Project Managers use tools and techniques while managing projects to accomplish specific objectives. Such objectives may include developing a project charter, a project management plan, scope, cost or schedule baselines. While it’s important to identify what such tools and techniques include, it is also important to differentiate between them.

Tools

These represent tangible templates or software programs project managers choose to accomplish certain objectives and to carry out their expected activities (their profession basically). Examples include:

• Project Management Information System (PMIS): this tool is very useful for project managers especially since it provides access to scheduling tools, work authorization systems, resource allocation, and calendar software. This tool may also interface with various other systems within organizations that include financial software, resource databases, and many other systems. Project Management Information Systems are considered Enterprise Environmental Factors since the particular tools used by an organization is a factor that must be taken into consideration as the project manager plans their projects.
• Program Evaluation and Review Technique (PERT) Charts and Critical Path Method (CPM): these tools are both planning and control tools for defining the activities required to complete project deliverables.
• Benchmarking: this involve comparing measurements against standards to determine performance. It also involves comparing organizational practices and processes against other department, organizations, and industries to improve on existing practices.
• Product Analysis: this is a method for converting the product description and project objectives into deliverables and requirements. According to the PMBOK Guide, product analysis might include performing value analysis, systems engineering techniques, systems analysis, or value engineering techniques to further define the product or service.

Techniques

These are defined systematic procedures required to carry out an activity to produce a result or deliver a service and may employ one or more tools. Examples include:

• Meetings: Project Managers use “meetings” as techniques to accomplish various objectives for their projects. During initiation, project managers may use meetings to help identify project objectives, constraints, assumptions, high-level risks, and key stakeholders. While directing and managing projects, they may call meetings to gain an understanding of the status of open items or simply provide progress reports on overall performance.
• Expert Judgement: the concept behind expert judgement is to rely on individuals, or groups of people, who have training, specialized knowledge, or skills in the areas you’re assessing. These might be stakeholders, consultants, subject matter experts (SMEs), the PMO, industry experts, or technical or professional organizations.
• Inspection: used in the ‘Perform Quality Control’ process to check if a product meets required specifications by the customer.
• Audits: used in the ‘Perform Quality Assurance’ process to check if the team is following accepted procedures for implementation of the deliverables.
• Interviews: are one-on-one conversations conducted by the project manager (or business analyst) with key stakeholders including subject matter experts, customers, sponsors, or any member or participant that may eventually influence or are affected by the project. Questions are prepared in advance and information collected may significantly influence planning or monitoring and controlling the project.
• Decomposition: is a technique used by project managers and team members to break down the project into multiple deliverables or phases or a combination of both. This helps the project manager allocation both duration, resources, and responsibility for tasks to achieve the overall project objectives.