current date. The plan change detection unit detects a change in the planned completion date, and calculates the number of changed planned completion days indicating the number of days of difference between the planned completion date before the change and the planned completion date after the change. The display control unit performs control to display at least the number of advance / delay days. When the plan change detection unit detects a change in the planned completion date, the display control unit performs control to display at least the number of advance / delay days and the number of changed planned completion days.

[0004] Japanese Unexamined Patent Application Publication No. 2017-117247

[0005] Project management is often performed based on work breakdown structures such as WBS (Work Breakdown Structure) and Gantt charts. In addition, WBS and the like are often operated on individual task management systems. Project goal setting is managed in documents such as requirement definition documents and planning documents, and is often operated in a separate system from progress management. In addition, task progress status and deliverables are often recorded分散ly across multiple systems such as ticket management systems and document management systems.

[0006] With the project management methods described above, the relationship between the project's final goal and daily tasks is often unclear, making it difficult to foster a sense of ownership and overall perspective among project members. Furthermore, the correspondence between task progress and project completion is often unclear, making it difficult for project managers to grasp the project's actual status and make necessary adjustments. In addition, the criteria for quantitatively evaluating the contributions of individual members are often ambiguous, resulting in a lack of appropriate evaluation and feedback for individual members.

[0007] The primary objective of this invention is to provide a project management system, a project management method, and a storage medium that contribute to enhancing the sense of ownership among members involved in a project.

[0008] According to a first aspect of the present invention, a project management system is provided, comprising: document management means for managing a press release document that indicates the goals of a project; task generation means for generating tasks corresponding to each part of the press release document; progress management means for changing the display of the corresponding part of the press release document according to the progress of each task; and contribution calculation means for quantifying the contribution of task executors by calculating the change in the amount of information in the press release document based on the execution results of each task.

[0009] A second aspect of the present invention provides a project management method that includes the steps of: generating a press release document indicating the goals of a project; generating tasks corresponding to each part of the press release document; changing the display of the corresponding parts of the press release document according to the progress of each task; and quantifying the contribution of task performers by calculating the change in the amount of information in the press release document based on the execution results of each task.

[0010] A third aspect of the present invention provides a computer-readable storage medium that stores a program for causing a computer to function as: a document generation means for generating a press release document indicating the goals of a project; a task generation means for generating tasks corresponding to each part of the press release document; a progress management means for changing the display of the corresponding parts of the press release document according to the progress of each task; and a contribution calculation means for quantifying the contribution of task executors by calculating changes in the amount of information in the press release document based on the execution results of each task.

[0011] From each perspective of the present invention, a project management system, a project management method, and a storage medium are provided that contribute to enhancing the sense of ownership among members involved in a project. However, the effects of the present invention are not limited to those described above. The present invention may also produce other effects in lieu of or in conjunction with the aforementioned effects.

[0012] Figure 1 is a diagram illustrating the outline of one embodiment. Figure 2 is a flowchart showing the operation of one embodiment. Figure 3 is a diagram conceptually illustrating the system of the present disclosure. Figure 4 is a diagram showing an example of the overall configuration of the system of the present disclosure. Figure 5 is a diagram showing an example of the functional configuration in the system of the present disclosure. Figure 6 is a diagram showing an example of the processing configuration of the information processing device of the present disclosure. Figure 7 is a flowchart showing the processing procedure of the system of the present disclosure. Figure 8 is a diagram showing an example of the data structure of the system of the present disclosure. Figure 9 is a diagram showing an example of the display screen of the present disclosure. Figure 10 is a diagram showing an example of the display screen of the present disclosure. Figure 11 is a diagram showing an example of the display screen of the present disclosure. Figure 12 is a diagram showing an example of the display screen of the present disclosure. Figure 13 is a diagram showing an example of the display screen of the present disclosure. Figure 14 is a diagram showing an example of the display screen of the present disclosure. Figure 15 is a diagram showing an example of the display screen of the present disclosure. Figure 16 is a diagram illustrating the concept of the system of the present disclosure. Figure 17 is a diagram showing an example of the functional configuration of the system of the present disclosure. Figure 18 is a flowchart showing the processing procedure of the system of the present disclosure. Figure 19 is a diagram showing an example of the display screen of the present disclosure. Figure 20 is a diagram illustrating the concept of the functions of the system disclosed. Figure 21 is a diagram illustrating the concept of the functions of the system disclosed. Figure 22 is a diagram illustrating the concept of the functions of the system disclosed. Figure 23 is a diagram illustrating the concept of the functions of the system disclosed. Figure 24 is a diagram showing an example of the display screen of the disclosure. Figure 25 is a diagram showing an example of the hardware configuration of the information processing device related to the disclosure.

[0013] First, an overview of one embodiment will be described. The reference numerals in the drawings attached to this overview are provided for convenience as examples to aid understanding, and this overview is not intended to be limiting in any way. Furthermore, unless otherwise specified, the blocks shown in each drawing represent functional units, not hardware units. The connecting lines between blocks in each drawing include both bidirectional and unidirectional lines. Unidirectional arrows schematically indicate the flow of the main signal (data) and do not exclude bidirectional flow. In this specification and in the drawings, elements that can be similarly described are given the same reference numerals to avoid redundant explanation.

[0014] A project management system according to one embodiment includes a document management means 11, a task generation means 12, a progress management means 13, and a contribution calculation means 14 (see Figure 1). The document management means 11 manages a press release document that indicates the project goal (step S1 in Figure 2). The task generation means 12 generates tasks corresponding to each part of the press release document (step S2). The progress management means 13 changes the display of the corresponding part of the press release document according to the progress of each task (step S3). The contribution calculation means 14 quantifies the contribution of the task executor by calculating the change in the amount of information in the press release document based on the execution result of each task (step S4).

[0015] The project management system quantifies a task executor's contribution to the project based on the amount of change they make to the press release document, such as revisions. This quantified contribution is provided to the task executor. Because the task executor can see their contribution to the project management system they are involved in, their sense of ownership over the project increases.

[0016] Specific embodiments will be described in more detail below with reference to the drawings.

[0017] [First Embodiment] First, an overview will be given to facilitate understanding of the embodiment disclosed in this application.

[0018] Figure 3 is a conceptual diagram representing the overall structure of the press release-driven project management system described in this disclosure. This system centers around the press release document, which is the ultimate goal of the project, and visualizes all tasks and assignees in a way that links them to it.

[0019] The press release document, located in the center of Figure 3, is presented in a two-page spread format, with multiple sections color-coded on the left and right pages. The intensity and transparency of the colors in each section indicate the progress of the corresponding task. Darker colors indicate sections that are progressing well, while lighter colors or high transparency indicate sections that are behind schedule or have not yet been started.

[0020] The press release document includes an FAQ (Frequently Asked Questions) section at the bottom, which organizes questions and answers regarding the project. In other words, it includes both the main text section and the FAQ section.

[0021] Four main task groups are positioned around the press release document.

[0022] The "Planning" task is located in the upper left, the "Development and Implementation" task in the upper right, the "Quality Assurance" task in the lower left, and the "Public Relations Preparation" task in the lower right. Each task has an icon of the person in charge, and the progress of each person's task is visually represented by a progress bar outside the frame. The Planning task shows a high progress rate of about 90%, while the Quality Assurance and Public Relations Preparation tasks are still in the early stages.

[0023] Each task and its corresponding section in the press release document are connected by a dotted line, making it intuitively clear which task affects which part of the press release. For example, the planning task is associated with the upper left section of the left page of the press release, indicating that the content of that section is reflected as a deliverable of the planning work.

[0024] The upper left of Figure 3 shows an example of a pop-up display showing task details. This pop-up displays information such as progress (90%), assignee name (Taro Yamada), and contribution (58 points), demonstrating a function that allows users to view detailed information for each task through actions such as mouseover or clicking.

[0025] The press release document itself is highlighted with a glowing effect, which can symbolize its importance as the project's ultimate goal. The glowing effect may also visually represent the increasing intensity of the effect as the project progresses, shining brightest when all tasks are completed.

[0026] The top of Figure 3 displays the system's title and subtitle, indicating that its purpose is "efficient project management through the visualization of tasks and goals." Through the conceptual diagram in Figure 3, the relationship between project goals and daily tasks is clearly visualized, illustrating a system that promotes a sense of ownership and holistic understanding among team members.

[0027] <Overall Configuration> The system disclosed in this application includes an information processing device 10 and a terminal 20, as shown in Figure 4. The information processing device 10 is a server on the cloud. Users access the information processing device 10 using a terminal 20 such as a personal computer or smartphone.

[0028] Next, the functional configuration of the embodiment disclosed in this application will be described.

[0029] <Device Configuration> The device configuration according to the embodiment disclosed herein will be described below.

[0030] Figure 5 is a block diagram illustrating an example of the functional configuration of this press release-driven project management system. The system consists of four main functional modules, each working together organically to improve the efficiency of project management.

[0031] The press release document management unit 101 is a means (document management means) for managing press release documents that represent the project's goals. More specifically, the press release document management unit 101 is a module responsible for defining the structure of the press release document, editing operations, and history management, which represent the project's final goal. The documents created and managed by this module play a role in defining the overall direction and final image of the project.

[0032] The task generation unit 102 is a means (task generation means) for generating tasks corresponding to each part of a press release document. More specifically, the task generation unit 102 analyzes the content of the press release document and provides a function to automatically extract and break down the necessary tasks. For example, the task generation unit 102 uses artificial intelligence to extract tasks from the press release document. As shown by the arrow from left to right in Figure 5, information is transmitted from the press release document management unit 101 to the task generation unit 102 via a data flow called "task extraction". This module not only identifies work items based on the document content but also automatically calculates the man-hour estimate for each task.

[0033] The progress management unit 103 is a means (progress management means) for changing the display of the corresponding portion of the press release document according to the progress of each task. More specifically, the progress management unit 103 tracks and aggregates the execution status of each task and has the function of reflecting the progress of each task in the display of the press release document. As shown in Figure 5, "task information" is transmitted downward from the task generation unit 102, and the progress management unit 103 manages the progress status based on this information. Also, the upward arrow from the progress management unit 103 to the press release document management unit 101 indicates "document update," representing a mechanism in which the display state of the document changes dynamically according to the progress of the task. Furthermore, the progress management unit 103 may change at least one of the color, transparency, and highlighting of the corresponding portion of the press release document according to the progress of the task.

[0034] The contribution calculation unit 104 is a means (contribution calculation means) for quantifying the contribution of task executors by calculating the change in the amount of information in the press release document based on the execution results of each task. More specifically, the contribution calculation unit 104 is a module that analyzes the change in the amount of information in the document and quantitatively evaluates the contribution of each member. The contribution calculation unit 104 receives "progress data" from the progress management unit 103 and calculates the contribution of each task executor based on the progress data.

[0035] The upward-pointing arrow on the right in Figure 5 indicates "evaluation data," and the calculated contribution information is fed back to the task generation unit 102. This feedback contributes to improving the accuracy of future task assignments and effort estimates.

[0036] The information processing device 10 is comprised of the press release document management unit 101, task generation unit 102, progress management unit 103, and contribution calculation unit 104.

[0037] As shown in Figure 6, the information processing device 10 is composed of a communication control unit 100, a press release document management unit 101, a task generation unit 102, a progress management unit 103, a contribution calculation unit 104, and a storage unit 105.

[0038] The communication control unit 100 is a means for controlling communication with other devices. For example, the communication control unit 100 receives data (packets) from the terminal 20. The communication control unit 100 also transmits data to the terminal 20. The communication control unit 100 passes the data received from other devices to other processing modules. The communication control unit 100 transmits the data acquired from other processing modules to other devices. In this way, other processing modules transmit and receive data with other devices via the communication control unit 100. The communication control unit 100 has the function of a receiving unit that receives data from other devices and the function of a transmitting unit that transmits data to other devices.

[0039] The memory unit 105 is a means for storing information necessary for the operation of the information processing device 10.

[0040] <Processing Flow> Next, the processing flow of the system according to the first embodiment will be described.

[0041] FIG. 7 is a flowchart showing a series of processing flows for generating tasks from press release documents. This flow is roughly composed of five steps, and processes corresponding to the four main functions of the system are expressed in chronological order.

[0042] Processing starts from "START" located at the top of the flowchart. First, "Read Press Release Document" is executed (step S01). In this step, the press release document that is the final goal of the project is read into the system, and data that forms the basis for subsequent processing is prepared. This processing is part of the press release document management unit 101. The press release document management unit 101 also reads the document structure and metadata at the same time. Details of the data structure will be described later.

[0043] Thereafter, the processing proceeds to "Document Analysis and Task Extraction" in step S02. In this step, the content of the read press release document is analyzed, and necessary tasks are automatically extracted from each section and sentence in the document. The extracted tasks are classified according to their contents, and organized as work units constituting the entire project. Details of the analysis processing will be described later.

[0044] Step S03 is a "Task Validity Confirmation" step. In this step, processing is performed to determine whether the tasks extracted in the previous step are appropriate. In this determination process, validity is evaluated from the viewpoints of task granularity, dependencies, completeness, and the like. If there is a problem with the task granularity or the like, the process follows the "No" path, returns to "Document Analysis and Task Extraction" in step S02, and readjustment is performed. If the validity of the task is confirmed, the process follows the "Yes" path and proceeds to the next step S04. The quality of tasks is ensured by such an iterative process.

[0045] In the "progress status initialization" step S04, the progress status of the confirmed task is set to the initial state (not started), and processing is performed to reflect this status in the display of the press release document. Specifically, the display mode (color, transparency, etc.) of each part of the press release document associated with the task is initialized, and the visualization state at the start of the project is set. This step corresponds to the progress management function, and constructs a foundation for linking the progress status of tasks with the display status of documents. Details of the progress management operation will be described later.

[0046] The final step S05 is "contribution degree evaluation criterion setting". In this step, evaluation criteria for contribution degree are set based on the importance and difficulty of each task. The information volume and importance of each part in the press release document are analyzed, and an index for quantifying how much the completion of the corresponding task contributes to the whole project is determined. This step corresponds to the contribution degree calculation function, and the details of the operation will be described later.

[0047] The above is the overall operation of the system according to the embodiment of the present application.

[0048] <Details of Press Release Document Management Function: Data Structure> Here, the above-described operation will be described in further detail.

[0049] First, the data structure managed by the press release document management unit 101 will be described.

[0050] As shown in FIG. 8, the data structure of the system disclosed in the present application is designed as a hierarchical structure centered on press release documents. In the drawings including FIG. 8, a primary key is denoted as PK (Primary Key), and a foreign key is denoted as FK (Foreign Key).

[0051] The top-level press release document entity holds basic information such as title, creation date, and last update date, with the document ID as the primary key. The press release document is divided into two main components, a body section and an FAQ section, each of which is linked in a one-to-many relationship.

[0052] The main text section entity uses the section ID as its primary key and holds the related document ID as a foreign key. In addition to information such as headings, content, and order (display order), it also manages the progress status of the section. Similarly, the FAQ section entity uses the FAQ ID as its primary key and holds information such as question-and-answer pairs, order (display order), and progress status.

[0053] A distinctive structural feature of the system disclosed in this application is the existence of document-task related entities. These entities use a related ID as their primary key and hold document element IDs, element types, task IDs, etc., as foreign keys. The element type identifies whether the associated document element is a body section or an FAQ section. Furthermore, these entities also hold attributes such as importance and effort estimates, employing a configuration that allows for the management of information necessary for project management in association with each part of the document.

[0054] Document-task related entities are linked to the main text section and FAQ section in a many-to-one relationship, creating a structure where multiple tasks can be associated with a single document element. They are also linked to the task entity in a many-to-one relationship, representing the possibility that a single task can affect multiple parts of the document.

[0055] The task entity uses the task ID as its primary key and holds information such as the title, description, and assignee ID. The assignee ID functions as a foreign key and is linked to the task executor's information.

[0056] This structure allows the system to centrally manage information such as which tasks each part of a press release document is related to, which person each task is assigned to, and what the progress status is. In other words, it is a data structure that serves as the foundation for the system to change the display of the relevant parts of the press release document according to the progress of tasks, calculate changes in the amount of information in the document based on the execution results of each task, and quantify this as the contribution of the task performer.

[0057] Furthermore, the embodiments disclosed herein are not limited to a press release document structure consisting of a main text and FAQ, but are capable of supporting various document formats and components. It is also envisioned that specific terms or phrases within the document be linked to tasks or responsible persons, allowing the system to manage document elements at a finer granularity. For example, tasks may be associated with paragraphs or sentences within the document, or with specific keywords or phrases. This association allows the system to meticulously break down tasks and manage progress toward improving the overall quality of the document.

[0058] <Details of Press Release Document Management Function: Input Data and User Interface> The press release document management unit 101 may accept the above-mentioned data through direct input from the user via the user interface. For example, project managers or staff members can directly input data through the press release document management unit 101. In this case, the user does not need to input all of the above-mentioned data structure, and the press release document management unit 101 may have a function to assist in document generation.

[0059] The press release document management unit 101 may have the capability to understand the context based on user input and generate and propose appropriate press release documents using a large-scale language model (hereinafter also referred to as "LLM") based on the Transformer architecture.

[0060] For example, consider a user who starts creating a press release for a project titled "Launch of a New AI-Powered Smart Home Assistant." In this case, the user enters the product name and planned launch date, and the system identifies the product category and automatically suggests a document structure for a smart home assistant. For example, it might suggest a standard section structure such as "Product Overview," "Key Features," "Market Background," "Technical Features," and "Pricing and Sales Plan."

[0061] When a user enters "Voice recognition-based home appliance control" in the "Main Features" section, the Large Language Model (LLM) understands the context and generates sentence suggestions like the following:

[0062] "This product achieves industry-leading voice recognition accuracy, enabling precise understanding of instructions even in noisy environments. It supports integration with over 100 types of home appliances, including lighting, air conditioning, and televisions, and allows for natural-sounding Japanese operation. Furthermore, its speaker recognition function, which individually identifies family members' voices, provides personalized responses and access control."

[0063] Thus, the press release document management unit 101 can significantly reduce the burden of document creation for users by expanding short keywords entered by the user into professional sentences. In this way, the document generation support function of the press release document management unit 101, which utilizes a large-scale language model, contributes not only to the efficiency of document creation but also to the advanced structuring and management of the entire project. Users can create professional-quality press release documents in a short time while simultaneously achieving visualization and organization of tasks necessary for project progress.

[0064] <User Interface Screen Presented by the Press Release Document Management Function> The press release document management unit 101 accepts the above-mentioned data from the user. Here, we will explain an example of a screen that the user will see through the press release document management unit 101 when all of the above-mentioned data structure has been entered.

[0065] Figure 9 shows the user interface configuration of a press release-driven project management system. The screen is divided into four main areas: the header at the top, the navigation on the left, the editor in the center, and the task management on the right.

[0066] The header section displays the system name and features four tabs: document editing, task management, progress management, and contribution analysis. In Figure 9, the document editing tab is selected, displaying a screen specifically for document editing. The right side of the header also displays a save button, the last modified date, and the editor's information, allowing users to always check document management information.

[0067] The navigation section on the left visually represents the hierarchical structure of the document. The navigation section lists sections such as Title, Summary, Background (Market Situation, Challenges), Product Features, and FAQ in a hierarchical manner, allowing users to directly select the section they wish to edit. Each section is preceded by a color indicator showing its progress. For example, a green circle is placed before the Summary section, a yellow circle before the Background and Market Situation sections, and a gray circle before the Challenges, Product Features, and FAQ sections. Green indicates completion, yellow indicates progress, and gray indicates not yet started. In Figure 9, black circles represent the green color indicator, gray circles represent the yellow color indicator, and white circles represent the gray color indicator. Furthermore, a document information panel is located at the bottom of this section, displaying metadata such as project name, document ID, version, and completion status.

[0068] The central editor area is where users view and edit the main body of the press release document. Each section consists of a title and content, and each section displays corresponding task information and assignee information. Completed sections are displayed normally, sections in progress are highlighted with a yellow background, and sections not yet started are faintly displayed with a gray background, allowing users to visually recognize the progress. Note that in Figure 9, background coloring is omitted, but for example, the summary section is displayed normally, and the background section in progress is highlighted with a yellow background.

[0069] Each section has an edit button in the upper right corner, which, when clicked, switches the user to editing mode for that section. At the bottom of the editor is a status bar that shows a summary of the progress, displaying the number of completed, in-progress, and unstarted sections. Users can also view the document's change history by clicking the version history button.

[0070] The task management section on the right displays a list of tasks associated with the document. Tasks are displayed with different background colors depending on their progress (completed, in progress, not started), and each task includes information such as the person in charge, the deadline, and the progress rate. Note that in Figure 9, the background color coding according to progress is omitted. For example, the title creation task is completed, so it has a green background, and the market analysis task is in progress, so it has a yellow background. At the bottom of this section, there is an "Add New Task" button, allowing the user to create new tasks related to the document.

[0071] Furthermore, although omitted due to space limitations in the drawing, the task management section includes a "document quality check panel." This panel displays an automated evaluation of the current document content and points out areas for improvement. For example, the panel might display messages such as, "The title is of appropriate length and content," "The summary contains the necessary information," "The issue section is empty," and "It is recommended to add specific numerical information to the product features."

[0072] This interface configuration allows users to simultaneously edit press release documents and manage tasks, while also visually understanding the relationships between each part of the document and the related tasks. This clarifies the connection between the project's final goal and daily work, fostering a greater sense of ownership and holistic understanding among project members.

[0073] <Details of the Task Generation Function> Next, we will explain the specific operation of the task generation unit 102 in which it generates tasks from the press release document. The task generation unit 102 has the function of analyzing the press release document and automatically extracting and generating the necessary tasks. By utilizing a large-scale language model (LLM), the task generation unit 102 realizes task generation based on advanced natural language understanding and contextual comprehension.

[0074] The task generation unit 102 reads the document data received from the press release document management unit 101. At that time, the task generation unit 102 may identify and acquire elements of the document such as section structure, headings, body content, and FAQs.

[0075] The task generation unit 102 performs semantic analysis using a large-scale language model and executes a task candidate extraction process. Specifically, the task generation unit 102 infers the specific tasks required to realize each section from its contents. For example, if the "Product Features" section contains the statement "Home appliances can be controlled by an AI-equipped voice recognition function," the task generation unit 102 extracts task candidates such as "Implementation of a voice recognition engine," "Development of a home appliance control interface," and "Construction of an AI learning model" from that sentence.

[0076] Specifically, the task generation unit 102 may extract task candidates from the press release document using a pipeline that combines a named entity recognition model based on the BERT (Bidirectional Encoder Representations from Transformers) architecture with a relation extraction model based on RoBERTa.

[0077] The specific processing steps are as follows: (1) The task generation unit 102 (pipeline) divides the document into sentences and inputs each sentence into the BERT model. (2) The task generation unit 102 identifies entities such as "technology name," "function," "performance indicator," and "market requirements" using a BiLSTM-CRF (Conditional Random Fields) layer connected to the output layer of the BERT model. (3) The task generation unit 102 analyzes the relationships between the identified entities using a RoBERTa-based relationship extraction model with an attention mechanism. (4) Based on the extracted relationships, the task generation unit 102 generates task candidates by applying a predefined rule set.

[0078] For example, if the "Product Features" section contains the statement "Home appliances can be controlled using AI-powered voice recognition," the pipeline extracts "AI" and "Voice Recognition" as entities and identifies the relationship "Powered In" between them. From this information, a candidate task, "Implementation of Voice Recognition Engine," is generated.

[0079] The task generation unit 102 may also perform a task granularity adjustment process for the extracted task candidates. Since the initially extracted tasks vary in granularity, the system may evaluate the size and complexity of each task and adjust them to an appropriate granularity. The task generation unit 102 may also break down tasks that are too large into multiple smaller tasks, or conversely, merge tasks that are too fine in granularity.

[0080] Furthermore, the task generation unit 102 may perform dependency analysis processing after adjusting the granularity of the tasks. LLM analyzes the logical dependencies and dependencies between tasks and determines the order in which tasks should be executed. For example, it automatically identifies relationships such as "UI design" being executed after "requirements definition" and "testing" being performed after "implementation". The results of this analysis may be used as data for task flowcharts and Gantt charts, which will be described later.

[0081] The task generation unit 102 may also perform a task assignment recommendation process. The task generation unit 102 matches the skill profiles of the project members with the required skills for each task and recommends the most suitable person to handle it. This process takes into account past project experience, areas of expertise, and current workload, and proposes a well-balanced task assignment. The task generation unit 102 may also perform the task assignment recommendation process by extracting skill requirements from natural language descriptions using LLM and comparing them with the personnel database 111.

[0082] The task generation unit 102 may also perform effort estimation processing. The task generation unit 102 predicts the required work time based on the content, complexity, and scale of each task. This prediction also references past performance data of similar tasks to obtain a more accurate estimate. Furthermore, a risk buffer corresponding to the uncertainty and difficulty of the task is automatically added to generate a realistic effort estimate.

[0083] The press release document management unit 101 registers the task information generated through the above process into the task management database. Each task is assigned attributes such as ID, title, description, person in charge, deadline, dependencies, priority, and effort estimate, and is used as basic data for project management. At the same time, associations are made between each section of the press release document and the tasks, and it is recorded which part of the document is implemented by which task.

[0084] The processing results of the task generation unit 102 are presented to the project manager through the user interface. The project manager can review the automatically generated task list and make adjustments or corrections as needed. The LLM also has a mechanism to learn from feedback from the manager and improve the accuracy of future task generation.

[0085] <Details of the Task Generation Function: How to Display Generated Tasks on the Screen> Next, we will explain how to display the tasks generated by the task generation unit 102. As an example, as explained in Figure 9, the press release document management unit 101 may display the tasks in association with the press release screen.

[0086] Here, we will explain another display method. The content explained in Figure 9 is a display format that allows for the clarification of goals among project members based on the press release. The press release document management unit 101 can also display tasks generated in various other forms.

[0087] For example, suppose a user clicks the "Task Management tab" in Figure 9. At this time, the press release document management unit 101 may display the generated tasks on different screens for the project manager, individual workers, and assigned personnel. This is because the project manager needs to understand the tasks for the entire project, while individual workers often only need to be able to check their own tasks.

[0088] Thus, the project management system (information processing device 10) may further include screen control means that separately generate an administrator screen for project managers and a worker screen for task executors, and display different information for each.

[0089] Figure 10 shows an example of a task management screen viewed by a project manager. Figure 10 shows another example of a task management screen viewed by a project manager. This screen displays the project's task management screen, and at the top there are three tabs that the user can select from: "List," "Gantt Chart," and "Kanban." In Figure 10, the "List" view is selected.

[0090] Three task cards are arranged vertically in the center of the screen.

[0091] The top card displays the task name "Conduct interviews with participating companies in the PoC," and its priority is indicated by a colored tag (for example, a red tag) with the label "high." The person in charge is Mr. Tanaka, the deadline is March 15, 2024, and the task is linked to the milestone "PoC completion." In terms of task progress, "Organizing interview items" and "Schedule appointments" are checked as completed, while "Conducting interviews" is not yet completed and is not checked. The specific steps for updating task progress will be described later.

[0092] The second card displays a task titled "Prototype Development," which also has a high priority. The person in charge is Mr. Suzuki, the deadline is April 20, 2024, and this task is also related to the "PoC Completion" milestone. The subtasks listed are "Requirements Definition" and "Design," but neither of them has been completed yet.

[0093] The third card shows the task "Marketing Strategy Formulation," and its priority is indicated by a colored tag (for example, a yellow tag) labeled "medium." The person in charge is Mr. Sato, the deadline is May 1, 2024, and this task is linked to the "Service Launch" milestone.

[0094] On the right side of the screen is the "AI Suggestions" section, which displays two suggestions. The top suggestion is "Conduct a security assessment," pointing out the need for a security check after the prototype is completed. The bottom suggestion is "Increase the priority of marketing strategy formulation," recommending that it be started earlier considering the time until the service launch.

[0095] Both proposals have "accept" or "reject" buttons, allowing the project manager to make a decision.

[0096] Furthermore, this screen may always utilize a generative AI based on a large-scale language model as a work assistant. The information on this screen may dynamically change as the user instructs the AI ​​assistant to perform tasks. For example, if the user instructs the AI ​​assistant that "additional companies need to be secured to participate in the PoC," the AI ​​assistant can automatically create a task, assign it to the appropriate person, and update the progress status. This gives project managers the advantage of streamlining project management tasks in an intuitive, conversational format. This screen allows project managers to grasp the overall progress of the project and the achievement status of each milestone at a glance.

[0097] Next, Figure 11 shows an example of a task management screen that individual workers in a project check. This screen is titled "Tanaka's Work Context," allowing Tanaka to grasp his role and responsibilities in the project at a glance.

[0098] On the left side of the screen, the "Project Goal Hierarchy" is displayed. At the top level, the overall project goal, "Achieve annual sales of 1 billion yen through new business X," is written in colored text (for example, blue text), with a deadline of December 2024. Below that, as a sub-goal, "PoC Completion (Verification with 3 Customers)" is placed, with a deadline of June 2024 and a progress of 66%. Further down, the tasks "Prototype Development Completion" and "Customer Interview Completion" are displayed, each with a progress bar.

[0099] The "Prototype Development Completed" task is labeled "Assigned," indicating that it is Tanaka's assigned task. The next level down is "Service Launch," with a deadline of September 2024 and a progress of 30%. Below that is the "Production Environment Setup" task, which is also labeled "Assigned."

[0100] On the right side of the screen is the "Your Assigned Tasks" section, which displays the specific tasks that Tanaka is currently responsible for. The task at the top is "Prototype Development for PoC," and its priority is indicated by a colored tag (e.g., a red tab) with the tag "high." The deadline is March 15, 2024, and this task is linked to the milestone "Prototype Development Completed." The responsibilities (contributions) are listed as "Responsible for implementing the core system." Additionally, a colored warning box (e.g., a yellow warning box) indicates that additional security requirements need to be addressed under "Issues."

[0101] The progress of the task is visually displayed with a progress bar. Below that, the task "Design the production environment" is displayed, and its priority is indicated by a colored tag (for example, a yellow tag) labeled "medium". The deadline is April 20, 2024, and this task is linked to the milestone "Build the production environment". The responsibility is listed as "Responsible for infrastructure design", and the progress of this task is also shown with a progress bar.

[0102] The screen shown in Figure 11 allows Ms. Tanaka to confirm the position of her assigned tasks within the overall goal hierarchy of the project, while also understanding the deadlines, progress, and challenges of her specific tasks.

[0103] <Detailed explanation of progress management function: Specific operation of progress management> Based on the user interface screen described above, the specific operation of the progress management unit 103 in managing the progress of the entire project from the work of individual workers will be explained.

[0104] Specifically, the progress management unit 103 first collects the progress status of the tasks assigned to each worker. This collection is carried out through work completion reports, work time records, and deliverable uploads entered by workers through an interface such as the one shown in Figure 11.

[0105] Next, the progress management unit 103 automatically aggregates the collected data and calculates the progress status hierarchically from the task level to the milestone level and then to the overall project level. For example, in the task "Conduct interviews with companies participating in the PoC," if "Organizing interview items" and "Schedule appointments" have been completed, but "Conducting interviews" is not yet completed, the progress rate of that task is calculated to be 66%. Furthermore, if that task is linked to the milestone "Completion of PoC," the progress rate of the entire milestone is calculated using a weighted average of the progress status of all related tasks, including that task.

[0106] A distinctive feature of the progress management unit 103 is that each task and milestone is assigned pre-set importance and difficulty indicators, and the progress rate is weighted based on these indicators. For example, the task "prototype development" has a high importance in the "PoC completion" milestone, so the progress of this task greatly affects the overall progress rate of the milestone.

[0107] Furthermore, the progress management unit 103 constantly compares and monitors the planned deadline with the actual progress, and has a function to display a warning message if a delay risk is detected. For example, a warning such as "Securing participating companies for the PoC is delayed. Only 2 out of 3 target companies have been confirmed so far" indicates that there is a possibility that the target will not be achieved by the set deadline.

[0108] The progress management department 103 also continuously evaluates the degree of achievement against the set KPIs (Key Performance Indicators). For example, the KPI set for the milestone of "PoC completion (verification by 3 customers)" is "number of companies that have completed verification," and the current achievement status is displayed as "2 / 3 companies." This type of KPI management makes it possible to comprehensively evaluate the progress of the project, including its qualitative aspects.

[0109] Furthermore, the progress management unit 103 has a function to link the collected progress data with a token issuance function (not shown in Figure 5, etc.). A system is employed in which the amount of tokens issued to contributing workers is determined according to the degree of completion of each task or milestone. For example, if the "prototype development" task is 100% completed, Mr. Suzuki, the person in charge, will be automatically awarded a pre-set amount of tokens.

[0110] The progress management unit 103 may utilize machine learning models to achieve the functions described above. For example, the progress management unit 103 also has the ability to learn from past project data and progress patterns and predict future risks. In the "AI Proposal" section shown in Figure 10, a proposal to "prioritize the formulation of the marketing strategy" is made, which is based on the remaining time until the service launch and past performance data of similar projects, which predicts that it will be difficult to complete the project on time given the current progress.

[0111] As described above, the progress management unit 103 not only records progress but also provides a variety of functions, including overall project health assessment, risk prediction, visualization of contributions, and decision support, enabling efficient management and operation of complex projects involving many people.

[0112] <Detailed Operation of the Contribution Calculation Function> The contribution calculation unit 104 is a means for quantitatively evaluating the contribution of project members. In the embodiment disclosed herein, as an example, a contribution calculation method based on the "number of completed tasks" is adopted as a basic indicator, and a method is described that combines this with an objective evaluation indicator based on changes in the amount of information in the press release document for a more advanced evaluation.

[0113] In the basic contribution calculation method, the contribution calculation unit 104 simply counts the number of tasks completed by each member. For example, it might be expressed as, "Mr. Tanaka completed 5 tasks this week, contributing 15% to the overall project." Furthermore, the contribution calculation unit 104 also calculates a "weighted task completion count" as a more refined indicator, assigning weights according to the difficulty and importance of the tasks. For example, a task with "importance A (high)" could be awarded 3 points, "importance B (medium)" 2 points, and "importance C (low)" 1 point. This format allows for a fairer evaluation that considers not only simple numerical values ​​but also qualitative aspects.

[0114] Furthermore, the contribution calculation unit 104 may also reflect the task's adherence to deadlines in its contribution evaluation. The contribution calculation unit 104 awards 100% of the base points to tasks completed within the deadline, but may introduce a mechanism to deduct points for delayed tasks according to the degree of delay. For example, a calculation rule such as "10% deduction for a one-day delay, and 30% deduction for a delay of three days or more" may be applied. This incorporates not only the quantity of tasks but also the qualitative aspect of their execution according to plan into the evaluation.

[0115] <Detailed Operation of the Contribution Calculation Function: Background for Introducing the Calculation of Contribution Rate to Press Releases> As an example of a contribution calculation method, an objective evaluation index based on changes in the amount of information in the press release document may be introduced.

[0116] In a press release-driven project management system, it may be beneficial for the contribution calculation unit 104 to adopt changes in the amount of information in the press release document as an important evaluation metric, in addition to the conventional task completion count. This is due to the desire to accurately evaluate the "actual impact on the project's final goal."

[0117] Existing project management systems often evaluate performance based primarily on workload, such as the number of tasks completed or the time spent. However, these metrics measure process execution and do not directly reflect contribution to the final deliverable. For example, simply completing a large number of tasks does not necessarily indicate how much that contributed to the quality or content of the press release document, which is the project's final goal.

[0118] The system described in this application clearly positions the press release document as the final goal of the project and allows for the introduction of a mechanism to quantitatively evaluate how each member's activities influenced that document. This mechanism enables evaluation not only from the perspective of "what was done" but also from the perspective of "how each individual's activities were reflected in the final deliverable."

[0119] Specifically, when members complete tasks, the content of a particular section of the press release document is expanded, improved, or revised. For example, completing the "Market Analysis" task adds specific market size data and growth rate forecasts to the "Market Background" section of the press release. Or, the results of the "Usability Testing" task make the content of the "Key Features" section of the press release more specific and compelling.

[0120] <Detailed Operation of the Contribution Calculation Function: How to Calculate the Contribution Rate for Press Releases> Next, we will explain in detail how to calculate the contribution rate for press releases.

[0121] The contribution calculation unit 104 first detects document changes. When an editing operation occurs on a press release document, the contribution calculation unit 104 automatically detects the changes and identifies which parts were changed and how. Specifically, the contribution calculation unit 104 identifies operations such as adding, deleting, and modifying strings on a document element (section, paragraph, sentence, etc.) basis and extracts the differences before and after the changes.

[0122] Next, the extracted differences are subjected to a calculation of information volume changes. This calculation applies an entropy calculation model based on information theory, making it possible to evaluate qualitative changes in content rather than simple changes in the number of characters or lines. For example, if specific technical specifications or numerical data are added to the "Product Features" section, this addition is evaluated as a greater change in information volume than the addition of abstract descriptive text.

[0123] Furthermore, the contribution calculation unit 104 evaluates the importance of the changes. Each section in the press release document has a predetermined importance coefficient, and a system is in place in which contributions to core sections such as "Product Overview" and "Key Features" are valued more highly than contributions to supplementary sections such as "Background Information." In addition, structural importance within the document (such as heading level and frequency of reference) is also considered, and the impact on the overall project is calculated.

[0124] The process of associating changes with assigned tasks identifies which task is responsible for a detected document change. This identification is based on the linking information recorded in the document-task related entity, and if multiple tasks are involved, the contribution is apportioned according to the degree of each task's contribution. For example, if two tasks, "UI Design" and "Feature Implementation," jointly contribute to the content of the "User Experience" section, the contribution to the change is distributed based on the degree of involvement of both tasks.

[0125] Finally, the process of calculating the contribution score is executed. This score may be calculated as a composite index combining elements such as information change, importance coefficient, and task contribution. The basic form of the calculation formula is as shown in equation (1) below.

[0126] ... (1)

[0127] Here, the quality coefficient is a coefficient that reflects the qualitative evaluation of the changes; for example, the addition of a new value proposition is valued more highly than the correction of typographical errors. A machine learning model is used for this quality evaluation, and the coefficient is automatically determined based on quality judgment criteria learned from past evaluation data.

[0128] Specifically, the quality coefficient is a coefficient ranging from 0 to 1.5 that reflects the qualitative evaluation of the changes. A supervised learning regression model is used to calculate the quality coefficient. Specifically, a model using the TextCNN (Convolutional Neural Network for Text) architecture is constructed using the revision history and evaluation scores of more than 500 past press release documents as training data. This model extracts the characteristics of additions and revisions to the text and predicts how much the changes contribute to the overall document quality. For example, simple corrections of typos and grammatical errors are assigned a low coefficient of around 0.5, while changes that add specific data or examples are assigned a high coefficient of 1.2 or higher.

[0129] Furthermore, the change in information content is calculated as the difference in information entropy before and after the modification of each part of the press release document. Specifically, Shannon's entropy formula, equation (2) below, is applied to the word distribution within the text to calculate the entropy difference before and after the modification.

[0130] ... (2)

[0131] Here, p_i represents the probability of word i appearing in the text. For example, adding a specific product name like "smart home device" is valued as a greater change in information than using the general expression "product".

[0132] Section importance is a predetermined coefficient for each section within a press release document, quantified on a scale from 0 to 1. For example, the "Product Overview" section might be assigned a value of 0.9, and the "Background Information" section 0.6. These coefficients are determined based on statistical data obtained from the analysis of past press release cases.

[0133] The calculated contribution score may be displayed visually on the user interface. For example, as shown in Figure 12, each member's contribution may be represented not only as a numerical score but also in graphical formats such as radar charts and heatmaps, providing a multifaceted evaluation perspective.

[0134] For example, the score distribution for each evaluation axis, such as "planning," "development and implementation," "quality improvement," and "expression improvement," is visualized, allowing users to understand each member's strengths and contribution patterns.

[0135] A key feature of the contribution evaluation system described above is its ability to accumulate and analyze evaluation history. Contribution data accumulated through long-term project activities is used to understand members' skill profiles and aptitudes. For example, if a member consistently demonstrates high contributions in the "technical explanation" section, a role that leverages that skill will be considered for future projects.

[0136] <Effects of this embodiment> The press release-driven project management system achieves shared purpose and unified direction by clearly visualizing the project's final goal to all members. By linking each task to the press release document, it becomes intuitively clear how daily work contributes to the project goal, thereby promoting increased motivation and a sense of ownership among members.

[0137] Furthermore, the contribution calculation function objectively evaluates the extent to which each member's activities influenced the final project deliverable, enabling fair evaluation and appropriate reward distribution. In addition, the task generation function utilizing a large-scale language model automatically extracts and breaks down necessary tasks from press release documents, resulting in more efficient and comprehensive project planning.

[0138] The progress management function directly reflects task completion status in the press release document, making it easier for users to visually grasp the overall project progress and facilitate early detection of problems and delay risks. The document generation support function streamlines the creation of high-quality press release documents and makes it easier to maintain a consistent document structure.

[0139] Unlike conventional task management tools, the system disclosed in this application integrates process management and deliverable management by focusing on deliverables, thereby enabling more effective project management.

[0140] <Modification 1: Press Release Type Task Display> In the first embodiment, the press release document management unit 101 can display project-related information in association with the press release text. An example of this will be described as a modification of this embodiment.

[0141] In this embodiment, the press release document management unit 101 can display project-related information in association with press release documents. As an example, a user interface like the one shown in Figure 13 is provided.

[0142] Figure 13 shows an example of an interface in which each section of a press release document is visually distinguished according to the progress of the task. In this screen, the status of a section (completed, in progress, not started) may be distinguished by borders and background colors. For example, completed sections may be displayed with a green border and normal transparency, sections in progress may be highlighted with a yellow border and light yellow background, and sections not started may be visually distinguished by a gray border and background with reduced transparency.

[0143] To the right of each section, an icon indicating progress may be displayed: a green checkmark for completed sections, a yellow clock icon for sections in progress, and a gray warning icon for sections not yet started.

[0144] Furthermore, a mechanism may be implemented that displays the person in charge's information in a pop-up window when the user clicks on each section. That is, the information processing device 10 may further include a display control means that displays the person in charge's information in a pop-up window corresponding to each part of the press release document. This display control means may be implemented by the progress management unit 103. The pop-up window displays the person in charge's name, department, contribution (visualized as a percentage and progress bar), deadline, completion date for completed sections, and current progress rate for ongoing sections. This display allows project managers and team members to instantly grasp the person in charge of each section and the progress status.

[0145] Figure 14 shows an example of a pop-up. The pop-up visually represents the contact person information associated with the "Key Features" section of the press release document.

[0146] The name of the person in charge, "Makoto Tanaka," is displayed at the top of the pop-up, with a colored person icon (for example, a blue person icon) next to it. In the upper right corner, the label "Person in Charge Information" is highlighted with a colored background (for example, a blue background). The department to which the person in charge belongs, "Product Development Department," may be displayed with a colored background (for example, a gray background) to allow for easy identification of the organization at a glance.

[0147] In the center of the pop-up, there is a horizontal bar indicating the level of contribution, with 42% of the bar filled in (for example, filled in blue). This visual representation is used to allow users to intuitively understand the level of contribution each person has made to that section.

[0148] At the bottom of the pop-up, the due date and progress are displayed side-by-side. On the left, the due date, "April 20, 2024," is displayed with a colored background (e.g., gray), and on the right, "50% progress" may be displayed with a colored background (e.g., yellow). This color coding allows users to recognize at a glance which tasks are in progress. For completed tasks, the completion date is displayed with a green background, and for tasks not yet started, "Not Started" is displayed with a gray background. Through such pop-up displays, information about who is responsible for each part of the press release document and how far along it is currently is effectively communicated. This type of information communication enhances the transparency of the entire project and promotes collaboration among team members.

[0149] The above display method clearly visualizes the relationship between the press release document and project tasks, allowing users to intuitively understand which tasks are responsible for each part of the document and how the progress of each task affects the overall completeness of the document. A legend explaining the meaning of the display colors is also placed at the bottom of the screen, making it easy for users to understand how to read the interface. This visualization method clarifies the relationship between project goals and daily work, promoting shared understanding among team members and efficient project management.

[0150] <Modification 2: Portfolio display for each person in charge> In this embodiment, users participating in a project can gain knowledge and experience through their participation in the project and then participate in new projects. Specifically, as described in the first embodiment, the task generation unit 102 may save the projects that each person in charge has participated in as information that can be referenced when recommending a person in charge.

[0151] Here, as an example, we will describe a screen in the press release document management unit 101 that displays information about individual workers.

[0152] Figure 15 shows an example of the 담당자 (person in charge) dashboard portfolio screen. This screen centrally manages and displays information and contributions of the person in charge, Makoto Tanaka.

[0153] At the top of the screen, the basic information of the person in charge is displayed, including their name, department (Product Development Department), and job title (Senior Engineer). Below that, performance indicators such as the number of sections they are in charge of (37), the number of projects they participate in (14), and the total number of contribution points (128) are visually represented.

[0154] The screen features three tabs in the center: "Dashboard," "Public Portfolio," and "Settings," allowing users to switch between them to access different functions.

[0155] The dashboard screen displays the projects an employee is involved in and the sections they are responsible for within those projects in a hierarchical manner. For example, in the "HomeAI Smart Assistant" project, the user (Makoto Tanaka) is responsible for two sections: "Key Product Features" and "Market Background and Development Motivation," and their contributions and progress in each section are recorded in detail.

[0156] Each section may be assigned an icon to indicate its progress: a green checkmark for completed sections, a yellow clock icon for sections in progress, and a gray warning icon for sections not yet started.

[0157] Furthermore, each section includes a link to the document (an icon with a square and a diagonal arrow), allowing users to quickly access the relevant section of the press release document by clicking on it. In addition, each section has an icon button (an icon resembling a human eye) that toggles between public and private, allowing users to easily control the scope of information disclosure. The icon button in the Market Strategy section indicates private, while the icon buttons in the other sections indicate public.

[0158] Sections that have been set to be public are reflected in the "Public Portfolio" tab and displayed in a format that can be shared externally. The portfolio is also assigned skill tags such as "AI Development," "UX Design," "Speech Recognition Technology," and "Cloud Infrastructure" as the areas of expertise of the person in charge, and the task generation unit 102 can refer to this information to recommend the most suitable person in charge.

[0159] Thus, the project management system (information processing device 10) may further include a means for generating a personal screen that generates a dashboard for each task performer and displays a list of links to each part of the press release document that the task performer was responsible for. The list of links functions as a selectively public portfolio.

[0160] [Second Embodiment] First, an overview of the second embodiment will be described.

[0161] Figure 16 is a diagram illustrating the concept of a task-linked training recommendation function in a press release-driven project management system.

[0162] In addition to the task generation and management functions described in the first embodiment, this system also includes a function to analyze the skills required for the generated tasks and recommend the most suitable training content for each worker.

[0163] In Figure 16, a press release document is positioned in the center, similar to the first embodiment, with task groups positioned around it.

[0164] Figure 16 shows that new elements, "skill gap analysis" and "training recommendation," have been added, derived from each task. The required skill level is displayed numerically for each task, and the difference between that level and the employee's current skill level is visually represented. For example, if the required skill level for the "UI design" task is 4, but the employee's current level is 2, the system recommends training content to bridge this gap.

[0165] The training content is modularized and consists of three stages: "Basic Knowledge," "Practical Skills," and "Advanced Techniques." Each module clearly indicates the time required for learning, and an optimized learning path is suggested to ensure completion of tasks within the given timeframe. Furthermore, progress in each training module is visualized with a progress bar, and the improvement in skill level is numerically reflected as learning progresses.

[0166] On the right side of Figure 16, a "Learning Roadmap" is displayed, systematically organizing skills necessary for multiple tasks and skills effective for career development. This roadmap is designed to support workers' long-term growth and encourage continuous skill improvement, not just for handling one-off tasks.

[0167] In the lower left of Figure 16, a "Community Learning" area is provided, representing functions that support interaction with other workers learning similar skills and the building of mentor-mentee relationships. Through these functions, knowledge sharing and mutual learning are promoted not only for individual learning but also throughout the entire organization.

[0168] The lower right of Figure 16 shows the "skill certification" system, illustrating the mechanism for certifying skills through practical task completion and knowledge tests after training. Certified skills are reflected in the employee's profile and used for future task assignments and career development.

[0169] Thus, in the second embodiment, a system is provided that efficiently supports the acquisition of skills necessary for task performance through a training recommendation function, and promotes the autonomous learning and growth of workers.

[0170] <Device Configuration> The device configuration of the second embodiment will now be described.

[0171] Figure 17 is a block diagram showing an example of the functional configuration of a task-linked training recommendation system. In addition to the four functions described in the first embodiment, this system has five new functions, and these new functions work together to provide a function that recommends the most suitable training according to the task.

[0172] The information processing device 10 is equipped with modules that correspond to the five new functions described above.

[0173] The skill requirements analysis unit 106 analyzes the task information provided by the task generation unit 102 and is responsible for identifying the skills and required levels necessary to perform each task. This module utilizes natural language processing technology to extract skill requirements from the task description, classify them, and quantify them based on a predefined skill system. As shown by the top-to-bottom arrow in Figure 17, information is transmitted from the task generation unit 102 via a data flow called "task information."

[0174] The Skill Gap Diagnosis Unit 107 compares the skill profile of the person in charge with the task requirements identified by the Skill Requirements Analysis Unit 106, and provides a function to identify the skills that are lacking and the difference in their level. As shown in Figure 17, "skill requirements" are transmitted from the Skill Requirements Analysis Unit 106 to the left and compared and analyzed with "person in charge skill information" obtained from the personnel database 111. The diagnosis results are transmitted as "skill gap information" to the Training Content Recommendation Unit 108.

[0175] The training content recommendation unit 108 is a module responsible for selecting, structuring, and presenting the most suitable training content based on information received from the skills gap diagnosis unit 107. This module works in conjunction with the training content database 112 to identify training modules that efficiently bridge the gap.

[0176] Furthermore, the training content recommendation unit 108 designs an individually optimized learning path, taking into account the learner's learning style, past learning history, task deadlines, etc. The recommendation results are presented to the learner as a "training plan," and these recommendations are also transmitted to the learning progress management unit 109 as "learning progress data."

[0177] The learning progress management unit 109 has the function of tracking the training participation status of the person in charge and managing the progress of skill improvement. This module records the completion status of each training module, the results of comprehension tests, the achievement level of practical tasks, etc., and generates the data necessary to update the skill profile. The arrow from bottom to top in Figure 17 indicates "skill update information," illustrating the mechanism by which the person in charge's skill profile is dynamically updated based on learning outcomes.

[0178] The Skill Certification and Evaluation Unit 110 is a module responsible for evaluating participants after training completion and certifying their skill acquisition. This module uses a combination of evaluation methods, including knowledge tests, practical assignments, and peer reviews, to verify the actual effectiveness of skill acquisition. Certified skills are reflected in the Human Resources Database 111 as "certification results" and are used for subsequent task assignments and human resource utilization.

[0179] The talent database 111 has the function of centrally managing the skill profiles, career information, and learning history of all workers within the organization. This database provides basic information for skill gap assessment and has a dynamic structure that is constantly updated based on learning progress and certification results.

[0180] The training content database 112 is responsible for systematically managing training modules that cover diverse skill areas. Each module is assigned metadata such as learning objectives, difficulty level, estimated learning time, prerequisites, and evaluation criteria, which are used as components of individually optimized training plans.

[0181] <Processing Flow> The processing flow of the second embodiment will be explained below.

[0182] Figure 18 is a flowchart illustrating the process flow for recommending training tailored to a task. This process flow consists of seven main steps, representing the entire process from task generation to training completion in chronological order.

[0183] The process begins at "Start," located at the top of the flowchart. The first step, S11, is "Task Information Acquisition." This step involves acquiring task information generated by the task generation unit 102 described in the first embodiment. The acquired information includes the task title, description, target deliverables, deadline, etc.

[0184] Next, the process moves to step S12, "Task Requirements Analysis." This step analyzes the acquired task information to identify the skills and required skill levels necessary to perform the task. Natural language processing technology is used in this analysis to extract required skills from keywords and phrases contained in the task description. For example, from the task "Implementation of Responsive Web Design," skill requirements such as "HTML / CSS," "JavaScript (registered trademark, hereinafter the same)," "UI / UX Design," and "Mobile Optimization" are extracted. Each skill is assigned a required level on a numerical scale from 1 to 5.

[0185] Step S13 is "Assignee Skill Acquisition." This step retrieves the current skill profile of the worker assigned as the task's assignee from the talent database 111. This profile includes information such as the worker's past project experience, completed training, and certified skills, and the level of proficiency in each skill area is quantified on a scale from 1 to 5.

[0186] Step S14 is "Skill Gap Analysis." This step compares the task requirements with the assignee's current skills to identify the skills that are lacking and the difference in skill levels. The results of this analysis are quantified as "Gap = Required Level - Current Level," and skills with larger gaps are identified as areas that should be prioritized for improvement. For example, if the task requirement level for "JavaScript" is 4 and the assignee's current level is 2, the gap is calculated to be 2.

[0187] Step S15 is "Training Content Search." This step searches the training content database 112 for the most suitable training content to fill the identified skill gap. Search criteria include target skill, current level, target level, and available time (calculated backward from the task deadline). The search results are obtained as a list of multiple training modules, each accompanied by information such as learning objectives, estimated time, and difficulty level.

[0188] Step S16 is "Training Plan Generation." This step combines the searched training modules to generate a training plan optimized for the trainer. This plan is not merely a content list, but a comprehensive learning plan that includes the order of learning, priorities, recommended learning pace, and intermediate checkpoints. When generating the plan, the trainer's learning style, past learning patterns, and current workload are also considered to create a highly effective plan. The generated plan is presented to the trainer, and adjustments are made as needed.

[0189] The final step, S17, is "Training Implementation and Progress Management." In this step, the trainee progresses through the training according to the training plan, and the system manages the progress. The completion status of each training module is recorded by the learning progress management unit 109, and the results of comprehension tests and evaluations of practical assignments are also integrated. The progress is reflected in the dashboard in real time, and a system is in place that allows not only the trainee but also project managers and human resource development personnel to check it as needed. Once the training is completed, a skills certification evaluation is conducted, and the skills profile is updated. This update reduces or eliminates the gaps identified in the "skill gap analysis" step, resulting in improved task performance capabilities.

[0190] <Details of Skill Requirements Analysis Function> The functions of the Skill Requirements Analysis Unit 106 will be explained in detail. The Skill Requirements Analysis Unit 106 plays an important role in analyzing task information sent from the Task Generation Unit 102 and identifying the skill set necessary to perform the task.

[0191] The main process of the skill requirements analysis unit 106 is to first perform natural language processing on the task description. In this process, the skill requirements analysis unit 106 extracts keywords, technical terms, verb phrases, etc., contained in the task title and description, and maps them to a predefined skill system. For example, from the task description "Frontend development using React.js", skill keywords such as "React.js", "JavaScript", "Frontend development", and "Web application development" are extracted.

[0192] The skill requirements analysis unit 106 incorporates a skill extraction engine that utilizes a large-scale language model (LLM). This engine understands the context of the entire task description and has the ability to infer skill requirements that are not explicitly mentioned. For example, from a task description such as "analyze user behavior data and create a dashboard," it can be determined that skills such as "data analysis," "statistical processing," and "visualization techniques" are required, even if they are not directly mentioned.

[0193] The extracted skill candidates are then subjected to a matching process against the skill ontology. The skill ontology is a hierarchical organization of standardized skills within an organization, systematically organizing information such as main categories, subcategories, individual skill items, and related skills. For example, each item is organized in a hierarchical structure such as "Programming" → "Web Development" → "Frontend Technology" → "React.js". Through the matching process, the extracted skill keywords are converted into standardized skill items, enabling consistent understanding and management by users within the organization.

[0194] Next, the importance and requirement level of the skill requirements are calculated. The frequency of skill keywords in the task description, the presence or absence of emphasis expressions ("essential," "important," etc.), and their contextual positioning are analyzed to calculate the relative importance of each skill. In addition, the requirement level is quantified on a five-point scale based on expressions such as "basic understanding," "practical experience," and "advanced expertise." For example, "understanding the basic concepts of React.js" is evaluated as requirement level 2, and "experience in developing complex applications using React.js" is evaluated as requirement level 4.

[0195] The skill requirements analysis unit 106 also evaluates the difficulty and complexity of the task and calculates the overall skill level required. This evaluation takes into account the size of the task, the deadline, the expected quality of deliverables, and any related constraints. For example, a task that requires high-quality results in a short period of time will be judged to require a higher level of the same skill.

[0196] A distinctive feature of the skill requirements analysis unit 106 is its learning function from similar tasks performed in the past. The skill requirements analysis unit 106 refers to data from similar tasks performed in the past and reflects information such as the skills that were actually necessary for the performance of those tasks, as well as skills that were unexpectedly important, into the current analysis. This process enables not only theoretical analysis but also highly accurate skill requirements analysis based on actual experience.

[0197] The analysis results are ultimately output as a "Task Skill Requirements Profile." This profile includes information such as a list of required skills, the importance (percentage) of each skill, the required level (e.g., 1 to 5), recommended prerequisite skills, and related higher-level and derived skills. This profile is sent to the Skill Gap Diagnosis Unit 107 and used for comparative analysis with the employee's existing skills.

[0198] <Details of the Skill Gap Diagnosis Function> The Skill Gap Diagnosis Unit 107 is responsible for comparing the task skill requirement profile received from the Skill Requirement Analysis Unit 106 with the employee's skill profile obtained from the personnel database 111, and for identifying specific gaps.

[0199] The main processing of the Skill Gap Diagnosis Unit 107 includes obtaining the skill profile of the person in charge. The Skill Gap Diagnosis Unit 107 obtains the latest skill profile of the person in charge from the personnel database 111 and converts the profile into the same format as the task skill requirement profile. The person in charge's skill profile records the skill level (e.g., 1 to 5) calculated comprehensively from information sources such as past project experience, completed training, acquired certifications, self-assessment, supervisor evaluation, and performance evaluation.

[0200] Next, a difference analysis is performed for each skill item. For each skill item, a gap value is calculated using the formula "Gap = Required Level - Current Level". If the gap value is positive, it is determined that the skill is insufficient; if it is negative, it is determined that the skill is overskilled (excessive). For example, if the task requirement level for "Data Analysis" is 4 and the person in charge's current level is 2, the gap would be +2. This analysis is performed for all required skill items, and an overall gap map is created.

[0201] Furthermore, the importance of the gaps is assessed. This assessment considers not only the simple difference in skill levels, but also the importance of each skill to the task. For example, a small gap (+1) in a highly important skill (accounting for 60% of the task requirements) is given a higher priority than a large gap (+3) in a less important skill (accounting for 10%). This type of assessment allows for prioritization to efficiently allocate limited learning resources (time and effort).

[0202] Furthermore, a learning efficiency analysis is also conducted. The Skill Gap Diagnosis Unit 107 analyzes the employee's past learning history, learning speed, and possession of related skills to estimate the learning time and effort required to bridge each gap. For example, if the employee already possesses related foundational skills at a high level, it is predicted that acquiring new skills will be possible in a relatively short time. Conversely, if the skill is in an entirely new field, it is determined that it will be necessary to learn from the basics and require more time.

[0203] Comparing the task deadline with the required learning amount is also an important process. The skill gap diagnosis unit 107 calculates the available learning time by working backward from the task deadline and compares it with the estimated required learning time. The results of this comparison provide information to determine whether it is realistic to fill all the gaps within the deadline or whether partial action should be taken. For example, if there is a large gap but the deadline is approaching, a learning plan focused on the minimum necessary skills is recommended.

[0204] A distinctive feature of the Skill Gap Diagnosis Unit 107 is its ability to suggest alternative skills and workarounds. When there is an absolute lack of time or the difficulty of acquiring a specific skill is high, the Skill Gap Diagnosis Unit 107 suggests alternative methods and workarounds. For example, if a gap exists in "advanced data visualization skills," a two-stage approach is presented, suggesting alternative methods such as "utilizing templates and libraries" in the short term, while encouraging the acquisition of the necessary skills in the long term.

[0205] The diagnostic results are ultimately output as a "Skill Gap Report." This report includes information such as the gap value for each skill item, skills that should be prioritized, estimated learning time, possible alternatives, and the distinction between skills that can be acquired within the deadline and those that are difficult to acquire. This report is sent to the Training Content Recommendation Department 108 and used as basic information for generating the optimal training plan.

[0206] <Details of the training content recommendation function> The training content recommendation unit 108 is responsible for selecting and structuring the optimal training content to help users efficiently acquire the skills they lack, based on the skill gap report received from the skill gap diagnosis unit 107.

[0207] The main processing of the training content recommendation unit 108 includes searching for training modules. The training content recommendation unit 108 searches the training content database 112 for training modules that correspond to each skill gap. Search criteria include the target skill, current level, target level, and estimated learning time. For example, for a gap of "Data Analysis (current level 2 → target level 4)", training modules such as "Data Analysis Fundamentals (level 2 → 3)" and "Statistical Analysis Practice (level 3 → 4)" are searched in a stepwise manner.

[0208] Next, a learning path optimization process is performed. Even for a single skill, multiple learning paths may exist, and the optimal path is selected by considering factors such as the learner's learning style, past learning effectiveness, and available time. For example, for the same goal of "improving programming skills," different approaches such as "video lecture-centered," "practical assignment-centered," and "document-based learning" are selected to suit the learner's characteristics.

[0209] Prioritizing training modules and allocating time accordingly are also crucial processes. To achieve maximum effectiveness within a limited time, prioritization is determined by considering the importance of skills, the size of gaps, and learning dependencies. For example, foundational skills that are prerequisites for acquiring other skills, and essential skills related to the core of the task, are given priority. Furthermore, appropriate learning time is allocated to each module, and an efficient learning plan is developed that is neither excessive nor insufficient.

[0210] A distinctive feature of the training content recommendation unit 108 is its microlearning organization function. The training content recommendation unit 108 breaks down large training modules into smaller learning units and reconstructs them as learning sessions that can be completed in a short amount of time. This process allows staff to efficiently progress with their learning in between their daily tasks. For example, by dividing a one-hour lecture video into 10-minute segments and combining each with short quizzes or practical exercises, effective learning can be achieved even in a short amount of time.

[0211] Designing integrated learning to improve multiple skills is also an important process. When multiple skill gaps are interrelated, the training content recommendation unit 108 designs them as integrated project-based learning rather than addressing them individually. For example, if there is a gap between "data analysis" and "visualization techniques," the learning design will improve both skills simultaneously through a practical project task that involves analyzing and visualizing real data.

[0212] The recommendation results are ultimately output as a "personalized training plan." This plan details the list of recommended training modules, the learning order, the objectives and expected outcomes of each module, estimated learning time, recommended learning schedule, progress checkpoints, practical assignments, and evaluation methods. The person in charge can review the output plan and request adjustments from the system as needed. Once the plan is finalized, the learning progress management unit 109 moves it to the implementation phase, and the execution of learning and progress management according to the plan begin.

[0213] Thus, the project management system (information processing device 10) may further include a training recommendation mechanism that generates skill gaps by comparing the skill profiles of task performers with the skills required to perform each task, and recommends training in stages according to the generated skill gaps.

[0214] <Details of Learning Progress Management Function and Skill Certification and Evaluation Function> The Learning Progress Management Unit 109 is a module responsible for managing the execution and progress of personalized training plans generated by the Training Content Recommendation Unit 108. The Learning Progress Management Unit 109 tracks the learning activities of the person in charge and performs a series of processes to visualize and evaluate the degree of skill improvement.

[0215] The main processing of the learning progress management unit 109 includes tracking and recording learning activities. Learning activities such as users accessing training modules, consuming learning content (watching videos, reading documents, etc.), submitting assignments, and taking tests are automatically recorded. For example, the progress rate of watching video lectures for "Introduction to React," the correct answer rate for related quizzes, and the submission status of practical assignments are continuously tracked.

[0216] Next, the progress visualization process is executed. Based on the collected data, the overall progress of the training plan and the learning status of each module are visualized in a dashboard format. This dashboard includes information such as the overall completion rate, the status of each module (not started, in progress, completed), the record of learning time, and recommendations for the next step. Graphical elements such as progress bars and heatmaps are used in the visualization, allowing users to intuitively grasp the progress.

[0217] Measuring learning effectiveness is also a crucial process. Each learning module includes evaluation points such as quizzes to check comprehension, practical assignments, and self-assessments, and the effectiveness of learning is measured from these results. For example, in the "Basic Data Analysis" module, evaluation is conducted through both a multiple-choice test to measure comprehension of statistical concepts and a practical assignment to create an analysis report using real data. The measurement results are not simply pass / fail judgments, but rather numerical representations of the depth of understanding and the degree to which practical skills have been acquired.

[0218] A distinctive feature of the learning progress management unit 109 is its adaptive learning path adjustment function. The learning progress management unit 109 dynamically adjusts the initial training plan based on the user's learning progress and the results of effectiveness measurements. For example, if a user's understanding of a particular module is low, supplementary materials or review content are added. Conversely, if the user is acquiring the material faster than expected, suggestions are made to skip to more advanced content or application tasks. Through these actions, a flexible learning experience optimized for each individual's learning pace and level of understanding is provided.

[0219] Furthermore, the learning progress management unit 109 is equipped with reminder and motivation maintenance functions to support the continuation of learning. The learning progress management unit 109 aims to maintain long-term learning motivation by sending regular reminders based on the learning plan, encouraging messages according to the progress, and awarding certification badges when milestones are achieved. In particular, if a risk of interruption is detected (e.g., no access for more than 3 days), a system is in place to send an individual follow-up message.

[0220] The Learning Progress Management Unit 109 integrates all collected learning data and generates a "Learning Outcome Report." This report includes completed learning modules, acquired skills, comprehension assessment results, deliverables from practical assignments, and statistics on learning time. This report is sent to the Skill Certification and Evaluation Unit 110 and used as basic information for the formal skill certification process.

[0221] The Skill Certification and Evaluation Unit 110 is a module responsible for officially certifying the user's skill acquisition based on the learning outcome report provided by the Learning Progress Management Unit 109. The Skill Certification and Evaluation Unit 110 performs a series of processes to verify and certify the actual acquisition of skills through objective and multifaceted evaluation.

[0222] The main processing of the Skill Certification and Evaluation Unit 110 includes conducting a comprehensive evaluation. In this process, in addition to the data from the learning outcome report, the following multifaceted evaluation methods are combined.

[0223] 1. Knowledge Assessment Test: Written and online tests to measure theoretical understanding of the target skill area. 2. Practical Task Assessment: A practical test to assess problem-solving ability simulating actual work situations. 3. Deliverable Assessment: Qualitative evaluation of deliverables (code, documents, blueprints, etc.) created during the learning process. 4. Self-Assessment: Self-reporting of confidence and understanding of acquired skills. 5. Peer Assessment: Feedback from colleagues and learning group members. 6. Mentor Assessment: Evaluation by instructors and those with higher skill levels.

[0224] These evaluation results are weighted and calculated as an overall score. For example, practical skills are weighted more heavily on practical tests, while theoretical skills are weighted more heavily on knowledge tests.

[0225] Next, the skill level determination process is executed. The skill certification and evaluation unit 110 determines the new level of the target skill based on the overall score and evaluation criteria. This determination is not binary (pass or fail), but rather a 1-5 scale evaluation, allowing the user to grasp their skill growth in more detail. For example, the "data analysis" skill might be determined to be level 3.5 after learning and evaluation, starting from level 2 before evaluation.

[0226] A distinctive feature of the Skill Certification and Evaluation Unit 110 is its portfolio integration function. The Skill Certification and Evaluation Unit 110 compiles certified skills and supporting deliverables and evaluation results into the employee's electronic portfolio. This portfolio is not merely a skill list, but functions as comprehensive skill certification, including actual deliverables, evaluation comments, and projects undertaken. The portfolio serves as reference material for personnel placement and promotion considerations within the organization, and can also be output in a format that can be shared externally as needed.

[0227] Furthermore, the Skill Certification and Evaluation Unit 110 also has a function for issuing skill certification badges and micro-certificates. Digital badges and micro-certificates are issued for certified skills. These are guaranteed to be authentic using blockchain technology and can be displayed on internal profiles and external professional networks. For example, badges such as "React.js Developer Level 4 Certification" and "Data Visualization Specialist Certification" are issued.

[0228] The career path suggestion function is also a key feature. Based on newly certified skills, it suggests the next career steps within the organization and recommended skills to acquire. For example, it might say, "You have obtained Frontend Development Level 4. As the next step, acquiring UI / UX design skills would be effective for career advancement," indicating a long-term direction for growth.

[0229] The Skill Certification and Evaluation Unit 110, upon completion of all evaluation and certification processes, reflects the results in the Human Resources Database 111. The updated skill profiles are then used as foundational data for subsequent task assignments, skill gap analysis, and talent searches. The certification results are also communicated to the individual responsible, congratulating them on acquiring new skills and providing a message encouraging them to consider their next learning goals.

[0230] <Details of the Skill-Based Personnel Placement Unit> The system of the second embodiment may also include a skill-based personnel placement unit (not shown in Figure 17) that utilizes the skill evaluation and improvement mechanism described above to further optimize project management. This function works in conjunction with the task generation unit 102 described in the first embodiment to enhance the matching of tasks and personnel on a skill-based basis.

[0231] The main processes of the skill-based personnel placement unit include skill-based task and personnel matching. The skill-based personnel placement unit compares the task requirements (required skills and levels) provided by the task generation unit 102 with the skill profiles of all workers registered in the personnel database 111, and lists the most suitable candidates. This matching is not based on a simple degree of match calculation, but on a multifaceted indicator as follows.

[0232] 1. Skill matching: The degree to which task requirements match the existing skills. 2. Gap size: The lack of skills and the possibility of learning them. 3. Similar task experience: Past experience handling similar tasks. 4. Learning efficiency: Speed ​​of acquiring related skills and adaptability. 5. Load balance: Current task assignment status and utilization rate. 6. Career growth suitability: Alignment with the person in charge's career goals.

[0233] The skills-based personnel placement department weights these indicators to calculate an overall score and ranks the most suitable candidates.

[0234] Next, the team composition optimization process is executed. In projects requiring multiple related tasks or teamwork, optimization is performed not only for individual task assignments but also for the team as a whole. This takes into account factors such as skill complementarity (skill sets that complement each other), communication compatibility, and past collaborative experience. For example, a team composition that is efficient overall is proposed by combining members with "front-end development" and "back-end development" skills.

[0235] A distinctive feature of the skills-based personnel placement department is its growth opportunity matching function. It evaluates not only current skill matching but also whether a task offers a growth opportunity for the worker. Specifically, it analyzes whether there is a reasonable gap (a challenge but not impossible to achieve) between the worker's current skill level and the task requirements. For example, assigning a task requiring level 4 skills to a worker currently at level 3 might be deemed to provide a growth opportunity.

[0236] The skills-based personnel placement department outputs the results of its analysis and optimization as a "Task Assignment Recommendation Report." This report includes a list of recommended personnel for each task (with priority given), the reasons for their selection, anticipated skill gaps and proposed solutions, and team composition suggestions. The recommendations are presented to project managers and used as a basis for making final assignment decisions.

[0237] <User Interface Screen> The user interface of the second embodiment will now be described. Figure 19 shows an example of the learning dashboard screen for a person in charge in a task-linked training recommendation system.

[0238] At the top of the screen, the title "Skill Improvement Dashboard: Makoto Tanaka" is displayed, visually representing the person in charge's basic information and a summary of their current learning progress.

[0239] In the upper left corner, along with the user's profile icon, the main task currently being handled, "UI design for HomeAI Smart Assistant," is displayed. The task deadline (May 15, 2024) and the remaining days (24 days) are also clearly shown, ensuring that the user is always aware of the time constraints.

[0240] In the center of the screen is a section titled "Task Requirements Skills and Your Current Level," which visualizes the gap between the skills required to perform the task and the current skills of the person in charge.

[0241] Each skill item (such as "UI / UX Design") is arranged on the horizontal axis, and the skill level (1-5) is shown on the vertical axis. Two bars are displayed for each skill: the solid bar represents the user's current level, and the dotted bar represents the task requirement level. This display allows users to see at a glance which skills they have and to what extent.

[0242] Below that is the "Personalized Learning Plan" section, which displays a list of training modules recommended to fill skill gaps. Each module has a progress bar that shows the progress, allowing users to visually understand their completion rate. For example, the "UI / UX Design Fundamentals" module is shown as 80% complete, while the "Introduction to Usability Testing" module is still at 0% (not started). The estimated learning time is also clearly displayed for each module, which helps with time management.

[0243] On the right side of the screen is the "Today's Recommended Learning" panel, which displays the learning content to be tackled that day, in order of priority. At the top is "UI / UX Design Fundamentals: Module 5 - Prototyping Exercise (30 minutes)," followed by panels such as "React Component Design: Submission of Practical Assignment (45 minutes)." Each item has a "Start" button, and clicking it allows immediate access to the learning content.

[0244] Furthermore, a "Learning Community" section is located at the bottom of the screen, offering opportunities to interact with other workers and mentors who are learning similar skills. Groups such as "UI / UX Design Learning Group (8 members)" are displayed, and users can easily join the community via the "Join" button. Although not shown in Figure 19, mentorship information such as "Kazuko Yamaguchi (UI / UX Design Level 5) is registered as your mentor. The next session is tomorrow at 2:00 PM" may also be displayed.

[0245] Furthermore, a "Skill Growth Trajectory" graph may be displayed. This graph, for example, visualizes the change in skill level over the past three months in chronological order. This graph is expected to have a motivating effect by allowing users to check their learning achievements and growth trajectory. Below this, there may be a "Acquired Badges" section, which may display skill certification badges for skills the user has recently acquired. For example, it may show that the "Intermediate JavaScript Certification" badge was acquired last week.

[0246] This dashboard screen allows users to clearly understand their skill gaps and efficiently progress through personalized learning plans. Furthermore, visual feedback, progress tracking, and community engagement help maintain long-term learning motivation.

[0247] <Examples of Practical Application> As an example of practical application of the second embodiment, we will explain a usage scenario in a new business development project.

[0248] This scenario envisions a company planning to develop AI-powered smart home devices as a new business venture. The project requires a wide range of skills, including hardware design, AI development, cloud infrastructure construction, and mobile application development. Furthermore, a tight deadline for market launch necessitates efficient project management.

[0249] First, the press release document, which will be the goal of the project, is created through the Press Release Document Management Department 101. The document will include a detailed description of the product overview, key features, technical characteristics, and market positioning.

[0250] Next, the task generation unit 102 analyzes the press release document and extracts and generates the necessary tasks. For example, specific tasks such as "development of a natural language processing engine," "device hardware design," "cloud API construction," and "application development" are identified.

[0251] The skill requirements analysis unit 106 analyzes each generated task and identifies the necessary skill set. For example, the "Natural Language Processing Engine Development" task is analyzed to require skills such as "Python (Level 4)", "Machine Learning (Level 4)", "Natural Language Processing (Level 5)", and "Software Libraries (Level 3)".

[0252] A comparison of the current team members' skill profiles revealed a significant gap in "natural language processing" skills. While team member Sato has extensive experience in machine learning (level 4), his experience in natural language processing is limited (level 2). Considering the project's deadline and importance, internal training is deemed more efficient than external recruitment.

[0253] The Skill Gap Diagnosis Unit 107 analyzes Mr. Sato's current skill profile and generates a gap report to raise his natural language processing level from 2 to the required level 5. The report proposes a path for Mr. Sato to efficiently acquire natural language processing skills by leveraging his basic knowledge of machine learning.

[0254] The training content recommendation team 108 will construct the optimal training plan to bridge the gap. Specifically, modules such as "Fundamentals of Natural Language Processing (20 hours)," "Understanding and Implementing Transformer Models (15 hours)," "Fine-tuning Large-Scale Language Models (25 hours)," and "Practical Project Exercises (30 hours)" will be recommended. The project deadline will be taken into consideration, and a schedule that can be completed in eight weeks will be proposed.

[0255] Mr. Sato proceeds with his studies according to the proposed training plan, and the Learning Progress Management Unit 109 tracks his progress. The completion status of each module, the results of comprehension tests, and the evaluation of practical assignments are recorded, and the learning path is adjusted as needed. For example, if Mr. Sato's comprehension level in the "Understanding the Transformer Model" module is high, adjustments may be made to move him to more advanced content earlier.

[0256] After eight weeks of intensive study and project work, Mr. Sato's skill level approached the target. Based on the overall evaluation by the Skill Certification and Evaluation Department 110, his natural language processing skills were certified at level 4.5. While this falls slightly short of the final target of level 5, it was deemed sufficient for project execution.

[0257] As a result, Mr. Sato was able to take on the role of lead person in charge of the "Natural Language Processing Engine Development" task, and the project proceeded as originally planned. In addition, Mr. Sato himself broadened his career horizons by acquiring new skill areas, which also led to increased motivation.

[0258] In this way, the task-linked training recommendation system of the second embodiment contributes to improving the productivity and competitiveness of the entire organization by simultaneously achieving project advancement and human resource development.

[0259] <Effects of the Second Embodiment> In the second embodiment, by integrating a task-linked training recommendation function into the press release-driven project management system, the following specific effects can be expected.

[0260] Firstly, project execution and talent development will be integrated. By organically linking project management and talent development, which were previously managed separately, the acquisition of practical skills directly related to actual tasks will be promoted. Rather than training for the sake of training, the focus will be on improving specific skills to solve the project challenges at hand, thus achieving both learning effectiveness and immediate application to work.

[0261] Secondly, the alignment of individual autonomous growth with organizational goals is promoted. Each worker has clear learning objectives based on their assigned tasks and skill gaps, and because these objectives are directly linked to the organizational goal of project success, an environment is created where individual growth motivation and organizational expectations naturally align. This eliminates uncertainty about "what to learn" and enables efficient skill development.

[0262] Thirdly, it enables real-time response to skill gaps. Even if new skill needs arise during the project's progress, gaps can be immediately identified, and necessary training can be recommended, allowing for flexible and rapid responses. As a result, the cost and time lag of procuring external resources can be minimized while maximizing the use of internal personnel.

[0263] Fourth, strategic management of the organization's overall skill portfolio is achieved. Skill acquisition data accumulated through each project visualizes the skill distribution and proficiency levels across the entire organization. Based on this visualized information, it becomes possible to predict future skill areas and plan talent development, leading to improved organizational competitiveness in the medium to long term.

[0264] Fifth, a sustained improvement in learning motivation can be expected. Because the program comprehensively incorporates elements effective in maintaining motivation, such as learning linked to a clear purpose (task completion), visualization of progress, appropriate difficulty level setting, and social support (mentors and community), long-term and sustained motivation to learn is promoted.

[0265] Finally, this enables the placement of the right people in the right positions and the equitable provision of growth opportunities. Objective skill assessments and gap analyses lead to role assignments that align with aptitude and ability. Simultaneously, the visibility and provision of growth opportunities to everyone ensures fairness and transparency, leading to increased vitality throughout the organization.

[0266] These effects mean that the system in the second embodiment goes beyond being merely a project management tool and functions as a comprehensive human resource development and utilization platform that supports the sustainable growth and enhanced competitiveness of organizations. In particular, in today's rapidly changing business environment, it greatly contributes to building organizational capabilities that enable timely acquisition of necessary skills and flexible responses.

[0267] [Third Embodiment] First, an overview of the third embodiment will be described.

[0268] A third embodiment describes a press release-driven project management system specifically designed for project planning and effort estimation. The system according to the third embodiment includes functions for automatically calculating task importance from document change history, automatically calculating task effort from document information volume, estimating effort based on categorization of each sentence within a document, predicting effort required to achieve document quality from the overall project progress, and visually displaying the degree of quality achievement. These functions enable project managers to plan and manage progress based on objective and quantitative indicators.

[0269] <Task Importance Calculation Function Based on Document Change History> The task importance calculation function (task importance calculation unit) in the third embodiment will be described. Figure 20 is a diagram illustrating the concept of the process for automatically calculating task importance from document change history. This function works in conjunction with a document version control system and dynamically evaluates task importance by continuously analyzing the editing history of press release documents.

[0270] The system (task importance calculation unit) measures the frequency, amount, and persistence of changes to each section of a document. For example, if the "Product Overview" section is frequently modified and those changes are maintained in subsequent versions, the tasks related to that section will be judged to have high importance. Specifically, if the "Detailed Description of AI Functions" section in a project is edited 8 times out of 10 version updates, and those changes remain until the final version, the "Development of AI Functions" task related to that section will be assigned a high importance score.

[0271] Furthermore, this feature analyzes change patterns by multiple stakeholders. If a section is edited by members with different roles (e.g., technical staff, marketing staff, management), the section is deemed to have cross-organizational importance, and the importance of related tasks increases. For example, if the "Market Positioning" section is frequently edited by the technical, marketing, and management departments, tasks related to that section, such as "Market Research" and "Competitive Analysis," will be treated as tasks of high organizational importance.

[0272] The qualitative aspects of the edit are also considered when calculating importance. Edits involving significant content additions or structural changes are judged to be of higher importance than simple corrections of typos. Natural language processing technology is used in this judgment to analyze the semantic changes in the edited content. For example, if specific performance metrics are newly added to the "Technical Specifications" section, this addition will be evaluated as a more important change than a simple correction of wording.

[0273] The calculated importance score is quantified on a scale from 0 to 100 and visually displayed on the task management interface. For example, tasks with an importance score of 80 or higher are marked in red, tasks with an importance score of 50 to 79 are marked in yellow, and tasks with an importance score of 49 or lower are marked in blue, providing a system that allows for an intuitive understanding of importance. Project managers can make resource allocation and prioritization decisions based on the importance score.

[0274] Thus, the project management system (information processing device 10) may include a task importance calculation means (task importance calculation unit) that analyzes the change history of the press release document and calculates the importance of the task.

[0275] <Task Effort Estimation Function Based on Document Information Volume> Next, we will explain the function (automatic task effort estimation unit) that automatically calculates task effort from the information volume of a document. Figure 21 shows an example of the effort estimation process based on information volume analysis of a press release document. This function combines information theory and natural language processing technology to predict the amount of work required from the semantic density of the document.

[0276] The system (automatic task effort estimation unit) analyzes each section of the press release document and quantifies the type and amount of information it contains. Specifically, the system counts elements such as proper nouns, technical terms, numerical data, and causal relationship descriptions, and calculates an information volume score according to its complexity. For example, if the "product specifications" section contains 10 technical parameters and 5 performance indicators, the information volume of that section will be highly rated, and the effort for the corresponding "technology development" task will be estimated to be high.

[0277] Furthermore, the novelty of the information is also an important criterion. Descriptions of entirely new concepts or technologies are considered to contain more information than descriptions of improved versions of existing products. For example, a description such as "the industry's first security solution employing innovative quantum cryptography technology" would be recognized as highly novel, and a significant amount of effort would be allocated to the corresponding "cryptographic algorithm development" task.

[0278] The system learns from past project data and models the relationship between the amount of information and the actual development effort. This learned model makes it possible to predict the required effort from the amount of information in a new press release document. For example, if the system has learned from similar past project data that implementing a "user interface" section with a specific information pattern required an average of 80 person-hours of effort, it can estimate a similar amount of effort for a similar section in a new project.

[0279] The effort estimates are displayed in man-days and automatically reflected in the task management system. To improve estimation accuracy, the system implements a mechanism to continuously analyze the difference between actual work time and estimated effort, and to periodically update the prediction model.

[0280] Thus, the project management system (information processing device 10) may further include effort calculation means for analyzing the amount of information in the press release document and calculating an effort estimate for each task.

[0281] <Task Effort Estimation Function Based on Document Categories> Next, we will explain the effort estimation function (task effort estimation unit) based on the category classification of each sentence in a press release document. Figure 22 shows an example of the effort estimation process based on text category analysis within a document. This function uses natural language processing technology to categorize each sentence in the document and makes effort predictions based on that classification.

[0282] The system (task effort estimation unit) classifies each sentence in a document into categories such as "problem statement," "solution," "traction (results)," "future outlook," and "technical details." This classification utilizes machine learning algorithms to determine the optimal category based on features such as sentence structure, vocabulary used, and expression patterns. For example, the sentence "This technology has resulted in a 30% improvement in processing speed compared to conventional methods" is classified into the "traction" category.

[0283] Effort coefficients are set for each category. For example, sections with many sentences in the "Technical Details" category are judged to be difficult to implement, and a large amount of effort is allocated to the corresponding tasks. On the other hand, sections that mainly consist of sentences in the "Future Outlook" category are estimated to require relatively little effort because they focus more on conceptual design than concrete implementation.

[0284] As a concrete example, consider a case where, after analyzing the "Key Features" section of a new product's press release document, 12 out of 20 sentences were classified as "Technical Details," 5 as "Traction," and 3 as "Future Outlook." In this case, the section is judged to have many technical implementation elements, and the corresponding "Feature Development" task is allocated one person-month. In contrast, the "Market Background" section mainly consists of "Problem Identification" and "Future Outlook" categories, so the related "Market Research" task is estimated to require a small amount of work, 0.3 person-months.

[0285] The category analysis results are visualized in a heatmap format, allowing users to understand which parts of the document consist of what kind of content. This system enables project managers to understand the nature of the work required by each section of a press release document and plan appropriate staffing and time allocation.

[0286] Thus, the project management system (information processing device 10) may further include document analysis means for classifying each sentence of a press release document into categories and calculating the effort estimate for each task based on the classified categories.

[0287] <Project Progress-Based Quality Achievement Effort Prediction Function> Next, we will explain the function (Quality Achievement Effort Prediction Unit) that predicts the effort required to achieve document quality based on the progress of all tasks and automatically generates a Gantt chart. Figure 23 shows an example of the flow of quality achievement effort prediction and automatic Gantt chart generation based on project progress data.

[0288] The system (Quality Achievement Effort Prediction Unit) collects progress data for all tasks within the project and analyzes the current completion rate, work speed, and quality metrics. For example, if the "UI Development" task has consumed 50% of its planned effort but is only 30% complete, it is predicted that the task will require more effort than initially estimated. A similar analysis is performed for all tasks to calculate the overall project progress pace.

[0289] The degree of document quality achievement is measured as the current achievement rate against the quality standards set for each section of the press release document. The quality standards include multiple evaluation axes such as "specificity," "accuracy," "persuasiveness," and "consistency," and each axis is assigned a score from 0 to 100%. For example, if the current quality score for the "Product Features" section is "Specificity 60%, Accuracy 80%, Persuasiveness 50%, Consistency 75%", the overall quality is calculated to be 66.25%.

[0290] The system predicts the additional effort required to achieve the target quality (e.g., overall quality of 90% or higher) based on the current work pace and quality achievement rate. This prediction employs a non-linear model, taking into account the decrease in work efficiency in the later phases where quality improvement becomes more difficult. For example, it predicts that 30% of the original estimated effort is needed to improve the quality score from 60% to 80%, but 40% of the effort is needed to improve it from 80% to 90%.

[0291] Based on the predicted effort, the system automatically generates a Gantt chart of remaining tasks. This Gantt chart considers the dependencies between tasks and highlights the critical path. It also reflects resource constraints (such as employee availability) to present a realistic execution plan. For example, if multiple parallel tasks are concentrated on a particular engineer in a given week, the system automatically reallocates tasks to optimize workload balance.

[0292] The Gantt chart is provided through an interactive interface, allowing project managers to adjust the duration and resource allocation of each task. The system updates quality achievement forecasts in real time as adjustments are made, enabling immediate confirmation of the impact of changes.

[0293] Thus, the project management system (information processing device 10) may further include a forecasting means that predicts the man-hours required to produce a press release document that reaches a predetermined quality level based on the progress of each task, and generates a Gantt chart.

[0294] <Visual Display Function for Quality Achievement> Finally, we will explain the function (visual display section) that visually displays the current quality level of the document relative to the set quality. Figure 24 shows an example of the press release document quality achievement visualization interface.

[0295] This function allows the system (visual display section) to comprehensively evaluate the quality achievement of each section and the document as a whole, and display it in an intuitively easy-to-understand format. Quality evaluation is performed from multiple perspectives, such as "content completeness," "appropriateness of expression," "logical consistency," "data backing," and "market appeal," and a score from 0 to 100% is calculated for each perspective.

[0296] The evaluation results are displayed in a radar chart, allowing users to visually understand the difference between the current score and the target score for each evaluation axis. For example, in the radar chart for the "Product Value Proposition" section, it is immediately clear that "Specificity" and "Data Support" are lacking compared to the target, while "Appropriateness of Expression" has met the target.

[0297] Furthermore, the overall quality achievement of the document is also displayed in heatmap format. Each section is color-coded according to the layout of the press release document, and the quality status is indicated by a gradient from red (insufficient quality) to green (sufficient quality). For example, if the "Market Background" section is displayed in dark green, it indicates that high quality has been achieved, while if the "Future Developments" section is displayed in red, it indicates that quality improvement is needed. Note that the above color coding is not reflected in Figure 24.

[0298] Furthermore, AI automatically suggests improvement actions recommended for quality enhancement. For example, if the "Data Support" score in the "Product Specifications" section is low, a suggestion such as "Adding specific performance metrics and third-party evaluation results will improve reliability" will be displayed. These suggestions are linked to corresponding tasks and can be directly converted into actions within the task management system.

[0299] Quality evaluation criteria can be customized according to the nature of the project and industry characteristics. For example, users can set different evaluation axes and weightings for B2B and B2C products. Adjustments to evaluation criteria are made at the start of the project, and changes can be made during the project as needed.

[0300] Thus, the project management system (information processing device 10) may further include quality visualization means for visually displaying the current level of quality achievement of the press release document against predetermined quality standards.

[0301] <Effects of the Third Embodiment> In the third embodiment, the objectivity and accuracy of project planning and effort estimation are significantly improved. The task importance calculation function based on document change history identifies truly important tasks within the project, enabling effective allocation of limited resources. In addition, the effort estimation function based on the amount of information in documents and category analysis quantifies the estimation process, which previously relied on conventional rules of thumb and subjectivity, enabling more accurate planning.

[0302] The progress-based quality achievement effort forecasting feature provides dynamic effort forecasts that are continuously updated as the project progresses, supporting early problem detection and countermeasure planning. Automatically generated Gantt charts allow project managers to efficiently create actionable plans that take into account complex task dependencies and resource constraints.

[0303] The visual display of quality achievement clearly shows the gap between the current state and target of project deliverables (documents), allowing for the specific identification of areas for improvement. As a result, project teams can focus their activities on achieving quality standards rather than simply completing tasks.

[0304] Overall, the third embodiment provides a scientific approach to project planning and effort estimation, contributing to improved project success rates and optimized resource utilization efficiency. Improved planning accuracy enhances predictability, allowing project managers to focus on more strategic decision-making. Furthermore, the visualization of quality standards facilitates improvements in the quality of the final project deliverable, such as press releases, ultimately strengthening the market appeal of products and services.

[0305] Next, we will describe the hardware of each device that makes up the information processing system. Figure 25 is a diagram showing an example of the hardware configuration of the information processing device 10.

[0306] The information processing device 10 can be configured using a so-called computer and has the configuration illustrated in Figure 25. For example, the information processing device 10 includes a processor 311, memory 312, input / output interface 313, and communication interface 314, etc. The components of the processor 311, etc. are connected by an internal bus or the like and are configured to communicate with each other.

[0307] However, the configuration shown in Figure 25 is not intended to limit the hardware configuration of the information processing device 10. The information processing device 10 may include hardware not shown, and it may not have to include the input / output interface 313 if necessary. Also, the number of processors 311 etc. included in the information processing device 10 is not intended to be limited to the example in Figure 25; for example, multiple processors 311 may be included in the information processing device 10.

[0308] The processor 311 is a programmable device such as a CPU (Central Processing Unit), MPU (Micro Processing Unit), DSP (Digital Signal Processor), TPU (Tensor Processing Unit), or GPU (Graphics Processing Unit). Alternatively, the processor 311 may be a device such as an FPGA (Field Programmable Gate Array) or ASIC (Application Specific Integrated Circuit). The processor 311 executes various programs, including an operating system (OS).

[0309] Memory 312 can be RAM (Random Access Memory), ROM (Read Only Memory), HDD (Hard Disk Drive), SSD (Solid State Drive), etc. Memory 312 stores the OS program, application programs, and various data.

[0310] The input / output interface 313 is an interface for a display device or input device (not shown). The display device is, for example, a liquid crystal display. The input device is, for example, a device that accepts user input such as a keyboard or mouse.

[0311] The communication interface 314 is a circuit, module, etc., that communicates with other devices. For example, the communication interface 314 may include a NIC (Network Interface Card).

[0312] The functions of the information processing device 10 are realized by various processing modules. These processing modules are realized, for example, by the processor 311 executing a program stored in the memory 312. The program can also be recorded on a computer-readable storage medium. The storage medium can be a non-transitory medium such as a semiconductor memory, hard disk, magnetic recording medium, or optical recording medium. In other words, the present invention can also be embodied as a computer program product. Furthermore, the program can be downloaded via a network or updated using the storage medium on which the program is stored. Moreover, the processing module may be realized by a semiconductor chip.

[0313] The terminal 20 can also be configured to include a computer, similar to the information processing device 10, and its basic hardware configuration is no different from that of the information processing device 10, so its explanation will be omitted.

[0314] The information processing device 10 is equipped with a computer, and its functions can be realized by having the computer execute a program. Furthermore, the information processing device 10 executes control methods and information processing methods based on the program.

[0315] [Modification] Note that the configuration and operation of the information processing system described in the above embodiment are illustrative examples and are not intended to limit the system configuration.

[0316] The information processing device 10 may be a server on the cloud. Alternatively, the information processing device 10 may be an on-premise server managed and operated by a company or other organization within its own facilities. Alternatively, the functions of the information processing device 10 (project management system) may be implemented by multiple devices.

[0317] In the flowcharts (sequence diagrams) used in the above description, multiple processes are shown in order, but the execution order of the processes performed in the embodiment is not limited to the order in which they are shown. In the embodiment, the order of the illustrated processes can be changed to the extent that it does not impede the content, for example, by executing each process in parallel.

[0318] The embodiments described above are explained in detail to facilitate understanding of the disclosure, and it is not intended that all the configurations described above are necessary. Furthermore, when multiple embodiments are described, each embodiment may be used individually or in combination. For example, it is possible to replace parts of the configuration of one embodiment with those of another embodiment, or to add configurations from other embodiments to the configuration of one embodiment. In addition, it is possible to add, delete, or replace parts of the configuration of one embodiment with those of another.

[0319] As described above, the industrial applicability of the present invention is clear, and it is particularly suitable for systems that provide support for creating press release documents, etc.

[0320] Some or all of the above embodiments may also be described as follows, but are not limited to the following:

[0321] [Note 1] A project management system comprising: document management means for managing a press release document that indicates the goals of the project; task generation means for generating tasks corresponding to each part of the press release document; progress management means for changing the display of the corresponding part of the press release document according to the progress of each task; and contribution calculation means for quantifying the contribution of task executors by calculating the change in the amount of information in the press release document based on the execution results of each task.

[0322] [Note 2] The aforementioned press release document is the project management system described in Note 1, including the main text section and the FAQ (Frequently Asked Questions) section.

[0323] [Note 3] The project management system according to Note 1 or 2, wherein the progress management means changes at least one of the color, transparency, and highlighting of the relevant portion of the press release document according to the progress of the task.

[0324] [Appendix 4] The project management system according to any one of the appendices 1 to 3, further comprising a display control means for displaying in a pop-up display of information about the person in charge corresponding to each part of the press release document.

[0325] [Appendix 5] The project management system according to any one of Appendix 1 to 4, further comprising a means for generating a dashboard for each task executor and displaying a list of links to each part of the press release document handled by the task executor, wherein the list of links functions as a selectively publicly available portfolio.

[0326] [Appendix 6] The project management system according to any one of the appendices 1 to 5, further comprising screen control means for generating separate administrator screens for project managers and worker screens for task performers, and displaying different information for each.

[0327] [Appendix 7] The project management system according to any one of Appendix 1 to 6, further comprising a means for calculating the importance of a task by analyzing the change history of the press release document.

[0328] [Appendix 8] The project management system according to any one of Appendix 1 to 7, further comprising effort calculation means for analyzing the amount of information in the press release document and calculating an effort estimate for each task.

[0329] [Appendix 9] The project management system according to any one of Appendix 1 to 8, further comprising a document analysis means for classifying each sentence of the press release document into categories and calculating the effort estimate for each task based on the classified categories.

[0330] [Note 10] The task generation means is a project management system according to any one of Notes 1 to 9, which uses artificial intelligence to extract tasks from the press release document.

[0331] [Appendix 11] The project management system according to any one of Appendix 1 to 10, further comprising a training recommendation means that generates a skill gap by comparing the skill profile of a task performer with the skills required to perform each task, and recommends training in stages according to the generated skill gap.

[0332] [Appendix 12] The project management system according to any one of Appendices 1 to 11, further comprising a prediction means for predicting the man-hours required to reach a predetermined quality level for the press release document based on the progress of each task, and for generating a Gantt chart.

[0333] [Appendix 13] The project management system according to any one of Appendix 1 to 12, further comprising a quality visualization means for visually displaying the current level of quality achievement of the press release document against a predetermined quality standard.

[0334] [Appendix 14] A project management method comprising: generating a press release document that indicates the goals of the project; generating tasks corresponding to each part of the press release document; changing the display of the corresponding parts of the press release document according to the progress of each task; and quantifying the contribution of task performers by calculating the change in the amount of information in the press release document based on the execution results of each task.

[0335] [Note 15] A computer-readable storage medium that stores a program for causing a computer to function as: a document generation means for generating a press release document that indicates the goals of a project; a task generation means for generating tasks corresponding to each part of the press release document; a progress management means for changing the display of the corresponding part of the press release document according to the progress of each task; and a contribution calculation means for quantifying the contribution of task performers by calculating the change in the amount of information in the press release document based on the execution results of each task.

[0336] Furthermore, some or all of the configurations described in Appendices 2 to 13, which are subordinate to Appendice 1 above, may also be subordinate to Appendices 14 and 15 in the same way as those described in Appendices 2 to 13. Moreover, not limited to Appendices 1, 14, and 15, some or all of the configurations described as appendices may also be subordinate to various hardware, software, various recording means for recording software, or systems, without departing from the embodiments described above.

[0337] Furthermore, each disclosure of the above-mentioned prior art documents cited herein is incorporated herein by reference. Although embodiments of the present invention have been described above, the present invention is not limited to these embodiments. It will be understood by those skilled in the art that these embodiments are merely illustrative and that various modifications are possible without departing from the scope and spirit of the present invention. That is, the present invention naturally includes the entire disclosure, including the claims, and various modifications and alterations that can be made by those skilled in the art in accordance with the technical idea.

[0338] 10 Information processing device 11 Document management means 12 Task generation means 13 Progress management means 14 Contribution calculation means 20 Terminal 100 Communication control unit 101 Press release document management unit 102 Task generation unit 103 Progress management unit 104 Contribution calculation unit 105 Storage unit 106 Skill requirements analysis unit 107 Skill gap diagnosis unit 108 Training content recommendation unit 109 Learning progress management unit 110 Skill certification evaluation unit 111 Human resources database 112 Training content database 311 Processor 312 Memory 313 Input / output interface 314 Communication interface

Claims

1. A project management system comprising: document management means for managing a press release document that outlines the project goals; task generation means for generating tasks corresponding to each part of the press release document; progress management means for changing the display of the corresponding part of the press release document according to the progress of each task; and contribution calculation means for quantifying the contribution of task performers by calculating the change in the amount of information in the press release document based on the execution results of each task.

2. The project management system according to claim 1, wherein the press release document includes a main text section and an FAQ (Frequently Asked Questions) section.

3. The project management system according to claim 1 or 2, wherein the progress management means changes at least one of the color, transparency, and highlighting of the relevant portion of the press release document according to the progress of the task.

4. The project management system according to any one of claims 1 to 3, further comprising a display control means for displaying in a pop-up window information relating to the person in charge corresponding to each part of the press release document.

5. The project management system according to any one of claims 1 to 4, further comprising a means for generating a dashboard for each task executor and displaying a list of links to each part of the press release document handled by the task executor, wherein the list of links functions as a selectively publicly available portfolio.

6. The project management system according to any one of claims 1 to 5, further comprising screen control means for separately generating an administrator screen for project managers and a worker screen for task performers, and displaying different information for each.

7. The project management system according to any one of claims 1 to 6, further comprising a priority calculation means for analyzing the change history of the press release document and calculating the importance of a task.

8. The project management system according to any one of claims 1 to 7, further comprising effort calculation means for analyzing the amount of information in the press release document and calculating an effort estimate for each task.

9. The project management system according to any one of claims 1 to 8, further comprising document analysis means for classifying each sentence of the press release document into categories and calculating the effort estimate for each task based on the classified categories.

10. The project management system according to any one of claims 1 to 9, wherein the task generation means extracts tasks from the press release document using artificial intelligence.

11. The project management system according to any one of claims 1 to 10, further comprising a training recommendation means for generating skill gaps by comparing the skill profiles of task performers with the skills required to perform each task, and for recommending training in stages according to the generated skill gaps.

12. The project management system according to any one of claims 1 to 11, further comprising a prediction means for predicting the man-hours required to reach a predetermined quality level for the press release document based on the progress of each task, and for generating a Gantt chart.

13. The project management system according to any one of claims 1 to 12, further comprising quality visualization means for visually displaying the current quality achievement level of the press release document against predetermined quality standards.

14. A project management method comprising: generating a press release document that outlines the project goals; generating tasks corresponding to each part of the press release document; changing the display of the corresponding parts of the press release document according to the progress of each task; and quantifying the contribution of task performers by calculating the change in the amount of information in the press release document based on the execution results of each task.

15. A computer-readable storage medium that stores a program for causing a computer to function as: a document generation means for generating a press release document that indicates the goals of a project; a task generation means for generating tasks corresponding to each part of the press release document; a progress management means for changing the display of the corresponding part of the press release document according to the progress of each task; and a contribution calculation means for quantifying the contribution of task performers by calculating the change in the amount of information in the press release document based on the execution results of each task.

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