Develop an excellent project and lead it to success by estimating every threat and benefit"

Although, at the beginning of a project, it may seem that nothing can happen, the truth is that there are many factors that can affect it. Anticipating and dealing with unexpected situations is the team leader's responsibility, who must develop a plan of action to deal with any eventuality. With this Postgraduate diploma, students will find the ideal opportunity to learn how to detect these threats and, in addition, to carry out the quality protocols that guarantee the success of the work.

Therefore, we will start by defining the organizational structure of the team and the strategy to carry out the project. Likewise, a brief overview will be given of standards and best practices such as PRINCE2, PMP and ISO 21500:2012, the latter being a statute that guides the concepts and processes related to the direction and management of projects.

During the program, the student will also learn to define a threat and identify opportunities, differentiating between individual and general risk. To do so, they will learn how to perform a qualitative and quantitative analysis, establishing a sensitivity analysis and the calculation of contingency reserves. This will enable the student to learn how to plan a response and monitor it appropriately.

With the knowledge provided in this Postgraduate diploma, the student will be able to make accurate, fast and effective decisions, which will be supported by a series of concrete data on the reality of the job.

Apply the knowledge learned in this Postgraduate diploma and start to grow in your company"

This Postgraduate diploma in Quality, Risk and Procurement Management of a Technology Project contains the most complete and up-to-date program on the market. Its most notable 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 self-assessment can be used 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 

This program will prepare you to face any challenge and threat, which will help you become a leader of the future"

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.

Learn how to search, select and evaluate offers from suppliers that best suit your project needs"

At TECH Global University, you will be provided with the best tools and a unique methodology to learn how to be the best in your profession"

The structure of this program is designed to address the concepts concerning quality management and risk prevention in a Technology Project. It will also enable students to develop their skills in contract management between customers and suppliers. To this end, they will learn how to take preventive measures against risks and to carry out an exhaustive control of the regulations in order to guarantee the quality and execution of a job. 

A syllabus that adapts to your needs to position you among the best in the industry"

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 Good Practices for Technology Project Management

1.3.1. PRINCE2
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 Quality Management

2.1. Importance of Quality Management in Projects

2.1.1. Key Concepts
2.1.2. Difference between Quality and Grade
2.1.3. Precision
2.1.4. Accuracy
2.1.5. Metrics

2.2. Quality Theorists

2.2.1. Edwards Deming

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

2.2.2. Continuing Improvement
2.2.3. Joseph Juran. Pareto Principle

2.2.3.1. Fitness for Purpose Theory

2.2.4. Total Quality Management Theory
2.2.5. Kaoru Ishikawa (Herringbone)
2.2.6. Philip Crosby (Cost of Low Quality)

2.3. Regulations: ISO 21500

2.3.1. Introduction
2.3.2. Background and History
2.3.3. Objectives and characteristics
2.3.4. Process group-Subject group
2.3.5. ISO 21500 vs. PMBOK
2.3.6. Future of the Standard

2.4. Emerging Trends and Practices in Quality Management

2.4.1. Policy Compliance and Auditing
2.4.2. Standards and Compliance
2.4.3. Continuing Improvement
2.4.4. Stakeholder Involvement
2.4.5. Recurring Retrospectives
2.4.6. Subsequent Retrospectives

2.5. Quality Management Planning

2.5.1. Cost-benefit Analysis
2.5.2. Multi-criteria Decision Analysis
2.5.3. Test Planning and Inspection
2.5.4. Flow Diagrams
2.5.5. Logical Data Model
2.5.6. Matrix Diagram
2.5.7. Interrelationship Digraphs

2.6. Quality Compliance and Noncompliance Costs

2.6.1. Compliance Costs
2.6.2. Non-Compliance or Non-Conformance Costs
2.6.3. Prevention Costs
2.6.4. Valuation Costs
2.6.5. Internal Failures
2.6.6. External Failures
2.6.7. Marginal Cost of Quality
2.6.8. Optimum Quality

2.7. Quality Management

2.7.1. Checklists
2.7.2. Analysis of Alternatives
2.7.3. Document Analysis
2.7.4. Process Analysis
2.7.5. Root Cause Analysis
2.7.6. Cause-and-effect Diagrams
2.7.7. Histograms
2.7.8. Scatter Plots
2.7.9. Design for X
2.7.10. Quality Improvement Methods

2.8. Quality Audits

2.8.1. What is an Internal Quality Audit?
2.8.2. Different Types of Audits
2.8.3. Objectives of an Internal Audit
2.8.4. Benefits of Internal Audits
2.8.5. Actors Involved in Internal Auditing
2.8.6. Internal Audit Procedure

2.9. Quality Control

2.9.1. Verification Sheets
2.9.2. Statistical Sampling
2.9.3. Questionnaires and Surveys
2.9.4. Performance Reviews
2.9.5. Inspection
2.9.6. Product Testing/Evaluation
2.9.7. Retrospectives and Lessons Learned

Module 3. Technology Project Risk Management

3.1. Introduction to Risk Management

3.1.1. Definition of Risks

3.1.1.1. Threats
3.1.1.2. Opportunities

3.1.2. Types of Risks

3.2. Basic Concepts

3.2.1. Severity
3.2.2. Attitudes Towards Risk
3.2.3. Individual Risk vs. General Risk
3.2.4. Risk Categories

3.3. Risk Management: Benefits
3.4. Trends in Risk Management

3.4.1. Non-Event Risks
3.4.2. Project Resilience
3.4.3. Risks in Agile and Adaptive Environments

3.5. Risk Management Planning

3.5.1. Develop the Risk Management Plan
3.5.2. Tools and Techniques

3.6. Risk Identification

3.6.1. The Project Risk Register
3.6.2. Tools and Techniques

3.7. Perform Qualitative Risk Analysis

3.7.1. Qualitative Risk Analysis

3.7.1.1. Definition
3.7.1.2. Representation

3.7.2. Tools and Techniques

3.8. Perform Quantitative Risk Analysis

3.8.1. Quantitative Risk Analysis: Definition and Representation
3.8.2. Tools and Techniques
3.8.3. Modelling and Simulation
3.8.4. Sensitivity Analysis
3.8.5. Contingency Reserve Calculation

3.9. Risk Response Planning and Implementation

3.9.1. Develop Risk Response Plan
3.9.2. Types of Threat Strategies
3.9.3. Types of Strategies for Opportunities
3.9.4. Reserves Management
3.9.5. Tools and Techniques
3.9.6. Implementation of Risk Response

3.10. Risk Monitoring

3.10.1. Risk Monitoring Concepts
3.10.2. Tools and Techniques

Module 4. Technology Project Procurement Management

4.1. Introduction to Acquisition Management

4.1.1. Definition of Contract
4.1.2. Legal Framework acquisitions

4.2. Basic Concepts

4.2.1. Definition of Contract
4.2.2. The Project Manager and the Contract
4.2.3. Main Activities
4.2.4. Centralized and Decentralized Contracting

4.3. Procurement Management: Benefits

4.3.1. Definition of the Acquisition Strategy
4.3.2. Types of Strategies

4.4. Acquisitions in Adaptive Environments
4.5. Types of Contracts

4.5.1. Fixed Price Contracts
4.5.2. Reimbursable Cost Contracts
4.5.3. Time and Materials Contracts

4.6. Procurement Documentation

4.6.1. Types of Documents in the Context of an Acquisition
4.6.2. Document Flows in Procurement Management

4.7. Negotiation with Suppliers

4.7.1. Supplier Negotiation Objectives
4.7.2. Negotiation Techniques with Suppliers

4.8. Procurement Management Planning

4.8.1. Procurement Management Plan
4.8.2. Tools and Techniques

4.9. Procurement

4.9.1. Search, Selection and Evaluation of Bids
4.9.2. Tools and Techniques
4.9.3. Bid Weighting Matrix

4.10. Procurement Monitoring and Control

4.10.1. Procurement Monitoring and Control Points by Contract Type
4.10.2. Tools and Techniques 

Standards and good practices ensure the quality of your work as the IT manager of a project"