A program that will allow you to manage, with total security, successful projects that will be a great competitive advantage for your company" 

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 Global 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. 

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 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.  

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”

The Executive Master’s Degree in Project Management with Predictive Methodologies is a program that is taught in a fully online format, so that students can choose the time and place that best suits their availability, schedules and interests. Undoubtedly, it is a unique opportunity for those who have limited time to dedicate to study. A program that takes place over 12 months and is intended to be a unique and stimulating experience that lays the foundation for professional success in Project Management. 

This program will enable you to develop the skills you need to be successful in Project Management"  

Syllabus

The Executive Master’s Degree in Project Management with Predictive Methodologies of TECH Global University is an intensive program that prepares students to face challenges and business decisions in the field of integrated project management. Its content is designed to promote the development of managerial skills that enable more rigorous decision-making in uncertain environments. 

Throughout 1,500 hours of study, the student will face a multitude of practical cases through individual work, which will allow you to acquire the necessary skills to develop successfully in your daily practice. It is, therefore, an authentic immersion in real business situations.  

This program deals in depth with different areas of the company and is designed for managers to understand project management from a strategic, international and innovative perspective. 

A plan designed especially for students, focused on their professional improvement and preparing them to achieve excellence in the field of management and business management. A program that understands your needs and those of your company through innovative content based on the latest trends, and supported by the best educational methodology and an exceptional faculty, which will provide you with the competencies to solve critical situations in a creative and efficient way.  

The program takes place over 12 months and is divided into 10 modules:  

Module 1. Project Management with Predictive Methodologies
Module 2. Management: Business Organization and Project Management
Module 3. Project Life Cycles in Predictive Methodologies
Module 4. Hard Skills for Project Management 
Module 5. Predictive Project Management Methodologies and Frameworks
Module 6. Requirements Management in Predictive Projects
Module 7. Technological Tools to Aid Predictive Project Management
Module 8. Leadership and People Management. Project Management and Change Management in Large Organizations 
Module 9. Competencies and Soft Skills for Project Managers  
Module 10. Legal Aspects for Project Management

Where, When and How is it Taught?

TECH offers the possibility of developing this Executive Master’s Degree in Project Management with Predictive Methodologies 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. Project Management with Predictive Methodologies

1.1. Project Management 

1.1.1. Projects Vs. Operations. Process and Project
1.1.2. Project Management Relevance 
1.1.3. VUCA Environments and Project Management 
1.1.4. Environment Overview: Predictive Methodologies and Agile Environments

1.2. Project, Program and Portfolio Management 

1.2.1. Differences between Project, Program and Portfolio Management
1.2.2. Alignment with the Business and the Organization's Strategy
1.2.3. Organizational Project Management (OPM) 

1.3. Organizational Structure of the Project 

1.3.1. The Project Manager's Role, Functions and Attributions
1.3.2. Functions and Responsibilities
1.3.3. The Project Team
1.3.4. Customer Orientation and Results Orientation

1.4. The Project Management Process: Activities and Management Areas

1.4.1. Management Effort Vs. Execution Effort 
1.4.2. Management Areas in Any Project 
1.4.3. Project Management Methodology in the Organization

1.5. Project Life Cycle in the Organization

1.5.1. Life Cycles in the Organization Depending on the Type of Projects (R&D, Implementation, Product Design, etc.) 
1.5.2. Internal Standardization: Standard Lifecycle in the Organization
1.5.3. Projects and Subprojects, Phases and Activities

1.6. Project Undertaking Environments 

1.6.1. Environments and Reasons to Undertake Projects. Project Selection
1.6.2. Company Projects and Projects Guided by the Administration. Contracting Processes Vs. Bidding
1.6.3. Offer and Commitment to the Client and the Promoter. Definition Vs. Project Formulation
1.6.4. Relationship Between the Execution Environment and the Methodology to be Used

1.7. Evaluation of Project Results 

1.7.1. Project Performance Evaluation Techniques
1.7.2. Internal Evaluation of Results for the Organization
1.7.3. Fulfillment of Requirements Vs. Satisfaction of Customer Expectations
1.7.4. Value Assurance and Long-Term Effects

1.8. Project Management in the Context of Large Systems 

1.8.1. Relationship between Project Management and Systems Engineering 
1.8.2. Systemic view of Project Management 
1.8.3. Influence of the Degree of Complexity on Project Management

1.9. Project Management in the Context of Small Organizations

1.9.1. Project Management as applied in the SME Environment
1.9.2. Micro-projects and Adaptation ofthe Methodology
1.9.3. Project Management Outsourcing

1.10. Current Trends in Project Management 

1.10.1. Neither Predictive nor Agile: Hybridization
1.10.2. Lean Project Management 
1.10.3. Projects and Digital Transformation 
1.10.4. Impact of New Technologies on Project Management

Module 2. Management: Business Organization and Project Management 

2.1. Organization and Functional Areas of an Organization 

2.1.1. Management of the Organization: Shareholders' Meeting, Steering Committee and Chief Executive Officer
2.1.2. Cross-cutting Areas: Finance, HR, Quality, Purchasing, Logistics 
2.1.3. Commercial, Product and Marketing Areas
2.1.4. Operational Areas by Processes and Projects. R&D, Production Engineering, Facilities, Operations
2.1.5. Sales (pre-sales, post-sales), Operations and Maintenance Support

2.2. Organizational Structures Oriented to Project Management 

2.2.1. Types of Organization in the Structure of the Company
2.2.2. Matrix-type Organizational Structures Oriented to Project Execution
2.2.3. Complexity of Relationships between Functional Areas. Resource Sharing

2.3. Corporate Finance and Economics 

2.3.1. Financial Information and Decision Making 
2.3.2. Financial Statements. Balance Sheet and Income Statement 
2.3.3. Investment Analysis. Change in Monetary Value over Time

2.4. Cost Management 

2.4.1. Classification and Types of Costs 
2.4.2. Allocation of Direct and Indirect Costs
2.4.3. Cost Management Associated with Project Management

2.5. Quality Applied to Project Management 

2.5.1. Product Quality and Project Quality
2.5.2. Relationship between Committed Scope and Quality
2.5.3. Quality Control Vs. Assuring Quality
2.5.4. Value Generation and Elimination of Waste

2.6. Project Financial Management 

2.6.1. Analysis of Project Profitability 
2.6.2. The Project as an Investment. ROI (Return on Investment)
2.6.3. Project Financing 

2.7. People Management. 

2.7.1. HR Department Functions and Processes
2.7.2. People Management as a Strategic Element in an Organization
2.7.3. Development and Career Plans. Definition of the Role of the Project Manager

2.8. The Project Management Office (PMO) 

2.8.1. Functions and Types of PMO
2.8.2. Strategic Management Support 
2.8.3. People Management Support
2.8.4. Logistics and Procurement Support

2.9. Project Management and Change Management 

2.9.1. Change Management 
2.9.2. Projects as an Element of Change in Organizations
2.9.3. Change Management applied to Project Management

2.10. Business Analysis and Project Management 

2.10.1. Business Value Analysis Processes 
2.10.2. Relationship between BA and Project, Program and Portfolio Management
2.10.3. The Role of the Project Manager in Business Analysis

Module 3. Project Life Cycles in Predictive Methodologies

3.1. Project Development Life Cycles 

3.1.1. Waterfall Project Development Life Cycles 
3.1.2. Agile Project Development Life Cycles 
3.1.3. Hybrid Project Development Life Cycles 

3.2. The Generic Life Cycle for Project Management    

3.2.1. Product Life Cycle vs. Project 
3.2.2. Phases of a Project 
3.2.3. Phase Revisions 

3.3. Project Start 

3.3.1. Project Start-up and Definition Issues  
3.3.2. Act of Incorporation of a Predictive Project 
3.3.3. Agile Project Charter 

3.4. Modelling of Project Management Elements 

3.4.1. Requirements Planning  
3.4.2. Work Package Planning 
3.4.3. Activity Planning 

3.5. Complete Project Modelling 

3.5.1. Scope Baseline 
3.5.2. Baseline Schedule 
3.5.3. Baseline Costs and Financing 

3.6. Project Management Plan 

3.6.1. Stakeholder, Communications and Resource Management Planning 
3.6.2. Quality Management Planning and Procurement 
3.6.3. Risk Planning 

3.7. Direction and Management of Project Execution 

3.7.1. Leading the Team 
3.7.2. Involve Stakeholders 
3.7.3. Knowledge Management 
3.7.4. Implement Risk Response 
3.7.5. Quality Management 
3.7.6. Procurement 

3.8. Monitoring and Control of the Technical Performance of the Project 

3.8.1. Control of Baselines 
3.8.2. Control of Resources 
3.8.3. Risk Control 
3.8.4. Quality Control 
3.8.5. Procurement Control 

3.9. Project Governance 

3.9.1. Project Governance Structures: PMO, Monitoring Committee and Change Control Committee 
3.9.2. Monitoring Communications and Stakeholder Engagement 
3.9.3. Functions of the Project Monitoring Committee 
3.9.4. Functions of the Project Change Control Committee 

3.10. Project or Phase Closure 

3.10.1. Essential Tasks in Closing  
3.10.2. The Lessons Learned Register 
3.10.3. Common Errors in Closing  
3.10.4. Administrative Closing and Customer Closing 
3.10.5. Closure and Dissolution of the Project Team

Module 4. Hard Skills for Project Management

4.1. Project Lines: Scope, Time and Cost 

4.1.1. Scope Baseline 
4.1.2. Baseline Schedule 
4.1.3. Cost Baseline 

4.2. Scope, Schedule and Cost Planning    

4.2.1. Duration and Cost Estimation Techniques 
4.2.2. Planning of Financing Requirements 
4.2.3. PERT Method 

4.3. Monitoring and Control of Scope, Schedule and Costs 

4.3.1. Critical Path Method 
4.3.2. Critical Chain Method 
4.3.3. Earned Value Method 

4.4. Project Management Scorecard 

4.4.1. Visual Representation of the Progress Information 
4.4.2. Qualitative and Quantitative Scorecards 
4.4.3. Key KPI and OKR Indicators  

4.5. Risk Management. 

4.5.1. Uncertainty, Threat, Opportunity and Assumption 
4.5.2. Risk Planning 
4.5.3. Control Risks 

4.6. Qualitative Risk Management 

4.6.1. Risk Decomposition Structures 
4.6.2. Risk Identification Techniques 
4.6.3. Probability x Impact Matrix 

4.7. Quantitative Risk Management 

4.7.1. Expected Monetary Value Method 
4.7.2. Decision Tree Method 
4.7.3. Tornado Diagram Method 

4.8. Calculation of Reserves 

4.8.1. Term and Budget Reserves 
4.8.2. Contingency Reserves 
4.8.3. Management Reserves 

4.9. Project Follow-up 

4.9.1. Status Reports 
4.9.2. Progress Reports 
4.9.3. Change Log 

4.10. Monte Carlo Simulation 

4.10.1. Application of the Monte Carlo Simulation Method 
4.10.2. Simulation of Time and Cost Range 
4.10.3. Monte Carlo with Excel 

Module 5. Predictive Project Management Methodologies and Frameworks 

5.1. Differences between a Framework and a Management Methodology 

5.1.1. Historical Evolution of Predictive Project Management Methodologies 
5.1.2. Standards, Frameworks and Best Practice Guidelines 
5.1.3. Main Project Management Doctrine Generating Agencies 

5.2. PMI (Project Management Institute) 

5.2.1. The PMI Organization 
5.2.2. The Professional Project Manager (The Talent Triangle) 
5.2.3. Other PMI Qualifications 

5.3. PMI's Project Management Framework: The PMBOK Guide  

5.3.1. People in Project Management 
5.3.2. Business Environment in Project Management 
5.3.3. Project Management Processes 

5.4. Other PMI Management Frameworks  

5.4.1. Program Management Standard 
5.4.2. Portfolio Management Standard 
5.4.3. Organizational Project Management Maturity Standard 

5.5. ISO-21500 

5.5.1. Project Management Process Groups 
5.5.2. Project Management Subject Matter Groups 
5.5.3. Project Management Process Framework 

5.6. PRINCE2 

5.6.1. Principles of Project Management 
5.6.2. Project Management Topics 
5.6.3. Project Management Processes 

5.7. Framework IPMA 

5.7.1. Project Management Perspectives 
5.7.2. People in Project Management 
5.7.3. Project Management Practices 

5.8. Project Management Methodology (PM2) 

5.8.1. Governance and Project Management Life Cycle 
5.8.2. Project Management Processes 
5.8.3. Project Management Artifacts 

5.9. Logical Framework Approach (LFA) 

5.9.1. Areas of Application of MLE 
5.9.2. Project Matrix: Objectives, Results, Activities, 
5.9.3. Practical Examples EML 

5.10. PM4R 

5.10.1. Project Start 
5.10.2. Project Planning 
5.10.3. Project Monitoring and Control 

Module 6. Requirements Management in Predictive Projects

6.1. Requirements Management in Predictive Projects 

6.1.1. Business Analysis in Projects 
6.1.2. Project and Product Requirements
6.1.3. Obtaining Project Requirements 

6.2. Requirements Management    

6.2.1. Inadequate Requirements Management as a Cause of Project Failure 
6.2.2. The Role and Function of the Business Analyst, According to the PMI®
6.2.3. PMI-PBA® Certification 
6.2.4. Project Management Institute (PMI®): A Practical Guide to Business Analysis
6.2.5. International Institute of Business Analysis (IIBA®): Business Analysis Body of Knowledge® (BABOK®)
6.2.6. Requirements Management Domains
6.2.7. Types of Project Requirements

6.3. Business Needs Assessment 

6.3.1. Business Need
6.3.2. Value Proposition
6.3.3. Project Objectives
6.3.4. Identification of Interested Parties
6.3.5. Stakeholder Values

6.4. Requirements Management Planning 

6.4.1. Context of the Project
6.4.2. Requirements Traceability Planning
6.4.3. Requirements Management Planning
6.4.4. Requirements Change Management Planning

6.5. Requirements Analysis 

6.5.1. Compilation of Requirements
6.5.2. Analysis, Decomposition and Elaboration of Requirements
6.5.3. Comparison of the Requirements with the Product Scope
6.5.4. Location of Requirements
6.5.5. Obtaining Formal Approval of Requirements
6.5.6. Specification of Requirements
6.5.7. Validation of Requirements
6.5.8. Specification of Acceptance Criteria

6.6. Traceability and Requirements Control 

6.6.1. Traceability of Requirements
6.6.2. Requirements Status Monitoring
6.6.3. Requirements Status Update
6.6.4. Communication of Requirements
6.6.5. Management of Changes in Requirements

6.7. Evaluation of Requirements Management 

6.7.1. Validation of Test Results 
6.7.2. Analysis of Non-Conformities (Solution Gaps)
6.7.3. Obtaining Formal Approval of the Solution
6.7.4. Evaluation of the Results of the Solution

6.8. Risk Management Associated with Project Requirements

6.8.1. Risk Identification Based on Project and Product Requirements
6.8.2. Specific Risks Related to Requirements Management
6.8.3. Risk Management Plan Associated with Requirements Traceability
6.8.4. Real Options for Requirements Inaccuracy

6.9. Quality Management Associated with Requirements Management

6.9.1. Project Quality and Quality Requirements
6.9.2. Requirements Management as a Critical Factor for Project Success 
6.9.3. Project Quality Vs. Conformity to Requirements

6.10. Competencies Associated with Requirements Management 

6.10.1. Business Vision 
6.10.2. Complex Projects: Complexity Management
6.10.3. Systemic Thinking
6.10.4. Knowledge of the Political and Social Environment
6.10.5. Multiculturalism
6.10.6. Facilitation Skills

Module 7. Technological Tools to Aid Predictive Project Management 

7.1. Technological Requirements in Project Economics 

7.1.1. Project Economics 
7.1.2. The Project Manager'sTechnology Quotient 
7.1.3. New Technological Needs and Solutions in Project Economics 

7.2. Roles for Collaborative Project Management 

7.2.1. Ways to Organize Projects 
7.2.2. Demand Management Roles 
7.2.3. Supply Management Roles  

7.3. Requirements Analysis Tools 

7.3.1. Mind Mapping Tools 
7.3.2. Data Modelling Tools 
7.3.3. Prototyping Tools

7.4. Communication Tools in Virtual Teams 

7.4.1. Tools for Sharing Multimedia Objects 
7.4.2. File Sharing Tools 
7.4.3. Video-conferencing Tools

7.5. Instant Messaging Tools 

7.5.1. Practices with Telegram 
7.5.2. Teams Internships 
7.5.3. Internships with Slack 

7.6. Task Management Tools 

7.6.1. Practices with Trello 
7.6.2. Internship with Planner 
7.6.3. Practices with Asana 

7.7. Project Scheduling Tools 

7.7.1. Practical Dates Planning Practices 
7.7.2. Cost Planning Practices 
7.7.3. Date and Cost Control Practices 

7.8. Reporting Tools 

7.8.1. Practice with Graphs 
7.8.2. Practices with Pivot Tables 
7.8.3. Power BI Internships 

7.9. Project Governance Tools  

7.9.1. Portfolio and Program Management Internships 
7.9.2. Multi-project Management Internships 
7.9.3. Practices with Dashboards 

7.10. The Future of Project Automation 

7.10.1. Artificial Intelligence Applied to Projects 
7.10.2. Blockchain Applied to Projects 
7.10.3. Big Data Applied to Projects 

Module 8. Leadership and People Management. Project Management and Change Management in Large Organizations

8.1. Evolution of Management. Types of Leadership 

8.1.1. From Team Management to Project Management, Leader and Manager (Kotter’s Model) 
8.1.2. Leading People 
8.1.3. Managing People (Management) 

8.2. Leading in VUCA Times  

8.2.1. The Challenges of the New Normal 
8.2.2. New Competencies to Develop to Be a Leader Adapted to the Vuca World  
8.2.3. Leadership in a Hybrid World (the Impact of New Models of Face-to-Face, Virtual, Hybrid Work) 

8.3. Leadership in Project Management 

8.3.1. From Project Kick Off to the Closing & Learn Model 
8.3.2. Management of Interrelationships Within and Outside the Team to Keep the Project Moving Forward 
8.3.3. Communication Milestones, Information and Feedback 

8.4. Change Management in Organizations 

8.4.1. The Change Management Model (Kotter) 
8.4.2. The Change Curve (Kubler Ross) 
8.4.3. From the Business Strategy to the Concrete Project 

8.5. Situational Leadership Model (Blanchard and Hersey) 

8.5.1. Professional Maturity Level 
8.5.2. Motivation Level 
8.5.3. Adaptation to Circumstances, Context and Collaborators 

8.6. Transformational Leadership Bas 

8.6.1. From Motivation to Inspiration 
8.6.2. To Give Meaning and Ethics, Exemplification in an Honest Dialogue 
8.6.3. Constant Preparation as Adaptation and Anticipation of the Future  

8.7. Commitment Management 

8.7.1. Commitment 
8.7.2. Commitment Management 
8.7.3. How Engagement is Managed 

8.8. Performance Management 

8.8.1. Objectives 
8.8.2. Conduct  
8.8.3. Skills 
8.8.4. Personal Development Plans 

8.9. P.E.R.A. Management Model. 

8.9.1. Plan – Execute 
8.9.2. Reporting – Feedback 
8.9.3. Sense of Urgency and Action Plans

8.10. The Leadership Contract or the Accountability Model of Vince Molinaro 

8.10.1. Responsibility 
8.10.2. From Challenge to Action 
8.10.3. Management of Difficult Situations and Decisions 
8.10.4. The Transversal Network: Network of the Future, the New Social Business Model 
8.10.5. Conclusions: Review of the Integration of the Models in Our Daily Leadership in Management and Project Management 

Module 9. Competencies and Abilities (Soft Skills) for Project Managers 

9.1. Competencies of the Project Manager 

9.1.1. Technical Competencies 
9.1.2. Competencies as a Leader Manager 
9.1.3. Competencies as a Team Leader 
9.1.4. Adaptation of Competencies to Remote, Digital and Virtual Leadership. Differences with Face-to-Face Relationships
9.1.5. Training for Continuous Skills Improvement for the 21st Century Through Core Skills 

9.2. Communication, an Essential Competency 

9.2.1. Communication
9.2.2. Ask Questions 
9.2.3. Listening with all Senses 

9.3. Inspiring: Vision, Empathy and Assertiveness 

9.3.1. Inspire with Vision 
9.3.2. Empathy, Putting Yourself in Other People's Places 
9.3.3. Defense of their Own and the Project's Interests 

9.4. Negotiation and Conflict Management 

9.4.1. Negotiation and Stakeholder Relations 
9.4.2. Mediation and Conflict Resolution 
9.4.3. Courageous Conversations 

9.5. Personal Productivity and Effectiveness 

9.5.1. Time Management 
9.5.2. Personal Organization 
9.5.3. Resilience and Stress Management 

9.6. Decision-Making 

9.6.1. Requests for Justified Alternatives 
9.6.2. Speed in the Decision-Making Process (Sense of Urgency)
9.6.3. Decision-making Tools 
9.6.4. The Key to Databases (Big Data) 
9.6.5. Application of the Test and Learn Model 

9.7. Ethics and Professional Responsibility for Project Management 

9.7.1. Ethics in the Management of Projects 
9.7.2. Application of Ethical Criteria 
9.7.3. Making Difficult Decisions  

9.8. Initiative, Curiosity, Proactivity, Creativity and Innovation

9.8.1. Training Keys for Proactivity and Initiative 
9.8.2. Creativity Training Exercises 
9.8.3. Systematics for Moving from Creativity to Innovation  

9.9. Teamwork  

9.9.1. Stages of Team Maturity 
9.9.2. Collaboration for Creativity  
9.9.3. Management of Enriching and Satisfying Meetings and Encounters 
9.9.4. Feedback and Feedforward: the Keys to Giving, Asking for and Receiving Feedback 
9.9.5. Feedback of Recognition, Constructive Criticism by Measuring Feedforward 
9.9.6. Action Plans using the CSS Tool (Continue Start Stop) 

9.10. Competence Development of the Project Manager  

9.10.1. "Competence Gap"
9.10.2. Growth and Improvement Options and Strategies 
9.10.3. Personal Development Plan 
9.10.4. "Our Results Are Our Teachers"

Module 10. Legal Aspects for Project Management

10.1. Organization of a Multinational 

10.1.1. Characteristics of Multinational Enterprises
10.1.2. Types of Organizations according to their Structure and Degree of Decentralization
10.1.3. Role of the Legal Department and Identification of Stakeholders with Regulatory or Legal Influence

10.2. Project Management in an International Environment. International Contracting Budgets

10.2.1. Legal Fractionation and Permeability 
10.2.2. Object. Conceptual Precisions 
10.2.3. Sectors of Private International Law 
10.2.4. Principle of Relativity 
10.2.5. Regulatory Sources 

10.3. Legal Environment for a Project Manager

10.3.1. Liability Mechanisms for Contractual Agreements 
10.3.2. Contract and Contract Management 
10.3.3. Obligations and Duties According to the Type of Contract 
10.3.4. Monitoring of Compliance with Contractual Obligations

10.4. Bodies to Turn to in the Event of a Conflict in the Project. Jurisdiction and Enforcement of Judgements

10.4.1. Exclusive Forums and General Forum 
10.4.2. Forum on Real Property Rights and Lease Agreements
10.4.3. Forum on Legal Entities
10.4.4. Validity or Nullity of Entries in Public Records 
10.4.5. Special Forums  
10.4.6. Contractual Obligations Forum 
10.4.7. Non-contractual Obligations Forum 
10.4.8. Relevant Obligation 
10.4.9. Express and Tacit Submission
10.4.10. Lis Pendens and Connectivity
10.4.11. Basic Notions on Jurisdiction and Enforcement of Judgements

10.5. Responsibility 

10.5.1. Product Liability 
10.5.2. Third-Party Liability
10.5.3. Insurance to be Contracted

10.6. Alternative Dispute Resolution (ADR) Mechanisms Applied to Project Management

10.6.1. Arbitration. Contractual Requirements for Requesting Arbitrations
10.6.2. Functioning of an Arbitration Court  
10.6.3. Mediation and Conciliation International Mediation
10.6.4. Advantages and Disadvantages

10.7. Legal Aspects of Supplier Management 

10.7.1. Procurement Cycle (Purchasing) in the Company
10.7.2. Procurement Control Mechanisms 
10.7.3. Legal Risks of the Relationship with the Supplier 
10.7.4. Insurance and Penalties. Advantages and Disadvantages 

10.8. Requirements for Effective Third-Party Communication in the Legal Field

10.8.1. Information Security and Privacy Measures
10.8.2. Data Protection. National and International Aspects. GDPR
10.8.3. Direct Marketing and Legitimate Interest
10.8.4. Corporate Control of the Employee
10.8.5. Types of Relationship with Third Parties
10.8.6. Complaints and Dispute Resolution

10.9. Internet Regulatory Framework 

10.9.1. Regulation, Self-Regulation and Co-Regulation 
10.9.2. Internet Governance and Domain Name Management
10.9.3. Network Neutrality and Technological Convergence 
10.9.4. Rights on the Internet: Right to Honor, Right to Privacy, Image Rights
10.9.5. E-Commerce and Consumers
10.9.6. Intellectual Property in the Internet Field. Copyrights
10.9.7. Digital Assets and Protection Measures
10.9.8. Protection of the Online Marketplace 

10.10. Costs and Risks for the Project Associated with Regulations and Legality 

10.10.1. Identification and Prioritization of Risks Based on Legal Aspects
10.10.2. Estimate of Legal Costs and Reserves to be Included in the Project Budget
10.10.3. Legal Impact Control in an International Environment
10.10.4. The PMO (Project Management Office). Legal Aspects 

10.10.4.1. Legal and PMO Support to Project Management
10.10.4.2. Legal Aspects of Project Regulations to be Generated and Controlled from a PMO
10.10.4.3. Project Management under Agreements and Grants
10.10.4.4. Types of Official Project Reports: Executive Summary, Reports, Evaluations, Assessments, Audits and Reviews. Legal Aspects to be Included or Complied with

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