With this 100% online Advanced master’s degree, you will ensure that Business Projects contribute to organizational growth and competitiveness” 

Senior Management of Business Projects involves the direction and coordination of key initiatives within organizations, and is fundamental to the implementation of corporate strategies. As companies face a more competitive and changing economic environment, the need for experts capable of managing initiatives effectively is more critical than ever. As a result, professionals need to acquire advanced skills ranging from planning to evaluation, within the framework of a business organization.

With this in mind, TECH presents a pioneering Advanced master’s degree in Senior Management of Business Projects. Designed by leaders in this sector, the curriculum will delve into issues ranging from the use of predictive methodologies or the implementation of quality control systems to the auditing of integrated management systems. In this way, graduates will be able to lead complex business projects with a strategic vision, ensuring the optimization of resources, effective risk management and continuous improvement in all phases of the project.

To consolidate all these contents, TECH uses the avant-garde method of Relearning, consisting of the progressive reiteration of key concepts for their correct assimilation. In addition, the university program provides graduates with a variety of real-life case studies, allowing professionals to practice in simulated environments. In this sense, to access the educational resources, professionals will only require an electronic device capable of connecting to the Internet. In addition, the university program includes a series of innovative Masterclasses given by 9 prestigious International Guest Directors.

Renowned International Guest Directors will deliver comprehensive Masterclasses on the latest trends in Senior Management of Business Projects” 

This Advanced master’s degree in Senior Management of Business Projects contains the most complete and up-to-date educational program on the market. Its most notable features are:

• The development of case studies presented by experts in Senior Management of Business Projects
• The graphic, schematic, and practical contents with which they are created, provide scientific and practical information on the disciplines that are essential for professional practice
• Practical exercises where self-assessment can be used to improve learning
• Special emphasis on innovative methodologies in Senior Management of Business Projects
• Theoretical lessons, questions to the expert, debate forums on controversial topics, and individual reflection assignments
• Content that is accessible from any fixed or portable device with an Internet connection

You will develop skills in the use of Project Management software and advanced tools for monitoring”

It includes in its teaching staff professionals belonging to the field of Senior Management of Business Projects, who pour into this program the experience of their work, in addition to recognized specialists from leading companies and prestigious universities.

The multimedia content, developed with the latest educational technology, will provide the professional with situated and contextual learning, i.e., a simulated environment that will provide an immersive learning experience designed to prepare for real-life situations.

This program is designed around Problem-Based Learning, whereby the student must try to solve the different professional practice situations that arise throughout the program. For this purpose, the professional will be assisted by an innovative interactive video system created by renowned and experienced experts

Thanks to the Relearning method promoted by TECH , you will be able to consolidate the key concepts offered by this university education"

You will achieve your objectives thanks to TECH's didactic tools, including explanatory videos and interactive summaries"

The didactic contents that make up this Advanced master’s degree have been designed by authentic experts in Senior Management of Business Projects. Accordingly, the syllabus will delve into issues ranging from the fundamentals of executive management or the use of predictive methodologies to the management of total quality in organizations. In this way, graduates will develop advanced skills to lead complex initiatives in various business sectors, promoting efficiency and sustainable growth.  

You will efficiently manage financial, human and material resources to maximize the performance of business projects” 

Module 1. Leadership, Ethics and Social Responsibility in Companies

1.1. Globalization and Governance

1.1.1. Governance and Corporate Governance
1.1.2. The Fundamentals of Corporate Governance in Companies
1.1.3. The Role of the Board of Directors in  the Corporate Governance Framework

1.2. Leadership

1.2.1. Leadership. A Conceptual Approach
1.2.2. Leadership in Companies
1.2.3. The Importance of Leaders in Business Management

1.3. Cross Cultural Management

1.3.1. Cross Cultural Management Concept
1.3.2. Contributions to Knowledge of National Cultures
1.3.3. Diversity Management

1.4. Management and Leadership Development

1.4.1. Concept of Management Development
1.4.2. Concept of Leadership
1.4.3. Leadership Theories
1.4.4. Leadership Styles
1.4.5. Intelligence in Leadership
1.4.6. The Challenges of Today's Leader

1.5. Business Ethics

1.5.1. Ethics and Morality
1.5.2. Business Ethics
1.5.3. Leadership and Ethics in Companies

1.6. Sustainability

1.6.1. Sustainability and Sustainable Development
1.6.2. The 2030 Agenda
1.6.3. Sustainable Companies

1.7. Corporate Social Responsibility

1.7.1. International Dimensions of Corporate Social Responsibility
1.7.2. Implementing Corporate Social Responsibility
1.7.3. The Impact and Measurement of Corporate Social Responsibility

1.8. Responsible Management Systems and Tools

1.8.1. CSR: Corporate Social Responsibility
1.8.2. Essential Aspects for Implementing a Responsible Management Strategy
1.8.3. Steps for the Implementation of a Corporate Social Responsibility Management System
1.8.4. CSR Tools and Standards

1.9. Multinationals and Human Rights

1.9.1. Globalization, Multinational Corporations and Human Rights
1.9.2. Multinational Corporations and International Law
1.9.3. Legal Instruments for Multinationals in the Area of Human Rights

1.10. Legal Environment and Corporate Governance

1.10.1. International Rules on Importation and Exportation
1.10.2. Intellectual and Industrial Property
1.10.3. International Labor Law

Module 2. Strategic Management and Executive Management

2.1. Organizational Analysis and Design

2.1.1. Conceptual Framework
2.1.2. Key Elements in Organizational Design
2.1.3. Basic Organizational Models
2.1.4. Organizational Design: Typologies

2.2. Corporate Strategy

2.2.1. Competitive Corporate Strategy
2.2.2. Types of Growth Strategies
2.2.3. Conceptual Framework

2.3. Strategic Planning and Strategy Formulation

2.3.1. Conceptual Framework
2.3.2. Elements of Strategic Planning
2.3.3. Strategy Formulation: Strategic Planning Process

2.4. Strategic Thinking

2.4.1. The Company as a System
2.4.2. Organization Concept

2.5. Financial Diagnosis

2.5.1. Concept of Financial Diagnosis
2.5.2. Stages of Financial Diagnosis
2.5.3. Assessment Methods for Financial Diagnosis

2.6. Planning and Strategy

2.6.1. The Plan from a Strategy
2.6.2. Strategic Positioning
2.6.3. Strategy in Companies

2.7. Strategy Models and Patterns

2.7.1. Conceptual Framework
2.7.2. Strategic Models
2.7.3. Strategic Patterns: The Five P’s of Strategy

2.8. Competitive Strategy

2.8.1. Competitive Advantage
2.8.2. Choosing a Competitive Strategy
2.8.3. Strategies based on the Strategic Clock Model
2.8.4. Types of Strategies According to the Industrial Sector Life Cycle

2.9. Strategic Management

2.9.1. The Concept of Strategy
2.9.2. The Process of Strategic Management
2.9.3. Approaches in Strategic Management

2.10. Strategy Implementation

2.10.1. Indicator Systems and Process Approach
2.10.2. Strategic Map
2.10.3. Strategic Alignment

2.11. Executive Management

2.11.1. Conceptual Framework of Executive Management
2.11.2. Executive Management. The Role of the Board of Directors and Corporate Management Tools

2.12. Strategic Communication

2.12.1. Interpersonal Communication
2.12.2. Communication Skills and Influence
2.12.3. Internal Communication
2.12.4. Barriers to Business Communication

Module 3. People and Talent Management

3.1. Organizational Behavior

3.1.1. Organizational Behavior. Conceptual Framework
3.1.2. Main Factors of Organizational Behavior

3.2. People in Organizations

3.2.1. Quality of Work Life and Psychological Well-Being
3.2.2. Work Teams and Meeting Management
3.2.3. Coaching and Team Management
3.2.4. Managing Equality and Diversity

3.3. Strategic People Management

3.3.1. Strategic Human Resources Management
3.3.2. Strategic People Management

3.4. Evolution of Resources. An Integrated Vision

3.4.1. The Importance of Human Resources
3.4.2. A New Environment for People Management and Leadership
3.4.3.  Strategic Human Resources Management

3.5. Selection, Group Dynamics and Human Resources Recruitment

3.5.1. Approach to Recruitment and Selection
3.5.2. Recruitment
3.5.3. The Selection Process

3.6. Human Resources Management by Competencies

3.6.1. Analysis of the Potential
3.6.2. Remuneration Policy
3.6.3. Career/Succession Planning

3.7. Performance Evaluation and Performance Management

3.7.1. Performance Management
3.7.2. Performance Management: Objectives and Process

3.8. Management of Training

3.8.1.  Learning Theories
3.8.2. Talent Detection and Retention
3.8.3. Gamification and Talent Management
3.8.4. Training and Professional Obsolescence

3.9. Talent Management

3.9.1. Keys for Positive Management
3.9.2. Conceptual Origin of Talent and Its Implication in the Company
3.9.3. Map of Talent in the Organization
3.9.4. Cost and Added Value

3.10. Innovation in Talent and People Management

3.10.1. Strategic Talent Management Models
3.10.2.  Talent Identification, Training and Development
3.10.3. Loyalty and Retention
3.10.4. Proactivity and Innovation

3.11. Motivation

3.11.1. The Nature of Motivation
3.11.2. Expectations Theory
3.11.3. Needs Theory
3.11.4. Motivation and Financial Compensation

3.12. Employer Branding

3.12.1. Employer Branding in Human Resources
3.12.2. Personal Branding for Human Resources Professionals

3.13. Developing High-Performance Teams

3.13.1. High-Performance Teams: Self-Managed Teams
3.13.2. Methodologies for the Management of High-Performance Self-Managed Teams

3.14. Management Skills Development

3.14.1. What Are Manager Competencies?
3.14.2. Elements of Competencies
3.14.3. Knowledge
3.14.4. Management Skills
3.14.5. Attitudes and Values in Managers
3.14.6. Managerial Skills

3.15. Time Management

3.15.1. Benefits
3.15.2. What Can Be the Causes of Poor Time Management?
3.15.3. Time
3.15.4. Time Illusions
3.15.5. Attention and Memory
3.15.6.  State of Mind
3.15.7. Time Management
3.15.8. Being Proactive
3.15.9. Being Clear About the Objective
3.15.10. Order
3.15.11. Planning

3.16. Change Management

3.16.1. Change Management
3.16.2. Type of Change Management Processes
3.16.3. Stages or Phases in the Change Management Process

3.17. Negotiation and Conflict Management

3.17.1. Negotiation
3.17.2. Conflict Management
3.17.3. Crisis Management

3.18. Executive Communication

3.18.1. Internal and External Communication in the Corporate Environment
3.18.2. Communication Departments
3.18.3. The Person in Charge of Communication of the Company. The Profile of the Dircom

3.19. Human Resources Management and Occupational Risk Prevention Teams

3.19.1. Management of Human Resources and Teams
3.19.2.  Occupational Risk Prevention

3.20. Productivity, Attraction, Retention and Activation of Talent

3.20.1. Productivity
3.20.2. Talent Attraction and Retention Levers

3.21. Monetary Compensation vs. Non-Cash

3.21.1. Monetary Compensation vs. Non-Cash
3.21.2. Wage Band Models
3.21.3. Non-Cash Compensation Models
3.21.4. Working Model
3.21.5. Corporate Community
3.21.6. Company Image
3.21.7. Emotional Salary

3.22. Innovation in Talent and People Management

3.22.1. Innovation in Organizations
3.22.2. New Challenges in the Human Resources Department
3.22.3. Innovation Management
3.22.4. Tools for Innovation

3.23. Knowledge and Talent Management

3.23.1. Knowledge and Talent Management
3.23.2. Knowledge Management Implementation

3.24. Transforming Human Resources in the Digital Era

3.24.1. The Socioeconomic Context
3.24.2. New Forms of Corporate Organization
3.24.3. New Methodologies

Module 4. Economic and Financial Management

4.1. Economic Environment

4.1.1. Macroeconomic Environment and the National Financial System
4.1.2. Financial Institutions
4.1.3. Financial Markets
4.1.4. Financial Assets
4.1.5. Other Financial Sector Entities

4.2. Company Financing

4.2.1. Sources of Financing
4.2.2. Types of Financing Costs

4.3. Executive Accounting

4.3.1. Basic Concepts
4.3.2. The Company's Assets
4.3.3. The Company's Liabilities
4.3.4. The Company's Net Worth
4.3.5. The Income Statement

4.4. Management Accounting to Cost Accounting

4.4.1. Elements of Cost Calculation
4.4.2. Expenses in General Accounting and Cost Accounting
4.4.3. Costs Classification

4.5. Information Systems and Business Intelligence

4.5.1. Fundamentals and Classification
4.5.2. Cost Allocation Phases and Methods
4.5.3. Choice of Cost Center and Impact

4.6. Budget and Management Control

4.6.1. The Budget Model
4.6.2. The Capital Budget
4.6.3. The Operating Budget
4.6.5. Treasury Budget
4.6.6. Budget Monitoring

4.7. Treasury Management

4.7.1. Accounting Working Capital and Necessary Working Capital
4.7.2. Calculation of Operating Cash Requirements
4.7.3. Credit Management

4.8. Corporate Tax Responsibility

4.8.1. Basic Tax Concepts
4.8.2. Corporate Income Tax
4.8.3. Value Added Tax
4.8.4. Other Taxes Related to Commercial Activity
4.8.5. The Company as a Facilitator of the Work of the State

4.9. Corporate Control Systems

4.9.1. Analysis of Financial Statements
4.9.2. The Company's Balance Sheet
4.9.3. The Profit and Loss Statement
4.9.4. The Statement of Cash Flows
4.9.5. Ratio Analysis

4.10. Financial Management

4.10.1. The Company's Financial Decisions
4.10.2. Financial Department
4.10.3. Cash Surpluses
4.10.4. Risks Associated with Financial Management
4.10.5. Financial Administration Risk Management

4.11. Financial Planning

4.11.1. Definition of Financial Planning
4.11.2. Actions to Be Taken in Financial Planning
4.11.3. Creation and Establishment of the Business Strategy
4.11.4. The Cash Flow Table
4.11.5. The Working Capital Table

4.12. Corporate Financial Strategy

4.12.1. Corporate Strategy and Sources of Financing
4.21.2. Financial Products for Corporate Financing

4.13. Macroeconomic Context

4.13.1. Macroeconomic Context
4.13.2. Relevant Economic Indicators
4.13.3. Mechanisms for the Control of Macroeconomic Magnitudes
4.13.4. Economic Cycles

4.14. Strategic Financing

4.14.1. Self-Financing
4.14.2. Increase in Equity
4.14.3. Hybrid Resources
4.14.4. Financing Through Intermediaries

4.15. Money and Capital Markets

4.15.1. The Money Market
4.15.2. The Fixed Income Market
4.15.3. The Equity Market
4.15.4. The Foreign Exchange Market
4.15.5. The Derivatives Market

4.16. Financial Analysis and Planning

4.16.1.  Analysis of the Balance Sheet
4.16.2. Analysis of the Income Statement
4.16.3. Profitability Analysis

4.17. Analyzing and Solving Cases/Problems

4.17.1. Financial Information on Industria de Diseño y Textil, S.A. (INDITEX)

Module 5. Operations and Logistics Management

5.1. Operations Direction and Management

5.1.1. The Role of Operations
5.1.2. The Impact of Operations on the Management of Companies
5.1.3. Introduction to Operations Strategy
5.1.4. Operations Management

5.2. Industrial Organization and Logistics

5.2.1. Industrial Organization Department
5.2.2. Logistics Department

5.3. Structure and Types of Production (MTS, MTO, ATO, ETO...)

5.3.1. Production System
5.3.2. Production Strategy
5.3.3. Inventory Management System
5.3.4. Production Indicators

5.4. Structure and Types of Procurement

5.4.1. Function of Procurement
5.4.2. Procurement Management
5.4.3. Types of Purchases
5.4.4. Efficient Purchasing Management of a Company
5.4.5. Stages of the Purchase Decision Process

5.5. Economic Control of Purchasing

5.5.1. Economic Influence of Purchases
5.5.2.  Cost Centers
5.5.3. Budget
5.5.4. Budgeting vs. Actual Expenditure
5.5.5. Budgetary Control Tools

5.6. Warehouse Operations Control

5.6.1. Inventory Control
5.6.2. Location Systems
5.6.3. Stock Management Techniques
5.6.4. Storage Systems

5.7. Strategic Purchasing Management

5.7.1. Business Strategy
5.7.2. Strategic Planning
5.7.3. Purchasing Strategies

5.8. Typologies of the Supply Chain (SCM)

5.8.1. Supply Chain
5.8.2. Benefits of Supply Chain Management
5.8.3. Logistical Management in the Supply Chain

5.9. Supply Chain Management

5.9.1. The Concept of Supply Chain Management (SCM)
5.9.2. Costs and Efficiency of the Operations Chain
5.9.3. Demand Patterns
5.9.4. Operations Strategy and Change

5.10. Interactions Between the SCM and All Other Departments

5.10.1. Interaction of the Supply Chain
5.10.2. Interaction of the Supply Chain. Integration by Parts
5.10.3. Supply Chain Integration Problems
5.10.4. Supply Chain 4.0

5.11. Logistics Costs

5.11.1. Logistics Costs
5.11.2. Problems with Logistics Costs
5.11.3. Optimizing Logistic Costs

5.12. Profitability and Efficiency of Logistics Chains: KPIs

5.12.1. Logistics Chain
5.12.2. Profitability and Efficiency of the Logistics Chain.
5.12.3. Indicators of Profitability and Efficiency of the Supply Chain

5.13. Process Management

5.13.1.  Process Management
5.13.2. Process-Based Approach: Process Mapping
5.13.3. Improvements in Process Management

5.14. Distribution and Transportation Logistics

5.14.1. Distribution in the Supply Chain
5.14.2. Transportation Logistics
5.14.3. Geographic Information Systems as a Support for Logistics

5.15. Logistics and Customers

5.15.1. Demand Analysis
5.15.2. Demand and Sales Forecast
5.15.3. Sales and Operations Planning
5.15.4. Collaborative Planning, Forecasting and Replenishment (CPFR)

5.16. International Logistics

5.16.1.  Export and Import Processes
5.16.2. Customs
5.16.3. Methods and Means of International Payment
5.16.4. International Logistics Platforms

5.17. Outsourcing of Operations

5.17.1. Operations Management and Outsourcing
5.17.2. Outsourcing Implementation in Logistics Environments

5.18. Competitiveness in Operations

5.18.1. Operations Management
5.18.2. Operational Competitiveness
5.18.3. Operations Strategy and Competitive Advantages

5.19. Quality Management

5.19.1. Internal and External Customers
5.19.2. Quality Costs
5.19.3. Ongoing Improvement and the Deming Philosophy

Module 6. Information Systems Management

6.1. Technological Environment

6.1.1. Technology and Globalization
6.1.2. Economic Environment and Technology
6.1.3. Technological Environment and Its Impact on Companies

6.2. Information Systems in Companies

6.2.1. The Evolution of the IT Model
6.2.2. Organization and IT Departments
6.2.3. Information Technology and Economic Environment

6.3. Corporate Strategy and Technology Strategy

6.3.1. Creating Value for Customers and Shareholders
6.3.2. Strategic IS/IT Decisions
6.3.3. Corporate Strategy vs. Technological and Digital Strategy

6.4. Information Systems Management

6.4.1. Corporate Governance of Technology and Information Systems
6.4.2. Management of Information Systems in Companies
6.4.3. Expert Managers in Information Systems: Roles and Functions

6.5. Information Technology Strategic Planning

6.5.1. Information Systems and Corporate Strategy
6.5.2. Strategic Planning of Information Systems
6.5.3. Phases of Information Systems Strategic Planning

6.6. Information Systems for Decision-Making

6.6.1. Business Intelligence
6.6.2. Data Warehouse
6.6.3. BSC or Balanced Scorecard

6.7. Exploring the Information

6.7.1. SQL: Relational Databases. Basic Concepts
6.7.2. Networks and Communications
6.7.3. Operational System: Standardized Data Templates
6.7.4. Strategic System: OLAP, Multidimensional Model and Graphical Dashboards
6.7.5. Strategic DB Analysis and Report Composition

6.8. Corporate Business Intelligence

6.8.1. The World of Data
6.8.2. Relevant Concepts
6.8.3. Main Characteristics
6.8.4. Solutions in Today's Market
6.8.5. Overall Architecture of a BI Solution
6.8.6. Cybersecurity in BI and Data Science

6.9. New Business Concept

6.9.1.  Why BI?
6.9.2. Obtaining Information
6.9.3. BI in the Different Departments of the Company
6.9.4. Reasons to Invest in BI

6.10. BI Tools and Solutions

6.10.1. How to Choose the Best Tool?
6.10.2. Microsoft Power BI, MicroStrategy and Tableau
6.10.3. SAP BI, SAS BI and Qlikview
6.10.4. Prometheus

6.11. BI Project Planning and Management

6.11.1. First Steps to Define a BI Project
6.11.2.  BI Solution for the Company
6.11.3. Requirements and Objectives

6.12. Corporate Management Applications

6.12.1. Information Systems and Corporate Management
6.12.2. Applications for Corporate Management
6.12.3. Enterprise Resource Planning Systems or ERP

6.13. Digital Transformation

6.13.1.  Conceptual Framework of Digital Transformation
6.13.2. Digital Transformation; Key Elements, Benefits and Drawbacks
6.13.3. Digital Transformation in Companies

6.14. Technology and Trends

6.14.1. Main Trends in the Field of Technology that are Changing Business Models
6.14.2. Analysis of the Main Emerging Technologies

6.15. IT Outsourcing

6.15.1. Conceptual Framework of Outsourcing
6.15.2. IT Outsourcing and Its Impact on the Business
6.15.3. Keys to Implement Corporate IT Outsourcing Projects

Module 7. Commercial Management, Strategic Marketing and Corporate Communications

7.1. Commercial Management

7.1.1. Conceptual Framework of Commercial Management
7.1.2. Business Strategy and Planning
7.1.3. The Role of Sales Managers

7.2. Marketing

7.2.1. The Concept of Marketing
7.2.2. Basic Elements of Marketing
7.2.3. Marketing Activities of the Company

7.3. Strategic Marketing Management

7.3.1. The Concept of Strategic Marketing
7.3.2. Concept of Strategic Marketing Planning
7.3.3. Stages in the Process of Strategic Marketing Planning

7.4. Digital Marketing and E-Commerce

7.4.1. Digital Marketing and E-Commerce Objectives
7.4.2. Digital Marketing and Media Used
7.4.3. E-Commerce. General Context
7.4.4. Categories of E-Commerce
7.4.5. Advantages and Disadvantages of E-Commerce Versus Traditional Commerce

7.5. Managing Digital Business

7.5.1. Competitive Strategy in the Face of the Growing Digitalization of the Media
7.5.2. Design and Creation of a Digital Marketing Plan
7.5.3. ROI Analysis in a Digital Marketing Plan

7.6. Digital Marketing to Reinforce a Brand

7.6.1. Online Strategies to Improve Your Brand's Reputation
7.6.2. Branded Content and Storytelling

7.7. Digital Marketing Strategy

7.7.1. Defining the Digital Marketing Strategy
7.7.2. Digital Marketing Strategy Tools

7.8. Digital Marketing to Attract and Retain Customers

7.8.1. Loyalty and Engagement Strategies through the Internet
7.8.2. Visitor Relationship Management
7.8.3. Hypersegmentation

7.9. Managing Digital Campaigns

7.9.1.  What Is a Digital Advertising Campaign?
7.9.2. Steps to Launch an Online Marketing Campaign
7.9.3. Mistakes in Digital Advertising Campaigns

7.10. Online Marketing Plan

7.10.1. What Is an Online Marketing Plan?
7.10.2. Steps to Create an Online Marketing Plan
7.10.3. Advantages of Having an Online Marketing Plan

7.11. Blended Marketing

7.11.1. What Is Blended Marketing?
7.11.2. Differences Between Online and Offline Marketing
7.11.3. Aspects to Be Taken into Account in the Blended Marketing Strategy
7.11.4. Characteristics of a Blended Marketing Strategy
7.11.5.  Recommendations in Blended Marketing
7.11.6. Benefits of Blended Marketing

7.12. Sales Strategy

7.12.1.  Sales Strategy
7.12.2. Sales Methods

7.13. Corporate Communication

7.13.1. Concept
7.13.2. The Importance of Communication in the Organization
7.13.3. Type of Communication in the Organization
7.13.4. Functions of Communication in the Organization
7.13.5. Elements of Communication
7.13.6. Communication Problems
7.13.7. Communication Scenarios

7.14. Corporate Communication Strategy

7.14.1. Motivational Programs, Social Action, Participation and Training with HR
7.14.2. Internal Communication Tools and Supports”
7.14.3. Internal Communication Plan

7.15. Digital Communication and Reputation

7.15.1. Online Reputation
7.15.2. How to Measure Digital Reputation?
7.15.3. Online Reputation Tools
7.15.4. Online Reputation Report
7.15.5. Online Branding

Module 8. Market Research, Advertising and Commercial Management

8.1. Market Research

8.1.1. Marketing Research: Historical Origin
8.1.2. Analysis and Evolution of the Conceptual Framework of Marketing Research
8.1.3. Key Elements and Value Contribution of Market Research

8.2. Quantitative Research Methods and Techniques

8.2.1. Sample Size
8.2.2. Sampling
8.2.3. Types of Quantitative Techniques

8.3. Qualitative Research Methods and Techniques

8.3.1. Types of Qualitative Research
8.3.2. Qualitative Research Techniques

8.4. Market Segmentation

8.4.1. Market Segmentation Concept
8.4.2. Utility and Segmentation Requirements
8.4.3. Consumer Market Segmentation
8.4.4. Industrial Market Segmentation
8.4.5. Segmentation Strategies
8.4.6. Segmentation Based on Marketing Mix Criteria
8.4.7. Market Segmentation Methodology

8.5. Research Project Management

8.5.1. Market Research as a Process
8.5.2. Planning Stages in Market Research
8.5.3. Stages of Market Research Implementation
8.5.4. Managing a Research Project

8.6. International Market Research

8.6.1. International Market Research
8.6.2. International Market Research Process
8.6.3. The Importance of Secondary Sources in International Market Research

8.7. Feasibility Studies

8.7.1. Concept and Usefulness
8.7.2. Outline of a Feasibility Study
8.7.3. Development of a Feasibility Study

8.8. Publicity

8.8.1. Historical Background of Advertising
8.8.2. Conceptual Framework of Advertising; Principles, Concept of Briefing and Positioning
8.8.3. Advertising Agencies, Media Agencies and Advertising Professionals
8.8.4. Importance of Advertising in Business
8.8.5. Advertising Trends and Challenges

8.9. Developing the Marketing Plan

8.9.1. Marketing Plan Concept
8.9.2. Situation Analysis and Diagnosis
8.9.3. Strategic Marketing Decisions
8.9.4. Operational Marketing Decisions

8.10. Promotion and Merchandising Strategies

8.10.1. Integrated Marketing Communication
8.10.2. Advertising Communication Plan
8.10.3. Merchandising as a Communication Technique

8.11. Media Planning

8.11.1. Origin and Evolution of Media Planning
8.11.2. Media
8.11.3. Media Plan

8.12. Fundamentals of Commercial Management

8.12.1.   The Role of Commercial Management
8.12.2. Systems of Analysis of the Company/Market Commercial Competitive Situation
8.12.3. Commercial Planning Systems of the Company
8.12.4. Main Competitive Strategies

8.13. Commercial Negotiation

8.13.1. Commercial Negotiation
8.13.2. Psychological Issues in Negotiation
8.13.3. Main Negotiation Methods
8.13.4. The Negotiation Process

8.14. Decision-Making in Commercial Management

8.14.1. Commercial Strategy and Competitive Strategy
8.14.2. Decision Making Models
8.14.3.  Decision-Making Analytics and Tools
8.14.4. Human Behavior in Decision Making

8.15. Sales Network Management

8.15.1.  Sales Management 
8.15.2. Networks Serving Commercial Activity
8.15.3. Salesperson Recruitment and Training Policies
8.15.4. Remuneration Systems for Own and External Commercial Networks
8.15.5. Management of the Commercial Process. Control and Assistance to the Work of the Sales Representatives Based on the Information

8.16. Implementing the Commercial Function

8.16.1. Recruitment of Own Sales Representatives and Sales Agents
8.16.2. Controlling Commercial Activity
8.16.3. The Code of Ethics of Sales Personnel
8.16.4. Compliance with Legislation
8.16.5. Generally Accepted Standards of Business Conduct

8.17. Key Account Management

8.17.1. Concept of Key Account Management
8.17.2. The Key Account Manager
8.17.3. Key Account Management Strategy

8.18. Financial and Budgetary Management

8.18.1. The Break-Even Point
8.18.2. The Sales Budget. Control of Management and of the Annual Sales Plan
8.18.3. Financial Impact of Strategic Sales Decisions
8.18.4.  Cycle Management, Turnover, Profitability and Liquidity.
8.18.5. Income Statement

Module 9. Innovation and Project Management

9.1. Innovation

9.1.1. Introduction to Innovation
9.1.2. Innovation in the Entrepreneurial Ecosystem
9.1.3. Instruments and Tools for the Business Innovation Process

9.2. Innovation Strategy

9.2.1. Strategic Intelligence and Innovation
9.2.2. Innovation from Strategy

9.3. Project Management for Startups

9.3.1.  Startup Concept
9.3.2. Lean Startup Philosophy
9.3.3. Stages of Startup Development
9.3.4. The Role of a Project Manager in a Startup

9.4. Business Model Design and Validation

9.4.1. Conceptual Framework of a Business Model
9.4.2. Business Model Design and Validation

9.5. Project Management

9.5.1. Project Management: Identification of Opportunities to Develop Corporate Innovation Projects
9.5.2. Main Stages or Phases in the Direction and Management of Innovation Projects

9.6. Project Change Management: Training Management

9.6.1. Concept of Change Management
9.6.2. The Change Management Process
9.6.3. Change Implementation

9.7. Project Communication Management

9.7.1. Project Communications Management
9.7.2. Key Concepts for Project Communications Management
9.7.3. Emerging Trends
9.7.4. Adaptations to Equipment
9.7.5. Planning Communications Management
9.7.6. Managing Communications
9.7.7. Monitoring Communications

9.8. Traditional and Innovative Methodologies

9.8.1. Innovative Methodologies
9.8.2. Basic Principles of Scrum
9.8.3. Differences between the Main Aspects of Scrum and Traditional Methodologies

9.9. Creation of a Startup

9.9.1. Creation of a Startup
9.9.2. Organization and Culture
9.9.3. Top Ten Reasons Why Startups Fail
9.9.4. Legal Aspects

9.10. Project Risk Management Planning

9.10.1. Risk Planning
9.10.2. Elements for Creating a Risk Management Plan
9.10.3. Tools for Creating a Risk Management Plan
9.10.4. Content of the Risk Management Plan

Module 10. Executive Management

10.1. General Management

10.1.1.  The Concept of General Management
10.1.2. The General Manager's Action
10.1.3. The CEO and Their Responsibilities
10.1.4. Transforming the Work of Management

10.2. Manager Functions: Organizational Culture and Approaches

10.2.1. Manager Functions: Organizational Culture and Approaches

10.3. Operations Management

10.3.1.  The Importance of Management
10.3.2. Value Chain
10.3.3. Quality Management

10.4. Public Speaking and Spokesperson Education

10.4.1.   Interpersonal Communication
10.4.2. Communication Skills and Influence
10.4.3. Communication Barriers

10.5. Personal and Organizational Communications Tools

10.5.1. Interpersonal Communication
10.5.2. Interpersonal Communication Tools
10.5.3.  Communication in the Organization
10.5.4. Tools in the Organization

10.6. Communication in Crisis Situations

10.6.1. Crisis
10.6.2. Phases of the Crisis
10.6.3. Messages: Contents and Moments

10.7. Preparation of a Crisis Plan

10.7.1. Analysis of Possible Problems
10.7.2. Planning
10.7.3. Adequacy of Personnel

10.8. Emotional Intelligence

10.8.1. Emotional Intelligence and Communication
10.8.2.  Assertiveness, Empathy and Active Listening
10.8.3. Self-Esteem and Emotional Communication

10.9. Personal Branding

10.9.1. Strategies for Personal Brand Development
10.9.2. Personal Branding Laws
10.9.3. Tools for Creating Personal Brands

10.10. Leadership and Team Management

10.10.1. Leadership and Leadership Styles
10.10.2. Leader Capabilities and Challenges
10.10.3. Managing Change Processes
10.10.4. Managing Multicultural Teams

Module 11. Project Management with Predictive Methodologies

11.1. Cooperation Project

11.1.1. Projects vs. Operations. Process and Project
11.1.2. Project Management. Relevance
11.1.3. VUCA Environments and Project Management
11.1.4. Environment Overview: Predictive Methodologies and Agile Environments

11.2. Project, Program and Portfolio Management

11.2.1. Differences between Project, Program and Portfolio Management
11.2.2. Alignment with the Business and the Organization's Strategy
11.2.3. Organizational Project Management (OPM)

11.3. Organizational Structure of the Project

11.3.1. The Project Manager's Role, Functions and Attributions
11.3.2. Functions and Responsibilities
11.3.3. The Project Team
11.3.4. Customer Orientation and Results Orientation

11.4. The Project Management Process: Activities and Management Areas

11.4.1. Management Effort vs. Execution Effort
11.4.2. Management Areas in Any Project
11.4.3. Project Management Methodology in the Organization

11.5. Project Life Cycle in the Organization

11.5.1. Life Cycles in the Organization Depending on the Type of Projects (R&D, Implementation, Product Design…)
11.5.2. Internal Standardization: Standard Lifecycle in the Organization
11.5.3. Projects and Subprojects, Phases and Activities

11.6. Project Undertaking Environments

11.6.1. Environments and Reasons to Undertake Projects. Project Selection
11.6.2. Company Projects and Projects Guided by the Administration. Contracting vs. Bidding Processes
11.6.3. Offer and Commitment to the Client and the Promoter. Definition vs. Formulation of Projects
11.6.4. Relationship Between the Execution Environment and the Methodology to Be Used

11.7. Evaluation of Project Results

11.7.1. Project Performance Evaluation Techniques
11.7.2. Internal Evaluation of Results for the Organization
11.7.3. Fullfilment of Requirements Vs. Satisfaction of Customer's Expectations
11.7.4. Value Assurance and Long-Term Effects

11.8. Project Management in the Context of Large Systems

11.8.1. Relationship between Project Management and Systems Engineering
11.8.2. Systemic Vision of Project Management
11.8.3. Influence of the Degree of Complexity on Project Management

11.9. Project Management in the Context of Small Organizations

11.9.1. Project Management Applied in the SME Environment
11.9.2. Micro-Projects and Adaptation of the Methodology
11.9.3. Project Management Outsourcing

11.10. Current Trends in Project Management

11.10.1. Neither Predictive nor Agile: Hybridization
11.10.2. Lean Project Management
11.10.3. Projects and Digital Transformation
11.10.4. Impact of New Technologies on Project Management

Module 12. Project Life Cycles in Predictive Methodologies

12.1. Project Development Life Cycles

12.1.1. Waterfall Project Development Life Cycles
12.1.2. Agile Project Development Life Cycles
12.1.3. Hybrid Project Development Life Cycles

12.2. The Generic Life Cycle for Project Management

12.2.1. Product vs. Project Life Cycle
12.2.2. Phases of a Project
12.2.3. Phase Revisions

12.3. Project Start

12.3.1. Project Start-Up and Definition Issues
12.2. Act of Incorporation of a Predictive Project
12.3.3. Agile Project Charter

12.4. Modelling of Project Management Elements

12.4.1. Requirements Planning
12.4.2. Work Package Planning
12.4.3. Activity Planning

12.5. Complete Project Modeling

12.5.1. Scope Baseline
12.5.2. Baseline Schedule
12.5.3. Baseline Costs and Financing

12.6. Project Management Plan

12.6.1. Stakeholder, Communications and Resource Management Planning
12.6.2. Quality Management Planning and Procurement
12.6.3. Risk Planning

12.7. Direction and Management of Project Execution

12.7.1. Leading the Team
12.7.2. Involve Stakeholders
12.7.3. Knowledge Management
12.7.4. Implement Risk Response
12.7.5. Quality Management
12.7.6. Procurement

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

12.8.1. Control of Baselines
12.8.2. Control of Resources
12.8.3. Risk Control
12.8.4. Quality Control
12.8.5. Procurement Control

12.9. Project Governance

12.9.1. Project Governance Structures: PMO, Monitoring Committee and Change Control Committee
12.9.2. Monitoring Communications and Stakeholder Engagement
12.9.3. Functions of the Project Monitoring Committee
12.9.4. Functions of the Project Change Control Committee

12.10. Project or Phase Closure

12.10.1. Essential Tasks in Closing
12.10.2. The Lessons Learned Register
12.10.3. Common Errors in Closing
12.10.4. Administrative Closing and Customer Closing
12.10.5. Closure and Dissolution of the Project Team

Module 13. Hard Skills for Project Management

13.1. Project Lines: Scope, Time and Cost

13.1.1. Scope Baseline
13.1.2. Baseline Schedule
13.1.3. Cost Baseline

13.2. Scope, Schedule and Cost Planning

13.2.1. Duration and Cost Estimation Techniques
13.2.2. Planning of Financing Requirements
13.2.3. PERT Method

13.3. Monitoring and Control of Scope, Schedule and Costs

13.3.1. Critical Path Method
13.3.2. Critical Chain Method
13.3.3. Earned Value Method

13.4. Project Management Scorecard

13.4.1. Visual Representation of the Progress Information
13.4.2. Qualitative and Quantitative Scorecards
13.4.3. Key KPI and OKR Indicators

13.5. Risk Management

13.5.1. Uncertainty, Threat, Opportunity and Assumption
13.5.2. Risk Planning
13.5.3. Control Risks

13.6. Qualitative Risk Management

13.6.1. Risk Decomposition Structures
13.6.2. Risk Identification Techniques
13.6.3. Probability x Impact Matrix

13.7. Quantitative Risk Management

13.7.1. Expected Monetary Value Method
13.7.2. Decision Tree Method
13.7.3. Tornado Diagram Method

13.8. Calculation of Reserves

13.8.1. Term and Budget Reserves
13.8.2. Contingency Reserves
13.8.3. Management Reserves

13.9. Project Follow-Up

13.9.1. Status Reports
13.9.2. Progress Reports
13.9.3. Change Log

13.10. Monte Carlo Simulation

13.10.1. Application of the Monte Carlo Simulation Method
13.10.2. Simulation of Time and Cost Range
13.10.3. Monte Carlo with Excel

Module 14. Predictive Project Management Methodologies and Frameworks

14.1. Differences between a Framework and a Management Methodology

14.1.1. Historical Evolution of Predictive Project Management Methodologies
14.1.2. Standards, Frameworks and Best Practice Guidelines
14.1.3. Main Project Management Doctrine Generating Agencies

14.2. PMI (Project Management Institute)

14.2.1. The PMI Organization
14.2.2. The Professional Project Manager (The Talent Triangle)
14.2.3. Other PMI Qualifications

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

14.3.1. People in Project Management
14.3.2. Business Environment in Project Management
14.3.3. Project Management Processes

14.4. Other PMI Management Frameworks

14.4.1. Program Management Standard
14.4.2. Portfolio Management Standard
14.4.3. Organizational Project Management Maturity Standard

14.5. ISO-21500

14.5.1. Project Management Process Groups
14.5.2. Project Management Subject Matter Groups
14.5.3. Project Management Process Framework

14.6. PRINCE2

14.6.1. Principles of Project Management
14.6.2. Project Management Topics
14.6.3. Project Management Processes

14.7. IPMA Framework

14.7.1. Project Management Perspectives
14.7.2. People in Project Management
14.7.3. Project Management Practices

14.8. Project Management Methodology (PM2)

14.8.1. Governance and Project Management Life Cycle
14.8.2. Project Management Processes
14.8.3. Project Management Artifacts

14.9. Logical Framework Approach (LFA)

14.9.1. Areas of Application of MLE
14.9.2. Project Matrix: Objectives, Results, Activities
14.9.3. Practical Examples EML

14.10. PM4R

14.10.1. Project Start
14.10.2. Project Planning
14.10.3. Project Monitoring and Control

Module 15. Requirements Management in Predictive Projects

15.1. Requirements Management in Predictive Projects

15.1.1. Business Analysis in Projects
15.1.2. Project and Product Requirements
15.1.3. Obtaining Project Requirements

15.2. Requirements Management

15.2.1. Inadequate Requirements Management as a Cause of Project Failure
15.2.2. The Role and Function of the Business Analyst, According to the PMI®
15.2.3. PMI-PBA® Certification
15.2.4. Project Management Institute (PMI®): A Practical Guide to Business Analysis
15.2.5. International Institute of Business Analysis (IIBA®): Business Analysis Body of Knowledge® (BABOK®)
15.2.6. Requirements Management Domains
15.2.7. Types of Project Requirements

15.3. Business Needs Assessment

15.3.1. Business Need
15.3.2. Value Proposition
15.3.3. Project Objectives
15.3.4. Identification of Interested Parties
15.3.5. Stakeholder Values

15.4. Requirements Management Planning

15.4.1. Context of the Project
15.4.2. Requirements Traceability Planning
15.4.3. Requirements Management Planning
15.4.4. Requirements Change Management Planning

15.5. Requirements Analysis

15.5.1. Compilation of Requirements
15.5.2. Analysis, Decomposition and Elaboration of Requirements
15.5.3. Comparison of the Requirements with the Product Scope
15.5.4. Location of Requirements
15.5.5. Obtaining Formal Approval of Requirements
15.5.6. Specification of Requirements
15.5.7. Validation of Requirements
15.5.8. Specification of Acceptance Criteria

15.6. Traceability and Requirements Control

15.6.1. Traceability of Requirements
15.6.2. Requirements Status Monitoring
15.6.3. Requirements Status Update
15.6.4. Communication of Requirements
15.6.5. Management of Changes in Requirements

15.7. Evaluation of Requirements Management

15.7.1. Validation of Test Results
15.7.2. Analysis of Non-Conformities (Solution Gaps)
15.7.3. Obtaining Formal Approval of the Solution
15.7.4. Evaluation of the Results of the Solution

15.8. Risk Management Associated with Project Requirements

15.8.1. Risk Identification based on Project and Product Requirements
15.8.2. Specific Risks Related to Requirements Management
15.8.3. Risk Management Plan Associated with Requirements Traceability
15.8.4. Real Options for Requirements Inaccuracy

15.9. Quality Management Associated with Requirements Management

15.9.1. Project Quality and Quality Requirements
15.9.2. Requirements Management as a Critical Factor for Project Success
15.9.3. Project Quality vs. Conformity to Requirements

15.10. Competencies Associated with Requirements Management

15.10.1. Business Vision
15.10.2. Complex Projects: Complexity Management
15.10.3. Systemic Thinking
15.10.4. Knowledge of the Political and Social Environment
15.10.5. Multiculturalism
15.10.6. Facilitation Skills

Module 16. Technological Tools to Help Predictive Project Management

16.1. Technological Requirements in Project Economics

16.1.1. Project Economics
16.1.2. The Project Manager's Technology Quotient
16.1.3. New Technological Needs and Solutions in Project Economics

16.2. Roles for Collaborative Project Management

16.2.1. Ways to Organize Projects
16.2.2. Demand Management Roles
16.2.3. Supply Management Roles

16.3. Requirements Analysis Tools

16.3.1. Mind Mapping Tools
16.3.2. Data Modeling Tools
16.3.3. Prototyping Tools

16.4. Communication Tools in Virtual Teams

16.4.1. Tools for Sharing Multimedia Objects
16.4.2. File Sharing Tools
16.4.3. Video-Conferencing Tools

16.5. Instant Messaging Tools

16.5.1. Practices with Telegram
16.5.2. Practices with Teams
16.5.3. Practices with Slack

16.6. Task Management Tools

16.6.1. Practices with Trello
16.6.2. Practices with Planner
16.6.3. Practices with Asana

16.7. Project Scheduling Tools

16.7.1. Practical Dates Planning Practices
16.7.2. Cost Planning Practices
16.7.3. Date and Cost Control Practices

16.8. Reporting Tools

16.8.1. Practice with Graphs
16.8.2. Practices with Pivot Tables
16.8.3. Power BI Internships

16.9. Project Governance Tools

16.9.1. Portfolio and Program Management Internships
16.9.2. Multi-Project Management Internships
16.9.3. Practices with Dashboards

16.10. The Future of Project Automation

16.10.1. Artificial Intelligence Applied to Projects
16.10.2. Blockchain Applied to Projects
16.10.3. Big Data Applied to Projects

Module 17. Competencies and Soft Skills for Project Managers

17.1. Competencies of the Project Manager

17.1.1. Technical Competencies
17.1.2. Competencies as a Leader Manager
17.1.3. Competencies as a Team Leader
17.1.4. Adaptation of Competencies to Remote, Digital and Virtual Leadership. Differences with Face-to-Face Relationships
17.1.5. Training for Continuous Skills Improvement for the 21st Century Through Core Skills

17.2. Communication, an Essential Competency

17.2.1. Communication
17.2.2. Ask Questions
17.2.3. Listening with all Senses

17.3. Inspiring: Vision, Empathy and Assertiveness

17.3.1. Inspire with Vision
17.3.2. Empathy, Putting Yourself in Other People's Places
17.3.3. Defense of their Own and the Project's Interests

17.4. Negotiation and Conflict Management

17.4.1. Negotiation and Stakeholder Relations
17.4.2. Mediation and Conflict Resolution
17.4.3. Courageous Conversations

17.5. Personal Productivity and Effectiveness

17.5.1. Time Management
17.5.2. Personal Organization
17.5.3. Resilience and Stress Management

17.6. Decision Making

17.6.1. Requests for Justified Alternatives
17.6.2. Speed in the Decision Making Process (Sense of Urgency)
17.6.3. Decision-Making Tools
17.6.4. The Key to Databases (Big Data)
17.6.5. Application of the Test and Learn Model

17.7. Ethics and Professional Responsibility for Project Management

17.7.1. Ethics in the Management of Projects
17.7.2. Application of Ethical Criteria
17.7.3. Making Difficult Decisions

17.8. Initiative, Curiosity, Proactivity, Creativity and Innovation

17.8.1. Training Keys for Proactivity and Initiative
17.8.2. Creativity Training Exercises
17.8.3. Systematics for Moving from Creativity to Innovation

17.9. Teamwork

17.9.1. Stages of Team Maturity
17.9.2. Collaboration for Creativity
17.9.3. Management of Enriching and Satisfying Meetings and Encounters
17.9.4. Feedback and Feedforward: the Keys to Giving, Asking for and Receiving Feedback
17.9.5. Recognition Feedback, Constructive Criticism by Measuring Feedforward
17.9.6. Action Plans using the CSS Tool (Continue Start Stop)

17.10. Competence Development of the Project Manager

17.10.1. "Competence Gap"
17.10.2. Growth and Improvement Options and Strategies
17.10.3. Personal Development Plan
17.10.4. Our Results Are Our Teachers

Module 18. Legal Aspects for Project Management

18.1. Organization of a Multinational

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

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

18.2.1. Legal Fractionation and Permeability
18.2.2. Object. Conceptual Precisions
18.2.3. Sectors of Private International Law
18.2.4. Principle of Relativity
18.2.5. Regulatory Sources

18.3. Legal Environment for a Project Manager

18.3.1. Liability Mechanisms for Contractual Agreements
18.3.2. Contract and Contract Management
18.3.3. Obligations and Duties According to the Type of Contract
18.3.4. Monitoring of Compliance with Contractual Obligations

18.4. Bodies to Turn to in the Event of a Conflict in the Project. Jurisdiction and Enforcement of Resolutions

18.4.1. Exclusive Forums and General Forum
18.4.2. Forum on Real Property Rights and Lease Agreements
18.4.3. Forum on Legal Entities
18.4.4. Validity or Nullity of Entries in Public Records
18.4.5. Special Forums
18.4.6. Contractual Obligations Forum
18.4.7. Non-Contractual Obligations Forum
18.4.8. Relevant Obligation
18.4.9. Express and Tacit Submission
18.4.10. Lis Pendens and Connectivity
18.4.11. Basic Notions on Jurisdiction and Enforcement of Resolutions

18.5. Responsibility

18.5.1. Product Liability
18.5.2. Third-Party Liability
18.5.3. Insurance to be Contracted

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

18.6.1. Arbitration. Contractual Requirements for Requesting Arbitrations
18.6.2. Functioning of an Arbitration Court
18.6.3. Mediation and Conciliation. International Mediation
18.6.4. Advantages and Disadvantages

18.7. Legal Aspects of Supplier Management

18.7.1. Procurement Cycle (Purchasing) in the Company
18.7.2. Procurement Control Mechanisms
18.7.3. Legal Risks of the Relationship with the Supplier
18.7.4. Insurance and Penalties. Advantages and Disadvantages

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

18.8.1. Information Security and Privacy Measures
18.8.2. Data Protection. National and International Aspects. GDPR
18.8.3. Direct Marketing and Legitimate Interest
18.8.4. Corporate Control of the Employee
18.8.5. Types of Relationship with Third Parties
18.8.6. Complaints and Dispute Resolution

18.9. Internet Regulatory Framework

18.9.1. Regulation, Self-Regulation and Co-Regulation
18.9.2. Internet Governance and Domain Name Management
18.9.3. Network Neutrality and Technological Convergence
18.9.4. Rights on the Internet: Right to Honor, Right to Privacy, Image Rights
18.9.5. E-Commerce and Consumers
18.9.6. Intellectual Property in the Internet Field. Copyrights
18.9.7. Digital Assets and Protection Measures
18.9.8. Protection of the Online Marketplace

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

18.10.1. Identification and Prioritization of Risks Based on Legal Aspects
18.10.2. Estimate of Legal Costs and Reserves to Be Included in the Project Budget
18.10.3. Legal Impact Control in an International Environment
18.10.4. The PMO (Project Management Office). Legal Aspects

18.10.4.1. Legal and PMO Support to Project Management
18.10.4.2. Legal Aspects of Project Regulations to Be Generated and Controlled from a PMO
18.10.4.3. Project Management under Agreements and Grants
18.10.4.4. Types of Official Project Reports: Executive Summary, Reports, Evaluations, Assessments, Audits and Reviews. Legal Aspects to Be Included or Complied with

Module 19. Total Quality Management in Organizations

19.1. Quality

19.1.1. Quality in Organizations
19.1.2. The Economics of Quality. Quality Costs
19.1.3. Benefits of a Quality Management System

19.1.2. Integrated Systems in Business Management

19.2.1. Quality Control and Management
19.2.2. Quality Management
19.2.3. Total Quality as Business Excellence
19.2.4. Expert Contributions

19.3. Comprehensive Quality

19.3.1. Leadership and Total Quality Management. Deployment of Objectives
19.3.2. Total Quality Management. Loyalty
19.3.3. Total Quality and Information Technology Management
19.3.4. Total Quality and Knowledge Management
19.3.5. Process Re-Engineering

19.4. Total Quality Management

19.4.1. Total Quality Management (TQM)
19.4.2. The Great Total Quality Models
19.4.3. The Key Elements of Total Quality: Teamwork
19.4.4. The PDCA or Continuous Improvement Scheme
19.4.5. The LEAN Concept and Its Relation to Total Quality

19.5. Benchmarking

19.5.1. Benchmarking and Total Quality
19.5.2. Types of Benchmarking
19.5.3. Benchmarking Stages

19.6. Strategic Development of Total Quality

19.6.1. Total Quality Strategies
19.6.2. Total Quality Information Systems
19.6.3. The Strategic Vision of Total Quality
19.6.4. Tools Related to the Strategies Used in Total Quality

19.7. Process Approach in Total Quality

19.7.1. Process Management
19.7.2. Process Start-Up
19.7.3. Process Management and Improvement Based on PDCA Analysis
19.7.4. Relationship between Process Management and Management by Processes

19.8. Standardization: Order and Cleanliness based on 5S

19.8.1. The 5S Step by Step
19.8.2. Implementation of the 5S
19.8.3. Benefits of 5S Implementation

19.9. Total Quality Management Tools

19.9.1. Improvement Teams
19.9.2. The 7 Classic Tools of Total Quality
19.9.3. Failure Modal Analysis (FMEA)
19.9.4. Taguchi Method

19.10. Advanced Methodologies for Total Quality Management

19.10.1. Kaizen. Tools
19.10.2. Improvement and Problem Solving Methodologies
19.10.3. Quality Engineering Tools
19.10.4. Six Sigma

Module 20.  ISO 9001 Quality Management System: 2015

20.1. Quality Management Systems

20.1.1. Implementation of the Design of a Quality Management System
20.1.2. Customer Focus
20.1.3. Leadership
20.1.4. Staff Commitment
20.1.5. Process Based Focus
20.1.6. Continuous Improvement: Process, Stages and Tools (QFD and Value Analysis)

20.2. ISO 9001 Standard: 2015

20.2.1. ISO 9001 Development Factors: 2015
20.2.2. The High-Level Structure
20.2.3. The Management Software Adapted to the New ISO 9001: 2015

20.3. ISO 9001: 2015: References, Regulations and Scope of Application

20.3.1. Terms and Definitions
20.3.2. Context of the Organization
20.3.3. Documented Information

20.4. ISO 9001: 2015. Regulatory Approach

20.4.1. Planning
20.4.2. Support
20.4.3. Operations

20.5. ISO 9001: 2015. Performance Evaluation

20.5.1. Measurement, Analysis and Evaluation
20.5.2. Internal Audit
20.5.3. Management Review
20.5.4. External Audits

20.6. Implementation and Implementation of a Quality Management System

20.6.1. Documentation of a QMS

20.6.1.1. Coding
20.6.1.2. Records
20.6.1.3. Models and Examples

20.6.2. Classification of Information in a QMS
20.6.3. Methodology and Critical Points of Implementation
20.6.4. SWOT Analysis

20.7. Design of the Quality Management System

20.7.1. QMS Requirements
20.7.2. QMS Planning
20.7.3. Planning of the Product or Service Realization Processes

20.8. Management System Support

20.8.1. Monitoring and Measurement Resources: People and Infrastructure
20.8.2. Competence, Awareness and Communication

20.9. Leadership

20.9.1. Management Commitment
20.9.2. Responsibility, Authority and Roles
20.9.3. ISO 9001 Quality Management Review: 2015

20.10. Operability of the Management System

20.10.1. Production and Service Provision

20.10.1.1. Control Measures
20.10.1.2. Type of Control
20.10.1.3. Scope of Control

20.10.2. Identification and Traceability

Module 21. The EFQM Model. Excellence Management

21.1. EFQM Model

21.1.1. Change and Transformation. Managing in a VUCA Environment
21.1.2. Keys to the EFQM Model. EFQM Model Logic
21.1.3. Structure of the EFQM Model

21.2. Management. Criterion 1: Purpose, Vision and Strategy

21.2.1. Define Purpose and Vision
21.2.2. Identify and Stakeholder Needs
21.2.3. Understanding the Ecosystem, Own Capabilities and Key Challenges
21.2.4. Develop the Strategy
21.2.5. Designing and Implementing a Management and Governance System

21.3. Management. Criterion 2: Organizational Culture and Leadership

21.3.1. Driving the Culture of the Organization and Reinforcing Values
21.3.2. Creating the Conditions to Make Change Happen
21.3.3. Stimulating Creativity and Innovation
21.3.4. Uniting and Commiting around a Purpose, Vision and Strategy

21.4. Implementation. Criterion 3: Stakeholder Engagement

21.4.1. Customers: Building Sustainable Relationships
21.4.2. People: Attracting, Engaging, Developing and Retaining Talent
21.4.3. Investors and Regulators: Securing and Maintaining Their Continued Support
21.4.4. Society: Contributing to Its Development, Well-Being and Prosperity
21.4.5. Partners and Suppliers: Building Relationships and Securing Their Commitment Sustainable Value

21.5. Implementation. Criterion 4: Creating Sustainable Value

21.5.1. Designing and Creating Value
21.5.2. Communicating and Selling the Value Proposition
21.5.3. Developing and Delivering the Value Proposition
21.5.4. Designing and Implementing the Overall Experience

21.6. Implementation. Criterion 5: Managing Performance and Transformation

21.6.1. Managing Performance and Risk
21.6.2. Transforming the Organization for the Future
21.6.3. Driving Innovation and Leveraging Technology
21.6.4. Leveraging Data, Information and Knowledge
21.6.5. Managing Assets and Resources

21.7. Results Criterion 6: Stakeholder Perception

21.7.1. Customer Perception Results
21.7.2. People's Perception Results
21.7.3. Investor and Regulator Perception Results
21.7.4. Society's Perception Results
21.7.5. Partner and Supplier Perception Results

21.8. Results Criterion 7: Strategic and Operational Performance

21.8.1. Achievements in the Attainment of Purpose, Strategy and Sustainable Value Creation
21.8.2. Fulfillment of the Expectations of Key Stakeholders
21.8.3. Economic and Financial Performance
21.8.4. Performance and Transformation Management Achievements
21.8.5. Predictive Measurements for the Organization's Future

21.9. Logic of Excellence. Continuing Improvement Methodology REDER

21.9.1. REDER Logic
21.9.2. Application to the Direction and Execution Block
21.9.3. Application to the Results Block

21.10. EFQM Scoring and Practical Applications

21.10.1. EFQM Score
21.10.2. Practical Applications of the EFQM Model

Module 22. Environmental Management in Organizations

22.1. The Environment

22.1.1. The Role of the Environment in Organizations
22.1.2. Environmental Regulations
22.1.3. Benefits of a Quality Management System
22.1.4. Current Environmental Problems

22.2. Identification and Evaluation of Environmental Aspects in Organizations

22.2.1. Identification and Evaluation of Environmental Aspects

22.2.1.1. Direct vs. Indirect Aspects

22.2.2. Criteria for Evaluating Identified Environmental Aspects

22.2.2.1. 11.1.5.1.  Assessment Criteria
22.2.2.2. Significance of Environmental Aspects

22.3. Environmental Risk Analysis and Assessment

22.3.1. Context of the Organization
22.3.2. Environmental Risk Analysis

22.3.2.1. Environmental Risks: Typology
22.3.2.2. Types of Environmental Impacts
22.3.2.3. Fragility and Vulnerability of the Environment
22.3.2.4. Environmental Risk Identification Methods

22.3.3. Evaluation of Environmental Aspects
22.3.4. Assessment of Potential Damage to the Human, Natural and Socio-Economic Environment
22.3.5. Control and Minimization Actions: Preventive Measures

22.4. Sustainable Development and SDGs Applied to Business

22.4.1. Evolution of Sustainable Development at the International Level
22.4.2. The United Nations and the 2030 Agenda
22.4.3. Millennium Goals vs. SDGs
22.4.4. The 17 SDGs and Their Adaptation to Organizations

22.5. Circular Economy

22.5.1. Circular Economy and Application
22.5.2. The European Union's Circular Economy Action Plan

22.6. Legal Instruments for Combating Climate Change

22.6.1. Legal Response to Climate Change

22.6.1.1. Climate Change
22.6.1.2. Major International Initiatives

22.6.1.2.1. The Kyoto Protocol
22.6.1.2.2. The Paris Agreement

22.6.2. The IPPCC

22.6.2.1. Operation and Organization
22.6.2.2. IPCC Reporting and Assessment

22.7. Environmental Impact

22.7.1. Regulatory Framework for Environmental Assessment
22.7.2. Fundamental Principles of Environmental Assessment
22.7.3. Environmental Assessment of Projects
22.7.4. Environmental Assessment of Plans and Programs

22.8. Environmental Liability for Damage Caused

22.8.1. Activities Affected
22.8.2. Attribution of Responsibilities

22.8.2.1. Operator Responsibility
22.8.2.2. Liability of Corporate Groups
22.8.2.3. Jointly and Several Liability and Subsidiary Liability
22.8.2.4. Non-enforceability of the Obligation to Bear the Costs

22.8.3. Prevention, Avoidance and Remediation of Environmental Damage

22.8.3.1. Obligations of the Operator
22.8.3.2. Determination of Environmental Damage
22.8.3.3. Remediation of Environmental Damage

22.9. Legal Framework for the Protection of Habitats and Species

22.9.1. Evolution of Habitat and Species Protection in International Treaties
22.9.2. European Framework for the Protection of Habitats and Species

22.9.2.1. The Natura 2000 Network
22.9.2.2. Protection Tools

22.10. EMAS (Eco-Management and Audit Scheme) System

22.10.1. Background and Regulatory Framework
22.10.2. Main Requirements of the EMAS Regulation
22.10.3. Stages in the Implementation
22.10.4. Advantages of Its Implementation in the Company
22.10.4.1. Differences with ISO 14001 Certification: 2015

Module 23. Environmental Management System. ISO 14001: 2015

23.1. Legislative and Regulatory Framework Environment

23.1.1. Development of Preventive Regulations
23.1.2. International Legislation and Regulations

23.2. Environmental Management Systems: ISO 14001

23.2.1. Environmental Management in the Organization
23.2.2. Environmental Reports
23.2.3. Environmental Risks for Accident Prevention

23.3. ISO 14001. Chapters 1 to 5

23.3.1. ISO 14001
23.3.2. ISO 14001 Development Factors and Requirements

23.3.2.1. Purpose and Field of Application
23.3.2.2. Normative References
23.3.2.3. Terms and Definitions

23.3.3. Context of the Organization
23.3.4. Leadership and Employee Involvement

23.4. ISO 14001. Chapters 6, 7 and 8

23.4.1. Planning
23.4.2. Support
23.4.3. Operation

23.5. ISO 14001. Chapters 9 and 10

23.5.1. Performance Evaluation
23.5.2. Improvement

23.6. Evaluation of Environmental Aspects

23.6.1. Main Categories of Environmental Aspects
23.6.2. Criteria for the Evaluation of Environmental Aspects
23.6.3. Evaluation of Environmental Aspects in Order to Determine Significant Aspects

23.7. Life Cycle

23.7.1. Life Cycle Inventory
23.7.2. Life Cycle Impact Assessment
23.7.3. Interpretation of Results

23.8. Waste Management

23.8.1. Waste Streams
23.8.2. Authorizations and Communications

23.9. Environmental Indicators

23.9.1. Environmental Performance Indicators (EPI)
23.9.2. Environmental Condition Indicators (ACIs)
23.9.3. Carbon Footprint and Water Footprint

23.10. Ecolabels

23.10.1. Type 1 Eco Label
23.10.2. Type 2 Eco Label
23.10.3. Environmental Self-Declarations. Type III Environmental Statements

Module 24. Management of Occupational Risk Prevention in the Organizations

24.1. Work and Health: Occupational Risks. Risk Factors

24.1.1. Prevention Management
24.1.2. The Work
24.1.3. The Health of Professionals
24.1.4. Risk Factors Inherent to the Work Activity
24.1.5. Influence of Working Conditions on Prevention Management
24.1.6. Prevention Techniques and Protection Techniques
24.1.7. Personal Protective Equipment: Functions, Usefulness and Selection for Each Work Activity

24.2. Damages Derived from Work. Occupational Accidents and Occupational Diseases

24.2.1. Damage to Health. Occupational Accidents and Occupational Diseases
24.2.2. Occupational Accidents. Types
24.2.3. Accident/Incident Ratio Rule
24.2.4. Repercussions of Occupational Accidents
24.2.5. Occupational Disease: How to Deal with It Equitably and Sustainably

24.3. Basic Legislative and Regulatory Framework for Occupational Risk Prevention

24.3.1. Historical Evolution of the Legislative Framework in Preventive Matters
24.3.2. International Legislation and Regulations. European Union Regulations
24.3.3. Specific Regulations
24.3.4. Company and Occupational Health and Safety Obligations
24.3.5. Responsibilities and Sanctions. Employee Rights and Obligations
24.3.5. Prevention Delegates
24.3.7. Health and Safety Committee

24.4. Public Agencies Related to Occupational Safety and Health

24.4.1. Public Organizations
24.4.2. European Organizations

24.5. Risk Prevention Documentation: Collection, Preparation and Archiving

24.5.1. Treatment of the Information Obtained
24.5.2. Actions to be Developed Based on the Information Collected

24.6. Operational Management of Occupational Risk Prevention

24.6.1. Operational Risk Planning and Management
24.6.2. Execution of Prevention Processes
24.6.3. Control and Adjustment of Process Performance
24.6.4. Prevention System Audits
24.6.5. Cost of Occupational Accidents: Contingency, Benefits and Incapacities

24.7. Risks Associated with Health and Safety Conditions. How to Minimize Them

24.7.1. Poor Lighting
24.7.2. Exposure to Pollutants
24.7.3. Noise Exposure

24.8. Risks Associated with the Work Environment. How to Minimize Them

24.8.1. Ionizing Radiation
24.8.2. Electric Fields and Magnetic Fields
24.8.3. Optical Radiation

24.9. Risks Associated with Psychosociology Applied to Work. How to Minimize Them

24.9.1. Content, Load, Pace and Time of Work
24.9.2. Participation and Control of the Labor Activity
24.9.3. Organizational Culture: Influence on Risk Management and Prevention

Module 25. Occupational Risk Prevention Management System. ISO 45001: 2018

25.1. Occupational Risk Prevention

25.1.1. Occupational Hazards and Risks
25.1.2. Occupational Risk Prevention Management

25.2. Preventive Techniques and Disciplines. Safety and Industrial Hygiene

25.2.1. Occupational Safety
25.2.2. Industrial Hygiene

25.3. Preventive Techniques and Disciplines. Ergonomics and Occupational Medicine

25.3.1. Ergonomics and Psychosociology Applied to the Workplace
25.3.2. Occupational Medicine

25.4. The ISO 45001 Standard: 2018

25.4.1. Implementation of an OSH Management System
25.4.2. ISO 45001. Background, Evolution and Basic Characteristics
25.4.3. High-level Structure of the ISO Standard: Possibility of Integration with Other ISO Standards

25.5. ISO 45001: 2018. Scope of Application

25.5.1. Scope of Application
25.5.2. Terms and Definitions

25.6. ISO 45001:2018. Implementation Plan

25.6.1. Implementation Plan
25.6.2. Context of the Organization
25.6.3. Scope of the SGSST

25.7. ISO 45001: 2018. Planning

25.7.1. Leadership and Employee Involvement
25.7.2. Planning
25.7.3. Support
25.7.4. Support

25.8. ISO 45001: 2018. Operation

25.8.1. Operational Control
25.8.2. Emergency Preparedness and Response

25.9. ISO 45001: 2018. Performance Evaluation

25.9.1. Performance Monitoring, Measurement, Analysis and Evaluation
25.9.2. Evaluation of Compliance
25.9.3. Internal Auditing
25.9.4. Management Review

25.10. ISO 45001: 2018. Improvement

25.10.1. Incidents, Non-conformities and Corrective Actions
25.10.2. Continuing Improvement
25.10.3. OSHMS Certification

Module 26. Integration of Management Systems

26.1. Systems Integration for the Organization

26.1.1. Background
26.1.2. Key Points
26.1.3. Fundamentals

26.2. Approach to Management Systems Integration

26.2.1. Objectives
26.2.2. Advantages

26.3. Structure of an Integrated Management System

26.3.1. Integrated Management Policy. Overview
26.3.2. Utility and Importance of Integration in an Organization

26.4. Common Standards for Systems Integration

26.4.1. UNE 66177 Standard: 2005
26.4.2. PAS 99 Standard: 2012
26.4.3. DS 8001 Standard: 2005

26.5. Guide for Integration in Accordance with UNE 66177: 2005

26.5.1. Phases for Integration

26.6. UNE 66177 Standard: 2005

26.6.1. Structure of the Integration Plan
26.6.2. Development of the Integration Plan

26.7. Integration Methods

26.7.1. Basic Method
26.7.2. Advanced Method
26.7.3. Expert Method

26.8. Correspondence Between Standards

26.8.1. Transversal Elements
26.8.2. Specific Components

26.9. Implementation

26.9.1. Responsibilities and Work Team
26.9.2. Effective Follow-up of the Integration Plan

26.10. Documentation of an Integrated System

26.10.1. Procedure
26.10.2. Application

Module 27. Audits of Integrated Management Systems Based on the ISO 19011 Standard: 2018

27.1. Management System Audits

27.1.1. Intention
27.1.2. Types of Audits
27.1.3. Key Terms

27.2. Standards Related to Management System Audits

27.2.1. ISO 19011 Guidelines for the Audit of Management Systems
27.2.2. ISO/IEC 27007 Guidelines for the Audit of Information Security Management Systems
27.2.3. ISO/IEC 17021-1 Requirements for Bodies Conducting Management System Audits and Certifications. Part 1. Requirements
27.2.4. ISO & IAF. ISO 9001 Auditing Practices Group

27.3. Principles of Management System Audits

27.3.1. Integrity
27.3.2. Impartial Presentation
27.3.3. Due Professional Care
27.3.4. Confidentiality
27.3.5. Independence
27.3.6. Evidence-Based Approach
27.3.7. Risk-Based Approach

27.4. Audit Program Management

27.4.1. The Audit Program and its Objectives
27.4.2. Audit Program Risks and Opportunities
27.4.3. Responsibilities and Competencies for Audit Program Management
27.4.4. Audit Program Resources
27.4.5. Follow-Up and Improvement of the Audit Program

27.5. Audit Plans

27.5.1. Audit Feasibility
27.5.2. Review of Documented Information
27.5.3. Audit Planning
27.5.4. Checklists

27.6. Carrying out the Audit

27.6.1. The Opening Meeting
27.6.2. Methods
27.6.3. Generation of Findings
27.6.4. Communication in the Audit
27.6.5. Conclusions
27.6.6. The Closing Meeting

27.7. Remote Audits

27.7.1. IAF Documents as a Basis for Remote Audits
27.7.2. Risks and Opportunities
27.7.3. Confidentiality and Information Security Controls

27.8. Audit Report

27.8.1. Report Preparation
27.8.2. Distribution

27.9. Review of the Auditor's Treatment of Findings

27.9.1. Proofreading Review
27.9.2. Review of the Root Cause Analysis
27.9.3. Review of Corrective Actions
27.9.4. Review of the Effectiveness of Actions

27.10. Auditors' Competence

27.10.1. Knowledge and Skills
27.10.2. Personal Attributes
27.10.3. Evaluation of Auditors

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