With this 100% online program, you will manage Technology Projects in a comprehensive manner and ensure that the objectives are met efficiently” 

With the rapid evolution of technologies, companies must be able to adapt and transform their processes to stay relevant. In this sense, Technology Project Management is essential to ensure that technology initiatives are implemented effectively, respecting deadlines, budgets and organizational objectives. Therefore, it is vital that professionals acquire the necessary skills to lead Technology Projects within institutions, addressing key aspects such as risk management, innovation and the impact of emerging technologies on business results.

Within this framework, TECH launches an avant-garde program in Technology Project Management in the Company. Designed by references in this field, the curriculum will delve into issues ranging from the fundamentals of executive management or financial management to the use of the latest technological tools to increase the accuracy and quality of initiatives. In this way, graduates will be able to manage Technological Projects in an integral way, from planning to execution, ensuring that the objectives are met in time, cost and quality.

To consolidate all these didactic contents, TECH uses the avant-garde method of Relearning, which consists of the progressive reiteration of key concepts for their correct assimilation. In addition, the university program provides graduates with a variety of real case studies, allowing professionals to exercise in simulated environments to bring them closer to the reality of emergency care.

Specialists will only require an electronic device capable of connecting to the Internet. In addition, a renowned International Guest Director will give innovative Masterclasses that will provide students with advanced skills.

A prestigious International Guest Director will offer exclusive Masterclasses to delve into the latest trends in Enterprise Technology Project Management” 

This Advanced master’s degree in Technology Project Management in the Company 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 Technology Project Management in the Company.
• 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 the self-assessment process can be carried out to improve learning
• Its special emphasis on innovative methodologies in business practice
• 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 implement quality standards in all aspects of the initiatives, ensuring that deliverables meet customer expectations and technical requirements” 

It includes in its teaching staff professionals belonging to the field of Technological Project Management in the Company, who pour into this program the experience of their work, in addition to recognized specialists from reference 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.

With TECH's Relearning system you will not have to invest a large amount of study hours and you will focus on the most relevant concepts·

You will master Agile Methodologies to manage Technology Projects in a flexible and adaptive way"

Through this very complete program, professionals will have a comprehensive knowledge related to the Technology Project Management in the Company. The academic itinerary will deepen in areas ranging from the fundamentals of executive management or the economic control of initiatives to the implementation of agile methodologies such as Lean to significantly improve the operational efficiency of organizations. In this way, graduates will gain advanced leadership skills to lead multidisciplinary teams and overcome any technological challenge, ensuring the sustainable success of organizations. 

You will delve into the most sophisticated methodologies to ensure that Technological Projects stand out for their high quality” 

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 Morals
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. Tools and Standards of Corporate Social Responsibility

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 Field 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. Strategic Formulation: Process of Strategic Planning

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. Be 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 Health and Safety Teams

3.19.1. Management of Human Resources and Teams
3.19.2.  Occupational Health and Safety 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. Results Research

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. 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 Required 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
4.12.2. 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. Money Market
4.15.2. Fixed Income Market
4.15.3. Equity Markets
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. Income Statement Analysis
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. Supply Chain Typology

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 Management of the Supply Chain
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 

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. Participatory planning, forecasting and replenishment

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 or ERP Systems

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. The 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 Human Resources
7.14.2. Internal Communication Support and Tools
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. Execution Stages in Marketing Research
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

9.3.1. Creation of a Startup
9.3.2. Organization and Culture
9.3.3. Top Ten Reasons Why Startups Fail

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 Role of the CEO
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 Scope and Schedule

11.1. Program and Project Portfolio Management
11.2. Project Scope Management
11.3. Requirements Gathering and Scope Definition
11.4. Breakdown of Project Objective into Activities
11.5. Validate and Control the Scope
11.6. Strategic Time Planning in Project Management
11.7. Project Life Cycle
11.8. Efficient Time and Deadline Planning
11.9. Task Estimation Tools
11.10.  Schedule Execution and Control

Module 12. Project Financial Management

12.1. Financial Plan
12.2. Financial Model
12.3. Project Viability Analysis
12.4. Project Sensitivity Management
12.5. Project Cost Management
12.6. Project Cost Estimation
12.7. Project Cost Control - EVM
12.8. Economic Analysis of Decisions
12.9. Ms Project Tools
12.10. Digital Tools and Systems for Project Management

Module 13. Recruitment and Project Quality

13.1. Acquisition Planning
13.2. Supplier Search Planning
13.3. Supplier Relationship Management
13.4. Legal Aspects of Recruitment
13.5. Contract Management and Administration
13.6. Project Sale Management
13.7. Lean Management
13.8. Process Improvement Techniques
13.9. Total Quality Management and Advanced Project Management
13.10. Lean Tools for Project Management

Module 14. Innovative Organizations and Projects

14.1. Organizational Change Management
14.2. Communication in Organizations
14.3. Creative Thinking: Innovation
14.4. Process Engineering and Product Engineering
14.5. Strategic Innovation Intelligence
14.6. Entrepreneurship and Innovation
14.7. Launch and Industrialization of New Products
14.8. R+D+I Management Systems
14.9. Direction and Management of R+D+I Projects
14.10. Project Management for Startups

Module 15. Agile Methodologies

15.1. Introduction to Agile Methodologies
15.2. Iterative, Adaptive, Predictive and Hybrid Lifecycles
15.3. Introduction to Scrum
15.4. Agile Team Management
15.5. Scrum Events
15.6. Artifacts in Scrum
15.7. Agile Estimating and Planning
15.8. Metrics
15.9. Collaborative Tools
15.10. Organizational Agility

Module 16. PMO

16.1. Introduction to the Project Management Office
16.2. Functions of the Project Management Office
16.3. Creating the Conditions for Change. Leading Organizational Change
16.4. PMO Vision and Strategy
16.5. PMO Model Design
16.6. PMO Resource Plan
16.7. PMO Implementation
16.8. PMO Operation and Tools
16.9. Project Management Culture and Knowledge Management in the Organization
16.10. Agile PMO

Module 17. Project Risk Management

17.1. Introduction to Risk Management
17.2. Project Risk Management Planning
17.3. Identification of Risks
17.4. Qualitative Risk Analysis
17.5. Risk Prioritization
17.6. Quantitative Risk Analysis
17.7. Scenario Analysis and Risk Response Plans
17.8. Implementation of Risk Response
17.9. Risk Monitoring and Control
17.10. Lessons Learned and Knowledge Management

Module 18. Introduction to Project Finance

18.1. Introduction to Corporate Finance
18.2. Financial Statements and Cash Flows
18.3. Time Value of Money and Discounted Cash Flows
18.4. Fixed Income Valuation
18.5. Equity Valuation
18.6. Financial Investment Criteria Capital Budgeting
18.7. Project Analysis
18.8. Risk and Return: the Cost of Capital
18.9. Liability Structure
18.10. Treasury and International Finance

Module 19. Introduction to Technology Project Design and Management and Technology Project Integration Management

19.1. Introduction to Technology Project Management

19.1.1. The Role of the Project Manager
19.1.2. Project Definition
19.1.3. Organizational Structure

19.2. Project Management, Program Management and Portfolio Management

19.2.1. Portfolios, Programs and Projects
19.2.2. Strategic Management

19.3. Standards and Best Practices for the Technology Project Management

19.3.1. Prince 2
19.3.2. PMP
19.3.3. ISO 21500:2012

19.4. Organizational Influences on Technology Project Design and Management

19.4.1. Environmental Factors of a Company
19.4.2. Assets of an Organization's Processes

19.5. Technology Project Management Processes

19.5.1. Technology Project Life Cycle
19.5.2. Process Groups
19.5.3. Dynamics of Process Groups

19.6. Development of the Technology Projects Constitution Act

19.6.1. Definition of the Technology Projects Constitution Act
19.6.2. Tools and Techniques

19.7. Development of the Plan for Technology Project Design and Management

19.7.1. Definition of the Plan for Technology Project Design and Management
19.7.2. Tools and Techniques

19.8. Knowledge Management of Technological Projects

19.8.1. Importance of Knowledge Management in Technology Projects
19.8.2. Tools and Techniques

19.9. Monitoring the Technology Projects Work

19.9.1. Work Monitoring and Control
19.9.2. Follow-Up Reports on Technology Projects
19.9.3. Tools and Techniques

19.10. Integrated Control of Changes in Technological Projects

19.10.1. Objectives and Benefits of Project Change Control
19.10.2. CCB (Change Control Board)
19.10.3. Tools and Techniques

19.11. Delivery and Closing of Technology Projects

19.11.1. Objectives and Benefits of Project Closing
19.11.2. Tools and Techniques

Module 20. Technology Project Scope Management

20.1. Introduction to Scope Management

20.1.1. Project Scope
20.1.2. Product Scope

20.2. Fundamentals of Scope Management

20.2.1. Basic Concepts
20.2.2. Scope Baseline

20.3. Benefits of Scope Management

20.3.1. Stakeholder Expectation Management
20.3.2. Scoop Creep and Gold Plating

20.4. Considerations for Adaptive Environments

20.4.1. Types of Adaptive Projects
20.4.2. Definition of Scope in Adaptive Projects

20.5. Scope Management Planning

20.5.1. Scope Management Plan
20.5.2. Requirements Management Plan
20.5.3. Tools and Techniques

20.6. Gathering Requirements

20.6.1. Gathering and Negotiation of Requirements
20.6.2. Tools and Techniques

20.7. Scope Definition

20.7.1. Project Scope Statement
20.7.2. Tools and Techniques

20.8. Creation of the Work Breakdown Structure (WBS)

20.8.1. Work Breakdown Structure (WBS)
20.8.2. Types of WBSs
20.8.3. Rolling Wave
20.8.2. Tools and Techniques

20.9. Scope Validation

20.9.1. Quality vs. Validation
20.9.2. Tools and Techniques

20.10. Scope Control

20.10.1. Project Management Data and Information
20.10.2. Types of Work Performance Reports
20.10.3. Tools and Techniques

Module 21. Time Management for Technology Projects

21.1. Estimated Duration of Project Tasks

21.1.1. Three-Point Estimation

21.1.1.1. Most Likely (tM)
21.1.1.2. Optimistic (tO)
21.1.1.3. Pessimistic (tP)

21.1.2. Analogous Estimate
21.1.3. Parametric Estimation
21.1.4. Bottom-Up Estimates
21.1.5. Decision Making
21.1.6. Expert Judgment

21.2. Definition of Activities and Breakdown of Project Work

21.2.1. Decomposition
21.2.2. Defining Activities
21.2.3. Breakdown of Project Work
21.2.4. Activity Attributes
21.2.5. List of Milestones

21.3. Sequencing of Activities

21.3.1. List of Activities
21.3.2. Attributes of the Activities
21.3.3. Method of Diagramming Provenance
21.3.4. Determination and Integration of Units
21.3.5. Advances and Delays
21.3.6. Network Diagram of the Project Schedule

21.4. Estimation of Activity Resources

21.4.1. Assumption Log
21.4.2. List of Activities
21.4.3. Attributes of the Activities
21.4.4. Assumption Log
21.4.5. Lessons Learned Register
21.4.6. Project Team Assignments
21.4.7. Resource Breakdown Structure

21.5. Estimated Duration of Activities

21.5.1. Law of Diminishing Returns
21.5.2. Number of Resources
21.5.3. Technological Advances
21.5.4. Staff Motivation
21.5.5. Project Documentation

21.6. Schedule Development

21.6.1. Schedule Network Analysis
21.6.2. Critical Path Method
21.6.3. Resource Management

21.6.3.1. Resource Leveling
21.6.3.2. Stabilization of Resources

21.6.4. Advances and Delays
21.6.5. Schedule Compression

21.6.5.1. Intensification
21.6.5.2. Fast Execution

21.6.6. Baseline Schedule
21.6.7. Project Timeline
21.6.8. Schedule Data
21.6.9. Project Schedules

21.7. Types of Relationships and Types of Dependencies between All Project Activities

21.7.1. Mandatory Dependencies
21.7.2. Discretionary Units

21.7.2.1. Preferred Logic
21.7.2.2. Preferential Logic
21.7.2.3. Soft Logic

21.7.3. External Units
21.7.4. Internal Units

21.8. Time Management Software in Technology Projects

21.8.1. Analysis of Different Software
21.8.2. Types of Software
21.8.3. Functionalities and Coverage
21.8.4. Utilities and Advantages

21.9. Schedule Control

21.9.1. Job Performance Information
21.9.2. Schedule Forecasts
21.9.3. Change Requests
21.9.4. Update to the Time Management Plan
21.9.4. Project Document Updates

21.10. Time Recalculation

21.10.1. Critical Path
21.10.2. Calculation of Minimum and Maximum Times
21.10.3. Project Clearances

21.10.3.1. What Is It?
21.10.3.2. How to Use It?

21.10.4. Total Float
21.10.5. Free Float

Module 22. Technology Project Cost Management

22.1. What Is the Cost Management Plan?

22.1.1. Planning Tools and Techniques
22.1.2. Cost Planning Results

22.2. Estimate Costs. Types of Estimates. Reserve Analysis

22.2.1. Useful Information for Cost Estimation
22.2.2. Tools and Techniques for Cost Estimation
22.2.3. Results of Cost Budget Preparation

22.3. Types of Project Costs

22.3.1. Direct and Indirect Costs
22.3.2. Fixed and Variable Costs

22.4. Project Evaluation and Selection

22.4.1. Financial Dimensions of a Project
22.4.2. VAN
22.4.3. TIR & RRN
22.4.4. Payback Period

22.5. Setting the Budget

22.5.1. Useful Information for the Preparation of the Project Budget
22.5.2. Tools and Techniques for Cost Budget Preparation
22.5.3. Results of Project Budget Preparation

22.6. Cost Projections

22.6.1. Cost Management Data and Information
22.6.2. Types of Cost Performance Reports

22.7. Earned Value Management (EVM)

22.7.1. Base Variables and Status Variables
22.7.2. Forecasts
22.7.3. Emerging Techniques and Practices

22.8. Project Cash Flow

22.8.1. Types of Cash Flows
22.8.2. Estimation of Net Cash Flows Associated with a Project
22.8.3. Discounted Cash Flows
22.8.4. Application of Risk to Cash Flows

22.9. Cost Control

22.9.1. Cost Control Objectives and Benefits
22.9.2. Tools and Techniques

Module 23. Technology Project Quality Management

23.1. Importance of Quality Management in Projects

23.1.2. Key Concepts
23.1.3. Difference between Quality and Grade
23.1.4. Precision
23.1.5. Accuracy
23.1.6. Metrics

23.2. Quality Theorists

23.2.1. Edwards Deming

23.2.1.1. Shewart-Deming Cycle (Plan-Do-Check-Act)

23.2.2. Continuing Improvement
23.2.3. Joseph Juran. Pareto Principle

23.2.3.1. Fitness for Purpose Theory

23.2.4. Total Quality Management Theory
23.2.5. Kaoru Ishikawa (Herringbone)
23.2.6. Philip Crosby (Cost of Low Quality)

23.3. Regulations: ISO 21500

23.3.1. Introduction
23.3.2. Background and History
23.3.3. Objectives and Characteristics
23.3.4. Process Group - Subject Group
23.3.5. ISO 21500 vs. PMBOK
23.3.6. Future of the Standard

23.4. Emerging Trends and Practices in Quality Management

23.4.1. Policy Compliance and Auditing
23.4.2. Standards and Compliance
23.4.3. Continuing Improvement
23.4.4. Stakeholder Involvement
23.4.5. Recurring Retrospectives
23.4.6. Subsequent Retrospectives

23.5. Quality Management Planning

23.5.1. Cost-Benefit Analysis
23.5.2. Multi-Criteria Decision Analysis
23.5.3. Test Planning and Inspection
23.5.4. Flow Diagrams
23.5.5. Logical Data Model
23.5.6. Matrix Diagram
23.5.7. Interrelationship Digraphs

23.6. Quality Compliance and Noncompliance Costs

23.6.1. Compliance Costs
23.6.2. Non-Compliance or Non-Conformance Costs
23.6.3. Prevention Costs
23.6.4. Valuation Costs
23.6.5. Internal Failures
23.6.6. External Failures
23.6.7. Marginal Cost of Quality
23.6.8. Optimum Quality

23.7. Quality Management

23.7.1. Checklists
23.7.2. Analysis of Alternatives
23.7.3. Document Analysis
23.7.4. Process Analysis
23.7.5. Root Cause Analysis
23.7.6. Cause and Effect Diagrams
23.7.7. Histograms
23.7.8. Scatter Plots
23.7.9. Design for X
23.7.10. Quality Improvement Methods

23.8. Quality Audits

23.8.1. What Is an Internal Quality Audit?
23.8.2. Different Types of Audits
23.8.3. Objectives of an Internal Audit
23.8.4. Benefits of Internal Audits
23.8.5. Actors Involved in Internal Auditing
23.8.6. Internal Audit Procedure

23.9. Quality Control

23.9.1. Verification Sheets
23.9.2. Statistical Sampling
23.9.3. Questionnaires and Surveys
23.9.4. Performance Reviews
23.9.5. Inspection
23.9.6. Product Testing/Evaluation
23.9.7. Retrospectives and Lessons Learned

Module 24. Management of Technology Project Resources

24.1. Responsibilities and Role of Human Resources in Projects

24.1.1. Project Manager
24.1.2. Sponsor
24.1.3. Functional Director
24.1.4. Program Director
24.1.5. Portfolio Manager
24.1.6. Team Members

24.2. Management of Technology Resources

24.2.1. What Are Technology Resources?
24.2.2. Optimization
24.2.3. Valorization
24.2.4. Protection

24.3. Human Resource Management Planning and Estimating Activity Resources

24.3.1. Resources Management Plan

24.3.1.1. Data Representation
24.3.1.2. Organizational Theory

24.3.2. Resource Requirements
24.3.3. Basis of Estimates
24.3.4. Resource Breakdown Structure
24.3.5. Resource Document Updates

24.4. Different Powers of the Project Manager

24.4.1. Power and Influence
24.4.2. Reward Power
24.4.3. Power of Punishment
24.4.4. Expert Power
24.4.5. Power of Reference
24.4.6. Formal Power of Attorney
24.4.7. Practical Exercises on How to Use the Different Powers of the Project Manager

24.5. Acquisition of the Right Project Equipment for our Project

24.5.1. What Is Equipment Acquisition?
24.5.2. Means of Equipment Acquisition

24.5.2.1. Hiring
24.5.2.2. Outsourcing

24.5.3. Decision Making

24.5.3.1. Availability
24.5.3.2. Costs
24.5.3.3. Experience
24.5.3.4. Skills
24.5.3.5. Knowledge
24.5.3.6. Capabilities
24.5.3.7. Attitudes
24.5.3.8. International Factors

24.5.4. Pre-Assignment
24.5.5. Virtual Teams

24.6. Development of Interpersonal Skills (Soft Skills):

24.6.1. Leadership
24.6.2. Motivation
24.6.3. Communication
24.6.4. Influence
24.6.5. Group Facilitation
24.6.6. Creativity
24.6.7. Emotional Intelligence
24.6.8. Decision Making

24.7. Project Team Development

24.7.1. Recognition and Rewards

24.7.1.2. Preconditions to be Met for Its Application
24.7.1.3. Create a Recognition and Reward System

24.7.2. Training
24.7.3. Collocation (Tight-Matrix)
24.7.4. Communication Technology
24.7.5. Team Building Activities

24.8. Project Team Management. Performance Appraisals, Project Team Management

24.8.1. Planning
24.8.2. Types of Assessments

24.8.2.1. Personal Assessments. 360º Assessments
24.8.2.2. Team Assessments

24.8.3. Variables Definition
24.8.4. Design of the Performance Evaluation System
24.8.5. Implementation and Training of Evaluators

24.9. Conflict Management and Resolution Techniques

24.9.1. What Are Project Conflicts? Types
24.9.2. Collaborate/Problem Solve
24.9.3. Compromise/Reconcile
24.9.4. Withdraw/Avoid
24.9.5. Smooth/Accommodate
24.9.6. Force/Direct
24.9.7. Practical Exercises to Know When to Use Each Conflict Resolution Technique

24.10. Emerging Trends and Practices in Resource Management for Technology Projects

24.10.1. Methods for Resource Management
24.10.2. Emotional Intelligence (EI)
24.10.3. Self-Organized Teams
24.10.4. Virtual Teams/Distributed Teams
24.10.5. Considerations for Adaptation
24.10.6. Considerations for Agile/Adaptive Environments

Module 25. Communications and Stakeholder Management for Technology Projects

25.1. Communications Management Planning

25.1.1. Why Is a Communications Management Plan Important?
25.1.2. Introduction to Communications Management
25.1.3. Communications Analysis and Requirements
25.1.4. Dimensions of Communications
25.1.4. Techniques and Tools

25.2. Communication Skills

25.2.1. Conscious Emission
25.2.2. Active Listening
25.2.3. Empathy
25.2.4. Avoid Bad Gestures
25.2.5. Reading and Writing
25.2.6. Respect
25.2.7. Persuasion
25.2.8. Credibility

25.3. Effective, Efficient Communication and Types of Communication

25.3.1. Definition
25.3.2. Effective Communication
25.3.3. Efficient Communication
25.3.4. Formal Communication
25.3.5. Informal Communication
25.3.6. Written Communication
25.3.7. Verbal Communication
25.3.8. Practical Exercises on the Use of Communication Types in a Project

25.4. Communications Management and Control

25.4.1. Project Communications Management
25.4.2. Communication Models
25.4.3. Communication Methods
25.4.4. Project Communications Channels

25.5. Emerging Trends and Practices in the Field of Communication

25.5.1. Evaluation of Communication Styles
25.5.2. Political Awareness
25.5.3. Cultural Awareness
25.5.4. Communication Technology

25.6. Stakeholder Identification and Analysis

25.6.1. Why Is It Important to Manage Stakeholders?
25.6.2. Stakeholder Analysis and Registration
25.6.3. Stakeholder Interests and Concerns
25.6.4. Considerations for Agile and Adaptive Environments

25.7. Stakeholder Management Planning

25.7.1. Appropriate Management Strategies
25.7.2. Tools and Techniques

25.8. Stakeholder Participation Management. Management strategy

25.8.1. Methods for Increasing Support and Minimizing Resistance
25.8.2. Tools and Techniques

25.9. Stakeholder Involvement Monitoring

25.9.1. Stakeholder Performance Report
25.9.2. Tools and Techniques

Module 26. Technology Project Acquisition Management

26.1. Introduction to Acquisition Management

26.1.1. Definition of Contract
26.1.2. Legal Framework Acquisitions

26.2. Basic Concepts

26.2.1. Definition of Contract
26.2.2. The Project Manager and the Contract
26.2.3. Main Activities
26.2.4. Centralized and Decentralized Contracting

26.3. Procurement Management: Benefits

26.3.1. Definition of the Acquisition Strategy
26.3.2. Types of Strategies

26.4. Acquisitions in Adaptive Environments
26.5. Types of Contracts

26.5.1. Fixed Price Contracts
26.5.2. Reimbursable Cost Contracts
26.5.3. Time and Materials Contracts

26.6. Procurement Documentation

26.6.1. Types of Documents in the Context of an Acquisition
26.6.2. Document Flows in Procurement Management

26.7. Negotiation with Suppliers

26.7.1. Negotiation Objectives with Suppliers
26.7.2. Negotiation Techniques with Suppliers

26.8. Procurement Management Planning

26.8.1. Procurement Management Plan
26.8.2. Tools and Techniques

26.9. Procurement

26.9.1. Search, Selection and Evaluation of Bids
26.9.2. Tools and Techniques
26.9.3. Bid Weighting Matrix

26.10. Procurement Monitoring and Control

26.10.1. Procurement Monitoring and Control Points by Contract Type
26.10.2. Tools and Techniques

Module 27. PMP® or CAPM® Certification and Code of Ethics. Emerging Trends and Practices in the Management and Administration of Technology Projects

27.1. What Is PMP®, CAPM® and PMI®?

27.1.1. What Is PMP®
27.1.2. CAPM®
27.1.3. PMI®
27.1.4. PMBOK

27.2. Advantages and Benefits of Obtaining PMP® and CAPM® Certification

27.2.1. Techniques and Tricks to Pass the PMP® and CAPM® Certification Exams on the First Attempt
27.2.2. PMI-isms

27.3. Professional Experience Report to the PMI® (Project Management and Design Institute)

27.3.1. Becoming a PMI® Member
27.3.2. PMP® and CAPM® Certification Exam Entry Requirements
27.3.3. Analysis of the Student's Professional Experience
27.3.4. Student Work Experience Report Help Template
27.3.5. PMI® Software Experience Report

27.4. PMP® or CAPM® Certification Examination

27.4.1. What Is the PMP® and CAPM® Certification Exam Like?
27.4.2. Number of Scoring and Non-scoring Questions
27.4.3. Duration of the Exam
27.4.4. Passing Threshold
27.4.5. Number of Questions per Process Group
27.4.6. Qualification Methodology

27.5. Agile Methodologies:

27.5.1. Agile
27.5.2. SCRUM
27.5.3. Kanban
27.5.4. Lean
27.5.5. Comparison with PMI® Certifications

27.6. Software Development in Agile Methodologies

27.6.1. Analysis of the Different Software on the Market
27.6.2. Advantages and Benefits

27.7. Advantages and Limitations of Implementing Agile Methodologies in Your Technology Projects

27.7.1. Advantages
27.7.2. Limitations
27.7.3. Agile Methodologies vs. Traditional Tools

27.8. Code of Ethics in the Management of Your Projects

27.8.1. Responsibility
27.8.2. Respect
27.8.3. Impartiality

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