This will be a fundamental experience for your professional development as an IT expert"

In this Master`s Degree, students will learn, from an online mode, to manage and monitor a technological project, either in an international company or in their own consultancy. Nowadays, this type of work is in great demand due to the importance of these jobs in any sector. Therefore, the student will have the opportunity to start with introductory classes on the design and management of these projects, reviewing in detail the role of the manager and the organizational structure. Then, they will learn how to estimate the scope and time management, starting with a baseline and ending with the definition of the activities to be performed.

Carrying out a technology project not only requires managing the work and evaluating the activities to be performed. It is also necessary to prepare a budget to help assess the costs of its elaboration. For this purpose, the student will have an exclusive module on this topic, which will provide them with the tools and techniques for budget planning, and then provide useful information on the preparation and presentation of the final budget.

On the other hand, no project can be complete until a risk assessment is performed. Therefore, the student will be able to learn, through this program, the basic concepts such as severity, attitudes towards risk, individual risk, among others. In addition, the student will learn to perform an assessment of unrelated hazards, as well as a qualitative and quantitative analysis that will serve to develop a timely response to any adverse situation that may arise.

After completing the Master`s Degree, students and graduates of computer science or any other degree will be able to efficiently execute and carry out any technological project that requires their expertise. You will also develop your project management and administration skills, which will benefit your professional profile for working with international employers.

Take on new responsibilities and estimate the timing of every design and technology development you participate in"

This Master`s Degree in Technological Projects Management contains the most complete and up-to-date program on the market. Its most important features are: 

• The development of case studies presented by experts in Technology Project Management
• The graphic, schematic and practical contents of the system provide business and practical information on those 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
• 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

Acquire new skills to solve the technical problems of your project, elaborating a risk plan"

The program’s teaching staff includes professionals from the sector who contribute their work experience to this training program, as well as renowned specialists from leading societies 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 immersive training programmed to train in real situations.

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

Take your knowledge further and learn how to manage the budget of a technology project"

Companies are looking for your talent. Develop it thanks to this TECH Global University program"

The Master`s Degree in Technological Projects Management is a program designed to meet the needs of students and companies, who are increasingly demanding that their collaborators be multifaceted professionals, capable of foreseeing and analyzing even the smallest detail of the projects carried out. As such, each of the modules will help develop this skill set, while offering the most up-to-date content on the market. 

Learn how to perform a correct quality control, using statistical sampling and different data collection techniques”

Module 1. Introduction to Technology Project Design and Management and Technology Project Integration Management

1.1. Introduction to Technology Project Management

1.1.1. The role of the project manager
1.1.2. Project definition
1.1.3. Organizational structure

1.2. Project Management, Program Management and Portfolio Management

1.2.1. Portfolios, Programs and Projects
1.2.2. Strategic Management

1.3. Standards and Best Practices for the Technology Project Management

1.3.1. Prince 2
1.3.2. PMP
1.3.3. ISO 21500:2012

1.4. Organizational Influences on Technology Project Design and Management

1.4.1. Environmental Factors of a Company
1.4.2. Assets of an Organization's Processes

1.5. Technology Project Management Processes

1.5.1. Technology Project Life Cycle
1.5.2. Process Groups
1.5.3. Dynamics of Process Groups

1.6. Development of the Technology Projects Constitution Act

1.6.1. Definition of the Technology Projects Constitution Act
1.6.2. Tools and Techniques

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

1.7.1. Definition of the Plan for Technology Project Design and Management
1.7.2. Tools and techniques

1.8. Knowledge Management of Technological Projects

1.8.1. Importance of Knowledge Management in Technology Projects
1.8.2. Tools and techniques

1.9. Monitoring the Technology Projects Work

1.9.1. Work monitoring and control
1.9.2. Follow-up Reports on Technological Projects
1.9.3. Tools and techniques

1.10. Integrated Control of Changes in Technological Projects

1.10.1. Objectives and benefits of project change control
1.10.2. CCB (Change Control Board)
1.10.3. Tools and Techniques

1.11. Delivery and Closing of Technology Projects

1.11.1. Objectives and benefits of project closure
1.11.2. Tools and Techniques

Module 2. Technology Project Scope Management

2.1. Introduction to Scope Management

2.1.1. Project Scope
2.1.2. Product Scope

2.2. Fundamentals of Scope Management

2.2.1. Basic Concepts
2.2.2. Scope Baseline

2.3. Benefits of Scope Management

2.3.1. Stakeholder expectation management
2.3.2. Scope Creep & Gold Plating

2.4. Considerations for Adaptive Environments

2.4.1. Types of Adaptive Projects
2.4.2. Scope Definition in Adaptive Projects

2.5. Scope Management Planning

2.5.1. Scope management plan
2.5.2. Requirements Management Plan
2.5.3. Tools and Techniques

2.6. Gathering Requirements

2.6.1. Gathering and Negotiation of Requirements
2.6.2. Tools and Techniques

2.7. Scope Definition

2.7.1. Project Scope Statement
2.7.2. Tools and Techniques

2.8. Creation of the Work Breakdown Structure (WBS)

2.8.1. Work Breakdown Structure (WBS)
2.8.2. Types of EDT
2.8.3. Rolling Wave
2.8.4. Tools and Techniques

2.9. Scope Validation

2.9.1. Quality vs Validation
2.9.2. Tools and Techniques

2.10. Scope Control

2.10.1. Project Management Information in Projects
2.10.2. Types of Work Performance Reports
2.10.3. Tools and Techniques

Module 3. Technology Project Time Management

3.1. Estimated Duration of Project Tasks

3.1.1. Three-Point Estimation

3.1.1.1. Most Likely
3.1.1.2. Best-Case
3.1.1.3. Worst-Case

3.1.2. Analogous Estimate
3.1.3. Parametric Estimation
3.1.4. Bottom-up Estimates
3.1.5. Decision-Making
3.1.6. Expert Judgment

3.2. Definition of Activities and Breakdown of Project Work

3.2.1. Decomposition
3.2.2. Define Activities
3.2.3. Breakdown of Project Work
3.2.4. Activity Attributes
3.2.5. List of Milestones

3.3. Sequencing of activities

3.3.1. List of Activities
3.3.2. Attributes of the Activities
3.3.3. Method of Diagramming Provenance
3.3.4. Determination and Integration of Units
3.3.5. Advances and Delays
3.3.6. Network Diagram of the Project Schedule

3.4. Estimation of Activity Resources

3.4.1. Register of Assumptions
3.4.2. List of Activities
3.4.3. Attributes of the Activities
3.4.4. Register of Assumptions
3.4.5. Lessons Learned Register
3.4.6. Project Team Assignments
3.4.7. Resource Breakdown Structure

3.5. Estimated Duration of Activities

3.5.1. Law of Diminishing Returns
3.5.2. Number of Resources
3.5.3. Technological Advances
3.5.4. Staff Motivation
3.5.5. Project Documentation

3.6. Schedule Development

3.6.1. Schedule Network Analysis
3.6.2. Critical Path Method
3.6.3. Resource Management

3.6.3.1. Resource Leveling
3.6.3.2. Stabilization of Resources

3.6.4. Advances and Delays
3.6.5. Schedule Compression

3.6.5.1. Intensification
3.6.5.2. Fast Execution

3.6.6. Baseline Schedule
3.6.7. Project Timeline
3.6.8. Schedule Data
3.6.9. Project Schedules

3.7. Types of Relationships and Types of Dependencies between all Project Activities

3.7.1. Mandatory Dependencies
3.7.2. Discretionary Units

3.7.2.1. Preferred Logic
3.7.2.2. Preferential Logic
3.7.2.3. Soft Logic

3.7.3. External Units
3.7.4. Internal Units

3.8. Time Management Software in Technology Projects

3.8.1. Analysis of Different Software
3.8.2. Types of Software
3.8.3. Functionalities and Coverage
3.8.4. Utilities and Advantages

3.9. Schedule Control

3.9.1. Job Performance Information
3.9.2. Schedule Forecasts
3.9.3. Change Requests
3.9.4. Update to the Time Management Plan
3.9.5. Project Document Updates

3.10. Time Recalculation

3.10.1. Critical Path
3.10.2. Calculation of Minimum and Maximum Times
3.10.3. Project Clearances

3.10.3.1. What Is It?
3.10.3.2. How to Use It

3.10.4. Total Slack
3.10.5. Free Slack

Module 4. Technology project cost management

4.1. What Is the Cost Management Plan?

4.1.1. Planning Tools and Techniques
4.1.2. Cost Planning Results

4.2. Estimate Costs. Types of Estimates. Reserve Analysis

4.2.1. Useful Information for Cost Estimation
4.2.2. Tools and Techniques for Cost Estimation
4.2.3. Results of Cost Budget Preparation

4.3. Types of Project Costs

4.3.1. Direct and Indirect Costs
4.3.2. Fixed and Variable Costs

4.4. Project Evaluation and Selection

4.4.1. Financial Dimensions of a Project
4.4.2. VAN
4.4.3. TIR & RRN
4.4.4. Recovery Period or Payback

4.5. Setting the Budget

4.5.1. Useful Information for the Preparation of the Project Budget
4.5.2. Tools and Techniques for Cost Budget Preparation
4.5.3. Results of Project Budget Preparation

4.6. Cost Projections

4.6.1. Cost Management Data and Information
4.6.2. Types of Cost Performance Reports

4.7. Earned Value Management Technique (EVM)

4.7.1. Base Variables and Status Variables
4.7.2. Forecasts
4.7.3. Emerging Techniques and Practices

4.8. Project Cash Flow

4.8.1. Types of cash flows
4.8.2. Estimation of Net Cash Flows Associated with a Project
4.8.3. Discounted Cash Flows
4.8.4. Application of Risk to Cash Flows

4.9. Cost Control

4.9.1. Objectives and Benefits of Cost Control
4.9.2. Tools and techniques

Module 5. Quality management of technological projects

5.1. Importance of Quality Management in Projects

5.1.1. Key Concepts
5.1.2. Difference between Quality and Grade
5.1.3. Precision
5.1.4. Accuracy
5.1.5. Metrics

5.2. Quality Theorists

5.2.1. Edwards Deming

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

5.2.2. Continuing Improvement
5.2.3. Joseph Juran. Pareto Principle

5.2.3.1. Fitness for Purpose Theory

5.2.4. Total Quality Management Theory
5.2.5. Kaoru Ishikawa (Herringbone)
5.2.6. Philip Crosby (Cost of Low Quality)

5.3. Regulations: ISO 21500

5.3.1. Introduction
5.3.2. Background and History
5.3.3. Objectives and characteristics
5.3.4. Process group-Subject group
5.3.5. ISO 21500 vs. PMBOK
5.3.6. Future of the Standard

5.4. Emerging Trends and Practices in Quality Management

5.4.1. Policy Compliance and Auditing
5.4.2. Standards and Compliance
5.4.3. Continuing Improvement
5.4.4. Stakeholder Involvement
5.4.5. Recurring Retrospectives
5.4.6. Subsequent Retrospectives

5.5. Quality Management Planning

5.5.1. Cost-Benefit Analysis
5.5.2. Multi-criteria Decision Analysis
5.5.3. Test Planning and Inspection
5.5.4. Flow Diagrams
5.5.5. Logical Data Model
5.5.6. Matrix Diagram
5.5.7. Interrelationship Digraphs

5.6. Quality Compliance and Non-Compliance Costs

5.6.1. Compliance Costs
5.6.2. Non-Compliance or Non-Conformance Costs
5.6.3. Prevention Costs
5.6.4. Valuation Costs
5.6.5. Internal Failures
5.6.6. External Failures
5.6.7. Marginal Cost of Quality
5.6.8. Optimum Quality

5.7. Quality Management

5.7.1. Checklists
5.7.2. Analysis of Alternatives
5.7.3. Document Analysis
5.7.4. Process Analysis
5.7.5. Root Cause Analysis
5.7.6. Cause-and-effect Diagrams
5.7.7. Histograms
5.7.8. Scatter Plots
5.7.9. Design for X
5.7.10. Quality Improvement Methods

5.8. Quality Audits

5.8.1. What is an Internal Quality Audit?
5.8.2. Different Types of Audits
5.8.3. Objectives of an Internal Audit
5.8.4. Benefits of Internal Audits
5.8.5. Actors Involved in Internal Auditing
5.8.6. Internal Audit Procedure

5.9. Quality Control

5.9.1. Verification Sheets
5.9.2. Statistical Sampling
5.9.3. Questionnaires and Surveys
5.9.4. Performance Reviews
5.9.5. Inspection
5.9.6. Product Testing/Evaluation
5.9.7. Retrospectives and Lessons Learned

Module 6. Management of technology project resources

6.1. Responsibilities and Role of Human Resources

6.1.1. Project Manager
6.1.2. Sponsor
6.1.3. Functional Director
6.1.4. Program Manager
6.1.5. Portfolio Manager
6.1.6. Team members

6.2. Management of Technological Resources

6.2.1. What are Technological Resources?
6.2.2. Optimization
6.2.3. Valorization
6.2.4. Protection

6.3. Human Resource Management Planning and Estimating Activity Resources

6.3.1. Resources Management Plan

6.3.1.1. Data Representation
6.3.1.2. Organizational Theory

6.3.2. Resource Requirements
6.3.3. Basis of Estimates
6.3.4. Resource Breakdown Structure
6.3.5. Resource Document Updates

6.4. Different Powers of the Project Manager

6.4.1. Power and Influence
6.4.2. Reward Power
6.4.3. Power of Punishment
6.4.4. Expert Power
6.4.5. Power of Reference
6.4.6. Formal Power of Attorney
6.4.7. Practical Exercises on How to Use the Different Powers of the Project Manager

6.5. Acquisition of the Right Project Equipment for our Project

6.5.1. What is Equipment Acquisition?
6.5.2. Means of Equipment Acquisition

6.5.2.1. Hiring
6.5.2.2. Outsourcing

6.5.3. Decision Making

6.5.3.1. Availability
6.5.3.2. Costs
6.5.3.3. Experience
6.5.3.4. Skills
6.5.3.5. Knowledge
6.5.3.6. Capabilities
6.5.3.7. Attitudes
6.5.3.8. International Factors

6.5.4. Pre-Assignment
6.5.5. Virtual Teams

6.6. Development of Interpersonal Skills (Soft Skills)

6.6.1. Leadership.
6.6.2. Motivation
6.6.3. Communication.
6.6.4. Influence
6.6.5. Group Facilitation
6.6.6. Creativity
6.6.7. Emotional Intelligence
6.6.8. Decision Making

6.7. Project Team Development

6.7.1. Recognition and Rewards

6.7.1.1. Preconditions to be Met for its Application
6.7.1.2. Create a Recognition and Reward System

6.7.2. Training
6.7.3. Co-Location (Tight-Matrix)
6.7.4. Communication Technology
6.7.5. Team Building Activities

6.8. Project Team Management. Performance Evaluations, Management of Project Teams

6.8.1. Plan
6.8.2. Types of Evaluations

6.8.2.1. Personal Evaluations 360º Evaluations
6.8.2.2. Equipment Evaluations

6.8.3. Variables Definition
6.8.4. Design of the Performance Evaluation System
6.8.5. Implementation and Training of Evaluators

6.9. Conflict Management and Resolution Techniques

6.9.1. What Are Project Conflicts? Types
6.9.2. Cooperate and Resolve Problems (Collaborate/Problem Solve)
6.9.3. Compromise/Reconcile
6.9.4. Withdraw/Avoid
6.9.5. Smooth/Accommodate
6.9.6. Force/Direct
6.9.7. Practical Exercises to Know When to use Each Conflict Resolution Technique

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

6.10.1. Methods for Resource Management
6.10.2. Emotional Intelligence (EI)
6.10.3. Self-Organized Teams
6.10.4. Virtual Teams/Distributed Teams
6.10.5. Considerations for Adaptation
6.10.6. Considerations for Agile/Adaptive Environments

Module 7. Technology Project Quality Management

7.1. Communications Management Planning

7.1.1. Why Is a Communications Management Plan Important?
7.1.2. Introduction to Communications Management
7.1.3. Communications Analysis and Requirements
7.1.4. Dimensions of Communications
7.1.5. Techniques and Tools

7.2. Communication Skills

7.2.1. Conscious Emission
7.2.2. Active Listening
7.2.3. Empathy
7.2.4. Avoid Bad Gestures
7.2.5. Reading and Writing
7.2.6. Respect
7.2.7. Persuasion
7.2.8. Credibility

7.3. Effective, Efficient Communication and Types of Communication

7.3.1. Definition
7.3.2. Effective Communication
7.3.3. Efficient Communication
7.3.4. Formal Communication
7.3.5. Informal Communication
7.3.6. Written Communication
7.3.7. Verbal Communication
7.3.8. Practical Exercises on the use of Communication Types in a Project

7.4. Communications Management and Control

7.4.1. Project Communications Management
7.4.2. Communication Models
7.4.3. Communication Methods
7.4.4. Project Communications Channels

7.5. Emerging Trends and Practices in the Field of Communication

7.5.1. Evaluation of Communication Styles
7.5.2. Political Awareness
7.5.3. Cultural Awareness
7.5.4. Communication Technology

7.6. Stakeholder Identification and Analysis

7.6.1. Why Is it Important to Manage Stakeholders?
7.6.2. Stakeholder Analysis and Registration
7.6.3. Stakeholder Interests and Concerns
7.6.4. Considerations for Agile and Adaptive Environments

7.7. Stakeholder Management Planning

7.7.1. Appropriate Management Strategies
7.7.2. Tools and techniques

7.8. Stakeholder Participation Management. Management Strategy

7.8.1. Methods for Increasing Support and Minimizing Resistance
7.8.2. Tools and Techniques

7.9. Monitoring of Stakeholder Involvement

7.9.1. Stakeholder Performance Report
7.9.2. Tools and Techniques

Module 8. Technology Project Risk Management

8.1. Introduction to Risk Management

8.1.1. Definition of Risks

8.1.1.1. Threats
8.1.1.2. Opportunities
8.1.2. Types of Risks

8.2. Basic Concepts

8.2.1. Severity
8.2.2. Attitudes Towards Risk
8.2.3.Individual Risk vs. General Risk
8.2.4. Risk Categories

8.3. Risk Management: Benefits
8.4. Trends in Risk Management

8.4.1. Non-Event Risks
8.4.2. Project Resilience
8.4.3. Risks in Agile and Adaptive Environments

8.5. Risk Management Planning

8.5.1. Develop the Risk Management Plan
8.5.2. Tools and Techniques

8.6. Risk Identification

8.6.1. The Project Risk Register
8.6.2. Tools and Techniques

8.7. Perform Qualitative Risk Analysis

8.7.1. Qualitative Risk Analysis

8.7.1 1. Definition
8.7.1.2. Representation

8.7.2. Tools and techniques

8.8. Perform Quantitative Risk Analysis

8.8.1. Quantitative Risk Analysis: Definition and Representation
8.8.2. Tools and Techniques
8.8.3. Modelling and Simulation
8.8.4. Sensitivity Analysis
8.8.5. Contingency Reserve Calculation

8.9. Risk Response Planning and Implementation

8.9.1. Develop Risk Response Plan
8.9.2. Types of Threat Strategies
8.9.3. Types of Strategies for Opportunities
8.9.4. Reserves Management
8.9.5. Tools and Techniques
8.9.6. Implementation of Risk Response

8.10. Risk Monitoring

8.10.1. Risk Monitoring Concepts
8.10.2. Tools and Techniques

Module 9. Technology Project Procurement Management

9.1. Introduction to Acquisition Management

9.1.1. Definition of Contract
9.1.2. Legal Framework acquisitions

9.2. Basic Concepts

9.2.1. Definition of Contract
9.2.2. The Project Manager and the Contract
9.2.3. Main Activities
9.2.4. Centralized and Decentralized Contracting

9.3. Procurement Management: Benefits

9.3.1. Definition the Acquisition Strategy
9.3.2. Types of Strategies

9.4. Acquisitions in Adaptive Environments
9.5. Types of Contracts

9.5.1. Fixed Price Contracts
9.5.2. Reimbursable Cost Contracts
9.5.3. Time and Materials Contracts

9.6. Procurement Documentation

9.6.1. Types of Documents in the Context of an Acquisition
9.6.2. Document Flows in Procurement Management

9.7. Negotiation with Suppliers

9.7.1. Supplier Negotiation Objectives
9.7.2. Negotiation Techniques with Suppliers

9.8. Procurement Management Planning

9.8.1. Procurement Management Plan
9.8.2. Tools and Techniques

9.9. Procurement

9.9.1. Search, Selection and Evaluation of Bids
9.9.2. Tools and Techniques
9.9.3. Bid Weighting Matrix

9.10. Procurement Monitoring and Control

9.10.1. Procurement Monitoring and Control Points by Contract Type
9.10.2. Tools and Techniques

Module 10. PMP® or CAMP® Certification and Code of Ethics. Emerging Trends and Practices in Technology Project Management and Leadership

10.1. What Is PMP®, CAPM® and PMI®?

10.1.1. What Is PMP®?
10.1.2. CAPM®
10.1.3. PMI®
10.1.4. PMBOK

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

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

10.3. Professional Experience Report to PMI® (Project Management Institute)

10.3.1. Becoming a PMI® Member
10.3.2. PMP® and CAPM® Certification Exam Entry Requirements
10.3.3. Analysis of the Student's Professional Experience
10.3.4. Student Work Experience Report Help Template
10.3.5. PMI® Software Experience Report

10.4. PMP® or CAPM® Certification Examination

10.4.1. What is the PMP® or CAPM® Certification Exam Like?
10.4.2. Number of Scoring and Non-scoring Questions
10.4.3. Duration of the Exam
10.4.4. Passing Threshold
10.4.5. Number of Questions per Process Group
10.4.6. Qualification Methodology

10.5. Agile Methodologies

10.5.1. AGILE
10.5.2. SCRUM
10.5.3. Kanban
10.5.4. LEAN
10.5.5. Comparison with PMI® Certifications

10.6. Software Development in Agile Methodologies

10.6.1. Analysis of the Different Software on the Market
10.6.2. Advantages and Benefits

10.7. Advantages and Limitations of Implementing Agile Methodologies in your technology projects

10.7.1. Advantages
10.7.2. Limitations
10.7.3. Agile Methodologies vs. Traditional Tools

10.8. Code of Ethics in the Management of your Projects

10.8.1. Responsibility
10.8.2. Respect
10.8.3. Impartiality
10.8.4. Honesty

This is an excellent program if you are looking to specialize in Technological Projects Management"