Abstract:
A project management system includes graphical user interfaces for creating, and tracking projects. Status dashboards for both projects and project portfolios allow a user to quickly view the status of their projects and determine which projects are at risk. An algorithm for determining a risk quotient is described for determining risk status of projects. A PERT chart includes status buffers to better understand what projects are at risk.

Description:
CROSS-REFERENCE TO RELATED APPLICATIONS 
       [0001]    This application claims priority under 35 U.S.C. §119 to provisional application Ser. No. 61/416,030 filed Nov. 22, 2011, herein incorporated by reference in its entirety. 
     
    
     FIELD OF THE INVENTION 
       [0002]    This invention relates generally to tools and systems for managing projects. 
       BACKGROUND OF TILE INVENTION 
       [0003]    There are many existing tools that can be used to help manage projects. Most of these are software products that utilizes either Gantt chart or PERT (project evaluation and review technique) chart based systems. A Gantt chart is a type of bar chart that graphically displays the start and finish dates for various tasks within a project. Typically each task is assigned its own bar, and the bar is placed on the chart to span between the planned start and finish dates. The bars may be color coded to illustrate what percent of the task has been completed. A PERT chart utilizes a network structure to illustrate the sequence and interdependence of various tasks within a project. 
         [0004]    A concept commonly used in association with existing project management tools is a critical path. A critical path is the longest path of planned activities to the end of the project, and the earliest and latest that each activity can start and finish without making the project longer. This process determines which activities are “critical” (i.e., on the longest path) and which cannot be delayed without making the project longer. In project management, a critical path is the sequence of project network activities which add up to the longest overall duration. This determines the shortest time possible to complete the project. Any delay of an activity on the critical path directly impacts the planned project completion date (re, there is no float on the critical path). A related, and more recent, concept is a critical chain analysis. A critical chain analysis takes into account resource availability in determining a critical chain of activities to complete a project. 
         [0005]    However, current project management software tools typically present the information via complex difficult to read charts that often does not include all of the information that would be most helpful to a project manager. Furthermore, they often base their critical chain and critical path by selecting the most loaded resource in a pool of shared resources as part of the critical path. This guarantees that any variation in the loaded resources performance will affect, and most likely delay, the entire portfolio of projects sharing this resource. 
         [0006]    Furthermore, existing project management tools lack intuitive and easy to use interfaces for creating and modifying projects and for displaying information about projects or portfolios of projects. 
       BRIEF SUMMARY OF THE INVENTION 
       [0007]    According to one embodiment, the present invention is directed to a project management system that includes a remote server programmed to generate a graphic user interface that can be accessed by remote user devices. The graphic user interface includes project and portfolio dashboards for quick status display. A portfolio and project status graphic includes a quick view of percentage completed and status category of one or more projects, A portfolio early warning graphic provides a graphical indicator of whether projects are at risk for violating the critical chain. 
         [0008]    According to another embodiment the present invention is directed to a project management tool for creating projects. Several remote users can interact simultaneously within a single graphical user interface to create a project. A task creation field is provided. Dialog boxes represent the tasks and. prompt input of necessary information to create tasks. The boxes can be graphically moved around on the field. Dependencies between tasks can be created. by graphically drawing arrows between the task boxes. The boxes may be color coded. A “what if” mode is provided to show what would happen if the status of a task is changed. A status bar may be associated with each task box. 
         [0009]    According to another embodiment, the present invention is directed to a computer system that is programmed to determine a dynamic drum resource. The computer system is programmed to determine each of a plurality of resources&#39; loading across a portfolio of projects. Any resource with a utilization of greater than X% (e.g., 90%) cannot be selected as the dynamic drum resource. A first subset of the resources common to a preset percentage of the projects in the portfolio is determined. From the first subset, a second subset of resources is selected that is used over a duration greater than a specified minimum percentage duration of each project from the first subset. For each of the resources in the second subset calculate a total duration of the portfolio of projects if such resource is the dynamic drum resource. The standard deviation of the maximum resource utilization throughout the entire duration of the portfolio of projects is calculated and stored. Select as the dynamic drum resource the resource that had the shortest calculated total duration that also had a calculated standard deviation of less than 1.5. 
     
    
     
       BRIEF DESCRIPTION OF THE DRAWINGS 
         [0010]      FIG. 1  is a schematic illustrating a project management system according to one embodiment of the present invention. 
           [0011]      FIG. 2  is a screen shot of an interface used to interactively create projects according to one embodiment of the present invention. 
           [0012]      FIG. 3A  is a screen shot of an interface showing an abbreviated status dashboard for a project according to one embodiment of the present invention, 
           [0013]      FIG. 3B  shows an other embodiment of a status dashboard for a project according to the present invention. 
           [0014]      FIG. 4A  is screen shot of an interface showing a status dashboard for a portfolio of projects according to one embodiment of the present invention. 
           [0015]      FIG. 4B  is an alternative embodiment of a status dashboard for a portfolio of projects. 
           [0016]      FIG. 5A  is a screen shot of an interface showing a PERT chart that includes buffer indicators and a status bar for each task in a project according to one embodiment of the present invention. 
           [0017]      FIG. 5B  is a screen shot of an interface showing a PERT chart that includes both feeding buffers and an overall project buffer. 
           [0018]      FIG. 6  shows a screen display of a PERT chart for a portfolio of projects according to one embodiment of the present invention. 
           [0019]      FIG. 7  shows a screen shot of another embodiment of a status dashboard for a project according to the present invention. 
           [0020]      FIG. 8  is a screen shot of another embodiment of a portfolio dashboard according to the present invention. 
           [0021]      FIG. 9  shows another embodiment of a project PERT chart according to the present invention. 
           [0022]      FIG. 10  shows a screen shot of a dynamic drum chart according to one embodiment of the present invention. 
           [0023]      FIG. 11  shows a PERT chart used to illustrate calculation of a risk quotient according to one feature of the present invention. 
       
    
    
     DETAILED DESCRIPTION OF THE PREFERRED EMBODIMENT 
       [0024]      FIG. 1  is a schematic showing a project management system  10  according to one embodiment of the present invention. A host device  12 , typically a server, or multiple servers, is programmed to perform operations that are helpful in managing projects. Multiple users, typically project managers or team members, can access the host device  12  using client devices  14 . The client devices  14  may include such devices as desk top or lap top computers, personal digital assistances (PDAs), tablet computers (e.g., iPad), smart phones, cellular phones, and the like. According to a feature of the present invention, the vast majority of the computing power and memory required to run the software is contained on the host device  12 . The requirements for the client devices  14  are minimal. In other words, the system  10  is heavy at the back end and light at the user end. The host device  12  might be rented or owned servers that provide access to numerous users from various entities. The host device  12  could be part of a “cloud” type network of servers. The users may be assigned passwords, or other security features may be used, to limit access to authorized users. 
         [0025]      FIG. 2  shows a partial screen shot of project editing screen  16  according to one feature of the present invention. The project editing screen  16  would appear on at least one of the user device  14  (see  FIG. 1 ). Preferably the same editing screen  16  could be simultaneously accessed and modified by several users. The project editing screen  16  is used as the primary interface to create and edit a project. Each of the projects can be organized and included within a portfolio of projects that might be associated with each user. At the top of the screen is a primary function bar  18  with a My Dashboard tab  20  and an Edit Project tab  22 . The project editing screen  16  is accessed by selecting the Edit Project tab  22 . A project comprises a plurality of related tasks. Each of the tasks is represented by a task box  24 . Each task box  24  includes fields that a user fills with information about the task. For example each task box  24  may include fields for a title or task name, for resources that will be utilized in performing the task, for a duration expected to accomplish the task, and additional notes or information about the task or links to other stored documents. Preferably the resources field may be filled by a user selecting a resource or resources from a drop down menu loaded with a selection of possible resources. Therefore, to create a task within a project, a user selects the add a task tab  26  and then fills in the relevant field within the task box  24 . For example a user gives the task a name in the task field, then selects the resources that will be used in the task, then fills in an expected duration for the task and adds any note or additional information about the task. A user may see a list of available resources by clicking the Resources Table tab  28 . Additional resources may be added clicking the Add Resources tab  30 . 
         [0026]    According to one feature of the project editing screen  16  of  FIG. 2 , multiple users may access and edit the same project simultaneously. This permits valuable collaboration in creating projects. Preferably, but not necessarily, the users may also be connected to each other via a voice over internet protocol so that they can speak to each other as the create and. edit the projects. A current users box  32  shows which users are currently editing the project. Any of the current users can create and fill-in a task box, or add content to a task box created by another user. Each of the users may be assigned a color code, and the task boxes  24  may be color coded to match the assigned color code of the user that is currently editing the task, so that other users can see who is editing what tasks. 
         [0027]    The task boxes  24  can be graphically moved by clicking and dragging the task boxes  24 . Arrow connectors  34  are used to graphically indicate the order and dependency of the various tasks. To create a dependency, a user clicks on a portion of a task box  24  of a first task and then pulls the cursor to the task box  24  of a task that must necessarily follow that first task. An arrow connector  34  is thereby created that shows the interdependence of the two tasks and the order in which they must be completed, Each task must be connected to at least one other task in the project. 
         [0028]    The project editing screen  16  may be provided with a size adjustment control  36 . This adjust the magnification of the screen  16  so that users can zoom in for a better view of the individual boxes  24 , or zoom out when there are numerous boxes to get a view of a greater portion of the entire project. A slider control is shown, but other types of size adjustment controls could be used. Similarly, a navigation tool  38  is provided to permit users to move the portion of the field visible in the screen  16 . The navigation tool may be a drag and drop tool as will be familiar to most users. Other standard tools may be provided on a tool bar  40 . 
         [0029]    After the project management system  10  has been used to create projects using the project editing screen  16 , the projects are stored on the provider device  12 . A group of related projects, for example all projects belonging to one user, may be grouped as a portfolio of projects. As will be described in more detail in relation to  FIGS. 5A  &amp; B and  6 , the present invention applies an algorithm for organizing and prioritizing tasks within the various projects of a portfolio. Additionally, as described below with regards to  FIGS. 3-5 , the present invention provides several displays that can be helpful for organizing and informing project manager and team members of the status of projects within a portfolio. 
         [0030]    For each project created using the tool of  FIG. 2 , a PERT chart  44  can be created as shown in  FIGS. 5A ,  5 B, and  9 . As seen in  FIG. 5A , the PERT chart  44  includes individual task bars  46 . A timeline  48  is provided in a horizontal orientation to indicate expected dates for various tasks. The task bars  46  each include a primary portion  50  that corresponds with the expected time for that task. The task bars  46  also include a buffer portion  52  that corresponds with the excess time that could be spent on a task beyond the expected. time without delaying the overall project. The primary portion  50  may be color coded. For example, the critical chain tasks—those tasks that drive the timely completion of the project—may be shown in a highlighted or different color than the other tasks. The task bars  46  may also change color to indicate that they are complete. Once a task is complete the buffer portion  52  may no longer be removed from the display. 
         [0031]    The buffer portions  52  provide a quick indication of how much of the buffer time has been used for a given task, or set of preceding tasks. Each buffer portion is divided into three sections, a safe section  54 , a concern section  56 , and a critical section  58 . These sections may be color coded. An indicator bar  60  is provided within the buffer portion  52  to indicate how much of the buffer has been used. If the buffer indicator reaches the critical section  58 , a user knows that that task is at risk for delaying the completion of the project. Therefore the present invention provides a PERT chart for a project with an incorporated indication of how much of the buffer has been used on the individual tasks.  FIG. 9  shows another embodiment of the project PERT chart shown  FIG. 5A . The PERT chart  44  includes individual task bars  46 . A timeline  48  is provided in a horizontal orientation to indicate expected dates for various tasks. The task bars  46  each include a primary portion  50  that corresponds with the expected time for that task. The task bars  46  also include a buffer portion  52  that corresponds with the excess time that could be spent on a task beyond the expected time without delaying the overall project. The primary portion  50  may be color coded. For example, the critical chain tasks—those tasks that drive the timely completion of the project—may be shown in a highlighted or different color than the other tasks. The task bars  46  may also change color to indicate that they are complete. Once a task is complete the buffer portion  52  may no longer be removed from the display. 
         [0032]    The buffer portions  52  provide a quick indication of how much of the buffer time has been used for a given task, or set of preceding tasks. Each buffer portion is divided into three sections, a safe section  54 , a concern section  56 , and a critical section  58 . These sections may be color coded. An indicator bar  60  is provided within the buffer portion  52  to indicate how much of the buffer has been used, If the buffer indicator reaches the critical section  58 , a user knows that that task is at risk for delaying the completion of the project. Therefore the present invention provides a PERT chart for a project with an incorporated indication of how much of the buffer has been used on the individual tasks. 
         [0033]      FIG. 5B  shows another embodiment of the same feature as  FIG. 5A . In  FIG. 5B , in addition to the individual buffer portions an overall project buffer portion  62  displays the overall total buffer from each of the tasks that has been utilized. 
         [0034]    The charts of  FIGS. 5A ,  5 B, and  9  show the cause and effect relationship of work content and assigned resources required to execute a series of tasks to achieve an agreed to objective. The critical chain, which is the longest chain of tasks and resources, is graphically indicated by highlighting the critical path. The buffers provide protection against falling behind schedule, and are inserted at the highest risk areas. The buffers are inserted to schedule specific tasks to commence at an earlier time. Therefore, as a user alters parameters of a project using the project editing screen of  FIG. 2 , they can visualize how those changes affect the progress of the project. 
         [0035]      FIG. 6  shows a screen display of a PERT chart  64  for a portfolio of projects. Each of the projects  66  is shown as a cluster of tasks. All of the projects are arranged on a timeline. The projects  66  are staggered to appropriately use the resources in order to efficiently complete the entire portfolio of projects. The staggering is based on a pacing resource (also referred to as the “dynamic drum” resource). Dotted lines  68  connect the pacing resources in each project so that a user can visualize how changes in the drum resource might affect the overall portfolio of projects. As new projects within the portfolio are initiated the dynamic drum resource may change. In prior art solutions the pacing resource is automatically selected as the most loaded resource. The PERT chart  64  of  FIG. 6  would work with this standard method of using the most loaded resource as the drum resource. However, as described in more detail below it is preferred to use an improved method for selecting the dynamic drum resource. 
         [0036]    In order to properly stagger the projects  66  a preferred algorithm is used to select the drum resources. After all of the tasks for the various projects in a portfolio have been created using the tool of  FIG. 2 , the host device  12  (see  FIG. 1 ) determines the dynamic drum resource for each project. Each project is independently scheduled using aggressive durations (duration time and safety removed) and without buffers. A user then selects what projects to include within a portfolio. Each resource used in the portfolio is analyzed to determine what percentage is used over of the entire portfolio of projects. Any resource that is at X% (e.g., 90%) or greater utilization cannot be considered the dynamic drum resource. Resources that are used in at least Y% less y% (e.g., 90%−10%) of the projects are considered as possible dynamic drum resources. If no resources are used in Y% less y% of the projects, then the host device  12  looks for resources that are used in Y% less 2y% (e.g., 80%). This process is repeated at y% increments until possible dynamic drum resources are identified. Out of these possible dynamic drum resources, the host device 12 creates a subset of resources that are used over greater than Z% (e.g., 5%) of each project&#39;s duration. If no resources are selected for the subset then the duration is decreased by (Z/10)% increments (e.g., 0.5% increments) and repeated, until resources are found that meet the minimum use percentage and the minimum duration percentage. The user then selects the order in which the projects are preferred to be conducted, The host device  12  considers the projects to be conducted sequentially with no overlap. 
         [0037]    Then for each resource in the subset, overlap the projects in the portfolio only so much that the end of the last task that uses the potential drum resource matches in time the start of the first task of the next project. After making this assumption, calculate and store the total duration of the portfolio of projects. The host device then calculates the standard deviation of the maximum resource utilization throughout the entire duration of the portfolio of projects. This is a standard deviation for the durations of each resource across all of the projects in the portfolio. This ensures that the selected drum resource is relatively stable and predictable. The recommended drum resource is tentatively selected as the resource that gives the shortest duration for the portfolio of projects, provided that it also has a standard deviation for the maximum resource utilization of less than a selected or adjustable standard deviation (e.g., 1.5 days). A user may select the recommended dynamic drum resource, or may select another resource (non-dynamic drum) as the drum resource. 
         [0038]    The timing of the projects within a portfolio for a selected dynamic drum resource is determined by adding P% (e.g., 20%) of the sum of the total duration times for the last project execution and scheduling the planned start for the next project in the portfolio to commence at that time. These steps should be repeated anytime a project is added, completed or modified. This helps a user in selecting the appropriate dynamic drum resource. 
         [0039]      FIGS. 3A and 3B  show screen shots of project status dashboards. The project status dashboards permit a user to quickly see the current status and history of a particular project.  FIG. 3A  shows an abbreviated project dashboard  42 . The project dashboard  42  includes a project status chart  70 , an early warning chart  72 , a resource loading chart  74 , and a project summary table  76 . A user can quickly review the status of a project by viewing the status dashboard  42 . The project status chart includes three color-coded fields to indicate the status of the project as on target, at risk, or critical. The x-axis is the percentage of the critical chain that has been completed, and the y-axis is the percentage of the project buffer that has been penetrated. A project can be plotted on the chart  70  based on its percentage of critical chain completed and its percentage of project buffer penetrated. The progress of a project can be seen by plotting the status of the project at various percentages of the percentage of the critical chain completed, 
         [0040]    The early warning chart  72  includes three categories that generally correspond to how at risk a project is for getting off schedule. Those of skill in the art will be aware of various mechanisms for making this determination. The risk status of a project may be indicated as a point on the char  72  within one of the risk categories. The status at various times may be indicated to show how the project is trending with respect to risk for getting off schedule. 
         [0041]    The resource loading chart  74  is a bar graph that shows the relative total resource load at various times. This cart  74  quickly gives a visual indication of how great a load the project is putting on resources, and how that load is trending. 
         [0042]    The project summary chart  76  provides information about the project including the critical chain remaining—both as percentage of total and as absolute number of days, the buffer penetration—both as a percentage of total and as absolute number of days, the tasks that need immediate attention, tasks that are available to be started, and tasks that are due in the near future. 
         [0043]    An alternative project dashboard  42 A is shown in  FIG. 3B . The project dashboard  42 A includes a project status chart  70 A, an early warning chart  72 A, a resource loading chart  74 A, and a project summary table  76 A. A user can quickly review the status of a project by viewing the status dashboard  42 . The project status chart includes three color-coded fields to indicate the status of the project as on target, at risk, or critical. The x-axis is the percentage of the critical chain that has been completed, and the y-axis is the percentage of the project buffer that has been penetrated. A project can be plotted on the chart  70 A based on its percentage of critical chain completed and its percentage of project buffer penetrated. The progress of a project can be seen by plotting the status of the project at various percentages of the percentage of the critical chain completed. 
         [0044]    The early warning chart  72 A is a graphic for showing show at risk a project is for getting off schedule. Those of skill in the art will be aware of various mechanisms for making this determination. The risk status of a project may be indicated as a point on the chart  72 A to show a relative risk level. The status at various times may be indicated to show how the project is trending with respect to risk for getting off schedule. 
         [0045]    The resource loading chart  74 A is a bar graph that shows the relative total resource load at various times. This cart  74 A quickly gives a visual indication of how great a load the project is putting on resources, and how that load is trending. Several resources can be shown on the chart  74 A, with each resource assigned a color code. 
         [0046]    The project summary chart  76 A provides information about the project including the critical chain remaining—both as percentage of total and as absolute number of days. the project buffer penetration—both as a percentage of total and as absolute number of days, the tasks that need immediate attention, tasks that are available to be started, and tasks that are due in the near future. 
         [0047]      FIG. 7  shows another embodiment of a project summary dashboard  42 B that is similar to the chart  42 A shown in  FIG. 3B . The project dashboard  42 B includes a project status chart  70 B, an early warning chart  72 B, a resource loading chart  74 B, and a project summary table  76 B. A user can quickly review the status of a project by viewing the status dashboard  42 B. The project status chart includes three color-coded fields to indicate the status of the project as on target, at risk, or critical. The x-axis is the percentage of the critical chain that has been completed, and the y-axis is the percentage of the project buffer that has been penetrated. A project can be plotted on the chart  70 B based on its percentage of critical chain completed and its percentage of project buffer penetrated. The progress of a project can be seen by plotting the status of the project at various percentages of the percentage of the critical chain completed. 
         [0048]    The early warning chart  72 B is a graphic for showing show at risk a project is for getting off schedule. Those of skill in the art will be aware of various mechanisms for making this determination. According to one embodiment of the invention described in more detail below, a risk quotient may be calculated to determine risk status. The risk status of a project may be indicated as a point on the chart  72 A to show a relative risk level. The status at various times may be indicated to show how the project is trending with respect to risk for getting off schedule. 
         [0049]    The resource loading chart  74 B is a bar graph that shows the relative total resource load at various times. This cart  74 B quickly gives a visual indication of how great a load the project is putting on resources, and how that load is trending. Several resources can be shown on the chart  74 B, with each resource assigned a color code. 
         [0050]    The project summary chart  76 A provides information about the project including the critical chain remaining—both as percentage of total arid as absolute number of days, the project buffer penetration—both as a percentage of total and as absolute number of days, the tasks that need immediate attention, tasks that are available to be started, and tasks that are due in the near future. 
         [0051]      FIGS. 4A and 4B  show portfolio status dashboards  80  &amp;  80 A according to the present invention. The status dashboards  80  and  80 A permit a user to quickly see the current status of a portfolio of projects. In  FIG. 4A , the status dashboard  80  includes a portfolio status graph  82  that includes dots  84  representing the warning status of each of the projects in a portfolio. According to one feature of the present invention, a user can hover their curser over a dot  84  in the portfolio status graph  82  and an identifier popup window  91  will appear with the name of the project, plus a corresponding popup appears on the early warning graph  86 . The early warning graph  86  similarly includes dots  88  representing each of the projects. Hovering a cursor over a dot  88  also causes a pop-up window  90  to appear in both the early warning graph  86  and the status graph  82 . A listing of the projects in the portfolio is provided in a projects table  92 . The projects table  92  includes detailed information about each of the projects. Highlighting one of the projects in the projects table  92  will cause the pop-up windows  90  and  91  corresponding to that project to appear in the status graph  82  and early warning graph  86 . Double clicking on a project listing in the project table  92  will cause the display to display the project dashboard (see  FIGS. 3A and 3B ) corresponding with that project. 
         [0052]    In  FIG. 4B , the status dashboard  80 A includes a portfolio status graph  82 A that includes dots  84 A representing the warning status of each of the projects in a portfolio. According to one feature of the present invention, a user can hover their curser over a dot  84  in the portfolio status graph  82 A and an identifier popup window (not shown) will appear with the name of the project, plus a corresponding popup appears on the early warning graph  86 A. The early warning graph  86 A similarly includes dots  88 A representing each of the projects. Hovering a cursor over a dot  88 A also causes a pop-up window (not shown) to appear in both the early warning graph  86 A and the status graph  82 A. A listing of the projects in the portfolio is provided in a projects table  92 A. The projects table  92 A includes detailed information about each of the projects. Highlighting one of the projects in the projects table  92  will cause the pop-up windows corresponding to that project to appear in the status graph  82 A and early warning graph  86 A. Double clicking on a project listing in the project table  92 A will cause the display to display the project dashboard (see  FIGS. 3A and 3B ) corresponding with that project. 
         [0053]      FIG. 8  shows another embodiment of a portfolio dashboard  80 B according to the present invention. The status dashboard  80 B includes a portfolio status graph  82 B that includes dots  84 B representing the warning status of each of the projects in a portfolio. The early warning graph  86 B similarly includes dots  88 B representing each of the projects. Hovering a cursor over a dot  88 B also causes a pop-up window (not shown) to appear in both the early warning graph  86 B and the status graph  82 B. A listing of the projects in the portfolio is provided in a projects table  92 B. The projects table  92 B includes detailed information about each of the projects. Highlighting one of the projects in the projects talk  92 B will cause the pop-up windows corresponding to that project to appear in the status graph  82 B and early warning graph  86 B. Double clicking on a project listing in the project table  92 B will cause the display to display the project dashboard (see  FIG. 7 ) corresponding with that project. 
         [0054]      FIG. 10  shows a screen shot of a dynamic drum chart  98  according to one embodiment of the present invention. The chart  98  is presented with a timeline of dates presented on a horizontal axis. Bars  106  representing various projects are shown on the chart  98  aligned with their expected start and stop dates. The particular projects shown may be selected using the projects selection buttons  102 . So a user may show all projects in the portfolio, only the active projects, or only the projects in the pipeline. The projects may be sorted by due date or by project manager according to selection buttons  104 . The projects may be color coded to reflect their risk status. 
         [0055]    According to another embodiment of the present invention, the project management system  10  can be used to calculate and display a project risk quotient. The project risk quotient is measure of the overall project risk based on the buffer conditions. This helps a user to better gauge how at risk a project is for not being timely completed. The risk quotient can be used in the above embodiments that indicate a risk status. A higher risk quotient means the project is more likely at risk for not being completed in time. The project buffer is given a higher weighting of risk than the feeding buffers.  FIG. 11  shows a PERT chart  100  for a project. As shown in  FIG. 11 , the project has two feeding buffers (FB), wherein the first feeding buffer (FB 1 ) has been used to a percentage of 103% and the second feeding buffer (FB 2 ) that has been 6% used up. Each of the feeding buffers is three days long. The project has a nine-day project buffer (PB) that is 67% utilized. To determine the risk quotient for the project, the following equation is used: 
         [0000]        RQ =[Σ( FB   n penetration %)×( FB   n Days)+( PB  penetration %)×( PB  days)×1.2]/( FB   n days)+ PB  days)
 
         [0000]    The table below helps illustrate how the above equation is used to calculate a risk quotient of 70% for the project of  FIG. 11 . 
         [0000]    
       
         
               
             
               
               
               
               
             
               
               
               
               
               
             
               
               
               
               
               
             
               
               
               
               
               
             
               
               
               
               
             
           
               
                 TABLE 1 
               
             
             
               
                   
               
               
                 Illustration of calculation of Risk Quotient 
               
               
                 for project shown in FIG. 11. 
               
             
          
           
               
                   
                   
                 Factor to 
                 Weight 
               
             
          
           
               
                   
                 Project Risk Quotient 
                 Days 
                 further 
                 the PB 
               
             
          
           
               
                   
                 Penetration 
                 Buffer Size 
                 Weighting 
                 Factor 
               
               
                   
                   
               
             
          
           
               
                 FB 1 
                 103%  
                 3 
                 3.09 
                 1 
               
               
                 FB 2 
                  6% 
                 3 
                 0.18 
                 1 
               
               
                 PB 
                 67% 
                 9 
                 6.03 
                 1.2 
               
             
          
           
               
                 Total Buffer Days 
                 15 
                 9.3 
                 10.506 
               
               
                 Project Risk Quotient: 
                   
                   
                 70% 
               
               
                   
               
             
          
         
       
     
         [0056]    A general description of the present invention as well as preferred embodiments of the present invention has been set forth above. Those skilled in the art to which the present invention pertains will recognize and be able to practice additional variations in the methods and systems described which fall within the teachings of this invention. Accordingly, all such modifications and additions are deemed to be within the scope of the invention, which is to be limited only by the claims appended hereto.