Consulting Project Management

Training that will elevate your skills to the highest professional level, with up-to-date information on the latest business techniques and approaches"

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 Re-learning methodology (the most internationally recognized postgraduate learning methodology) with Harvard Business School case studies. A complex balance of traditional and state-of-the-art methods, within the most demanding academic framework.      

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 Harvard Business School case studies" 

This Postgraduate Diploma in Consulting Project Management is a complete and up-to-date program that will help students update their knowledge without abandoning their professional activities. All this thanks to the completely online modality and the most avant-garde pedagogy in the academic panorama: Relearning. In this way, the student will be able to learn in a natural and progressive way.  

Don't think twice and enroll now in a program that will help you study without abandoning your professional obligations" 

Syllabus

In this Postgraduate Diploma in Consulting Project Management, professionals will find a current program that meets all the demands of the sector. Thus, they will be able to innovate in their sector, including in their company new technologies that provide support and perform basic tasks.  

Likewise, the content of this program is designed to favor the development of the student's managerial skills, allowing them to lead a team more effectively and enhance their individual skills. 

Thus, in each module, the student will understand that innovation is not a linear process, but a cyclical one, in which one problem at a time must be diagnosed, hypothetical solutions must be presented and then each eventuality must be solved. Then, you will be able to address the paradigm of technology in the enterprise and how it has changed radically over the years.  

That is why it is essential to understand the contribution of digitalization for the consultant, because through the recommendations they make, they can solve any problem, help them to grow and always stay ahead of the market. 

This Postgraduate Diploma is developed over 6 months and is divided into 3 modules: 

Module 1 Innovation 
Module 2 Technology and digitization 
Module 3 Integrated project management  

Where, When and How is it Taught?

TECH offers the possibility of developing this Postgraduate Diploma in Consulting Project Management completely online. During the 6 months of specialization, the student will be able to access all the contents of this program at any time, which will allow the student to self-manage study time. 

Relates advertising and public relations in a coherent manner with other social and human sciences"

Module 1. Innovation

1.1. Innovation

1.1.1. Innovation

1.1.1.1. Innovation and misconceptions
1.1.1.2. Basic premises of innovation
1.1.1.3. Redefining innovation

1.1.2. Common errors

1.1.2.1. Falling into the trap of consistency and compromise
1.1.2.2. Confusing technical problems with innovation problems
1.1.2.3. Develop tactical solutions to strategic problems and vice versa.

1.2. Innovative thinking and culture

1.2.1. The talent needed to innovate

1.2.1.1. The myth of the expert
1.2.1.2. Variety is the key to success
1.2.1.3. The talent of innovative companies
1.2.1.4. Ideal profile of a company's innovation manager

1.2.2. Collaborative culture

1.2.2.1. Without collaboration there is no innovation
1.2.2.2. Towards a culture of collaboration
1.2.2.3. Values

1.2.3. Models for seeding a culture of innovation

1.3. Soft skills as a driver of innovation

1.3.1. The soft skills revolution

1.3.1.1. The 4.0 revolution
1.3.1.2. The soft revolution
1.3.1.3. Soft skills
1.3.1.4. Soft skills vs. Hard skills

1.3.2. Soft skills

1.3.2.1. The soft skills needed for innovation
1.3.2.2. Developing soft skills to innovate in you
1.3.2.3. Development of soft skills for business innovation

1.4. Innovation ecosystems

1.4.1. The innovation ecosystem

1.4.1.1. The triple and quadruple helix
1.4.1.2. Protagonists of innovation ecosystems
1.4.1.3. Building an innovation ecosystem for a business

1.4.2. Open innovation

1.4.2.1. Benefits and weaknesses of the different models
1.4.2.2. When and how much to open innovation
1.4.2.3. Examples:

1.4.3. Main Collaborative Innovation Tools

1.4.3.1. Analog tools
1.4.3.2. Digital tools
1.4.3.3. Business selection process

1.5. Business Innovation System

1.5.1. Innovation systems

1.5.1.1. The importance of size
1.5.1.2. The innovation system, a tailor-made suit for our organization
1.5.1.3. Types of innovation systems

1.5.2. Innovation Cycle

1.5.2.1. The Scientific Method
1.5.2.2. Phases of the innovation cycle
1.5.2.3. Failure management

1.5.3. Fundamental elements of a system

1.5.3.1. Knowledge management
1.5.3.2. Measuring innovation
1.5.3.3. Financing innovation

1.6. Identification of problems and opportunities for innovation

1.6.1. Problem identification

1.6.1.1. Operational and strategic issues
1.6.1.2. Classification of problems
1.6.1.3. How to create a problem map

1.6.2. Problem Prioritization

1.6.2.1. Ruling out technical problems
1.6.2.2. The prioritization matrix
1.6.2.3. Group exercises

1.6.3. Dissecting problems and defining challenges

1.6.3.1. Problems vs Challenges 
1.6.3.2. Dissection of problems
1.6.3.3. Definition of challenges
1.6.3.4. Challenge sizing (potential return)

1.7. Development of innovative solutions

1.7.1. Design of innovative solutions

1.7.1.1. Creativity techniques
1.7.1.2. Building Blocks for innovation
1.7.1.3. Creativity training

1.7.2. Identificación de riesgos

1.7.2.1. Generation risks
1.7.2.2. Market risks
1.7.2.3. Financial risks
1.7.2.4. Prioritization matrix of hypothetical solutions

1.7.3. Iterative experimentation and validation

1.7.3.1. Reasoning for experimenting and not surveying
1.7.3.2. Design of tests and experiments according to risk type
1.7.3.3. Measurement of results, analysis, conclusions and iteration.

1.8. Innovation Strategies in Public Administration

1.8.1. Public Innovation Strategies and Tactics

1.8.1.1. Public Policies to Encourage Innovation
1.8.1.2. Public actions to promote innovation
1.8.1.3. Tax or financial benefits

1.8.2. Regional innovation systems and plans

1.8.2.1. Regional innovation diagnosis
1.8.2.2. Focus of a regional innovation system or plan
1.8.2.3. Design of regional innovation systems and plans

1.8.3. Public entities for the promotion of innovation

1.8.3.1. Otris
1.8.3.2. Public research centers
1.8.3.3. Public innovation parks
1.8.3.4. Innovative public companies

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

1.9.1. Fostering innovation in sustainable and intelligent development

1.9.1.1. Innovation as a driver of sustainable development
1.9.1.2. National sustainable development strategies
1.9.1.3. Impacts sought

1.9.2. Smart Cities Innovation

1.9.2.1. Ciudades inteligentes
1.9.2.2. Innovation in the development of cities
1.9.2.3. Promotion of the innovative ecosystem of cities
1.9.2.4. Public-Private Cooperation

1.9.3. Innovation in Smart Regions

1.9.3.1. Innovation in regional development
1.9.3.2. Promoting the innovative ecosystem of the regions
1.9.3.3. The impact of smart regions

1.10. Public Financing of Innovation

1.10.1. Financing innovation

1.10.1.1. Reasons for financing
1.10.1.2. Objectives of innovation financing
1.10.1.3. Benefits of financing innovation

1.10.2. Public Financing of Innovation

1.10.2.1. Public financing
1.10.2.2. European funding sources
1.10.2.3. Impact of publicly financed projects

Module 2. Technology and digitization 

2.1. The New Role of Technologies in a Company

2.1.1. Digitization
2.1.2. Scope of digitalization in the business
2.1.3. Responsibility in the business

2.2. Major technology trends and their application in the enterprise

2.2.1. Innovating in the Digital Age
2.2.2. From ideas to value
2.2.3. Four technologies to consider (Cloud, AI, 5G and Blockchain).

2.3. The secret is in the data

2.3.1. Data Driven Companies
2.3.2. The value of data
2.3.3. The cloud changes everything
2.3.4. Data Science

2.4. The sale of technology and digitization in the enterprise

2.4.1. Value platforms in the organization
2.4.2. The importance of the digitalization environment
2.4.3. Digital transformation methodology

2.4.3.1. The polar star
2.4.3.2. Starts small and scales fast
2.4.3.3. Prioritization and Roadmap
2.4.3.4. Business Case: without impact and return there is nothing
2.4.3.5. Modes of execution: the "Control Tower" concept as a guarantor of success

2.5. A new operating model

2.5.1. The Digital organization
2.5.2. Innovación abierta, Lean Start up, Design Thinking y Agile
2.5.3. The new process of creating digital products and services in the organization (from Discovery to value hacking))
2.5.4. The MVP and the iterative development process

2.5.4.1. The IT department: IT functions
2.5.4.2. Organization and Governance
2.5.4.3. The well-known suppliers

2.6. Implementation of information systems

2.6.1. Objective: impact
2.6.2. Stakeholder Map
2.6.3. Most suitable technologies and products

2.7. Forms of execution and organization in the implementation

2.7.1. The implementation process
2.7.2. Organization in the implementation
2.7.3. Cost and cave issues to consider

2.8. People and change management

2.8.1. Cultural change
2.8.2. The change management project
2.8.3. Communication as an essential part of effective change management

2.9. Development of new business models based on technology

2.9.1. Framework for the development of new business models
2.9.2. Approach strategies
2.9.3. Investment vehicles. Corporate Venture Capital

2.10. Aid to companies for the development of IT projects

2.10.1. Multi-annual Framework for EC assistance
2.10.2. EU Next Generation Funds
2.10.3. Other aid in Spain

Module 3. Integrated project management

3.1. The project and its relationship with management

3.1.1. The project and project management

3.1.1.1. The project
3.1.1.2. Management
3.1.1.3. The life cycle
3.1.1.4. Roles in project management
3.1.1.5. Benefits of project management

3.1.2. Types of projects

3.1.2.1. Processes
3.1.2.2. Integration and Technology
3.1.2.3. Strategy

3.1.3.    Project organization

3.2. Relevant considerations in project management

3.2.1. PMBOK

3.2.1.1. Relevant Aspects.
3.2.1.2. Main benefits

3.2.2. Value Realization Office

3.2.2.1. Relevant Aspects.
3.2.2.2. Main benefits

3.2.3. Waterfall

3.2.3.1. Relevant Aspects.
3.2.3.2. Main projects for which this methodology is intended
3.2.3.3. Main benefits

3.2.4. AGILE

3.2.4.1. Relevant Aspects.
3.2.4.2. Main projects for which this methodology is intended
3.2.4.3. Main benefits

3.3. Scope and expectation management

3.3.1. Scope management plan

3.3.1.1. The scope
3.3.1.2. Main Features
3.3.1.3. Verify the scope

3.3.2. Expectation management

3.3.2.1. Identify customer expectations
3.3.2.2. Scope vs. Expectations
3.3.2.3. Verify and close the final scope

3.3.3. Risks and benefits

3.4. Project planning

3.4.1. Planning a project

3.4.1.1. Planning of objectives, activities and major milestones
3.4.1.2. Planning of key deliverables
3.4.1.3. Planning tools (Dashboard)

3.4.2. Equipment planning

3.4.2.1. Resource estimation techniques and tools (Top-down, Bottom-up, Delphi estimation, parametric estimation, etc.)
3.4.2.2. Estimation of resources: roles, responsibilities and costs
3.4.2.3. Service continuity plan

3.4.3. Time planning

3.4.3.1. Sequencing of activities
3.4.3.2. Development of the work schedule
3.4.3.3. Control of the work schedule

3.5. Team Management (HR)

3.5.1. Team plan

3.5.1.1. People Plan
3.5.1.2. Selection of the project team
3.5.1.3. Performance evaluation systems

3.5.2. Develop the project team

3.5.2.1. Acquisition of equipment
3.5.2.2. Assigning the team to the project

3.5.3. Project team management

3.5.3.1. Need to coordinate and lead the team effectively.
3.5.3.2. Collaborative team work management tools
3.5.3.3. Conflict Management. 
3.5.3.4. Service continuity plan
3.5.3.5. Feedback and evaluation of team performance

3.6. Cost Management

3.6.1. Cost estimates

3.6.1.1. Cost Management Plan
3.6.1.2. Project Cost Estimation
3.6.1.3. Cost management techniques and tools

3.6.2. The budget

3.6.2.1. Determination of the budget
3.6.2.2. Budget selection methodologies
3.6.2.3. Techniques and tools for budget definition

3.6.3. Cost control

3.6.3.1. Cost control objectives
3.6.3.2. Measuring the progress of project costs
3.6.3.3. Cost control techniques and tools

3.7. Communications Management Communication

3.7.1. Stakeholder identification

3.7.1.1. Identification of internal and external agents
3.7.1.2. Identification of stakeholder expectations
3.7.1.3. Techniques and tools for stakeholder identification and categorization

3.7.2. The Communication Plan

3.7.2.1. Identification of main messages for each agent typology
3.7.2.2. Identification and definition of the main communication channels
3.7.2.3. Communication requirements analysis
3.7.2.4. Communication typology: verbal-written / formal-informal
3.7.2.5. Communication techniques and tools

3.7.3. Control of communication actions

3.7.3.1. Action planning (timeline, resources, deadlines, expected results, etc.)
3.7.3.2. Communication actions control tools
3.7.3.3. Measuring the results of communication actions

3.8. Quality Management

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

3.8.1.1. Quality Management
3.8.1.2. Expected achievements
3.8.1.3. Quality measurement indicators (standards)

3.8.2. Quality assurance actions

3.8.2.1. Planning of review activities: monthly and annual reports, etc.
3.8.2.2. Quality audits
3.8.2.3. Continuous improvement

3.8.3. Project quality control

3.8.3.1. Quality feedback tools for deliverables quality
3.8.3.2. Management of conformities and non-conformities of deliverables
3.8.3.3. Peer Review and its main benefits
3.8.3.4. Measuring the quality of deliverables

3.9. Risk Management

3.9.1. Risk planning

3.9.1.1. Risk management planning
3.9.1.2. Identificación de riesgos
3.9.1.3. Risk categorization tools

3.9.2. Follow-up of the contingency plan

3.9.2.1. Quantitative and qualitative risk analysis
3.9.2.2. Probability and impact assessment
3.9.2.3. Monitoring tools

3.9.3. Risk monitoring and control

3.9.3.1. Risk register: owners, actions, symptoms, risk levels
3.9.3.2. Mitigation action planning
3.9.3.3. Audit and monitoring of risks
3.9.3.4. Follow-up of the results of the implemented action plans
3.9.3.5. Re-evaluation of risk

3.10.    Project Closure and Change Management

3.10.1.    Change Management

3.10.1.1. Knowledge transfer
3.10.1.2. hases of knowledge transfer
3.10.1.3. Planning the transfer of knowledge: training, materials, etc.

3.10.2.    Project closure

3.10.2.1. Collection of information
3.10.2.2. Final analysis and main conclusions
3.10.2.3. The Closing Meeting
3.10.2.4. Analysis of the following steps

3.10.3.    The impact of the project

3.10.3.1. The importance of measuring the impacts obtained
3.10.3.2. Impact within the organization
3.10.3.3. Customer impact management

Relates advertising and public relations in a coherent manner with other social and human sciences.