Abstract:
A method for automated planning of a project is disclosed employing a project planning tool. The project planning tool displays a current plan to a user. The current plan automatically adjusts in light of received progress reports. The project planning tool recognizes and automatically adjusts manpower and time resources in response to initial conditions and later received reports. Time milestones indicating predetermined completion levels are adjusted along a project timeline in response to receive reports. The project planning tool calculates whether or not the project can be completed within the parameters provided and provide corrective suggestions to the user.

Description:
1. FIELD OF THE INVENTION 
       [0001]    The present invention relates to a system and method for planning a project. More particularly it relates to automatic correction of planning resources and milestones during the progress of a project. Most particularly the invention relates to a computer-implemented method for planning, organizing and tracking the progress of a project or team, suited to the management of knowledge-based work. 
       2. PRIOR ART 
       [0002]    The act of project planning is well-known throughout history where tasks and timelines are allocated to teams and individuals. Military projects have particularly been subject to detailed planning. During World War II construction of ships, aircraft and other military vehicles was subject to detailed planning, as was their distribution. 
         [0003]    Prior planning was employed using charts. A primary chart would be created with resources and timelines allocated. Meetings would be held from time to time to evaluate progress. The primary chart would be progressively modified and resources and timelines adjusted in response to actual progress. 
         [0004]    In prior planning, excessive time could be occupied in meetings. Every hour in a meeting is an hour absent from execution of the project. The present invention seeks to reduce the amount of time that individuals spend in attending meetings. 
         [0005]    An example of an earlier chart based planning system was the so-called “critical path analysis” system where the critical path was designated to be the single path that would take the most time. Other tasks, related to the project, were given resources and timelines to fit in with the critical path so that, at least as initially planned, the critical path would be the last or co-incidentally last item to be completed. 
         [0006]    Use of network and Internet services have meant that planning and progress charts can be made available to a whole host of people who may be connected with a project. 
         [0007]    Latterly, project management software has introduced itself to the planning process. Project management software assists project managers in developing plans, describing and assigning resources and tracking progress. 
         [0008]    Tasks are common in project planning and task management software applications as a representation of activity that needs to be completed by the user. In project management software tasks are often organised into sub-tasks whereby the attributes of the primary task are automatically calculated based on the information from the subtask, often called a task breakdown structure. 
         [0009]    In a project planning software application tasks can be linked together using dependencies in order to produce a schedule—often in the form of a Gantt or Pert chart. 
         [0010]    Tracking of project progress is achieved through setting the percentage completion against the tasks on the schedule. 
         [0011]    Project management software applications are designed to be generally applicable to a wide variety of projects types, such as construction, events management and software engineering. 
         [0012]    Traditional project scheduling software has been successfully used on projects where the tasks have physical dependencies (such as the order of tasks in construction of a new building), however, this type of software is not well suited to knowledge-based work which involves dealing with information, communicating with people and making decisions. Knowledge-based projects often do not have the hard dependencies that task-based schedules often represent, which means that they often represent a misleading view of the way work is really carried out. The use of traditional project scheduling software therefore leads to a number of problems when applied to knowledge based projects. 
         [0013]    Tasks stated in the schedules are often approximations of the actual tasks that will actually need to be carried out—since with knowledge-based work there are many micro tasks and decisions that are made. 
         [0014]    When the user is planning the project it can be difficult to predict the tasks and the duration of the tasks that are needed, and the most appropriate order of tasks. 
         [0015]    The present invention seeks to provide a system and method employing software suitable for use in knowledge-based projects and work. 
         [0016]    The dependencies represented in task-based schedules often put artificial constraints on the project since there can very often be a much greater degree of parallel activity than the schedule implies. 
         [0017]    The approximation of tasks means that project schedules vary significantly between projects, even for practitioners that purport to be using the same methodology—this makes reuse of estimates and schedules between projects very difficult. 
         [0018]    A schedule of tasks that is created at the start of the project often needs to be updated when the project gets underway, since the reality of the project has changed the tasks that need to be performed or the order or duration of the tasks. 
         [0019]    Tracking progress against a activity-based plan has a number of problems: 
         [0000]    One of the problems with having to recreate the schedule is that project progress tracking is against a changing baseline, which results in reduced control over the project or at least the perception of such from project stakeholders. 
         [0020]    Activities within a schedule are often not easily mapped to the outputs that need to be produced. 
         [0021]    Project team members can find it difficult to report progress against high level tasks because they do not reflect what they are doing on the project. It is common to have over-optimistic reporting of progress since task progress is not easily verified against the expected output—which means that the last 20% of the task can seem to take the majority of the time—such that tasks that appear to have been on-track are reported based on where they are in the timeline rather than how much work has been completed against the desired outputs of the task. 
         [0022]    Tracking against a low level task tends to be a more accurate collection of information, but a schedule of low level tasks is more unstable and more overhead to manage. 
         [0023]    In agile project management used in the software industry the project is managed through close collaboration and commitment from the project team to complete a discrete subset of project tasks within a set time period, often named a sprint. Agile project management software typically describes the features that needs to be delivered by the team; at the beginning of each sprint the team commits to which features they will deliver by the end of the sprint. Agile project management allows the scope and focus of a project to be adapted as the project progresses, through regular collaboration with the project stakeholders. One of the problems with agile project management is that there is a perceived lack of control over the scope and timescales of the project. Traditional project schedules can be used in conjunction with agile management methods to plan the high level tasks that will take place during each sprint, but this suffers similar problems as with traditional projects. 
         [0024]    Product based planning is a method described in the PRINCE2 project management methodology, for identifying all the work products of a project and the hierarchical relationships between them in the form of a product breakdown structure (PBS). The PBS is used to help create a traditional activity based plan such that the important dependencies are not missed. 
         [0025]    Earned value management (EVM) is a technique for measuring project progress and performance. It uses earning rules to quantitatively measure the earned value against (EV) the planned value (PV) and the actual cost (AC). The variance of between these values over the course of the project help to understand the performance of the project to timelines and to budget. Traditional earned value management techniques are dependent on a stable project schedule so that the planned value can be calculated, so given that knowledge-based projects often do not have a stable schedule this can cause a significant problem. 
         [0026]    EVM is used as part of agile project management in the software industry. In agile project management for software each sprint is planned to complete a number of user stories (i.e. features or requirements), each of which is estimated using story points as a unit of measure. The earned value is tracked through the completion of story points, which is used to normalise the estimates. The project performance is monitored across sprints often by using a burn-down chart that shows the completed story points against the budget. 
         [0027]    Agile project management in the software industry typically only uses one unit of measure (story points) which provides a simple measure, but limits its use in projects that generate different types of content. 
         [0028]    Another planning and control method involves so-called “content management”. The output of a knowledge-based project is normally information captured in the form of a document, software artefact or a model of linked information artefacts. 
         [0029]    Digital content can be stored on a file system or can managed using content management or electronic document and records management system software (EDRMS). Content management and EDRMS software allows users to store and manage meta-data associated with a stored artefact—which is provided by structured fields to categorise or describe the artefact. In the software industry development artefacts are often captured and maintained in modelling tools, which enables structured content to be managed. A meta-model is often created that shows the significant building blocks of content that is require to be specified, produced or delivered—a meta model will describe the attributes of the content and the relationship between different content types. A meta-model can be used by the modelling repository software to constrain the structure of content that can be put into the repository to enforce standardisation. A meta-model would typically be represented as an Entity Relationship Diagram or Class Diagram (as defined in the Unified Modelling Language (UML)). 
         [0030]    Generally in project scheduling, the allocation of resources between different tasks to optimise completion of the project, such as the technique of resource levelling, is a complex, NP-hard problem for which no optimal algorithm is known, and for which computation is expensive so will not scale to large projects with many resources. 
       SUMMARY OF THE INVENTION 
       [0031]    In one aspect, a computer implemented system for performing resource optimisation in a computationally efficient, scalable, manner may include 
         [0032]    a memory; and 
         [0033]    one or more processors coupled to the memory, wherein the memory comprises program instructions executable by the one or more processors: 
         [0034]    based at least in part, on receiving, from a user, expected work product data; 
         [0035]    extracting or calculating content elements from the work product data 
         [0036]    using the expected work product data to automatically calculate resource disposition data for execution of the project; 
         [0037]    a step of receiving one or more progress reports; 
         [0038]    a step of automatically calculating the maturity states for each of a plurality of content elements within the work product data from the progress reports; 
         [0039]    a step of automatically capturing from the user indication of the degree to which parallel activity can be allowed to take place between outputs; 
         [0040]    a step of automatically calculating the effort required to mature the content of each work product data to each maturity milestones based upon the percentage part of the overall estimate of the element of content; 
         [0041]    a step of automatically calculating the aggregate work effort required to mature each work product data and content elements within the estimated time limits; and 
         [0042]    a step of automatically calculating the aggregate work effort required by individually skilled resource individuals within the time period place on the wrist skill required by the content element in work product data. 
         [0043]    In another aspect a computer implemented system for performing resource optimisation in a computationally efficient, scable, manner may include 
         [0044]    a memory; and 
         [0045]    one or more processors coupled to the memory, wherein the memory comprises program instructions executable by the one or more processors: 
         [0046]    based at least in part, on receiving, from a user, expected work product data; 
         [0047]    using the expected work product data to automatically calculate resource disposition data for execution of the project; 
         [0048]    a step of automatically allocating resources in response to the calculated resource disposition data and thereby generating a project plan; 
         [0049]    a step of receiving one or more progress reports; 
         [0050]    extracting further expected work product data, completed work product data and/or resource disposition data from the progress reports 
         [0051]    using this extracted data to automatically re-calculating resource disposition data for execution of the project; and 
         [0052]    a step of automatically re-allocating resources in response to the re-calculated resource disposition data, and automatically adjusting the project plan in response. 
         [0053]    In a further aspect, a project planning tool may include an input means; 
         [0054]    a graphical user interface; 
         [0055]    a memory; and 
         [0056]    one or more processors coupled to the memory, wherein the memory comprises program instructions executable by the one or more processors: based at least in part, on receiving, from a user, expected work product data; 
         [0057]    using the expected work product data to automatically calculate resource disposition data for execution of the project; a step of automatically allocating resources in response to the calculated resource disposition data and thereby generating a project plan; 
         [0058]    displaying a project timeline axis; 
         [0059]    generating categories of deliverables from the expected work product data; 
         [0060]    generating and displaying attainment level indicators along the project timeline axis, these attainment level indicators being split or identified in their categories, and aligning the attainment level indicators with the the project timeline axis according to the attainment level. 
         [0061]    In yet another aspect a computer implemented system for collaboratively planning and monitoring a project over a network may include 
         [0062]    a first user client computer; 
         [0063]    at least one contributor client computer; 
         [0064]    a project planning tool including a memory; and one or more processors coupled to the memory, wherein the memory comprises program instructions excutable by the one or more processors: 
         [0065]    a network; 
         [0066]    based at least in part, on the project planning tool receiving, from a user, expected work product data; 
         [0067]    the project planning tool using the expected work product data to automatically calculate resource disposition data for execution of the project; 
         [0068]    the project planning tool automatically allocating resources in response to the calculated resource disposition data and thereby generating a project plan; 
         [0069]    the project planning tool receiving one or more progress reports from the at least one contributor client computer 
         [0070]    extracting further expected work product data, completed work product data and/or resource disposition data from the progress reports 
         [0071]    using this extracted data to automatically re-calculating resource disposition data for execution of the project; and 
         [0072]    a step of automatically re-allocating resources in response to the re-calculated resource disposition data, and automatically adjusting the project plan in response. 
         [0073]    These as well as other aspects, advantages, and alternatives, will become apparent to those of ordinary skill in the art by reading the following detailed description, with reference where appropriate to the accompanying drawings. 
     
    
     
       BRIEF DESCRIPTION OF THE DRAWINGS 
         [0074]    The invention is described in greater detail by the following description to be read in conjunction with the appended drawings: in which: 
           [0075]      FIG. 1  is an exemplary block diagram illustrating one environment within which it is possible to use the present invention. 
           [0076]      FIG. 2  is an exemplary diagram illustrating in further detail how the system of  FIG. 1  can be implemented. 
           [0077]      FIG. 3  is an exemplary flow chart illustrating one way in which the operation of the project planning tool of  FIG. 1  can be achieved. 
           [0078]      FIG. 4  shows an exemplary first screen of a graphical user interface that can be used with the present invention. 
           [0079]      FIG. 5  shows an exemplary project plan screen of the graphical user interface which can be used with the present invention. 
           [0080]      FIG. 6  show an exemplary project whole screen that can be used in the graphical user interface provided to the user within the present invention. 
       
    
    
     DETAILED DESCRIPTION 
       [0081]    The invention is now described here below as a series of examples, those skilled in the art of being aware of many variations and modifications that can be applied without deviating from the spirit of the invention. 
         [0082]    Resource leveling is a hard problem because of the way it is constrained by activity dependencies which require exact allocations in any given time period. By optimising based on the effort required to create an output and to reach output maturity milestones, computer systems disclosed herein reduce the computational effort required to optimise the allocation of resources. The use of such approximation algorithm turns out to be well suited to allocation of resources to projects. They are also scable, allowing complex projects, or multiple projects sharing resources to be managed more efficiently, and be used on devices with limited computational power 
         [0083]    Attention is first drawn to  FIG. 1 , an exemplary block diagram illustrating one environment within which it is possible to use the present invention. 
         [0084]    A user  10  initiates the preparation of a project  12  to be executed using a resource pool  14  under scrutiny of an automatic project planning tool  16  that receives input from the user  10 , provides output to the user  10 , and co-operates with the project  12  as it evolves. The resource pool  14  may serve a number of in-progress projects with potentially competing resources. The project planning tool  16  will assist making decisions between projects based on the resources available and currently committed. Options selected may, for example, be to move resources between projects. 
         [0085]    The project planning tool  16  comprises one or more processors. The project  12  involves, in this example, preparation of documents and computer code reflecting a program or set of programs it is desired to prepare. It is to be understood that the present invention relates to preparation of many different kinds of project, the type and nature of which will become apparent to those skilled in project management. 
         [0086]    The user  10  initiates the process by allocating the content of the resource pool  14  and communicating the content of the resource pool  14  to the project planning tool  16 . 
         [0087]    The resource pool, in the example here shown, can comprise, but is not limited to: 
         [0088]    1. Various sub targets required for completion of the task and the times anticipated for the completion of each sub target. 
         [0089]    2. Operators, such as managers and specialists, their numbers and allocated sub targets, and allocated work hours. 
         [0090]    3. The connection between each sub target and the greater project. This can involve inclusion of sub targeted items within other sub target items. 
         [0091]    The project planning tool  16 , having received the resource pool  16  content, then calculates whether or not the project can be executed within the time limits and using the individuals listed. If the project can be executed within the parameters specified, the project planning tool  16  informs the user  10 . If the project planning tool  16  calculates that the project cannot be executed within the parameters, the project planning tool  16  informs the user  10  and offers various options whereby the project  12  can be achieved. It may be, of course, that the project  12  cannot be achieved, in which case the project planning tool  16  so informs the user  10 . The user  10 , selects one of the options offered by the project planning tool  16 , and the project  12  can then proceed. 
         [0092]    From time to time the state of the project  12  is updated. This can relate to one, some or all of the sub targets. Equally, operators can become absent from or can be added to the resource pool  14 . The project planning tool accepts the updated information, re-calculates whether or not the project can still be achieved, and either indicates to the user  10  that the project is on the way to be achieved, or indicates that the project can no longer be achieved and provides further options to the user  10  for selection. 
         [0093]    The user  10 , in response to the indications from the project planning tool  16 , adjusts the content and allocation of resources in the resource pool  14 . At each adjustment, the project planning tool  16  re-checks whether or not the project  12  can be achieved. 
         [0094]    The project planning tool  16  thereby causes the project planning process to become dynamic and interactive. The planning of the project automatically is guided and adjusted according to what actually occurs within project execution. 
         [0095]    It is to be appreciated that though  FIG. 1  show a single project  12  having a single resource pool  14  and a project planning tool  16 , serviced by a single user  10 , a single project planning tool  16  can simultaneously be employed on two or more projects  12  having one or more resource pools  14 . A resource manger user can also communicate with the project planning tool  16  and the one or more resource pools  14 . 
         [0096]    Attention is next drawn to  FIG. 2 , an exemplary diagram illustrating in further detail how the system of  FIG. 1  can be implemented. 
         [0097]    The project planning tool  16 , in this example, exists within a network  18  that can be a self-contained large or wide area network, or can even be the Internet. A user client  20  provides interconnection of the user  10  with the project planning tool  16 . Contribution clients  22  can coupled to the project planning tool  16  to provide indication of the input. The contribution clients  22  can be sites where ongoing progress of the sub elements of the sub targets are in the course of preparation. Equally, the contribution clients  22  can be mere monitoring clients watching the result of the ongoing project  12 . Not shown in  FIG. 2  are any connections between other clients and the user client  20 , such as those employed for overview of the project, which, as will become clear, do not actually become involved in the operation of the present invention. 
         [0098]    Attention is next drawn to  FIG. 3 , an exemplary flow chart illustrating one way in which the operation of the project planning tool  16  can be achieved. 
         [0099]    From a start  24  a first operation  26  receives and stores the content of the resource pool  14  proposed by the user  10  to achieve the project  12  within the parameters specified in the resource pool  14 . 
         [0100]    A second operation  28  then checks to see if completion of the project  12  is possible within the parameters provided in the resource pool  14 . 
         [0101]    If a first test  30  finds that the project  12  is achievable within the parameters in the resource pool  14 , a third operation  32  indicates to the user  10  that the project  12  is achievable within the parameters provided in the resource pool  14  and the user responds by arranging for the project  12  to proceed with the current resource pool  14  entries. 
         [0102]    If a second test  34  detects that the preparation of the project has been completed, a fourth operation  36  informs the user  10  that the project  12  is completed and passes control to an exit  38 . 
         [0103]    If the second test  34  does not find that the project  12  is complete, a third test  40  checks to see whether or not a progress report is available. If the progress report is available, a fifth operation  42  collects and applies the up dated results from the progress report and submits the new updated results to the second operation  28  to see whether or not the project  12  can be achieved. 
         [0104]    If the first test  30  finds that the project  12  is not achievable within the parameters, a sixth operation  44  calculates the options available for completion of the project either within or outside of the parameters. The sixth operation  44  presents a range of options to the user  10 . The user  10  can then select an option. If a fourth test  46  finds that the user  10  has selected an option, control is passed to the third operation  32  which proceeds with the project as currently configured by the resource pool  14 . 
         [0105]    If the fourth test  46  finds that the user  10  will not pick an option, control is passed to a fifth test  48  which checks to see if the user  10  has chosen to provide new resources into the resource pool  14 . If the user  10  has chosen to provide new resources, the fifth test  48  passes control back to the second operation  28  to determine whether or not the project  12  is achievable given the current state of the parameters within the resource pool  14 . 
         [0106]    In the situation where there are other projects that are resourced from a wider pool  14 , the project planning tool  16  presents options for reallocating resources from other projects. The resource manager decides whether new resources can be reallocated, a shown in  FIG. 1 . 
         [0107]    If the user  10  has not provided any new resources into the resource pool  14 , the fifth test  48  passes control to the fourth operation  36  which indicates to the user  10  that the project planning tool  16  considers that the project  12  preparation cannot be achieved by virtue of lack of option selection and lack of provision of new resources. As before the fourth operation  36  then passes control to exit  38 . 
         [0108]    The user  10 , having exited the project planning tool  16 , has the option of returning to the project planning tool  16  at a later time, using the stored resources in the resource pool  14  as they have been updated, and either providing further resources or selecting options as they are presented. 
         [0109]    Options provided to the user  10  by the sixth operation  44  can include, but are not limited to: extension of dates for completion and percentage completion milestones along each sub-element timeline; extension of dates for completion of the overall project; addition of personnel working on the project; removal of personnel from the project; movement of personnel within the project; re-allocation of personnel hours working on the project; re-allocation and definition of sub elements within the project; and change of cost estimates. 
         [0110]    The resource pool remains unchanged until change is made. Thereafter, the changed and updated resource pool  14  is used for all future calculations within the sixth operation  44 . 
         [0111]    When assessing the progress of completion of a sub element, the initially provided resource such as human operators and associated equipment acts as a starting point, and rate of progress is assessed and adjusted according to the results achieved in that sub element. 
         [0112]    Each physical resource and human resource present in the resource pool  14 , whether as initially cast by the user  10  or as modified during the progress of the project  12 , bears a monetary cost. It is another object of the invention that the project planning tool  16  provides the ability to cost the project and sub elements to provide the user  10  with financial information. 
         [0113]    The second test  34  can assess whether or not the project  12  has come to a completion by various means. 
         [0114]    A first means involves the project having reached its expected completion date and time. 
         [0115]    A second means involves receipt by the project planning tool  16  from a contributor client that the last element or sub element for the overall project is now complete. 
         [0116]    The activities shown in  FIG. 3  allow a constantly interactive project planning tool to provide for adjustment to a plan in light of actual progress in execution of the project  12 . As the project  12  progresses, a truer picture of the progress and expected progress is constructed allowing better prediction and prognostication. 
         [0117]    While the assessment made by the sixth operation  44  and the second operation  28  based on the initial content of the resource pool  14  given by the user, if the project  12  is the first to be executed, are essentially based on user  10  guesses and presumptions, if the project planning tool  16  is not being used by the user for a first time, assessments can be made by the sixth operation  44  and the second operation  28  based on previous results and measurements of performance. A user  10  profile can then be built up giving the project planning tool  16  a much better opportunity realistically to assess project execution times based on as many times the user  10  has employed the project planning tool  16 . To this end, it is preferred that the user  10  can be identified as an individual or an identifiable team so that the user  10  profile can be applied. 
         [0118]    The flowchart of  FIG. 3  is only exemplary of one way in which the function of the project planning tool  16  can be achieved. Those skilled in the art will perceive many different configurations and variations that can be achieved without diverging from the invention as claimed. 
         [0119]    In use, the project planning tool  16  preferably employs a graphical user interface for interaction with the user  10 .  FIG. 4  shows an exemplary first screen of a graphical user interface that can be used with the present invention. 
         [0120]    As earlier stated, the example here shown of the invention is employed for creation of documents and of sub elements of code sequences intended to facilitate creation of an overall program. It is to be appreciated that other applications for the invention of possible including, but not limited to, construction of all kinds, manufacturing of all kinds; website creation; and publishing. 
         [0121]    In  FIG. 4 , an exemplary output map plan screen  49  is shown on the graphical user interface which can be employed to provide co-operative interaction of the project planning tool  16  with the user  10 . The 
         [0122]    In  FIG. 4  a scroll bar  50  permits viewing of higher and lower portion of the content of the screen by movement of a pointer applied thereto. In touchscreen variants a simple movement of an applied scribing tool or human digit can achieve the same purpose. 
         [0123]    A project timeline  52  is provided across the portion of the top of the sheet shown, designating the duration of the project  12 . While in this instance a duration span of eight weeks is shown, it is to be appreciated that the project timeline  52  can be as long or as short as is required by the duration of the project. 
         [0124]    Horizontal partitions  54  each contain five attainment level indicators  56 . Each of the horizontal partitions  54  represents a sub element of required attainment within the project  12 . The attainment level indicators are marked according to the degree of expected attainment, in this instance employing a pie chart positioned along the project timeline  52  at those positions where they were either achieved or are expected to be achieved. The attainment level indicators  56  are placed progressively long each horizontal partition  54  starting with zero attainment and ending with 100% attainment. It is to be appreciated that the attainment indicators can represent any number of levels, not just in 25% increments. The attainment levels may be labelled with qualitative maturity descriptions and with other quantitative levels apart from percentages. 
         [0125]    Reported results for the project involve movement of the attainment level indicators  56  along the project timeline to those positions where that percentage of attainment actually occurred. 
         [0126]    While in the present example the attainment level indicators  56  are shown as a pie chart divided into quarters, it is to be appreciated that any other form of attainment indication can be used, including, but not limited to, use of a percentage achievement number within each attainment level indicator  56 . 
         [0127]    A deliverables/output list  58  is provided to one side of the vertically arrayed horizontal partitions  54 . In the example shown, outputs are listed with the skill required to produce each output from the projects  12  are listed. A first list  60  shows a document within the elements of content, listing the skill required for each element. A second list  62  shows an output and the elements of the output required to produce the output. Each list also shows the current assignment of managers, specialists and other active human participants. 
         [0128]    A horizontal partition  54  is provided beside each output element to show expected attainments (maturity level) and the expected or achieved dates. 
         [0129]    Also provided on the graphical user interface screen shown in  FIG. 4  are various buttons which, when clicked or activated move the screen displayed to be another the screen. A project home button  64  causes this screen shown in  FIG. 4  to change to the project home screen, described hereafter. Screen selection buttons  66  allow either the screen shown in  FIG. 4  to be selected or the resource plan screen, shown hereafter. 
         [0130]    An AutoPlan button  68  allows the project planning tool  16  to reassess the positions of the projected attainment level indicators and, to assess whether or not the project is achievable within the parameters shown on the graphical user interface screens. 
         [0131]    Although in  FIG. 4  such terms as “content area  1 ”, “content area  2 ” etc are used in  FIG. 4 , it is to be appreciated that the user can apply more meaningful names there to. Although such skill levels are described in  FIG. 4  as “manager” and “specialist” are shown, it is also the to be appreciated that the user  10  can apply more descriptive and realistic names there to. 
         [0132]    Attention is next drawn to  FIG. 5 , showing an exemplary resource plan screen  70  of the graphical user interface which can be used with the present invention. 
         [0133]    In, and with the previously shown project plan screen  49  in  FIG. 4 , the project timeline  52  and the screen selection buttons  66  are also provided. Their function is already described in the description given for  FIG. 4 , and does not require to be elaborated upon for  FIG. 5 . 
         [0134]      FIG. 5  lists the type and time of availability and actual allocation for various types of staff. 
         [0135]    A weekly skill requirements list  72  lists the skills required each week to achieve the output plan. In an hours requirement portion  74  the number of hours required by each skill type is listed. 
         [0136]    It is to be understood that, although this shows a weekly allocation, the time periods could show totals of any other time period, including hourly, daily, weekly, monthly and yearly. 
         [0137]    In individual resource names and skills list  76  lists by name and skill each of the individuals involved with the project  12 . Although names like “individual  1 , individual  2  etc are used in the drawing, it is to be understood that the user  10  will supply actual names or other identifiers. It is to be understood that although in the figure such names as “manager” and “specialist” are used, the user  10  will supply more accurate descriptions if required. 
         [0138]    A weekly availability and time allocation list  78  lists the time, by each week, that a named individual will be available if required and also lists the actual time allocated to each individual for execution of the project  12 . 
         [0139]    The individual resources  76  are prioritised such that those already allocated to the project  16  and those with the most suitable skills and availability are shown at the top of the list. This also shows individuals within the resource pool  14  assigned to other projects that may also be suitable and could be used if this is a higher priority project. 
         [0140]    An auto allocation button  80  can be activated by the user  10  to cause the allocation of resources to be updated in light of the latest reported outputs and displayed on the resource plan screen  70 . 
         [0141]    A project button  82  can be activated by the user  10  to move to the project screen, described hereafter. 
         [0142]    Attention is finally drawn to  FIG. 6  showing an exemplary project whole screen  84  that can be used in the graphical user interface provided to the user  10  within the present invention. 
         [0143]    A map/list button  86  allows the user  10  to elect the project home screen  84  to show either alphanumeric lists or maps. In the example shown, a map is selected. 
         [0144]    A detail slider  88  can be adjusted by the user  10  to determine the degree of detail shown in the project home screen  84 . 
         [0145]    Operational buttons  90  permit the user  10 , in the example shown, to elect whether an action or entry is a definition, or is to be tracked, or is to be focused upon. 
         [0146]    Selection buttons  92  allow the user to select what is to be displayed, in the example shown the selection being offered between outputs, contacts and tracking of progress. 
         [0147]    A return to plan screens button  94  allows the user  10  to elect to return to a selectable one of the resource plan screen  49  and the resource plan screen  70 . 
         [0148]    Various headers are provided within the project home screen  84 . A first document title  96 , a second document title  98  and an output title  100  are shown in this example. It is to be understood that the user will provide more meaningful titles than those given when the project planning tool  16  is set up. 
         [0149]    At the end of each title is provided a miniaturised of completion roundel  102  that shows, at a glance the stepwise completion state of each titled item, by means of filled quadrants, in a similar manner to the filled quadrants shown in  FIG. 4 . The miniaturised roundels  102  summarise the level of completion from the output elements within. 
         [0150]    Beneath each title  96   98   100  are arranged full-size roundels  104  each relating to an area of activity. The roundels are identical in every way to the miniaturised completion roundels  102  and similarly each display the state of completion of their respective area of activity. Each full-size roundel  104  is given a distinguishing title by the user. The user  10  also provides arrows  106  between full-size roundels  104  indicating the relationship between the content represented by each full-size roundel  104 . 
         [0151]    Node indicating numerals  108  are provided within each full-size roundel to indicate the work effort estimates to complete the output (in days, based on an 8 hour day). This is captured from the user as part of the process of estimating the effort to complete. It is also to be understood that the effort (here shown in days) can be captured in any time unit, and translated to other time units based on reference information. 
         [0152]    The user  10 , by use of the exemplary graphical user interface screens  49   70   84  can readily see the state of a project and adjust parameters in the resource pool  14 . Access to the automatic planning facility within the project planning tool  16  is also provided. 
         [0153]    Graphical user interfaces of a similar nature can be provided to user clients  20  whereby they can signal and report progress in their allocated portion of the project  12 . It is also preferred that the individual user clients  20  can receive reallocation of resources to enable completion not only of their allocated portion of a project, but also to the greater project  12 . 
         [0154]    The graphical user interface screens  49   70   84  are provided by way of example only. Those skilled in the art will be aware of many variations and changes that can be made without causing the invention to depart from the following claims. 
         [0155]    To summarize, the invention allows for constant tracking and modification of the planning of a project in response to the timing of actual achievements within the project. Those skilled in the art will be aware of many modifications and variations that can be applied without departing from the invention as claimed.