Business Consulting

Consolidate your professional skills and develop a successful career in the business consulting industry by enrolling in an up-to-date program developed by a faculty with extensive experience in important consulting positions" 

Why study at TECH?

TECH is the world's largest 100% online business school. It is an elite business school, with a model based on the highest academic standards. A world-class centre for intensive managerial skills training.   

TECH is a university at the forefront of technology, and puts all its resources at the student's disposal to help them achieve entrepreneurial success"     

At TECH Technological University

Innovation

The university offers an online learning model that combines the latest educational technology with the most rigorous teaching methods. A unique method with the highest international recognition that will provide students with the keys to develop in a rapidly-evolving world, where innovation must be every entrepreneur’s focus. 

"Microsoft Europe Success Story", for integrating the innovative, interactive multi-video system.  

The Highest Standards

Admissions criteria at TECH are not economic. Students don't need to make a large investment to study at this university. However, in order to obtain a qualification from TECH, the student's intelligence and ability will be tested to their limits. The institution's academic standards are exceptionally high... 

95% of TECH students successfully complete their studies.

Networking

Professionals from countries all over the world attend TECH, allowing students to establish a large network of contacts that may prove useful to them in the future.

100,000+ executives trained each year, 200+ different nationalities.

Empowerment

Students will grow hand in hand with the best companies and highly regarded and influential professionals. TECH has developed strategic partnerships and a valuable network of contacts with major economic players in 7 continents.    

500+ collaborative agreements with leading companies.

Talent

This program is a unique initiative to allow students to showcase their talent in the business world. An opportunity that will allow them to voice their concerns and share their business vision. 

After completing this program, TECH helps students show the world their talent. 

Show the world your talent after completing this program. 

Multicultural Context

While studying at TECH, students will enjoy a unique experience. Study in a multicultural context. In a program with a global vision, through which students can learn about the operating methods in different parts of the world, and gather the latest information that best adapts to their business idea. 

TECH students represent more than 200 different nationalities. 

Learn with the best

In the classroom, TECH’s teaching staff discuss how they have achieved success in their companies, working in a real, lively, and dynamic context. Teachers who are fully committed to offering a quality specialization that will allow students to advance in their career and stand out in the business world. 

Teachers representing 20 different nationalities. 

TECH strives for excellence and, to this end, boasts a series of characteristics that make this university unique: 

Analysis

TECH explores the student’s critical side, their ability to question things, their problem-solving skills, as well as their interpersonal skills.    

Academic Excellence

TECH offers students the best online learning methodology. The university combines the Relearning method (a postgraduate learning methodology with the highest international rating) with the Case Study. A complex balance between tradition and state-of-the-art, within the context of the most demanding academic itinerary.  

Economy of Scale

TECH is the world’s largest online university. It currently boasts a portfolio of more than 10,000 university postgraduate programs. And in today's new economy, volume + technology = a ground-breaking price. This way, TECH ensures that studying is not as expensive for students as it would be at another university.   

At TECH, you will have access to the most rigorous and up-to-date case studies in the academic community”

This Executive Master's Degree in Business Consulting is a completely online program, in which professionals and business owners who wish to specialize in the field will not have to put their other commitments on hold in order to study. Therefore, they will be in charge of establishing the timetable and the place where they can study the course. Over a period of 12 months, they will go through a unique and stimulating experience that will serve as a foundation for their success in the business world. 

Do you want to go one step further in your career an be a prestigious CFO? Then this program is for you. Enroll now and get access to the most complete syllabus on the market" 

Syllabus

In many cases, companies contact professional consultants to give them information on how to help them improve their sales strategies, communications plans or annual projections. That is why this position has become so in demand today, making a program like this Executive Master’s Degree in Business Consulting from TECH Technological University, a benchmark for all those interested in this field. 

The contents that students will find in this Executive Master's Degree in Business Consulting are designed to promote their managerial skills and to make decisions that benefit any company, taking into account an analytical criterion that supports any development plan. 

This way, throughout the 1,500 hours of the course, the student will have access to multiple case studies presented by experts in the industry. They will learn the basic fundamentals of this sector, such as the type of services provided in business consulting, taking into account trends and social fields. 

A plan designed for the professional improvement of students that will prepare them to achieve excellence in the field of Business Consulting. Through innovative content based on the latest market trends, this syllabus is adapted to the needs of professionals, and can be studied completely online. 

This Executive Master's Degree takes place over 12 months and is divided into 10 modules: 

Module 1. Business Consulting and the Role of the Consultant
Module 2. Strategy
Module 3. Corporate Finance and M&A
Module 4. Operations, Processes and Efficiency
Module 5. Marketing and Sales in Consulting
Module 6. Organization, People and Organizational Culture
Module 7. Financial Function
Module 8. Innovation
Module 9. Technology and Digitization
Module 10. Integrated Project Management

Where, When and How is it Taught?

TECH offers the possibility of developing this Executive Master’s Degree in Business Consulting completely online. Over the course of 12 months, you will be able to access all the contents of this program at any time, allowing you to self-manage your study time. 

Module 1. Business Consulting and the Role of the Consultant

1.1. The Target Business Reality of Business Consulting

1.1.1. Company Classification
1.1.2. Corporate Structure
1.1.3. Competitive Advantages and Business Survival

1.2. Evolution, Change and Transformation

1.2.1. Disruptive Environment
1.2.2. Transformation Levers
1.2.3. Change Accelerators

1.3. Types of Consulting Services

1.3.1. Consulting Services
1.3.2. Specific Business Consulting Services
1.3.3. Consulting According to the Sector

1.4. Integration of Business Consulting with Other Professional Services

1.4.1. Audit
1.4.2. Tax/Legal
1.4.3. Risks and Regulatory Compliance
1.4.4. Technology
1.4.5. Surgery

1.5. Internal vs. External Consulting

1.5.1. Perspectives and Fields of Action
1.5.2. Reasons for Selection
1.5.3. Capabilities and Accelerators

1.6. Types of Companies Providing Consulting Services

1.6.1. Consulting Firms by Area of Service Provision
1.6.2. Specialized Consulting Firms
1.6.3. Graphical Overview and Market Trends

1.7. Consultant Roles, Skills and Competencies

1.7.1. Functions and Skills
1.7.2. Skills

1.8. Recruitment Modalities

1.8.1. "Project Closed"
1.8.2. Time & Materials
1.8.3. Outsourcing and Bodyshopping
1.8.4. Other Modalities

1.9. Execution: Phases of the Consultancy

1.9.1. Preparation
1.9.2. Analysis and Diagnosis
1.9.3. Action Plan
1.9.4. Application or Implementation
1.9.5. Termination
1.9.6. Other Concepts and Modalities: Co-Definition, "agile"

1.10. Organization of a Consulting Firm

1.10.1. Management
1.10.2. Sectors
1.10.3. Functions
1.10.4. According to Geographical Scope of Application

Module 2. Strategy

2.1. The Strategy

2.1.1. Elements or Components of the Business Strategy

2.1.1.1. Phases of Strategic Thinking
2.1.1.2. Ambition vs. Strategy

2.1.2. Competitive Environment and Sector Analysis

2.1.2.1. Concepts and Methods
2.1.2.2. Differentiators

2.1.3. Phases of a Strategy

2.1.3.1. Key Stages in Strategic Business Management

2.2. The Strategic Cycle

2.2.1. Elements of Strategic Planning

2.2.1.1. Sector Analysis
2.2.1.2. Diagnosis
2.2.1.3. The Projection
2.2.1.4. Strategic Choices

2.2.2. Strategy Definition and Implementation
2.2.3. The Strategy Review Process: Analysis and Considerations

2.3. Sector Analysis - Porter's 5 Forces

2.3.1. Competitors

2.3.1.1. Competitor Analysis
2.3.1.2. Source of Differentiation

2.3.2. Suppliers

2.3.2.1. Analysis of Main Suppliers
2.3.2.2. Suppliers are Essential for Business
2.3.2.3. Alternatives and Bargaining Power. Business vs. Supplier

2.3.3. Clients

2.3.3.1. Customer Analysis
2.3.3.2. The Purchasing Process and Decision Models

2.3.4. Substitutes

2.3.4.1. Products, Services or Customer Alternatives
2.3.4.2. Market Positioning of Alternatives

2.3.5. Entry Barriers

2.3.5.1. Analysis of Barriers to Entry in Relation to the Business

2.4. Diagnosis of the Organization

2.4.1. Competitive Differentiation: Analysis of the Portfolio of Products and Services
2.4.2. Profitability Analysis, Strengths and Weaknesses. Analysis of Capacities in the Main Markets

2.5. Strategic Projection

2.5.1. Market and Macroeconomic Forecasts

2.5.1.1. Macroeconomics and Sectoral Behavior in Business Cycles

2.5.2. The Base Case

2.5.2.1. Situation Analysis in Case of Failure to Act
2.5.2.2. Projecting a Base Case
2.5.2.3. Challenging Convictions

2.5.3. Market Trend Analysis

2.5.3.1. Sector Trends
2.5.3.2. Geographical Trends
2.5.3.3. Innovation

2.5.4. Elaboration of Scenarios

2.5.4.1. Scenario Input Assumptions
2.5.4.2. Scenario Modeling
2.5.4.3. Scenario Stress-Testing: Strategic Resilience

2.6. Strategic Choices

2.6.1. Creation of an Initiative Portfolio

2.6.1.1. Growth in Core Businesses
2.6.1.2. International Expansion
2.6.1.3. New Sources of Growth
2.6.1.4. Operational Improvements

2.6.2. Prioritization of Initiatives

2.6.2.1. Measuring Impact
2.6.2.2. Understanding Resource Needs
2.6.2.3. Prioritization Matrices

2.6.3. The Choice of Strategy

2.6.3.1. Top-Down Strategic Formulation
2.6.3.2. Communication
2.6.3.3. Measurement

2.7. Launching, Implementing and Reviewing a Strategy

2.7.1. Launching the Strategy

2.7.1.1. Launching a Strategic Program
2.7.1.2. Strategic Plan Structure and its Initiatives
2.7.1.3. The People in Charge of the Initiatives
2.7.1.4. The Objectives of the Strategy and Initiatives

2.7.2. The Strategy Office

2.7.2.1. A Strategy Office Team
2.7.2.2. Monitoring Strategy Implementation, the Governance Model
2.7.2.3. Elements of Successful Strategic Implementation

2.7.3. Strategic Review

2.7.3.1. VUCA Environments
2.7.3.2. The Strategy Review Process

2.8. Management and its Role in Strategy

2.8.1. The Role of Senior Management in Strategic Decision-Making

2.8.1.1. The Role of the CEO
2.8.1.2. The Role of the First Line N-1
2.8.1.3. The Role of Middle Management

2.8.2. The Organization

2.8.2.1. Strategic Alignment of the Organization

2.8.3. Culture and its Importance in the Implementation of the Strategy

2.9. International Expansion

2.9.1. Advantages of Multinationals

2.9.1.1. Economies of Scale
2.9.1.2. International Projection as a Basis for Differentiation
2.9.1.3. Global Risk Management

2.9.2. Expansion to Other Markets

2.9.2.1. Expansion in the Core Business to Other Markets
2.9.2.2. Forms of Entry into Other Markets
2.9.2.3. Location of Activities

2.9.3. Organization and Expansion Models

2.10. Inorganic Growth as a Source of Value

2.10.1. Corporate Strategy vs. Competitive Strategy

2.10.1.1. Main Sources of Value of a Corporate Strategy
2.10.1.2. Inorganic vs. Organic Growth

2.10.2. Inorganic Vs. Organic Gowth

2.10.2.1. Synergies as a Source of Value for Corporate Strategy vs. Portfolio Management

2.10.3. Assessment of Success or Failure in Growth Models

Module 3. Corporate Finance and M&A 

3.1. Corporate Finance

3.1.1. Financial Analysis: NOF, WC, Operating, Financial and Profitability Ratios
3.1.2. Sustainable Growth or Without Extra Funding
3.1.3. DuPont or ROE Analysis

3.2. The Value of Money Over Time

3.2.1. The Value of Money Over Time
3.2.2. Types of Cash Flows
3.2.3. Discount Rates and Profitability
3.2.4. Discounted Cash Flows

3.3. Valuation of Companies and Investment Projects

3.3.1. Company Valuation
3.3.2. Investment Project Analysis and Valuation Tools: NPV, IRR and Payback
3.3.3. Equity Valuation Methods
3.3.4. Valuation by Multipliers
3.3.5. Valuation by DCF
3.3.6. Advanced Aspects and Singularities in the Valuation

3.4. Financing Decisions

3.4.1. Cost and Effects of the Debt
3.4.2. How Much Debt to Ask For
3.4.3. Type of Debt
3.4.4. Bank Financing Instruments

3.5. Alternatives to Bank Financing

3.5.1. The Importance of Diversification
3.5.2. Direct Lending
3.5.3. Participative Financing

3.6. Debt Refinancing

3.6.1. Refinancing Process
3.6.2. IBR
3.6.3. Refinancing Agreement
3.6.4. Judicial Approval

3.7. Capital Markets

3.7.1. Equity Markets
3.7.2. Syndicated Loan Market
3.7.3. Bond Markets
3.7.4. Hybrid Capital Markets
3.7.5. Foreign Exchange Markets
3.7.6. Derivative Products
3.7.7. Project Finance

3.8. Mergers and Acquisitions (M&A)

3.8.1. Main Reasons for Mergers and Acquisitions
3.8.2. The M&A Process
3.8.3. Financing Structures in the M&A Process

3.9. Financial Due Diligence

3.9.1. Fundamentals of Financial DD
3.9.2. P&L Review
3.9.3. Balance Sheet Review
3.9.4. Cash Flow Review
3.9.5. Relevant Aspects in the Process

3.10. Private Equity and Venture Capital

3.10.1. PE Investment Typologies
3.10.2. Instrumentation and Financing of PE Operations
3.10.3. Compensation Mechanisms for the Management Team and Equity Structuring

Module 4. Operations, Processes and Efficiency

4.1. Operations

4.1.1. Strategy vs. Operations
4.1.2. The Actors of the Operations

4.2. The Structure of Operations

4.2.1. Sequence of Activities
4.2.2. Design Chain
4.2.3. Value Chain
4.2.4. Service Chain

4.3. Operation Variables

4.3.1. Transaction Variables
4.3.2. Process Analysis
4.3.3. Flow Analysis

4.4. Other Considerations on Operating Variables

4.4.1. Human Resources
4.4.2. Information Systems Analysis
4.4.3. Conflict Resolution

4.5. Company Processes

4.5.1. Process Overview
4.5.2. Frontoffice
4.5.3. Backoffice

4.6. The Operational Process Par Excellence: The Supply Chain

4.6.1. The Supply Chain
4.6.2. Supply Chain Challenges
4.6.3. Solutions Through Operations

4.7. Process Efficiency

4.7.1. Critical Processes
4.7.2. Identification of Areas for Improvement
4.7.3. Efficiency Measurement Indicators

4.8. Optimization, Digitalization and Transformation of Processes

4.8.1. Business Process Management (BPM)
4.8.2. Process Mining
4.8.3. Task Mining
4.8.4. Process Robotization (RPA)

4.9. Outsourcing and Process Centralization Strategies

4.9.1. BPO vs. CSC in Processes
4.9.2. Conceptualization of a CSC
4.9.3. Critical aspects of a CSC

4.10. Continuous Improvement in Operations

4.10.1. The Area of Quality and Processes in the Organization
4.10.2. Achieving Continuous Improvement
4.10.3. Digital Transformation Associated with Continuous Improvement

Module 5. Marketing and Sales in Consulting 

5.1. The Marketing and Sales Function in Consulting

5.1.1. Marketing and Positioning
5.1.2. Relationship between Marketing and Sales
5.1.3. Sales in Consulting

5.2. Turning an Idea into a Market Proposition

5.2.1. The Process
5.2.2. The Offer
5.2.3. Validation and Feasibility
5.2.4. Market Size: TAM, SAM, SOM
5.2.5. The Target Customer
5.2.6. Market Case

5.3. Structuring the Sales Process

5.3.1. The General Structure in the Sales Process
5.3.2. The Sales Funnel
5.3.3. Phases and Milestones of Each Part of the Process

5.4. The Origination Process

5.4.1. Sources of Origination
5.4.2. The Opportunity
5.4.3. Next Steps

5.5. Qualifying Opportunities

5.5.1. Your Client’s Business
5.5.2. Opportunity Qualification: Process and Criteria
5.5.3. The Importance of Generating Value

5.6. Interaction with Different Stakeholders

5.6.1. The Buyer and the Rest of the Intervening Parties
5.6.2. Interaction With Them: Strategies
5.6.3. Human Interaction Profiles: The Importance of Tailoring the Message to the Audience

5.7. Key Components of a Proposal

5.7.1. Structure and Minimum Content
5.7.2. Executive Summary
5.7.3. Scope and Risk Management

5.8. The Importance of Value Generation in a Market Proposal

5.8.1. How to Discuss Value
5.8.2. Difference between Value and Price
5.8.3. Different Pricing Models: Implications and Risks

5.9. Negotiation and Closing Process

5.9.1. Usual Steps in a Negotiation
5.9.2. The Importance of Generating Alternatives
5.9.3. Risk and Contract Management

5.10. Leading a Sales Process

5.10.1.  Duration and Management of the Sales Process
5.10.2. Technology in the Sales Process
5.10.3. Monitoring of the Process
5.10.4. The Importance of Feedback

Module 6. Organization, People and Organizational Culture

6.1. Organizations, Typology and Key Aspects

6.1.1. Taxonomy of Organizations According to Size/Scale and Functions. Large Corporation vs. Medium-Size Company
6.1.2. Individual Case: Start-Up

6.2. The Human Resources function

6.2.1.  Enclave in the Organization
6.2.2. Main HR Function Constraints

6.2.2.1. Organizational
6.2.2.2. Talent

6.2.3. Main Attributions

6.3. Internal Departments

6.3.1. Talent Management
6.3.2. Performance Management
6.3.3. Training and Development
6.3.4. Corporate Culture

6.4. Dimensioning of Departments

6.4.1. Value Chain
6.4.2. Gap Analysis People - Positions
6.4.3. Scope of Work and Dimensioning
6.4.4. Efficiency Levers

6.4.4.1. Redefinition of the Service Catalog
6.4.4.2. Consolidation
6.4.4.3. Automation
6.4.4.4. Outsourcing

6.5. Productivity, Attraction, Retention and Activation of Talent

6.5.1. Productivity
6.5.2. Levers for Productivity
6.5.3. Talent Attraction, Retention and Attraction Levers

6.6. Monetary Compensation vs Non-Monetary

6.6.1. Wage Band Models
6.6.2. Non-Monetary Compensation Models

6.6.2.1. Working Model
6.6.2.2. Corporate Community
6.6.2.3. Company Image

6.6.3. Monetary Compensation vs. Non-Monetary

6.7. Corporate Culture

6.7.1. Alignment of Culture and Strategic Objectives
6.7.2. Structure of a Typical Project
6.7.3. Corporate Culture and its Implementation

6.8. Change Management

6.8.1. Analysis Components in Change Management
6.8.2. Importance of Change Management in Complex Projects
6.8.3. Structure of a Typical Project

6.9. Transformation in Complex Corporate Environments

6.9.1. The Transformation
6.9.2. Structure of a Typical Project
6.9.3. Transformation Enablers

6.10. Transformation vs. Change Management

6.10.1. Main Differences in Project
6.10.2. The Role of the Change Manager vs. the Transformation Manager
6.10.3. Management Tools

Module 7. Financial Function

7.1. Financial Function

7.1.1. The Usual Functions and Role of the CFO
7.1.2. Organizational Structure of Financial Function
7.1.3. Challenges and Trends in the Finance Function

7.1.3.1. Retrospective of Financial Function
7.1.3.2. Towards a More Agile Financial Function
7.1.3.3. Key Enablers

7.2. Operational Finance

7.2.1. Finance vs. Accounting
7.2.2. Financial Accounting

7.2.2.1. Heritage Properties
7.2.2.2. Balance
7.2.2.3. Income Statement
7.2.2.4. Cash Flow
7.2.2.5. Operating Ratios: ROE, ROA
7.2.2.6. Operating Cash Requirements
7.2.2.7. Working Capital

7.2.3. Keys to Balance Sheet Analysis
7.2.4. Keys to Income Statement Analysis

7.3. Analytical Accounting

7.3.1. Taxonomy of Costs
7.3.2. Types of Cost Allocation

7.3.2.1. Standard Cost
7.3.2.2. Analytical Models

7.3.3. Types of Analytical Models

7.3.3.1. Direct Costing
7.3.3.2. Full Costing
7.3.3.3. Activity-Based Costing

7.4. Treasury and Financial Risks

7.4.1. The Treasury Function
7.4.2. Organizational and Governance Model of the Treasury Function
7.4.3. Functions

7.4.3.1. Working Capital Management
7.4.3.2. Cash Flow Management
7.4.3.3. Liquidity Management

7.4.4. Tendencies
7.4.5. Treasury-Related Systems and Applications

7.4.6. Treasury Reports

7.4.6.1. Structure of Treasury Reports
7.4.6.2. Classification of the Different Types of Receipts and Payments
7.4.6.3. The Budget for Collections and Payments
7.4.6.4. Optimization of Cash Surpluses
7.4.6.5. Practical Business Management Conclusions

7.5. Corporate Performance Management (CPM)

7.5.1. Strategic Financial Planning

7.5.1.1. Process
7.5.1.2. Good Practices
7.5.1.3. Models (Structure, Working Capital, Debt/Equity, Tax, Others)

7.5.2. Budget

7.5.2.1. Budget Dimensions
7.5.2.2. Budgeting Techniques
7.5.2.3. Common Problems

7.5.3. Consolidation

7.5.3.1. Corporate Taxonomy in Parent Company Consolidation
7.5.3.2. Soc. Dependent
7.5.3.3. Soc. Multigroup
7.5.3.4. Soc. Associate
7.5.3.5. Consolidation Methods

7.5.3.5.1. Global
7.5.3.5.2. Proportional
7.5.3.5.3. Equity Method

7.5.3.6. Stages of the Process

7.5.3.6.1. Homogenize
7.5.3.6.2. Add
7.5.3.6.3. Adjust
7.5.3.6.4. Reports

7.5.4. Common Problems

7.6. Financial Reporting

7.6.1. Data
7.6.2. Information Sources
7.6.3. Types of Reporting Solutions
7.6.4. Implementation Methodologies
7.6.5. Expected Profits

7.7. Adapting the Finance Function to the New Digital Era

7.7.1. Trends

7.7.1.1. Talent Management and Organizational Design
7.7.1.2. Digital Processes/Automation
7.7.1.3. New Generation ERP Systems
7.7.1.4. Cloud and SaaS
7.7.1.5. Internet of Things
7.7.1.6. Blockchain
7.7.1.7. Big Data & Analytics

7.7.2. Financial Management Challenges
7.7.3. Solutions

7.7.3.1. Strategy, Integration, Function Transformation
7.7.3.2. Efficiency and Automation (RPA / Artificial Intelligence)
7.7.3.3. Performance Improvement
7.7.3.4. Treasury Management
7.7.3.5. Governance and Internal Control

7.8. Organizational and Operational Models of Finance function

7.8.1. Models of Organization of Financial Function
7.8.2. Centralization vs. Decentralization
7.8.3. Centralization: Introduction to Different Models

7.8.3.1. Shared Services Center (SSC)
7.8.3.2. Multi-Function Shared Services (MFSS)
7.8.3.3. Global Business Sevices (GBS)
7.8.3.4. Integrated Business Services (IBS)
7.8.3.5. Business Process Management (BPO)

7.9. Governance and Internal Control

7.9.1. The Role of Internal Control
7.9.2. Internal Control over Financial Reporting
7.9.3. Frame of Reference
7.9.4. Internal Control System Over Financial Reporting
7.9.5. The Role of Supervision and the Role of the Audit Committee

7.10. Financial Function Consulting

7.10.1. Consulting for Financial Function According to the Area of Operation
7.10.2. Types of Projects
7.10.3. Organization of Financial Consulting Projects

Module 8. Innovation

8.1. Innovation

8.1.1. Innovation

8.1.1.1. Innovation and Misconceptions
8.1.1.2. Basic Premises of Innovation
8.1.1.3. Redefining Innovation

8.1.2. Common Errors

8.1.2.1. Falling Into the Trap of Consistency and Compromise
8.1.2.2. Confusing Technical Problems with Innovation Problems
8.1.2.3. Develop Tactical Solutions to Strategic Problems and Vice Versa

8.2. Innovative Thinking and Culture

8.2.1. The Talent Needed to Innovate

8.2.1.1. The Myth of the Expert
8.2.1.2. Variety is the Key to Success
8.2.1.3. The Talent of Innovative Companies
8.2.1.4. Ideal Profile of a Company's Innovation Manager

8.2.2. Collaborative Culture

8.2.2.1. Without Collaboration There is no Innovation
8.2.2.2. Towards a Culture of Collaboration
8.2.2.3. Values

8.2.3. Models for Seeding a Culture of Innovation

8.3. Soft Skills as a Driver of Innovation

8.3.1. The Soft Skills Revolution

8.3.1.1. The Fourth Industrial Revolution
8.3.1.2. The Soft Revolution
8.3.1.3. Soft Skills
8.3.1.4. Soft Skills vs. Hard Skills

8.3.2. Soft Skills

8.3.2.1. The Soft Skills Needed for Innovation
8.3.2.2. Developing Soft Skills to Innovate in You
8.3.2.3. Development of Soft Skills for Business Innovation

8.4. Innovation Ecosystems

8.4.1. The Innovation Ecosystem

8.4.1.1. The Triple and Quadruple Helix
8.4.1.2. Protagonists of Innovation Ecosystems
8.4.1.3. Building an Innovation Ecosystem for a Business

8.4.2. Open Innovation

8.4.2.1. Benefits and Weaknesses of the Different Models
8.4.2.2. When and How Much to Open Innovation
8.4.2.3. Examples

8.4.3. Main Collaborative Innovation Tools

8.4.3.1. Analog Tools
8.4.3.2. Digital Tools
8.4.3.3. Business Selection Process

8.5. Business Innovation System

8.5.1. Innovation Systems

8.5.1.1. The Importance of Size
8.5.1.2. The Innovation System, a Tailor-Made Suit for our Organization
8.5.1.3. Types of Innovation Systems

8.5.2. Innovation Cycle

8.5.2.1. The Scientific Method
8.5.2.2. Phases of the Innovation Cycle
8.5.2.3. Failure Management

8.5.3. Fundamental Elements of a System

8.5.3.1. Knowledge Management
8.5.3.2. Measuring Innovation
8.5.3.3. Financing Innovation

8.6. Identification of Problems and Opportunities for Innovation

8.6.1. Problem Identification

8.6.1.1. Operational and Strategic Issues
8.6.1.2. Classification of Problems
8.6.1.3. How to Create a Problem Map

8.6.2. Problem Prioritization

8.6.2.1. Ruling out Technical Problems
8.6.2.2. The Prioritization Matrix
8.6.2.3. Group Exercises

8.6.3. Dissecting Problems and Defining Challenges

8.6.3.1. Problems vs. Challenges
8.6.3.2. Dissection of Problems
8.6.3.3. Definition of Challenges
8.6.3.4. Challenge Sizing (Potential Return)

8.7. Development of Innovative Solutions

8.7.1. Design of Innovative Solutions

8.7.1.1. Creativity Techniques
8.7.1.2. Building Blocks for Innovation
8.7.1.3. Creativity Training

8.7.2. Identification of Risks

8.7.2.1. Generation Risks
8.7.2.2. Market Risks
8.7.2.3. Financial Risks
8.7.2.4. Prioritization Matrix of Hypothetical Solutions

8.7.3. Iterative Experimentation and Validation

8.7.3.1. Reasoning for Experimenting and not Surveying
8.7.3.2. Design of Tests and Experiments According to Risk Type
8.7.3.3. Measurement of Results, Analysis, Conclusions and Iteration

8.9. Innovative and Intelligent Sustainable Urban Developments (Smart Cities)

8.9.1. Fostering Innovation in Sustainable and Intelligent Development

8.9.1.1. Innovation as a Driver of Sustainable Development
8.9.1.2. Impacts Sought

8.9.2. Smart Cities Innovation

8.9.2.1. Smart Cities
8.9.2.2. Innovation in the Development of Cities
8.9.2.3. Promotion of the Innovative Ecosystem of Cities
8.9.2.4. Public-Private Cooperation

8.9.3. Innovation in Smart Regions

8.9.3.1. Innovation in Regional Development
8.9.3.2. Promoting the Innovative Ecosystem of the Regions
8.9.3.3. The Impact of Smart Regions

8.10. Public Financing of Innovation

8.10.1. Financing Innovation

8.10.1.1. Reasons for Financing
8.10.1.2. Objectives of Innovation Financing
8.10.1.3. Benefits of Financing Innovation

8.10.2. Public Financing of Innovation

8.10.2.1. Public Financing
8.10.2.2. European Funding Sources
8.10.2.3. Impact of Publicly Financed Projects

Module 9. Technology and Digitization

9.1. The New Role of Technologies in a Company

9.1.1. Digitization
9.1.2. Scope of Digitalization in the Business
9.1.3. Responsibility in the Business

9.2. Major Technology Trends and their Application in the Enterprise

9.2.1. Innovating in the Digital Age
9.2.2. From Ideas to Value
9.2.3. Four Technologies to Consider (Cloud, AI, 5G and Blockchain)

9.3. The Secret is in the Data

9.3.1. Data-Driven Companies
9.3.2. The Value of Data
9.3.3. The Cloud Changes Everything
9.3.4. Data Science

9.4. The Sale of Technology and Digitization in the Enterprise

9.4.1. Value Platforms in the Organization
9.4.2. The Importance of the Digitalization Environment
9.4.3. Digital Transformation Methodology

9.4.3.1. The Polar Star
9.4.3.2. Starts Small and Scales Fast
9.4.3.3. Prioritization and Roadmap
9.4.3.4. Business Case: Without Impact and Return, There Is Nothing
9.4.3.5. Modes of Execution: The "Control Tower" Concept as a Guarantor of Success

9.5. A New Operating Model

9.5.1. The Digital Organization
9.5.2. Open Innovation, Lean Start-Up, Design Thinking and Agile
9.5.3. The New Process of Creating Digital Products and Services in the Organization (from Discovery to Value Hacking)
9.5.4. The MVP and the Iterative Development Process

9.5.4.1. The IT Department: IT Functions
9.5.4.2. Organization and Governance
9.5.4.3. The Well-Known Suppliers

9.6. Implementation of Information Systems

9.6.1. Objective: Impact
9.6.2. Stakeholder Map
9.6.3. Most Suitable Technologies and Products

9.7. Forms of Execution and Organization in the Implementation

9.7.1. The Implementation Process
9.7.2. Organization in the Implementation
9.7.3. Cost and Cave Issues to Consider

9.8. People and Change Management

9.8.1. Cultural Change
9.8.2. The Change Management Project
9.8.3. Communication as an Essential Part of Effective Change Management

9.9. Development of New Business Models Based on Technology

9.9.1. Framework for the Development of New Business Models
9.9.2. Approach Strategies
9.9.3. Investment Vehicles: Corporate Venture Capital

9.10. Aid to Companies for the Development of IT Projects

9.10.1. Multi-Annual Framework for EC Assistance
9.10.2. EU Next Generation Funds

Module 10. Integrated Project Management

10.1. The Project and its Relationship with Management

10.1.1. The Project and Project Management

10.1.1.1. The Project
10.1.1.2. Management
10.1.1.3. The Lifecycle
10.1.1.4. Roles in Project Management
10.1.1.5. Benefits of Project Management

10.1.2. Types of Projects

10.1.2.1. Processes
10.1.2.2. Integration and Technology
10.1.2.3. Strategy

10.1.3. Project Organization

10.2. Relevant Considerations in Project Management

10.2.1. PMBOK

10.2.1.1. Relevant Aspects
10.2.1.2. Main Benefits

10.2.2. Value Realization Office

10.2.2.1. Relevant Aspects
10.2.2.2. Main Benefits

10.2.3. Waterfall

10.2.3.1. Relevant Aspects
10.2.3.2. Main Projects for Which this Methodology is Intended
10.2.3.3. Main Benefits

10.2.4. AGILE

10.2.4.1. Relevant Aspects
10.2.4.2. Main Projects for Which this Methodology is Intended
10.2.4.3. Main Benefits

10.3. Scope and Expectation Management

10.3.1. Scope Management Plan

10.3.1.1. The Scope
10.3.1.2. Main Features
10.3.1.3. Verify the Scope

10.3.2. Expectation Management

10.3.2.1. Identify Customer Expectations
10.3.2.2. Scope vs. Expectations
10.3.2.3. Verify and Close the Final Scope

10.3.3. Risks and Benefits

10.4. Project Planning

10.4.1. Planning a Project

10.4.1.1. Planning of Objectives, Activities and Major Milestones
10.4.1.2. Planning of Key Deliverables
10.4.1.3. Planning Tools (Dashboard)

10.4.2. Equipment Planning

10.4.2.1. Resource Estimation Techniques and Tools (Top-Down, Bottom-Up, Delphi Estimation, Parametric Estimation, etc.)
10.4.2.2. Estimation of Resources: Roles, Responsibilities and Costs
10.4.2.3. Service Continuity Plan

10.4.3. Time Planning

10.4.3.1. Sequencing of Activities
10.4.3.2. Development of the Work Schedule
10.4.3.3. Control of the Work Schedule

10.5. Team Management (HR)

10.5.1. Team Plan

10.5.1.1. People Plan
10.5.1.2. Selection of the Project Team
10.5.1.3. Performance Evaluation Systems

10.5.2. Develop the Project Team

10.5.2.1. Acquisition of Equipment
10.5.2.2. Assigning the Team to the Project

10.5.3. Project Team Management

10.5.3.1. Need to Coordinate and Lead the Team Effectively
10.5.3.2. Collaborative Teamwork Management Tools
10.5.3.3. Conflict Management 
10.5.3.4. Service Continuity Plan
10.5.3.5. Feedback and Assessment of Team Performance

10.6. Cost Management

10.6.1. Cost Estimates

10.6.1.1. Cost Management Plan
10.6.1.2. Project Cost Estimation
10.6.1.3. Cost Management Techniques and Tools

10.6.2. The Budget

10.6.2.1. Determination of the Budget
10.6.2.2. Budget Selection Methodologies
10.6.2.3. Techniques and Tools for Budget Definition

10.6.3. Cost Control

10.6.3.1. Cost Control Objectives
10.6.3.2. Measuring the Progress of Project Posts
10.6.3.3. Cost Control Techniques and Tools

10.7. Communications Management Communication

10.7.1. Stakeholder identification

10.7.1.1. Identification of Internal and External Agents
10.7.1.2. Identification of Stakeholder Expectations
10.7.1.3. Techniques and Tools for Stakeholder Identification and Categorization

10.7.2. The Communication Plan

10.7.2.1. Identification of Main Messages for Each Agent Typology
10.7.2.2. Identification and Definition of the Main Communication Channels
10.7.2.3. Communication Requirements Analysis
10.7.2.4. Communication Typology: Verbal-Written / Formal-Informal
10.7.2.5. Communication Techniques and Tools

10.7.3. Control of Communication Actions

10.7.3.1. Action Planning (Timeline, Resources, Deadlines, Expected Results, Etc.)
10.7.3.2. Communication Actions Control Tools
10.7.3.3. Measuring the Results of Communication Actions

10.8. Quality Management

10.8.1. Quality Analysis and Quality Control (Quality Analysis - QA)

10.8.1.1. Quality Management
10.8.1.2. Expected Achievements
10.8.1.3. Quality Measurement Indicators (Standards)

10.8.2. Quality Assurance Actions

10.8.2.1. Planning of Review Activities: Monthly and Annual Reports, etc
10.8.2.2. Quality Audits
10.8.2.3. Continuous Improvement

10.8.3. Project Quality Control

10.8.3.1. Quality Feedback Tools for Deliverables Quality
10.8.3.2. Management of Conformities and Non-Conformities of Deliverables
10.8.3.3. Peer Review and its Main Benefits
10.8.3.4. Measuring the Quality of Deliverables

10.9. Risk Management

10.9.1. Risk Planning

10.9.1.1. Risk Management Planning
10.9.1.2. Identification of Risks
10.9.1.3. Risk Categorization Tools

10.9.2. Monitoring of the Contingency Plan

10.9.2.1. Quantitative and Qualitative Risk Analysis
10.9.2.2. Probability and Impact Assessment
10.9.2.3. Monitoring Tools

10.9.3. Risk Monitoring and Control

10.9.3.1. Risk Register: Owners, Actions, Symptoms, Risk Levels
10.9.3.2. Mitigation Action Planning
10.9.3.3. Audit and Monitoring of Risks
10.9.3.4. Monitoring of the Results of the Implemented Action Plans
10.9.3.5. Re-Evaluation of Risk

10.10. Project Closure and Change Management

10.10.1. Change Management

10.10.1.1. Knowledge Transfer
10.10.1.2. Phases of Knowledge Transfer
10.10.1.3. Planning the Transfer of Knowledge: Training, Materials, Etc

10.10.2. Project Closure

10.10.2.1. Collection of Information
10.10.2.2. Final Analysis and Main Conclusions
10.10.2.3. The Closing Meeting
10.10.2.4. Analysis of the Following Steps

10.10.3. The Impact of the Project

10.10.3.1. The Importance of Measuring the Impacts Obtained
10.10.3.2. Impact Within the Organization
10.10.3.3. Customer Impact Management

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