Thanks to this Professional master’s degree you will be able to increase your knowledge in the field of international turnkey projects, achieving a notorious advance in your career" 

This complete program is designed to provide the student with in-depth knowledge of the content and the engineering techniques for large international projects (EPC). This type of work, ranging from conceptual, basic and detail engineering, to final installation tests, personnel training and delivery of the final result to the client, requires engineers with a high level of specific training in Project Management to ensure a successful project. This is exactly what the professional will find in this program, in which they will also acquire the necessary skills to work in this field with greater guarantees of success.

This Professional master’s degree, which TECH offers to engineers will provide them with in-depth and global knowledge of the subject. It will allow them to learn about each of the important points to be taken into account for a project to be developed in accordance with the maximum demands of the international market both in terms of time and cost.

During the course, the engineering professional will delve into everything related to international projects, from the existing types depending on the type of contract or service, the analysis and development of each stage of the project, control of the main aspects that allow the project to be carried out successfully, as well as the fundamental notions and management of international projects.

The national and international experience of the teaching staff and their multidisciplinary training will make this Professional master’s degree a unique qualification, which will provide professionals with expertise in the management of the entire cycle of an EPC Project. In this way, graduates of this degree will ensure that they have in-depth knowledge of all aspects of services related to the design, procurement and construction of any project.

Therefore, MBA in Management of Large International Projects (EPC) integrates the most complete and innovative educational program in the current market in terms of knowledge and latest available technologies, in addition to encompassing all sectors or parties involved in this field. In addition, the Professional Master's Degree consists of exercises based on real cases of situations currently managed or previously faced by the teaching team.

All this, in a 100% online program that provides the student the ease of being able to do it whenever they want, as they only need a device with Internet access. In addition, a prestigious International Guest Director will offer 10 rigorous Masterclasses that will allow engineers to acquire advanced skills to plan, execute and supervise all phases of EPC Projects. 

A renowned International Guest Director will offer 10 intensive Masterclasses on the latest trends in Contract Management" 

This Professional master’s degree in MBA in Management of Large International Projects (EPC) contains the most complete and up-to-date program on the market. The most important features include: 

• Practical cases presented by experts in Civil Engineering and Geotechnics
• The graphic, schematic, and practical contents with which they are created, provide scientific and practical information on the disciplines that are essential for professional practice
• Practical exercises where the self-assessment process can be carried out to improve learning
• Its special emphasis on innovative methodologies
• Theoretical lessons, questions to the expert, debate forums on controversial topics, and individual reflection assignments
• Content that is accessible from any fixed or portable device with an Internet connection

You will have access to not only the best didactic material, but also the best teaching staff on the international scene"

The program’s teaching staff includes professionals in 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 education programmed to prepare for real situations. 

The design of this program focuses on Problem-Based Learning, by means of which the professional must try to solve the different professional practice situations that are presented throughout the academic course. For this purpose, the professional will be assisted by an innovative interactive video system created by renowned and experienced engineering experts. 

Take this program and be part of major international projects that will be relevant in the coming years, contributing with your knowledge to major advances in engineering"

If you are looking to grow in your profession, without putting aside the rest of your daily tasks, then this program is for you"

The syllabus has been built based on the intensive and high-impact specialization requirements of in this program. Through a complete course, which incorporates all the fields of work in which management of large EPC projects is involved, the student will develop their theoretical and practical knowledge, achieving professional and personal growth that will allow them to intervene in this field of work with confidence. You will achieve this through top-notch content designed by the best professionals in the industry. 

Learn with the best and acquire the knowledge and skills you need to intervene in this area of development with total success" 

Module 1. International Projects 

1.1. Projects and Organizational Context 

1.1.1. Project in the Organization 
1.1.2. Project Elements 
1.1.3. Importance of the Project in the Organization 

1.2. Types of Projects by Service 

1.2.1. Types of Projects 
1.2.2. Project Analysis 
1.2.3. Project Orientation 

1.3. Main Processes in the Development of a Project 

1.3.1. Start-up and Planning Process 
1.3.2. Execution and Monitoring 
1.3.3. Closing Process 

1.4. Cost, Scope and Quality Constraints Analysis 

1.4.1. Cost Constraint Analysis 
1.4.2. Restriction Scope 
1.4.3. Quality Restriction 

1.5. Time, Resource and Risk Constraints 

1.5.1. Time Constraint Analysis 
1.5.2. Restriction Resources 
1.5.3. Restriction Risks 

1.6. Analysis of Contract Types 

1.6.1. Contract at Unitary Price 
1.6.2. “Lump Sum” Contract or Global Sum 
1.6.3. Cost Plus Margin Contract 

1.7. Project Management According to Typology 

1.7.1. Project Management at Unit Price 
1.7.2. Lump Sum/Global Project Management 
1.7.3. Cost Plus Margin Project Management 

1.8. Project, Program and Portfolio 

1.8.1. Analysis of the Project in the Organization 
1.8.2. Analysis of the Program in the Organization 
1.8.3. Portfolio Analysis in the Organization 

1.9. Interested in the Project 

1.9.1. Project Stakeholder Pyramid 
1.9.2. Analysis of Stakeholders 
1.9.3. Interaction of Stakeholders 

1.10. Analysis of the Organization's Process Assets 

1.10.1. Asset Analysis in Startup and Planning 
1.10.2. Analysis of Assets in Execution and Control 
1.10.3. Analysis of Assets at Closing 

Module 2. Turnkey Projects (EPC) 

2.1. EPC Project 

2.1.1. EPC Project Context 
2.1.2. Project Components 
2.1.3. Needs Analysis 

2.2. EPC Project Stages 

2.2.1. Identification of Stages in EPC Projects 
2.2.2. Identification of Initial Needs in Stages 
2.2.3. Timing of Each Stage 

2.3. Management of Stage E - Engineering 

2.3.1. Analysis of Stage E 
2.3.2. Timeline for Stage E 
2.3.3. Resources Required for Stage E 

2.4. Analysis of Stage E - Engineering 

2.4.1. Structure Required for Stage E Development
2.4.2. Restrictions 
2.4.3. Difficulties and Risks 

2.5. Management of Stage P - Procurement 

2.5.1. Analysis of Stage P 
2.5.2. Schedule 
2.5.3. Resources Required 

2.6. Analysis of Stage P - Procurement 

2.6.1. Structure Required for the Development Stage P 
2.6.2. Restrictions 
2.6.3. Difficulties and Risks 

2.7. Management of Stage C - Construction 

2.7.1. Analysis of Stage C 
2.7.2. Schedule 
2.7.3. Resources Required 

2.8. Analysis of Stage C - Construction 

2.8.1. Structure Required for Stage C Development 
2.8.2. Restrictions 
2.8.3. Difficulties and Risks 

2.9. EPC Projects: RRHH Department 

2.9.1. Main Functions 
2.9.2. Resources Required for this Department 
2.9.3. Coordination and Communications with the Rest of the Project 

2.10. EPC Projects: Contracts Department 

2.10.1. Main Functions 
2.10.2. Resources Required for this Department 
2.10.3. Coordination and Communications with the Rest of the Project 

Module 3. Stage Management and Control in Turnkey Projects (EPC) 

3.1. Coordination of Stages in EPC Project 

3.1.1. Stage Planning 
3.1.2. Inter-team Communications 
3.1.3. Incident Resolution Process Steps 

3.2. Stage C: Main Structural Components: Quality 

3.2.1. Component Q. Quality 
3.2.2. Analysis of the Quality part of the Project 
3.2.3. Structure and Importance 

3.3. Stage C: Major Structural Components: Safety and Health 

3.3.1. HSE Component. Health and Safety 
3.3.2. Analysis of the Health and Safety Part of the Project 
3.3.3. Structure and Importance 

3.4. Stage C: Main Structural Components: Costs 

3.4.1. Component C. Costs 
3.4.2. Analysis of the Cost Control Part of the Project 
3.4.3. Structure and Importance 

3.5. Stage C: Main Structural Components: Deadlines 

3.5.1. Component P. Term 
3.5.2. Analysis of the Deadline Control Part of the Project 
3.5.3. Structure and Importance 

3.6. International EPC Project Management 

3.6.1. Project Manager Management 
3.6.2. Director Characteristics 
3.6.3. Coordination and Communication 

3.7. Analysis of International EPC Projects 

3.7.1. Global Analysis of the Project from the Management 
3.7.2. Management Reporting Processes 
3.7.3. Control of the Main KPIs of the Project 

3.8. Deviations EPC Projects 

3.8.1. Main Deviations in EPC Projects 
3.8.2. Variance Analysis 
3.8.3. Deviation Notification Procedure for Customer 

3.9. Analysis and Monitoring of Economic Deviations of the Project with Respect to Contract 

3.9.1. Production Control 
3.9.2. Cost Control 
3.9.3. Production Monitoring vs. Costs 

3.10. Non-conformity Management in EPC Projects 

3.10.1. Main Non-Conformities in EPC Projects 
3.10.2. Management Procedures 
3.10.3. Analysis and Mitigation 

Module 4. Contract Management in Projects

4.1. Contract Management in Projects 

4.1.1. Analysis of Contract Management in Projects 
4.1.2. Necessity of Contract Management 
4.1.3. Contract Management Objectives 

4.2. Functions of the Contract Manager 

4.2.1. Main Functions of the CM in the Project 
4.2.2. Characteristics of the CM Position 
4.2.3. Contract Management Indicators 

4.3. Process in the Management of a Contract 

4.3.1. Design of a Contract Management Plan 
4.3.2. Stages of the Management Plan 
4.3.3. Adversities in Contract Management 

4.4. Success Factors in Contract Management 

4.4.1. Analysis of Main Success Factors 
4.4.2. Planning and Evolution of Contract Management 
4.4.3. Performance Management and Relationship Between Parties 

4.5. Main Stages of Contract Management 

4.5.1. Planning and Execution 
4.5.2. Control and Monitoring during Execution 
4.5.3. Post-implementation Control and Monitoring 

4.6. Factors to Take into Account in the Management of Construction Contracts 

4.6.1. Establishment of Objectives and Strategies 
4.6.2. Design and Construction Phase of Lump Sum Contracts 
4.6.3. Relations with Contractors 

4.7. Contract Manager Challenges 

4.7.1. Successful Contract Management and Administration 
4.7.2. Customer Communications Management 
4.7.3. Contract Analysis and Fulfillment 

4.8. Aspects to be Solved 

4.8.1. Contract Negotiation and Approval 
4.8.2. Control During Ejection 
4.8.3. Control of Compliance with Contractual Obligations 

4.9. Aspects to be Supervised 

4.9.1. Contract Negotiation and Approval 
4.9.2. Control During Ejection 
4.9.3. Control of Compliance with Contractual Obligations 

4.10. Management of Project Factors by the Contract Manager 

4.10.1. Scope Management 
4.10.2. Cost Management 
4.10.3. Risk and Change Management 

Module 5. Risk Management in Contract Management

5.1. International Contract Management 

5.1.1. Contract Management According to PMBOK 
5.1.2. Procurement Control and Management According to PMBOK 
5.1.3. Importance and Involvement of the Contract Manager 

5.2. Contract Management & Project Management 

5.2.1. Relationship Between Contract Management & Project Management 
5.2.2. Collaboration between CM and PM 
5.2.3. Control of Main Construction Site Factors 

5.3. Risk Management by Contract Manager 

5.3.1. Identification of Contract Risks 
5.3.2. Risk Classification 
5.3.3. Matrix Development and Implementation 

5.4. Risk Analysis by Contract Manager 

5.4.1. Identification of Risk Managers 
5.4.2. Follow-up of Progress 
5.4.3. Risk Mitigation 

5.5. Types of Guarantees 

5.5.1. Classification 
5.5.2. Importance of Endorsement Management 
5.5.3. Costs and Expiration 

5.6. Penalty Analysis 

5.6.1. Type of Penalties according to Contract 
5.6.2. Control of Penalties by the Contract Manager 
5.6.3. Effective Contract Management in the Event of Penalties 

5.7. Construction Insurance Management 

5.7.1. Type of Insurance in Construction 
5.7.2. Insurance Terms 
5.7.3. Importance of Insurance 

5.8. Construction Insurance Analysis 

5.8.1. Contract Management in Insurance Management 
5.8.2. Calculations and Costs for Construction Insurance 
5.8.3. Validity of Insurance 

5.9. Contract Management and Legal Department 

5.9.1. Connection between the Contract Manager and the Legal Department 
5.9.2. Importance of Legal Knowledge for the Contract Manager 
5.9.3. Communication from the Legal Point of View of the Contract Manager 

5.10. Contract Manager and Contractors 

5.10.1. Contract Manager’s Communications with the Contractor 
5.10.2. Follow-up of the Contract with the Contractor 
5.10.3. Importance of Communications Traceability Control 

Module 6. Project Management in Contract Management

6.1. Contract Management and Budget 

6.1.1. Objectives of Budget Management by the Contract Manager 
6.1.2. Main Types of Budgets 
6.1.3. Budget According to Cost Structure 

6.2. Contract Management and Construction Control 

6.2.1. Objectives of Site Control Management 
6.2.2. Hiring of an Inspection Body 
6.2.3. Verification and Monitoring of the Work 

6.3. Contract Management and Health and Safety Control on Site 

6.3.1. Objectives of Health and Safety Control Management at the Construction Site 
6.3.2. Aspects to be Considered for Health and Safety Control 
6.3.3. On-site Verification and Follow-up 

6.4. Contract Management and Subcontracting 

6.4.1. Importance of the Contract Manager's Intervention in the Management of Subcontracting Contracts 
6.4.2. Types of Subcontracting Contracts 
6.4.3. Analysis of Contracts with Subcontractors 

6.5. Subcontracting process to be followed by the Contract Manager 

6.5.1. Bidding and Comparison 
6.5.2. Pre-selection and Pre-recruitment 
6.5.3. Subcontract Award 

6.6. Monitoring of Changes in Subcontractor Contracts 

6.6.1. Importance of Change Tracking 
6.6.2. Control of Changes in Time and Cost 
6.6.3. Need for Timely Notifications 

6.7. Contract Management and Outsourcing Services Contract 

6.7.1. Basics of the Outsourcing Services Contract 
6.7.2. Contract Management in these Types of Contracts 
6.7.3. Points to Consider 

6.8. Contract Management and Contractual Disputes 

6.8.1. Contract Manager Intervention in Disputes 
6.8.2. Technical and Legal Difficulty in International Arbitration Cases 
6.8.3. Importance of Contract Management for Future Disputes 

6.9. Classification of Disputes and Arbitrations 

6.9.1. Types of Disputes and Arbitration 
6.9.2. Preparation of Dispute Documentation 
6.9.3. Importance of Traceability for Future Disputes 

6.10. Contract Manager and Customer 

6.10.1. Contract Manager Communications with the Customer 
6.10.2. Follow-up of the Contract with the Customer 
6.10.3. Importance of Communications Traceability Control 

Module 7. Project Management: Scope and Schedule Management 

7.1. Scope Control 

7.1.1. Scope of the Project 
7.1.2. Project Scope Baseline 
7.1.3. The Importance of the Control Account 

7.2. Requirements Management 

7.2.1. Requirements Management 
7.2.2. Categories 
7.2.3. Management Process 

7.3. Scope Management 

7.3.1. Scope Management Planning 
7.3.2. Gathering Requirements 
7.3.3. Particularities of the Scope 

7.4. Scope Study 

7.4.1. Preparation of the WBS 
7.4.2. Scope Validation 
7.4.3. Scope Control 

7.5. Schedule Control 

7.5.1. Project Timeline 
7.5.2. Schedule Baseline 
7.5.3. Critical Path Analysis 

7.6. Elaboration of the Schedule 

7.6.1. Gantt Chart 
7.6.2. Predecessor and Successor Activities 
7.6.3. Restrictions between Activities 

7.7. Schedule Management 

7.7.1. Schedule Management Planning 
7.7.2. Description of Activities 
7.7.3. Sequencing of Activities 

7.8. Study and Analysis of the Schedule 

7.8.1. Estimated Duration of Activities 
7.8.2. Schedule Development 
7.8.3. Schedule Control 

7.9. Construction Project Acceleration Plan 

7.9.1. Acceleration Plan Analysis 
7.9.2. Schedule 
7.9.3. Resources 

7.10. Construction Project Recuperation Plan 

7.10.1. Recuperation Plan Analysis 
7.10.2. Schedule 
7.10.3. Resources 

Module 8. Project Management: Communications and Quality Management

8.1. Communications Control 

8.1.1.  Communications in Project 
8.1.2. Dimensions of Project Communication 
8.1.3. Communication Skills 

8.2. Communications in Project 

8.2.1. Communications at Meetings 
8.2.2. Project Communication Channels 
8.2.3. Formal Forms of Communication 

8.3. Communications Management 

8.3.1. Communications Management Planning 
8.3.2. Project Communications Management 
8.3.3. Control 

8.4. Project Quality Control 

8.4.1. Project Quality 
8.4.2. Cost of Project Quality 
8.4.3. Importance of Quality 

8.5. Project Quality Management 

8.5.1. Quality Management Planning 
8.5.2. Quality Management 
8.5.3. Control 

8.6. Quality: Non-Conformities in the Project 

8.6.1. The Importance of NCs 
8.6.2. Customer Nonconformities 
8.6.3. Contractor Nonconformities 

8.7. Project Stakeholder Management 

8.7.1. Stakeholder Expectation Management 
8.7.2. Interpersonal and Team Skills 
8.7.3. Conflict Management 

8.8. Project Stakeholder Analysis 

8.8.1. Identification of Interested Parties 
8.8.2. Engagement Planning 
8.8.3. Engagement Management and Monitoring 

8.9. Project Integration Management 

8.9.1. Development of the Project Charter 
8.9.2. Development of the Project Management Plan 
8.9.3. Direction and Management of Project Work 

8.10. Project Integration Control 

8.10.1. Project Knowledge Management 
8.10.2. Work Control 
8.10.3. Integrated Change Control and Project Closure 

Module 9. Project Management: Purchasing and Resource Management 

9.1. Purchasing Control 

9.1.1. Purchases in Project 
9.1.2. The Buyer 
9.1.3. The Supplier 

9.2. Project Buying Cycle 

9.2.1. Analysis of the Buying Cycle 
9.2.2. Description of Stages 
9.2.3. Stage Study 

9.3. Purchase Contract 

9.3.1. Elements of the Contract 
9.3.2. Contract Terminology in Contract 
9.3.3. Control of Claims and Litigation 

9.4. Project Purchasing Management 

9.4.1. Types of Suppliers 
9.4.2. Procurement Category 
9.4.3. Types of Contracts 

9.5. Project Purchasing Analysis 

9.5.1. Purchasing Management Planning 
9.5.2. Execution of Purchases 
9.5.3. Purchasing Control 

9.6. Resource Control 

9.6.1. Project Resources 
9.6.2. Conflict Management Ability 
9.6.3. Conflict Levels and Resolution 

9.7. Management of Resources by Objectives 

9.7.1. Management by Objectives (MBO) 
9.7.2. Different Roles in Projects 
9.7.3. Types of Leadership 

9.8. Project Resource Management 

9.8.1. Resource Management Planning 
9.8.2. Estimation of Activity Resources 
9.8.3. Obtaining the Necessary Resources 

9.9. Analysis of Project Resources 

9.9.1. Resource Team Development 
9.9.2. Team Management 
9.9.3. Equipment Control

9.10. Analysis of the Resource Interview Process from the PM 

9.10.1. Interview Process 
9.10.2. Analysis by the Project Manager 
9.10.3. Factors to Consider for a Successful Result 

Module 10. Project Management: Cost Management

10.1. Cost Control Project Margin 

10.1.1. Project Costs 
10.1.2. Initial Margin Calculation 
10.1.3. Financial Control 

10.2. Cost Control: Cash Flow 

10.2.1. Project Cash - Flow Analysis 
10.2.2. Production 
10.2.3. Factors 

10.3. Estimation of Activity Costs 

10.3.1. Cost Estimation Techniques 
10.3.2. Factors in Favor and Against the Estimation of Activities 
10.3.3. Aspects to be Taken into Account in Cost Estimates 

10.4. Control and Management of Earned Project Value 

10.4.1. Basics of Earned Value 
10.4.2. Processes 
10.4.3. Control and its Importance in the Project 

10.5. Control and Management of Earned Project Term 

10.5.1. Basics of Earned Term 
10.5.2. Processes 
10.5.3. Control and its Importance in the Project 

10.6. Project Cost Management 

10.6.1. Planning 
10.6.2. Cost Estimates 
10.6.3. Determination of the Budget 

10.7. Project Cost Analysis 

10.7.1. Cost Control 
10.7.2. Production Control 
10.7.3. Cost Analysis vs. Production 

10.8. Project S Curve Management 

10.8.1. Fundamentals of the S Curve 
10.8.2. Processes for Management 
10.8.3. Importance of the S-curve 

10.9. Control and Elaboration of the S-curve in the Project 

10.9.1. Production 
10.9.2. Monitoring 
10.9.3. Control and Deviations 

10.10. Project Financial Study 

10.10.1. NPV- Net Present Value 
10.10.2. IRR-Internal Rate of Return on Project 
10.10.3. PayBack- Recovery Period 

Module 11. Leadership, Ethics and Corporate Social Responsibility 

11.1. Globalization and Governance 

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

11.2. Leadership

11.2.1. Leadership. A Conceptual Approach 
11.2.2. Leadership in Companies 
11.2.3. The Importance of the Leader in the Management of Companies 

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 Development and Leadership 

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 the Leader Today 

11.5. Business Ethics 

11.5.1. Ethics and Morals 
11.5.2. Business Ethics 
11.5.3. Leadership and Ethics in Businesses 

11.6. Sustainability

11.6.1. Sustainability and Sustainable Development 
11.6.2. 2030 Agenda 
11.6.3. Sustainable Business 

11.7. Corporate Social Responsibility 

11.7.1. International Dimension of Corporate Social Responsibility 
11.7.2. Implementation of Corporate Social Responsibility
11.7.3. 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. CSR Tools and Standards 

11.9. Multinationals and Human Rights 

11.9.1. Globalization, Multinational Companies and Human Rights 
11.9.2. Multinational Companies and International Law
11.9.3. Legal Instruments for Multinationals on Human Rights 

11.10. Legal Environment and Corporate Governance 

11.10.1. International Import and Export Regulations 
11.10.2. Intellectual Property and Industrial Property 
11.10.3. International Labor Law 

Module 12. People and Talent Management 

12.1. Strategic People Management 

12.1.1. Strategic Management and Human Resources 
12.1.2. Strategic People Management 

12.2. Human Resources Management by Competences 

12.2.1. Potential Analysis 
12.2.2. Remuneration Policy 
12.2.3. Career/ Succession Plans

12.3. Performance Assessment and Performance 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. Models of Strategic Talent Management
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. The Theory of Expectations 
12.5.3. Theories of Needs 
12.5.4. Motivation and Economic Compensation 

12.6. Development of High-Performance Teams 

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

12.7. Change Management 

12.7.1. Change Management 
12.7.2. Type 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. Managerial Communication 

12.9.1. Internal and External Communication in the Company Environment  
12.9.2. Communication Departments  
12.9.3. The Person Responsible for the Company’s Communication. 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 Leverages 

Module 13. Economic-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. Management Accounting 

13.2.1. Basic Concepts  
13.2.2. The Company’s Assets  
13.2.3. Company’s Liabilities  
13.2.4. The Net Worth of the Company  
13.2.5. The Profit and Loss Statement   

13.3. Information Systems and Business Intelligence 

13.3.1. Fundamentals and Classification 
13.3.2. Phases and Methods of Cost Distribution 
13.3.3. Choice of Cost Center and Effect

13.4. Budget and Management Control

13.4.1. The Budget Model  
13.4.2. Capital Budgeting 
13.4.3. The Operating Budget  
13.4.5. The Cash Budget  
13.4.6. 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 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 Business Strategy  
13.6.4. The Cash Flow table 
13.6.5. The Working Capital Table 

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. Equity Capital Increase  
13.8.3. Hybrid Resources  
13.8.4. Financing through Intermediaries 

13.9. Financial Analysis and Planning

13.9.1. Balance Sheet Analysis 
13.9.2. Profit and Loss Statement Analysis 
13.9.3. Profitability Analysis

13.10. Analysis and Resolution of Cases/Problems

13.10.1. Financial Information of 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 Sales Management 
14.1.2. Commercial Strategy and Planning 
14.1.3. The Role of Sales Managers

14.2. Marketing 

14.2.1. Concept of Marketing 
14.2.2. Basic Elements of Marketing 
14.2.3. Marketing Activities of the Company  

14.3. Strategic Marketing Management

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

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 the e-Commerce  
14.4.5. Advantages and Disadvantages of e-Commerce versus Traditional Trade 

14.5. Digital Marketing for Brand Strengthening

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

14.6. Digital Marketing to Attract and Retain Customers 

14.6.1. Loyalty and Engagement Strategies through 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 Launching 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 Importance of Communication in an 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 Communication Problems 
14.9.7 Communication Scenarios

14.10. Communication and Digital 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 Reporting  
14.10.5. Online Branding 

Module 15. Executive Management 

15.1. General Management 

15.1.1. Concept of General Management  
15.1.2. The General Manager’s Action 
15.1.3. The General Manager and its Functions 
15.1.4. Transformation of the Management’s Work 

15.2. The Manager and its Functions. Organizational Culture and its Approaches 

15.2.1. The Manager and its Functions. Organizational Culture and its Approaches 

15.3. Operations Management 

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

15.4. Public Speaking and Spokesperson Training 

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. Tools of Interpersonal Communication 
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. Personnel Adequacy 

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 to Develop Personal Branding 
15.9.2. Laws of Personal Branding 
15.9.3. Tools for Building Personal Brands 

15.10. Leadership and Team Management

15.10.1. Leadership and Leadership Styles 
15.10.2. Leader’s Capabilities and Challenges 
15.10.3. Change Process Management
15.10.4. Management of Multicultural Teams 

Welcome to the training that will help you to achieve the professional growth that you so deserve”