Tools versus Techniques

In project management, tools and techniques are essential for achieving project objectives such as creating plans, managing resources, controlling quality, and meeting deadlines. While the terms are sometimes used interchangeably, they represent distinct concepts.

• Tools: These are tangible items—software, templates, or methodologies—that aid in performing tasks.
• Techniques: These are systematic procedures or approaches applied to accomplish an activity, often employing tools to achieve the desired result.

Understanding the difference and how to apply them is critical for project managers. Let’s explore tools and techniques in more detail, with examples to make their distinctions and uses clearer.

Tools in Project Management

Tools are tangible resources or systems project managers use to perform specific tasks or processes. They are often software, templates, or physical items that directly assist in completing a project task.

Examples of Tools and Their Uses:

1. Project Management Information System (PMIS):
   • What it is: A software suite offering scheduling tools, work authorization systems, resource allocation, and calendars.
   • Use Case: A project manager uses Microsoft Project (a PMIS tool) to create a Gantt chart for tracking project timelines and dependencies.
   • Why it’s a tool: It’s a tangible system the manager interacts with to organize and monitor project activities.
2. PERT Charts and Critical Path Method (CPM):
   • What they are: Visual tools to define project activities, dependencies, and timelines.
   • Use Case: In a construction project, a PERT chart is used to estimate the time required for major milestones, while CPM identifies the critical path to avoid delays.
   • Why they’re tools: These charts are physical or digital resources for planning and tracking.
3. Benchmarking:
   • What it is: A comparative tool to measure performance against industry standards or organizational practices.
   • Use Case: A retail chain compares its inventory management process with competitors to identify inefficiencies.
   • Why it’s a tool: Benchmarking provides a structured method for performance evaluation.
4. Product Analysis:
   • What it is: A set of tools (e.g., value analysis, systems engineering) to transform objectives into deliverables.
   • Use Case: In software development, systems analysis is used to determine technical requirements for a mobile app.
   • Why it’s a tool: Product analysis includes specific methodologies that project managers can apply directly.

Techniques in Project Management

Techniques are structured approaches or procedures used to accomplish project tasks or solve problems. They often employ tools as part of their execution.

Examples of Techniques and Their Uses:

1. Meetings:
   • What they are: A technique to facilitate communication, share updates, or resolve issues.
   • Use Case: During project initiation, a kick-off meeting gathers stakeholders to align on objectives and constraints.
   • Why it’s a technique: Meetings are an activity or process, not a tangible tool. Tools like agendas or minutes may support them.
2. Expert Judgment:
   • What it is: Relying on specialized knowledge or experience to guide decisions.
   • Use Case: In risk analysis, a project manager consults a cybersecurity SME to assess potential vulnerabilities in an IT project.
   • Why it’s a technique: Expert judgment is a decision-making approach; it may use tools like templates for recording insights but remains a procedural method.
3. Inspection:
   • What it is: A quality control technique to verify that deliverables meet specifications.
   • Use Case: A project team inspects a batch of manufactured goods to ensure they meet customer standards.
   • Why it’s a technique: Inspection is an activity; tools like checklists or measuring devices may aid the process.
4. Audits:
   • What they are: A technique for ensuring compliance with procedures or standards.
   • Use Case: During a software project, an internal audit checks whether coding practices align with organizational standards.
   • Why it’s a technique: Audits are systematic evaluations, often using tools like compliance checklists.
5. Interviews:
   • What they are: One-on-one conversations to gather detailed information.
   • Use Case: A business analyst interviews a key customer to clarify feature requirements for a new product.
   • Why it’s a technique: Interviews are a process requiring preparation and execution, supported by tools like questionnaires.
6. Decomposition:
   • What it is: A technique to break down a project into manageable parts.
   • Use Case: A project manager decomposes a website redesign into tasks like wireframing, content creation, and user testing.
   • Why it’s a technique: Decomposition is a method; tools like WBS templates may facilitate it.

Distinguishing Tools from Techniques

Practical Application: Combining Tools and Techniques

Scenario: Launching a New Product

1. Tools Used:
   • PMIS (e.g., Asana) to track tasks.
   • Risk templates to identify potential product launch challenges.
   • Benchmarking reports to compare with industry trends.
2. Techniques Used:
   • Decomposition to break down the product launch into marketing, production, and distribution phases.
   • Expert judgment to consult marketing specialists on the best promotional strategies.
   • Meetings to align teams on progress and address roadblocks.

Outcome:

By combining tools (tangible resources) with techniques (systematic approaches), the project manager ensures efficiency and clarity in achieving objectives.

Final Thoughts

While tools and techniques are distinct in project management, they complement each other to streamline processes, solve problems, and deliver successful outcomes. Tools are tangible resources that project managers use to simplify tasks, whereas techniques are systematic methods that guide how those tasks are performed. Understanding and leveraging the interplay between tools and techniques is essential for any project manager to plan, execute, and monitor projects effectively.