There are a variety of tools and techniques which a project manager can use to ensure that a successful IT project is delivered on time and within budget. Any software which helps the project manager to plan or monitor the project could be deemed to be a 'project management tool'. For the purposes of this specification we will look at Gantt charts and CPA in more detail over the next few pages.
Develop Project Management Plan: A project management plan lists all the actions that are necessary for definition, preparation, and coordination of subsidiary plans. Inputs, tools and techniques, and outputs for the process of developing a Project Management Plan. Inputs, tools and techniques, and outputs for the process of Directing and Managing Project Execution. Inputs, tools and techniques, and outputs for the process of Monitoring and Controlling Project Work. Perform Integrated Change Control: This process is for reviewing change requests, approving and managing changes to deliverables, organizational process assets, project management plan and project documents. Inputs, tools and techniques, and outputs for the process of performing Integrated Change Control. Close Project or Phase: This process finalizes all activities across the Project Management Process Groups to formally close the project or Phase. Project Quality Management includes the processes of the performing organization that determine quality policies, objectives and responsibilities so that the project satisfies the needs for which the project was undertaken. Perform Quality Assurance: This process audits the quality requirements and the results from quality control measurements and ensures that appropriate quality standards and operational definitions were used.
Perform Quality Control: It assesses performance and recommended necessary changes by monitoring and recording results of executing the quality activities. Project Scope Management includes the processes needed to ensure that the project includes only and all the work required to successfully complete the project.

Control Scope: It monitors the status of the project and product scope and manages changes to the scope baseline.
At the simplest level these tools range from a simple spreadsheet to keep a record of costs or a database to store lists of suppliers or even diary software to maintain a list of appointments. It is built through a series of processes until project close phase and is progressively elaborated, updated and controlled. It includes the activity of generating project data such as cost, schedule, technical and quality progress which helps implement risk response activities and manage identified risks. It is used to regulate, control and assess the performance of the project according to the standards written in the project management plan. These documents need to be continuously and carefully managed and the appropriate documentation update needs to be made in case of a change. The project manager ensures the completion of objectives by measuring the scope against the project management plan and then goes ahead with project closure. The four terms that are synonymous with Project Quality Management are Quality, Grade (category assigned to products or services having the same functional use but different technical characteristics), Precision and Accuracy.
Cost of achieving good quality are investments made to prevent poor quality like giving Total Quality Management (TQM) to new employees in a company. To help evaluate quality control outputs, the project team should have a working knowledge of statistical quality control. The approved detailed project scope statement and its associate Work Break down Structure and dictionary form the scope baseline of the project.
Additional risks, assumptions and constraints are added once existing risks, assumptions and constraints are analyzed for completeness. The lowest level of the WBS components, called work packages contain the planned work and this is where the cost and activity durations can be reliably estimated and managed. It includes reviewing the deliverables with the customer or sponsor and getting their acceptance.

Topics include network systems, database, data communications, legal issues such as the Data Protection Act, measurement and control, the OSI model along with the ethics and social effects of ICT at work and home..
Monitoring includes collecting,  distributing performance information, and assessing the measurements and trends to affect process improvements. This is why, this process is conducted from the project inception to project  closure.
This process also lays down procedures needed to be followed in case the project was terminated before completion. Project Management recognizes the importance of prevention over inspections, continuous improvement, and customer satisfaction. It also includes appraisal costs which comprise costs of doing inspections or buying test equipment.
Continuous process improvement reduces waste and allows processes to be operated efficiently and effectively. This process differs from quality control in the sense that this process is primarily concerned with the acceptance of the deliverables while quality control is concerned about their correctness. Approved change can be a corrective action (documented actions that should be performed in order to bring the performance of the project work in line with the plan), a preventive action (documented direction on what action to take so the probability of a negative consequence decreases) or a defect repair (recommendation to repair a defect that has been identified in a project component or just replacing the component all together. Changes can be initiated by any stakeholder, but need to approved by some authority within the project management team or some external organization.
It shows trends in a process over time, variation, declines or improvements in a process over time.
It also includes following up on action plans to make sure that the action taken has resolved the performance issue.

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