A Project Manager’s Book of Tools and Techniques

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This book is written for practicing project managers, project management students, and for those
studying for the Project Management Professional certification (PMP®). The book is meant to help
clarify and explain some of the more common techniques we employ in project management. It
also describes some of the more specialized techniques that are not used as often, but that can be
very useful in certain situations.
If you are a practicing project manager you may fi nd it useful to read up on specifi c techniques
to get a deeper understanding of how to apply them. You may want to fi nd out more about a whole
category of techniques, such as data representation or estimating.
If you are a student of project management you can use this book to help you understand techniques
presented in class and how to apply them.
Professionals studying for the PMP will benefi t by gaining an in-depth understanding of many of
the techniques you will fi nd on the exam.

What’s in This Book
There are more than 125 tools and techniques mentioned in the PMBOK ® Guide – Sixth Edition.
Many of them are in one of these six groups:
• Data gathering
• Data analysis
• Data representation
• Communication skills
• Decision-making skills
• Interpersonal and team skills
This book uses some of the same categories, but not all. This book also adds a group of techniques
we call Estimating. Techniques that are not in any category are put into a section called
“Other.” You will see the following categories in this book:
• Data gathering
• Data analysis
• Data representation
• Estimating
• Interpersonal and team skills
• Other techniques

You will not see all the 125+ techniques that are in the Guide to the Project Management Body
of Knowledge (PMBOK® Guide) described in this book. Some of the techniques are just too vague
to describe, such as expert judgment, quality improvement methods, or meetings. Some techniques
are so descriptive that you don’t really need anyone to explain them, such as ground rules,
financing, or feedback. Some techniques are not included because they are general management
techniques, for which volumes have already been written, for example, leadership, negotiation, and
team building.
What you will find in this book is a description of 57 techniques that are used in managing
projects. Some of them are used on almost every project, such as analogous estimating and
rolling-wave planning. Others are more specialized, such as what-if analysis and the to-complete
performance index. The techniques in this book are focused on predictive life cycles; in other
words, we did not include Agile or adaptive techniques. This decision was made based on surveying
potential users who rated the Agile techniques as low value, because Agile techniques are best
described in a book that is dedicated to the topic of Agile.


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