問45
頻出度★★★
プロジェクトの進捗を管理する場合の留意事項として, 適切なものはどれか。
平成24年度 春期 ITパスポート試験 問45
マネジメント系プロジェクトマネジメント › プロジェクトマネジメント
This question's explanation and your answers so far.
解説
問 45
Incorrectア
A delay in progress is first of all a fact that should be recorded accurately and reported to the people concerned. Correcting the delay situation itself at the manager's own discretion amounts to falsifying actual data; it delays the discovery of the problem and leads to a situation that is beyond repair. What a manager may change is the plan side (the schedule or the scope), and only after going through change management procedures, not the actual results that have already occurred. This goes against the principle that bad news should be reported as early as possible, so it is not appropriate as a consideration.
Incorrectイ
Qualitative items are items expressed subjectively without being turned into numbers, such as “roughly on track” or “slightly behind”. If such items are used as management items, the criteria differ from one reporter to another, comparison with the previous report and aggregation across several teams become impossible, and the size of a delay cannot be measured either. As a principle, the management items of progress control should be quantitative (quantifiable) items that can be compared and aggregated, and this choice states exactly the opposite of ウ, so it is wrong. Qualitative information is useful as a supplement that explains the background behind the numbers, but it cannot be the main axis of the management items.
- ウ
正解 The correct answer is ウ. Managing the progress of a project means continuously comparing the plan (the schedule) made in advance with how the work is actually advancing, and taking action early whenever a gap appears. For this comparison to work, progress has to be put into a form that anyone can judge in the same way, that is, a form that can be expressed in numbers. So you select management items that represent progress from among those that can be quantified (for example: the number of completed functions or modules, the number of pages of design documents, the number of test cases executed and bugs detected, the completion rate of each task in the WBS, or earned value), and you also set a target value (planned value) that should be reached at each point in time. Then, at a given point, the gap appears as a number, such as an actual result of 80 against a target of 100, and the size of the delay can be measured objectively. Once the gap exceeds the allowable range, corrective actions such as adding staff, reviewing the order of the work, shortening tasks on the critical path, or adjusting the scope can be decided on solid grounds. Conversely, without target values, looking at actual figures alone tells you neither whether you are ahead nor whether you are behind. Therefore ウ, which says to select items that can be quantified and to set target values, is the appropriate consideration when managing progress.
Incorrectエ
A radar chart places several evaluation items on radial axes and shows the overall balance and bias as a polygon connecting the values on each axis. It suits situations where you want to look at several viewpoints of different natures at the same time, such as quality evaluation or skill evaluation, but it is not suited to showing how far the work has advanced along a time axis. To track progress, use a Gantt chart, which shows the planned period and the actual result of each task as horizontal bars, an arrow diagram (PERT chart), which shows the order relationships between tasks and the critical path, or a burndown chart, which shows how the remaining amount of work changes.
ここがポイント
- Progress control is quantitative by principle — select management items that can be quantified, set a target value (planned value) for each point in time, and compare it with the actual value. Precisely because the gap is visible as a number, the size of a delay can be measured objectively and corrective action can be decided on solid grounds.
- Using the right chart in progress control — a Gantt chart for progress along a time axis, an arrow diagram (PERT chart) for the order relationships between tasks and the critical path, and a burndown chart for the trend of the remaining amount of work. A radar chart is a chart for looking at the balance among several evaluation axes and is not used to track progress.
用語