Start up with total guarantee any first level IT project in the technological sector with the teaching acquired in this Advanced master’s degree"

The development of e-commerce platforms, the implementation of Artificial Intelligence, Cloud infrastructure, and the creation of Virtual and Augmented Reality applications require high-level work from IT professionals.

For this reason, this profile has become very important in recent years for large companies wishing to create disruptive projects. To facilitate this progression in a leading sector, TECH has created this Advanced master’s degree in Technology Project Management of 3,000 hours of intensive and advanced learning.

This is a 24-month program, which allows the graduate to take an academic journey through the technical elements for setting objectives, time management, cost management, defining the quality of the same, as well as monitoring through the most sophisticated tools.

All this, in addition, with a very useful knowledge for the improvement of actions, decision making or the coordination of multidisciplinary teams. A theoretical-practical itinerary that will be complemented by video summaries of each topic, videos in detail, specialized readings and case studies that can be accessed comfortably from any digital device with internet connection.

The professional is before an ideal academic option to be able to obtain a notorious progression in his career at the same time that he studies a first level degree. And the fact is that, without the obligation to attend classes in a center, or have fixed schedules, students have greater freedom to self-manage their study time and reconcile their daily activities with a cutting-edge teaching.

An academic option that will allow you to keep abreast of the latest trends and emerging practices in project management and leadership"

This Advanced master’s degree in Technological Project Management contains the most complete and up-to-date program on the market. The most important features include:

• The development of case studies presented by experts in Technology Project planning, development and Management
• The graphic, schematic, and practical contents with which they are created, provide scientific and practical information on the disciplines that are essential for professional practice
• Practical exercises where self-assessment can be used to improve learning
• Special focus on innovative methodologies in projects in the sector IT and technological
• 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

Fulfill the legal requirements in information security in technological projects with the knowledge you will acquire in this course"

Its teaching staff includes professionals from the technological field, who contribute their work experience to this program, as well as renowned specialists from prestigious companies and 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.

Learn more about the benefits of obtaining the PMP® or CAPM® Certification with this university degree"

Thanks to the multimedia pills and case studies you will get a dynamic learning about the Technological Project Management"

Thanks to the Relearning method, based on the continuous reiteration of the content of this program, the graduate of this university degree will be able to acquire effective learning, without investing a large number of hours of study. In this way, you will achieve an advanced education on Technological Project Management in only 24 months. To achieve this goal, it has an advanced syllabus that covers design, time management, costs, quality, resources and all those elements that will allow you to successfully carry out any work in the sector.

A unique academic option that provides you with innovative teaching material and a Relearning system that reduces study hours Enroll now"

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 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. Life cycle of technology projects
1.5.2. Process Groups
1.5.3. Dynamics of process groups

1.6. Development of the technology project constitution act

1.6.1. Definition of the charter of incorporation of technology projects
1.6.2. Tools and techniques

1.7. Development of the plan for the design and management of technological projects

1.7.1. Definition of the plan for the design and management of technological projects
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 work of technology projects

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 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 closure of technology projects

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

Module 2. Scope management of technology projects

2.1. Introduction to Scope Management

2.1.1. Scope of the Project
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 y 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 Data and Information
2.10.2. Types of Work Performance Reports
2.10.3. Tools and techniques

Module 3. Time management of technology projects

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. Uses 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. Cost management of technology projects

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 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

5.1.2. Key Concepts
5.1.3. Difference between Quality and Grade
5.1.4. Precision
5.1.5. Accuracy
5.1.6. 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 Engagement
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 Noncompliance 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 in Projects

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 Resources Management Planning and Estimation of Resources for Activities

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 Various 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. Coubication (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. Planning
6.8.2. Types of Assessments

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 (Force/Direct)
6.9.7. Practical Exercises to Know When to use Each Conflict Resolution Technique

6.10. Emerging Trends and Practices in the Management of Technology Project Resources

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. 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. Identification of Risks

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.Definición
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 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 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 CAPM® certification and code of ethics. Emerging trends and practices in technology project management and governance

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 Technology 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

Module 11. Agile Technology Project Direction and Management

11.1. Project Management

11.1.1. Project Management
11.1.2. Phases of a Project

11.2. Project Direction According to the Project Management Institute

11.2.1. PMI and PMBOK
11.2.2. Project, Program and Project Portfolio
11.2.3. Evolution and assets of the processes of organizations working with projects

11.3. Process Management according to the Process Management Institute

11.3.1. Process Groups and Knowledge Areas
11.3.2. Process Matrix

11.4. Agile Methodologies for Project Management

11.4.1. Application Motivation
11.4.2. Agile Values and Principles of the Agile Manifesto
11.4.3. Application Scenarios

11.5. SCRUM for Agile Project Management: Framework Description

11.5.1. Agile Management Framework
11.5.2. Scrum Pillars and Values

11.6. SCRUM for Agile Project Management: Model Implementation

11.6.1. Framework Implentation
11.6.2. People, Roles and Responsibilities on Scrum
11.6.3. Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective and Sprint Refinement

11.7. SCRUM for Agile Project Management

11.7.1. Backlog Product Sprint Backlog and Incremental Backlog
11.7.2. Scrum Team Agreements
11.7.3. Performance Assessment

11.8. KANBAN for Agile Project Management

11.8.1. The Model
11.8.2. Kanban Method, Elements and Benefits
11.8.3. Typical Usage Scenarios

11.9. KANBAN for Agile Project Management: Model Implementation

11.9.1. Fundame
11.9.2. Application
11.9.3. Performance Assessment

11.10. Project Direction Model Selection

11.10.1. Criteria for Selecting a Management Model Type
11.10.2. Traditional Methods vs. Agile Methods
11.10.3.  Conclusions

Module 12. Requirements Management and Process Analysis in Software Development Projects

12.1. Systems Analysis

12.1.1. Systems Analyst Functions
12.1.2. Software Development Cycle: SDLC and OO AGILE
12.1.3. SDLC, OO and Agile

12.2. Importance of Systems Analysis and Design

12.2.1. Information Systems
12.2.2. Integrating IT Technologies: HW and Software
12.2.3. Methodology Selection

12.3. Software Development Life Cycle

12.3.1. Campaigns and Types
12.3.2. Redemption and Drive
12.3.3. Types of Strategies
12.3.4. Digital Marketing Plan

12.4. Systems Model and Design: Integration

12.4.1. Dependencies with Other Operating Systems in the Organization
12.4.2. Integration Using Project Management Methodologies such as PMBOOK
12.4.3. Integration with Agile Methodologies

12.5. Requirements

12.5.1. Interactive Methods: Interviews, JAD and Questionnaires
12.5.2. Non-Interactive Methods: Observation and Revision Documents
12.5.3. Sampling Techniques: Sampling

12.6. Processes Analysis: DFDs

12.6.1. Multilevel DFD Development
12.6.2. DFD Types: Physical and Logical, Based on Events
12.6.3. DFD Partitioning

12.7. Processes Analysis: Data Dictionary

12.7.1. Creating Data Dictionaries Based on Previous DAFD
12.7.2. Data Dictionary Nomenclature
12.7.3. XML Creation for Data Exchange with Other Systems

12.8. Processes Analysis: Processes Specifications

12.8.1. Structured and Semi-structured Decisions
12.8.2. If-The-Else
12.8.3. Decision Tables and Trees

12.9. Importance of Design

12.9.1. Output Design
12.9.2. Input Design
12.9.3. Validating Design

12.10. Database Design

12.10.1. Normalization of Data
12.10.2. E-R Diagrams: One-to-many and Many-to-many Relationships
12.10.3. Destandardization

Module 13. Business Management: Technologies for Resource and Customer Management

13.1. Enterprise Information Management and Storage Systems

13.1.1. Enterprise Resource Planning
13.1.2. Customer Relationship Management
13.1.3. Enterprise Resource Planning vs. Customer Relationship Management
13.1.4. Enterprise Resource Planning and Customer Relationship Management in Business

13.2. Enterprise Resource Planning

13.2.1. Benefits of Enterprise Resource Planning in Companies
13.2.2. Implantation and Management
13.2.3. Enterprise Resource Planning Day-to-day

13.3. Enterprise Resource Planning and Management

13.3.1. ERP Modules
13.3.2. Enterprise Resource Planning System Types
13.3.3. Tools Available on the Market

13.4. Customer Relationship Management

13.4.1. Implementing Customer Relationship Management in Companies
13.4.2. Information System Design
13.4.3. Customer Relationship Management for Processes Implementation

13.5.  Customer Relationship Management for Project Design

13.5.1. Current Situation
13.5.2. Sales or Loyalty
13.5.3. Customer Loyalty Profitability

13.6. Customer Relationship Management. Working with Information

13.6.1. Project Marketing and Management
13.6.2. Success Factors
13.6.3. Strategies

13.7. Customer Relationship Management. Communication Tools

13.7.1. Communication
13.7.2. The Information
13.7.3. Active Listening
13.7.4. Investment Strategies in Information Systems

13.8. Customer Relationship Management. Dissatisfied Customer Recovery

13.8.1. Detecting Errors in Time
13.8.2. Correcting and Remeding Errors
13.8.3. Customer Recovery and Continuous Improvement Process Design

13.9. IT Projects

13.9.1. Objectives
13.9.2. Enterprise Resource Planning and Customer Relationship Management for Attracting Customers
13.9.3. Projects Design
13.9.4. Assessing and Recording Results

13.10. Computer Project Development

13.10.1. Frequent Errors
13.10.2. Methodology
13.10.3. Segmentation and Processes
13.10.4. Education
13.10.5. Actions Design Applied to Customer Relationship Management and Enterprise Resource Planning

Module 14. IT Project Management and Control through Business Intelligence

14.1. Business Intelligence

14.1.1. Business Intelligence
14.1.2. Data Management
14.1.3. Data Life Cycle
14.1.4. Architecture
14.1.5. Applications

14.2. IT Project Management Using Analytical Techniques

14.2.1. Business Intelligence Selection
14.2.2. Advantages of Using Business Intelligence in Projects
14.2.3. Examples and Applications

14.3. Harvesting and Storage

14.3.1. Business Models and Data Models
14.3.2. Types of Storage
14.3.3. Storing Big Data in the Cloud

14.4. Massive Data and Information Processing

14.4.1. Types of Data Processing
14.4.2. Techniques to Simplify Massive Processing
14.4.3. Cloud Processing

14.5. Analytical Techniques

14.5.1. Analytical Techniques
14.5.2. Predictive Analyses
14.5.3. Pattern Analysis and Recommendation
14.5.4. Scalable Machine Learning

14.6. Visualization for Decision Making

14.6.1. Visualization and Data Analysis
14.6.2. Data Science
14.6.3. Data Analysis Visualization
14.6.4. Reports Design

14.7. Business Information Consumption

14.7.1. Control Panel
14.7.2. KPI Design and Mining
14.7.3. Geographic Information

14.8. Security and Governance

14.8.1. Security/Safety
14.8.2. Governance

14.9. Real Applications to IT Projects

14.9.1. From Harvesting to Processing
14.9.2. From Analysis to Visualization

14.10. Project Management

14.10.1. Project
14.10.2. Requirements and Objectives
14.10.3. Start-up and Implementation

Module 15. IT Project Strategic Monitoring and Control

15.1. Data and Information in Decision Making and Project Management

15.1.1. Business Intelligence
15.1.2. Business Intelligence Concept Evolution
15.1.3. Data Life Cycle

15.2. Information Analysis Techniques

15.2.1. Descriptive Analytics
15.2.2. Prescriptive Analytics
15.2.3. Predictive Analytics
15.2.4. Pattern Analysis and Recommendation
15.2.5. Benefits of IT Projects Analysis

15.3. Types of Data

15.3.1. Structured Data
15.3.2. Semi-Structured Data
15.3.3. Unstructured Data

15.4. Storage and Management

15.4.1. Data Lake, Data Warehouse and Data Mart
15.4.2. Stages in Data Management: Mining, Processing and Loading
15.4.3. ETL and ELT Paradigm

15.5. Data Management for Project Implementation

15.5.1. Data Use in Project Design
15.5.2. Decision Making
15.5.3. Benefits

15.6. Business Intelligence Solutions: Power BI

15.6.1. Ecosystem
15.6.2. Potential Strengths and Weaknesses

15.7. Business Intelligence Solutions: Tableau

15.7.1. Ecosystem
15.7.2. Strengths and Weaknesses

15.8. Business Intelligence Solutions: Qlik

15.8.1. Ecosystem
15.8.2. Potential Strengths and Weaknesses

15.9. Business Intelligence Solutions: Prometheus

15.9.1. Ecosystem
15.9.2. Potential Strengths and Weaknesses

15.10. Future of Business Intelligence

15.10.1. Cloud Applications
15.10.2. Self-consumption Business Intelligence
15.10.3. Integration with Data Science: Value Creation

Module 16. Digital Analytics for Decision-Making in Technology Projects

16.1. Digital Analytics

16.1.1. Digital Analytics
16.1.2. Modus Operandi

16.2. Google Analytics: Analysis Tool

16.2.1. Google Analytics
16.2.2. Quantifying and Qualifying: Metrics and Dimensions
16.2.3. Analysis Objectives

16.3. Metrics

16.3.1. Basic Metrics
16.3.2. KPI (Key Performance Indicators) or Advanced Metrics
16.3.3. Objetive: Conversion

16.4. Dimensions

16.4.1. Campaign/Keyword
16.4.2. Source/Media
16.4.3. Contents

16.5. Google Analytics

16.5.1. Tool Set-up and Configuration
16.5.2. Current Versions: UA/GA4
16.5.3. Conversion Objectives: Conversion Funnels

16.6. Google Analytics Structure: Work Areas

16.6.1. Accounts
16.6.2. Properties
16.6.3. Views

16.7. Google Analytics Reports

16.7.1. In Real Time
16.7.2. Audience
16.7.3. Acquisition
16.7.4. Behaviour
16.7.5. Conversions

16.8. Google Analytics Advanced Reports

16.8.1. Personalised Reports
16.8.2. Panels
16.8.3. APIs

16.9. Filtering

16.9.1. Filtering and Segmentation: Usability
16.9.2. Predefined Segments and Personalized Segments
16.9.3. Remarketing Lists

16.10. Digital Analytics Plan

16.10.1. Measurement
16.10.2. Implementation in the Technological Environment
16.10.3. Conclusions

Module 17. Improving IT Projects and Businesses Using Analytical Techniques

17.1. Company Data Analytics

17.1.1. Company Data Analytics
17.1.2. Value
17.1.3. Project Management According to Value

17.2. Digital Marketing

17.2.1. Digital Marketing
17.2.2. Benefits of Digital Marketing

17.3. Digital Marketing: Preparation

17.3.1. Campaigns
17.3.2. Implementation and Measurement
17.3.3. Digital Strategy Variants
17.3.4. Planning

17.4. Digital Marketing: Implementation

17.4.1. Applications
17.4.2. Integration in Web Environments

17.5. Life Cycle

17.5.1. Customer Journey vs. Campaigns
17.5.2. Measurement

17.6. Data management

17.6.1. Datawarehouse and Datalab
17.6.2. Applications for the Generation of Campaign Bases
17.6.3. Drive Options

17.7. Campaign Exclusions

17.7.1. Types
17.7.2. GDPR and Robinson
17.7.3. Data Anonymization

17.8. Control Panels

17.8.1. Audience
17.8.2. Story-Telling
17.8.3. Applications

17.9. Value Conclusions in Data Analytics:

17.9.1. Customer Global Vision
17.9.2. Analysis Strategy and Types
17.9.3. Applications

17.10. Application in Business Scenarios

17.10.1. Wallet Clustering
17.10.2. Predictive Risk Models
17.10.3. Wallet Customers Characterization
17.10.4. Image Processing
17.10.5. Bid Proposal Forms

Module 18. Quality in Software Project Management and Implementation

18.1. Software Quality

18.1.1. Methodologies and Standards
18.1.2. Software Quality Reports: Standish Group CHAOS Report
18.1.3. Software quality certifications: ISO and AENOR

18.2. Secure Codification

18.2.1. Codification: Reasons and Types of Codes
18.2.2. Codification Rules

18.3. Data Quality Via Input Validation

18.3.1. Efficient Data Capture
18.3.2. Data-Entry Models: OCR, Keyboard, RFID, etc
18.3.3. Data Validation Tests

18.4. Total Quality Management: Six Sigma

18.4.1. TQM
18.4.2. Six Sigma: Methodology and Culture
18.4.3. Top-Down Design Systems and Modular Programming
18.4.4. Documentation: FOLKLORE Documentation Method

18.5. Tests, Maintenance and Audits

18.5.1. Test Processes
18.5.2. Using Test Data
18.5.3. Audits and External Auditing

18.6. Quality of Network Implemented Products

18.6.1. Client-Server Technology
18.6.2. Cloud Computing Technology

18.7. User Training

18.7.1. User training strategies
18.7.2. Training Guide

18.8. Conversion/Migration to New Systems Strategies

18.8.1. Migration Strategies: Parallel, Gradual
18.8.2. Migration/Conversion Plans
18.8.3. Data Owners Management

18.9. Security/Safety

18.9.1. Physical and Logical Security: Document Destruction
18.9.2. E-Commerce
18.9.3. Disaster-Recovery Plans

18.10. Assessment

18.10.1. Quality Assessment Techniques
18.10.2. Evaluation in Web Environments

Module 19. Regulatory compliance for information security in technology projects

19.1. Data Protection Regulation

19.1.1. Regulatory Framework
19.1.2. Subjects Obliged to Comply with the Regulations

19.1.2.1. Controllers, co-responsible parties and persons in charge of treatment

19.1.3. Data Protection Officer

19.2. Treatment of Personal Data

19.2.1. Fairness, Loyalty and Transparency
19.2.2. Purpose Limitation
19.2.3. Data Minimisation, Accuracy and Limitation of Retention Period
19.2.4. Integrity and Confidentiality
19.2.5. Proactive Responsibility

19.3. Data Protection by Design and by Default

19.3.1. Data Pseudonymization
19.3.2. Data Minimization
19.3.3. Organizational Measures in Accordance with the Purpose of Processing

19.4. Bases of lawfulness or legitimacy and authorizations for data processing data communication

19.4.1. Consent
19.4.2. Contractual Relationship or Pre-contractual Measures
19.4.3. Fulfillment of a Legal Obligation
19.4.4. Protection of Vital Interests of the Data Subject or Another Person
19.4.5. Public Interest or Exercise of Public Powers
19.4.6. Legitimate Interests: Interest Weighting

19.5. Individuals Rights

19.5.1. Transparency and Information
19.5.2. Access
19.5.3. Rectification and Deletion (Right to be Forgotten), Limitation and Portability
19.5.4. Opposition and Automated Individual Decisions
19.5.5. Limits to Rights

19.6. Risk Analysis and Management of Personal Data Processing

19.6.1. Identification of Risks and Threats to the Rights and Freedoms of Individuals
19.6.2. Risk Assessment
19.6.3. Risk Management Plan

19.7. Techniques for Ensuring Compliance with Data Protection Regulations

19.7.1. Identification of Proactive Accountability Measures
19.7.2. Processing Activities Register
19.7.3. Security Breach Management
19.7.4. Codes of Conduct and Certifications

19.8. The Data Protection Impact Assessment (DPA or DPIA)

19.8.1. EIPD Needs Assessment
19.8.2. Evaluation Methodology
19.8.3. Identification of Risks and Threats
19.8.4. Prior Consultation with the Supervisory Authority

19.9. Information Security

19.9.1. Security Regulatory Framework
19.9.2. ICT Security Products Assessment and Certification
19.9.3. STIC Products and Services Catalog (CPSTIC)

19.10. Control Authorities. Violations and Penalties

19.10.1. Violations
19.10.2. Fines
19.10.3. Penalty Procedure
19.10.4. Control Authorities and Cooperation Mechanisms

Module 20. Team Management in IT Projects

20.1. Team Management

20.1.1. Management Skills
20.1.2. Human Capital Management and Managerial Functions
20.1.3. Classification and Types of Management Skills
20.1.4. Group Leadership Management in Companies

20.2. Team Building

20.2.1. Team Management
20.2.2. Performance Evaluation
20.2.3. Delegation and Empowerment
20.2.4. Commitment Management

20.3. Work Teams

20.3.1. Culture: Mission, Vision, Values
20.3.2. Planning and Strategy
20.3.3. Organization and Monitoring
20.3.4. Feedback and Feedforward
20.3.5. Results Assessment

20.4. Stages in Team Training

20.4.1. Dependence Stage
20.4.2. Counter-Dependence Stage
20.4.3. Independence Stage
20.4.4. Interdependence Stage

20.5. IT Project Organization

20.5.1. Company Planning
20.5.2. Time Planning
20.5.3. Resource Planning
20.5.4. Costs Planning

20.6. Talent Management in the company

20.6.1. Talent
20.6.2. Talent Management
20.6.3. Talent Dimensions
20.6.4. Attracting Talent

20.7. Company Communication

20.7.1. The Company’s Communication Process

20.7.1.1. Internal Relationships and Communication of the company
20.7.1.2. Relationship between Company Organization and Communication: Centralization or Decentralization
20.7.1.3. Internal and External Communication Tools

20.7.2. Interpersonal Relations in the Company

20.7.2.1. Interpersonal Communication and Conflicts
20.7.2.2. Communication Filters and Barriers
20.7.2.3. Criticism and Active Listening
20.7.2.4. Active Listening Techniques

20.8. Negotiation Techniques in Companies

20.8.1. Negotiation at the Managerial Level in Technology Companies

20.8.1.1. Negotiation
20.8.1.2. Styles of Negotiation
20.8.1.3. Negotiation Phases

20.8.2. Negotiation Techniques

20.8.2.1. Negotiation Strategies and Tactics
20.8.2.2. Negotiation Types

20.8.3. The Figure of the Negotiating Subject

20.8.3.1. Negotiator Characteristics
20.8.3.2. Types of Negotiators
20.8.3.3. Psychology in Negotiation

20.9. Coaching and Business Management

20.9.1. Business Coaching
20.9.2. The Practice of Coaching
20.9.3. Coaching in Organizations

20.10. Mentoring and Business Management

20.10.1. Mentoring
20.10.2. The 4 Processes of a Mentoring Program

20.10.2.1. Processes
20.10.2.2. Mentors in Companies
20.10.2.3. Protégés in Technological Companies

20.10.3. Benefits of Mentoring in Companies

20.10.3.1. Benefits for the Organization: Mentor and Mentored

20.10.4. Differences between Mentoring and Coaching

Thanks to this university degree you will be able to incorporate the most advanced digital techniques for decision making in Technological Projects"