TECH offers you 10 very complete Masterclasses thanks to the renowned International Guest Director of this Professional master’s degree in Technology Project Management"

Why Study at TECH?

TECH is the world's largest 100% online business school. It is an elite business school, with a model based on the highest academic standards. A world-class centre for intensive managerial skills training.   

TECH is a university at the forefront of technology, and puts all its resources at the student's disposal to help them achieve entrepreneurial success"

At TECH Global University

Innovation

The university offers an online learning model that combines the latest educational technology with the most rigorous teaching methods. A unique method with the highest international recognition that will provide students with the keys to develop in a rapidly-evolving world, where innovation must be every entrepreneur’s focus.

"Microsoft Europe Success Story", for integrating the innovative, interactive multi-video system.  

The Highest Standards

Admissions criteria at TECH are not economic. Students don't need to make a large investment to study at this university. However, in order to obtain a qualification from TECH, the student's intelligence and ability will be tested to their limits. The institution's academic standards are exceptionally high...  

95% of TECH students successfully complete their studies.

Networking

Professionals from countries all over the world attend TECH, allowing students to establish a large network of contacts that may prove useful to them in the future.  

100,000+ executives trained each year, 200+ different nationalities.

Empowerment

Students will grow hand in hand with the best companies and highly regarded and influential professionals. TECH has developed strategic partnerships and a valuable network of contacts with major economic players in 7 continents.  

500+ collaborative agreements with leading companies.

Talent

This program is a unique initiative to allow students to showcase their talent in the business world. An opportunity that will allow them to voice their concerns and share their business vision. 

After completing this program, TECH helps students show the world their talent. 

Multicultural Context

While studying at TECH, students will enjoy a unique experience. Study in a multicultural context. In a program with a global vision, through which students can learn about the operating methods in different parts of the world, and gather the latest information that best adapts to their business idea. 

TECH students represent more than 200 different nationalities.   

Learn with the best

In the classroom, TECH teaching staff discuss how they have achieved success in their companies, working in a real, lively, and dynamic context. Teachers who are fully committed to offering a quality specialization that will allow students to advance in their career and stand out in the business world. 

Teachers representing 20 different nationalities. 

TECH strives for excellence and, to this end, boasts a series of characteristics that make this university unique:   

Analysis

TECH explores the student’s critical side, their ability to question things, their problem-solving skills, as well as their interpersonal skills.  

Academic Excellence

TECH offers students the best online learning methodology. The university combines the Relearning method (a postgraduate learning methodology with the highest international rating) with the Case Study. A complex balance between tradition and state-of-the-art, within the context of the most demanding academic itinerary.  

TECH is the world’s largest online university. It currently boasts a portfolio of more than 10,000 university postgraduate programs. And in today's new economy, volume + technology = a ground-breaking price. This way, TECH ensures that studying is not as expensive for students as it would be at another university.  

At TECH, you will have access to the most rigorous and up-to-date case studies in the academic community”

TheProfessional master’s degree in Technology Project Management is a tailor-made program that is delivered in a 100% online format. This way, you can choose the time and place that best suits your availability, schedule, and interests, achieving the most effective learning for you.

A program that takes place over 12 months and is intended to be a unique and stimulating experience that lays the foundation for your success as a Technology Project Manager. 

We focus on enhancing and developing management and leadership skills that will allow you to select, train and motivate effective and high-performance work teams for the design of technology projects"  

Syllabus

The content of this Professional master’s degree has been designed by directors of large technological projects who bring to this program their experience and, therefore, their realistic and close vision of the professional reality, in a knowledgeable and proactive way.

Throughout the syllabus, all the aspects of project management will be analyzed, learning the key concepts in this field, the processes of identification, definition, unification and coordination.

A journey that will lead students to the analysis of the keys to the success of projects in different environments, and to the reflection on the essential management of time on their way to efficiency, cost management, quality, resources, communications, risk assessment, and the management of procurement and certifications.

All this development, with the help of professionals recognized and valued worldwide, in order to learn from the best, with the best learning system and a stimulating and attractive educational process.

Another key to the success of this program is the possibility of being the one who decides how to organize your learning: from the time, to the place and intensity of study. In this way, we ensure that this effort is fully compatible with your personal and professional life. So that you never lose motivation.

This program takes place over 12 months and is divided into 15 modules:  

Module 1. Introduction to Technology Project Design and Management and Technology Project Integration Management
Module 2. Technology Project Scope Management
Module 3. Time Management for Technology Projects
Module 4. Technology Project Cost Management
Module 5. Technology Project Quality Management
Module 6. Management of Technology Project Resources
Module 7. Communications and Stakeholder Management for Technology Projects
Module 8. Technology Project Risk Management
Module 9. Technology Project Procurement Management
Module 10. PMP® or CAPM® Certification and Code of Ethics. Emerging Trends and Practices in the Management and Administration of Technology Projects
Module 11. Leadership, Ethics and Social Responsibility in Companies 
Module 12. People and Talent Management
Module 13. Economic and Financial Management 
Module 14. Commercial Management and Strategic Marketing 
Module 15. Executive Management

Where, When and How is it Taught?

TECH offers its students the possibility of taking this Professional master’s degree in Technology Project Management completely online. During the 12 months of the specialization, students will be able to access all the contents of this program at any time, which will allow them to self-manage their study time. 

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 Administration and Portfolio Management 

1.2.1. Portfolios, Programs and Projects
1.2.2. Strategic Management

1.3. Standards and Best Practices for the Management of Technology Projects

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

1.4. Organizational Influences on the Design and Management of Technology Projects

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 Act of Incorporation of Technology Projects

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

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

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

1.8. Knowledge Management of Technology 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 Technology Projects
1.9.3. Tools and Techniques

1.10. Integrated Control of Changes in Technology Projects

1.10.1. Objectives and Benefits of Change Control on Projects
1.10.2. El 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. Scoop Creep and 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. Gather Requirements

2.6.1. Requirements Gathering and Negotiation
2.6.2. Tools and Techniques

2.7. Definition of Scope  

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 Data and Information 
2.10.2. Types of Performance Reports
2.10.3. Tools and Techniques

Module 3. Time Management for Technology Projects

3.1. Estimated Duration of Project Tasks

3.1.1. Three-point Estimation

3.1.1.1. Most Likely (tM)
3.1.1.2. Optimistic (tO)
3.1.1.3. Pessimistic (tP)

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 Tasks

3.2.1. Decomposition
3.2.2. Defining 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. Assumption Log
3.4.2. List of Activities
3.4.3. Attributes of the Activities
3.4.4. Assumption Log
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 Float
3.10.5. Free Float

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. Payback Period

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 (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. Cost Control Objectives and Benefits
4.9.2. Tools and Techniques

Module 5. Technology Project Quality Management

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. Continuing Improvement
5.4.3. Stakeholder Involvement
5.4.4. Recurring Retrospectives
5.4.5. 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 Project Human Resources: 

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

6.2. Management of Technology Resources 

6.2.1. What are Technology 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. Resource 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. Reference Power
6.4.6. Formal Power
6.4.7. Practical Exercises on How to Use the Different Powers of the Project Manager

6.5. Acquisition of the Appropriate 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. Collocation (Tight-Matrix)
6.7.4. Communication Technology
6.7.5. Team Building  Activities

6.8. Project Team Management. Performance Appraisals, Project Team Management

6.8.1. Planning
6.8.2. Types of Assessments 

6.8.2.1. Personal Assessments. 360º Assessments
6.8.2.2. Team Assessments

6.8.3. Variables Definition
6.8.4. Design of the Performance Assessment 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. 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. Communications and Stakeholder Management for Technology Projects

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 Engagement 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. StakeholderPerformance 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 Procurement Management 

9.1.1. Definition of Contract

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 of 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 Procurement Documents
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 Offers
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 the Management and Administration of Technology Projects

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 Professional Experience of the Student
10.3.4. Student Work Experience Report Help Template
10.3.5. PMI® Software Experience Report

10.4.  PMP® Certification Exam or CAPM® Exam

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. Responsibility

10.8.1. Respect
10.8.2. Impartiality
10.8.3. Honesty

Module 11. Leadership, Ethics and Social Responsibility in Companies

11.1. Globalization and Governance

11.1.1. Governance and Corporate Governance
11.1.2. The Fundamentals of Corporate Governance in Companies
11.1.3. The Role of the Board of Directors in the Corporate Governance Framework

11.2. Leadership

11.2.1. Leadership. A Conceptual Approach
11.2.2. Leadership in Companies
11.2.3. The Importance of Leaders in Business Management

11.3. Cross-Cultural Management

11.3.1. Concept of Cross-Cultural Management
11.3.2. Contributions to the Knowledge of National Cultures
11.3.3. Diversity Management

11.4. Management and Leadership Development

11.4.1. Concept of Management Development
11.4.2. Concept of Leadership
11.4.3. Leadership Theories
11.4.4. Leadership Styles
11.4.5. Intelligence in Leadership
11.4.6. The Challenges of Today's Leader

11.5. Business Ethics

11.5.1. Ethics and Morality
11.5.2. Business Ethics
11.5.3. Leadership and Ethics in Companies

11.6. Sustainability

11.6.1. Sustainability and Sustainable Development
11.6.2. The 2030 Agenda
11.6.3. Sustainable Companies

11.7. Corporate Social Responsibility

11.7.1. International Dimensions of Corporate Social Responsibility
11.7.2. Implementing Corporate Social Responsibility
11.7.3. The Impact and Measurement of Corporate Social Responsibility

11.8. Responsible Management Systems and Tools

11.8.1. CSR: Corporate Social Responsibility
11.8.2. Essential Aspects for Implementing a Responsible Management Strategy
11.8.3. Steps for the Implementation of a Corporate Social Responsibility Management System
11.8.4. Tools and Standards of CSR

11.9. Multinationals and Human Rights

11.9.1. Globalization, Multinational Corporations and Human Rights
11.9.2. Multinational Corporations and International Law
11.9.3. Legal Instruments for Multinationals in the Field of Human Rights

11.10. Legal Environment and Corporate Governance

11.10.1. International Rules on Importation and Exportation
11.10.2. Intellectual and Industrial Property
11.10.3. International Labor Law

Module 12. People and Talent Management

12.1. Strategic People Management

12.1.1. Strategic Human Resources Management
12.1.2. Strategic People Management

12.2. Human Resources Management by Competencies

12.2.1. Analysis of the Potential
12.2.2. Remuneration Policy
12.2.3. Career/Succession Planning

12.3. Performance Evaluation and Compliance Management

12.3.1. Performance Management
12.3.2. Performance Management: Objectives and Process

12.4. Innovation in Talent and People Management

12.4.1. Strategic Talent Management Models
12.4.2. Identification, Training and Development of Talent
12.4.3. Loyalty and Retention
12.4.4. Proactivity and Innovation

12.5. Motivation

12.5.1. The Nature of Motivation
12.5.2. Expectations Theory
12.5.3. Needs Theory
12.5.4. Motivation and Financial Compensation

12.6. Developing High Performance Teams

12.6.1. High-Performance Teams: Self-Managing Teams
12.6.2. Methodologies for Managing High Performance Self-Managed Teams

12.7. Change Management

12.7.1. Change Management
12.7.2. Types of Change Management Processes
12.7.3. Stages or Phases in Change Management

12.8. Negotiation and Conflict Management

12.8.1. Negotiation
12.8.2. Conflict Management
12.8.3. Crisis Management

12.9. Executive Communication

12.9.1. Internal and External Communication in the Business Environment
12.9.2. Communication Departments
12.9.3. The Head of Communication of the Company. The Profile of the Dircom

12.10. Productivity, Attraction, Retention and Activation of Talent

12.10.1. Productivity
12.10.2. Talent Attraction and Retention Levers

Module 13. Economic and Financial Management

13.1. Economic Environment

13.1.1. Macroeconomic Environment and the National Financial System
13.1.2. Financial Institutions
13.1.3. Financial Markets
13.1.4. Financial Assets
13.1.5. Other Financial Sector Entities

13.2. Executive Accounting

13.2.1. Basic Concepts
13.2.2. The Company's Assets
13.2.3. The Company's Liabilities
13.2.4. The Company's Net Worth
13.2.5. The Income Statement

13.3. Information Systems and Business Intelligence

13.3.1. Fundamentals and Classification
13.3.2. Cost Allocation Phases and Methods
13.3.3. Choice of Cost Center and Impact

13.4. Budget and Management Control

13.4.1. The Budgetary Model
13.4.2. The Capital Budget
13.4.3. The Operating Budget
13.4.4. The Cash Budget
13.4.5. Budget Monitoring

13.5. Financial Management

13.5.1. The Company's Financial Decisions
13.5.2. The Financial Department
13.5.3. Cash Surpluses
13.5.4. Risks Associated with Financial Management
13.5.5. Risk Management of the Financial Management

13.6. Financial Planning

13.6.1. Definition of Financial Planning
13.6.2. Actions to Be Taken in Financial Planning
13.6.3. Creation and Establishment of the Business Strategy
13.6.4. The Cash Flow Chart
13.6.5. The Working Capital Chart

13.7. Corporate Financial Strategy

13.7.1. Corporate Strategy and Sources of Financing
13.7.2. Corporate Financing Financial Products

13.8. Strategic Financing

13.8.1. Self-financing
13.8.2. Increase in Shareholder's Equity
13.8.3. Hybrid Resources
13.8.4. Financing through Intermediaries

13.9. Financial Analysis and Planning

13.9.1. Analysis of the Balance Sheet
13.9.2. Analysis of the Income Statement
13.9.3. Profitability Analysis

13.10. Analyzing and Solving Cases/Problems

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

Module 14. Commercial Management and Strategic Marketing

14.1. Commercial Management

14.1.1. Conceptual Framework of Commercial Management
14.1.2. Commercial Strategy and Planning
14.1.3. The Role of Sales Managers

14.2. Marketing

14.2.1. The Concept of Marketing
14.2.2. The Basic Elements of Marketing
14.2.3. Marketing Activities in Companies

14.3. Strategic Marketing Management

14.3.1. The Concept of Strategic Marketing
14.3.2. Concept of Strategic Marketing Planning
14.3.3. Stages in the Process of Strategic Marketing Planning

14.4. Digital Marketing and e-Commerce

14.4.1. Objectives of Digital Marketing and e-Commerce
14.4.2. Digital Marketing and the Media It Uses
14.4.3. E-Commerce. General Context
14.4.4. Categories of e-Commerce
14.4.5. Advantages and Disadvantages of e-Commerce Compared to Traditional Commerce

14.5. Digital Marketing to Reinforce a Brand

14.5.1. Online Strategies to Improve Brand Reputation
14.5.2. Branded Content and Storytelling

14.6. Digital Marketing to Attract and Retain Customers

14.6.1. Loyalty and Engagement Strategies Using the Internet
14.6.2. Visitor Relationship Management
14.6.3. Hypersegmentation

14.7. Digital Campaign Management

14.7.1. What Is a Digital Advertising Campaign?
14.7.2. Steps to Launch an Online Marketing Campaign
14.7.3. Mistakes in Digital Advertising Campaigns

14.8. Sales Strategy

14.8.1. Sales Strategy
14.8.2. Sales Methods

14.9. Corporate Communication

14.9.1. Concept
14.9.2. The Importance of Communication in the Organization
14.9.3. Type of Communication in the Organization
14.9.4. Functions of Communication in the Organization
14.9.5. Elements of Communication
14.9.6. Problems of Communication
14.9.7. Communication Scenarios

14.10. Digital Communication and Reputation

14.10.1. Online Reputation
14.10.2. How to Measure Digital Reputation?
14.10.3. Online Reputation Tools
14.10.4. Online Reputation Report
14.10.5. Online Branding

Module 15. Executive Management

15.1. General Management

15.1.1. The Concept of General Management
15.1.2. The Role of the CEO
15.1.3. The CEO and their Responsibilities
15.1.4. Transforming the Work of Management

15.2. Manager Functions: Organizational Culture and Approaches

15.2.1. Manager Functions: Organizational Culture and Approaches

15.3. Operations Management

15.3.1. The Importance of Management
15.3.2. Value Chain
15.3.3. Quality Management

15.4. Public Speaking and Spokesperson Education

15.4.1. Interpersonal Communication
15.4.2. Communication Skills and Influence
15.4.3. Communication Barriers

15.5. Personal and Organizational Communication Tools

15.5.1. Interpersonal Communication
15.5.2. Interpersonal Communication Tools
15.5.3. Communication in the Organization
15.5.4. Tools in the Organization

15.6. Communication in Crisis Situations

15.6.1. Crisis
15.6.2. Phases of the Crisis
15.6.3. Messages: Contents and Moments

15.7. Preparation of a Crisis Plan

15.7.1. Analysis of Possible Problems
15.7.2. Planning
15.7.3. Adequacy of Personnel

15.8. Emotional Intelligence

15.8.1. Emotional Intelligence and Communication
15.8.2. Assertiveness, Empathy, and Active Listening
15.8.3. Self- Esteem and Emotional Communication

15.9. Personal Branding

15.9.1. Strategies for Personal Brand Development
15.9.2. Personal Branding Laws
15.9.3. Tools for Creating Personal Brands

15.10. Leadership and Team Management

15.10.1. Leadership and Leadership Styles
15.10.2. Leadership Skills and Challenges
15.10.3. Managing Change Processes
15.10.4. Managing Multicultural Teams

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