Become a successful project manager, able to identify opportunities and design relevant projects for your company"

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. 

Show the world your talent after completing this program. 

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’s 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 Re-learning methodology (the most internationally recognized postgraduate learning methodology) with Harvard Business School case studies. A complex balance of traditional and state-of-the-art methods, within the most demanding academic framework.      

Economy of Scale

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 Harvard Business School case studies" 

The structure of this Advanced master’s degree in Global Project Management has been developed with the academic needs of business professionals in an area that is truly essential in any company in mind. In this way, students will have the opportunity to take an academic tour of the latest and most relevant concepts in this area of action, bringing greater quality and safety to their daily practice, as well as a comprehensive and international vision to their work.  

A very well-structured syllabus in a fully digital format that will allow you to self-manage your study time"   

Syllabus

The Advanced master’s degree in Global Project Management at TECH Global University is an intensive program that prepares students to face business challenges and decisions both nationally and internationally. Its content is designed to promote the development of managerial skills that enable more rigorous decision-making in uncertain environments. 

Throughout 3,000 hours of study, the student will analyze a multitude of practical cases through individual work, achieving high quality learning that can be applied to their daily practice. It is, therefore, an authentic immersion in real business situations.  

This program deals in depth with the main areas of the company and is designed for managers to understand project management from a strategic, international and innovative perspective. 

A plan designed for students, focused on their professional improvement and preparing them to achieve excellence in the field of project management. A program that understands your needs and those of your company through innovative content based on the latest trends, and supported by the best educational methodology and an exceptional faculty, which will provide you with the competencies to solve critical situations in a creative and efficient way. 

This program is developed over 2 years and is divided into 25 modules: 

Module 1. Strategic Project Management 
Module 2. Project Financial Management 
Module 3. Recruitment and Project Quality 
Module 4. People and Resource Management 
Module 5. Innovative Organizations and Projects 
Module 6. Agile Methodologies 
Module 7. PMO 
Module 8. Project Risk Management
Module 9. Project Finances  
Module 10. Introduction to Technology Project Design and Management and Management of Technology Project Integration  
Module 11. Scope Management of Technology Projects 
Module 12. Time Management of Technology Projects 
Module 13. Cost Management of Technology Projects 
Module 14. Quality Management for Technological Projects 
Module 15. Management of Technology Project Resources
Module 16. Communications and Stakeholder Management for Technology Projects 
Module 17. Technology Project Procurement Management 
Module 18. PMP® or CAPM® Certification and Code of Ethics. Emerging Trends and Practices in Technology Project Management and Leadership
Module 19. International Projects 
Module 20. Turnkey Projects (EPC)
Module 21. Management and Control of Stages in Turnkey (EPC) Projects 
Module 22. Contract Management in Projects
Module 23. Project Management in Contract Management
Module 24. Project Management in Projects: Communications and Quality Management
Module 25. Project Management in Projects: Purchasing and Resource Management

Where, When and How is it Taught?

TECH offers the possibility of developing this program completely online. Over the 24 months of training, the student will be able to access all the contents of this program at any time, which will allow them to manage their own study time.   

Module 1. Strategic Project Management 

1.1. Strategic Project Management and the Company
1.2. Competitive Business Strategy
1.3. Corporate Business Strategy
1.4. Project Management Framework
1.5. Integration and Knowledge Management
1.6. Areas of Knowledge in Project Management
1.7. Project Change Management: Training Management
1.8. Stakeholder Management
1.9. Project Communication Management
1.10. Traditional and Innovative Methodologies

Module 2. Project Financial Management 

2.1. Financial Plan
2.2. Financial Model
2.3. Project Viability Analysis
2.4. Project Sensitivity Management
2.5. Project Cost Management
2.6. Project Cost Estimation
2.7. Control Project Costs - EVM
2.8. Economic Analysis of Decisions
2.9. Ms Project Tools
2.10. Digital Tools and Systems for Project Management

Module 3. Recruitment and Project Quality 

3.1. Acquisition Planning
3.2. Supplier Search Planning
3.3. Supplier Relationship Management
3.4. Legal Aspects of Recruitment
3.5. Contract Management and Administration
3.6. Project Sale Management
3.7. Lean Management 
3.8. Process Improvement Techniques
3.9. Total Quality Management and Advanced Project Management
3.10. Lean Tools for Project Management

Module 4. People and Resource Management 

4.1. Organizational Culture
4.2. Organization Management
4.3. Talent Management and Commitment
4.4. Motivation
4.5. People Management and the Project Manager
4.6. Corporate Responsibility
4.7. Professional Ethics
4.8. Executive Skills and Management Techniques of the Project Manager
4.9. Negotiation
4.10. Project Resource Management

Module 5. Innovative Organizations and Projects 

5.1. Organizational Change Management
5.2. Communication in Organizations
5.3. Creative Thinking: Innovation
5.4. Process Engineering and Product Engineering
5.5. Strategic Innovation Intelligence
5.6. Entrepreneurship and Innovation
5.7. Launch and Industrialization of New Products
5.8. R+D+I Management Systems
5.9. Direction and Management of R+D+I Projects
5.10. Project Management for Start-ups

Module 6. Agile Methodologies 

6.1. Introduction to Agile Methodologies
6.2. Iterative, Adaptive, Predictive and Hybrid Lifecycles
6.3. Introduction to Scrum
6.4. Agile Team Management
6.5. Scrum Events
6.6. Artifacts in Scrum
6.7. Agile Estimating and Planning
6.8. Metrics
6.9. Collaborative Tools
6.10. Organizational Agility

Module 7. PMO 

7.1. Introduction to the Project Management Office
7.2. Functions of the Project Management Office
7.3. Creating the Conditions for Change Leading Organizational Change
7.4. PMO Vision and Strategy
7.5. PMO Model Design
7.6. PMO Resource Plan
7.7. PMO Implementation
7.8. PMO Operation and Tools
7.9. Project Management Culture and Knowledge Management in the Organization
7.10. Agile PMO

Module 8. Project Risk Management

8.1. Introduction to Risk Management
8.2. Project Risk Management Planning
8.3. Risk Identification
8.4. Qualitative Risk Analysis
8.5. Risk Prioritization
8.6. Quantitative Risk Analysis
8.7. Scenario Analysis and Risk Response Plans
8.8. Implementation of Risk Response
8.9. Risk Monitoring and Control
8.10. Lessons Learned and Knowledge Management

Module 9. Project Finances  

9.1. Introduction to Corporate Finance
9.2. Financial Statements and Cash Flows
9.3. Time Value of Money and Discounted Cash Flows
9.4. Fixed Income Valuation
9.5. Equity Valuation
9.6. Financial Investment Criteria: Capital Budgeting
9.7. Project Analysis
9.8. Risk and Return: The Cost of Capital
9.9. Liability Structure
9.10. Treasury and International Finance

Module 10. Introduction to Technology Project Design and Management and Management of Technology Project Integration  

10.1. Introduction to Technology Project Management

10.1.1. The Role of the Project Manager
10.1.2. Project Definition
10.1.3. Organisational Structure

10.2. Project Management, Program Management, and Portfolio Management 

10.2.1. Portfolios, Programs and Projects
10.2.2. Strategic Management

10.3. Standards and Best Practices for the Management of Technological Projects

10.3.1. Prince2
10.3.2. PMP
10.3.3. ISO 21500: 2012

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

10.4.1. Environmental Factors of a Company
10.4.2. Assets of an Organization's Processes

10.5. Technology Project Management Processes 

10.5.1. Life Cycle of Technological Projects
10.5.2. Process Groups 
10.5.3. Dynamics of Process Groups

10.6. Development of the Act of Incorporation of Technological Projects

10.6.1. Definition of the Act of Incorporation of Technological Projects
10.6.2. Tools and Techniques 

10.7. Development of the Plan for the Design and Management of Technological Projects

10.7.1. Definition of the Plan for the Design and Management of Technological Projects
10.7.2. Tools and Techniques

10.8. Knowledge Management of Technological Projects

10.8.1. Importance of Knowledge Management in Technology Projects 
10.8.2. Tools and Techniques 

10.9. Monitoring the Technology Projects Work

10.9.1. Work Monitoring and Control
10.9.2. Follow-up Reports on Technological Projects
10.9.3. Tools and Techniques

10.10. Integrated Control of Changes in Technological Projects

10.10.1. Objectives and Benefits of Change Control on Projects
10.10.2. The CCB (Exchange Control Board)
10.10.3. Tools and Techniques

10.11. Delivery and Closing of Technology Projects

10.11.1. Objectives and Benefits of Project Closure  
10.11.2. Tools and Techniques

Module 11. Scope Management of Technology Projects 

11.1. Introduction to Scope Management 

11.1.1. Project Scope
11.1.2. Product Scope

11.2. Fundamentals of Scope Management

11.2.1. Basic Concepts
11.2.2. Scope Baseline

11.3. Benefits of Scope Management 

11.3.1. Stakeholder Expectation Management
11.3.2. Scoop Creep y Gold Plating

11.4. Considerations for Adaptive Environments

11.4.1. Types of Adaptive Projects
11.4.2. Scope Definition in Adaptive Projects

11.5. Scope Management Planning

11.5.1. Scope Management Plan
11.5.2. Requirements Management Plan          
11.5.3. Tools and Techniques

11.6. Gather Requirements

11.6.1. Requirements Gathering and Negotiation
11.6.2. Tools and Techniques

11.7. Definition of Scope  

11.7.1. Project Scope Statement
11.7.2. Tools and Techniques

11.8. Creation of the Work Breakdown Structure (WBS)

11.8.1. Work Breakdown Structure (WBS)
11.8.2. Types of EDT
11.8.3. Rolling Wave
11.8.4. Tools and Techniques

11.9. Scope Validation

11.9.1. Quality vs. Validation
11.9.2. Tools and Techniques

11.10. Scope Control

11.10.1. Data and Management Information in Projects 
11.10.2. Types of Performance Reports Assignments
11.10.3. Tools and Techniques

Module 12. Time Management of Technology Projects 

12.1. Estimated Duration of Project Tasks

12.1.1. Three-value Estimation

12.1.1.1. Most Likely (tM)
12.1.1.2. Optimistic (tO)
12.1.1.3. Pessimistic (tP)

12.1.2. Analogous Estimate
12.1.3. Parametric Estimation
12.1.4. Bottom-up Estimates
12.1.5. Decision-Making
12.1.6. Expert Judgment

12.2. Definition of Activities and Breakdown of Project Work

12.2.1. Decomposition
12.2.2. Define Activities
12.2.3. Breakdown of Project Work
12.2.4. Activity Attributes
12.2.5. List of Milestones

12.3. Sequencing of Activities 

12.3.1. List of Activities
12.3.2. Attributes of the Activities
12.3.3. Method of Diagramming Provenance
12.3.4. Determination and Integration of the Units
12.3.5. Advances and Delays
12.3.6. Network Diagram of the Project Timeline

12.4. Estimation of Activity Resources

12.4.1. Register of Assumptions
12.4.2. List of Activities
12.4.3. Attributes of the Activities
12.4.4. Register of Assumptions
12.4.5. Lessons Learned Register
12.4.6. Project Team Assignments
12.4.7. Resource Breakdown Structure

12.5. Estimated Duration of Activities

12.5.1. Law of Diminishing Returns
12.5.2. Number of Resources
12.5.3. Technological Advances
12.5.4. Staff Motivation
12.5.5. Project Documentation

12.6. Schedule Development 

12.6.1. Schedule Network Analysis
12.6.2. Critical Path Method
12.6.3. Resource Optimization

12.6.3.1. Resource Leveling
12.6.3.2. Stabilization of Resources

12.6.4. Advances and Delays
12.6.5. Schedule Compression

12.6.5.1. Intensification
12.6.5.2. Fast Execution

12.6.6. Baseline Schedule
12.6.7. Project Timeline
12.6.8. Schedule Data
12.6.9. Project Schedules

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

12.7.1. Mandatory Dependencies
12.7.2. Discretionary Units 

12.7.2.1. Preferred Logic
12.7.2.2. Preferential Logic 
12.7.2.3. Soft Logic

12.7.3. External Units
12.7.4. Internal Units

12.8. Time Management Software for Technology Projects

12.8.1. Analysis of Different Software
12.8.2. Types of Software
12.8.3. Functionalities and Coverage
12.8.4. Utilities and Advantages 

12.9. Schedule Control

12.9.1. Job Performance Information
12.9.2. Schedule Forecasts
12.9.3. Change Requests
12.9.4. Update to the Time Management Plan 
12.9.5. Project Document Updates

12.10. Recalculation of Times

12.10.1. Critical Path 
12.10.2. Calculation of Minimum and Maximum Times
12.10.3. Project Clearances

12.10.3.1. What Is It?
12.10.3.2. How to Use it?

12.10.4. Total Slack
12.10.5. Free Clearance

Module 13. Cost Management of Technology Projects 

13.1. What is the Cost Management Plan? 

13.1.1. Planning Tools and Techniques
13.1.2. Cost Planning Results

13.2. Estimate Costs. Types of Estimates. Reserve Analysis

13.2.1. Useful Information for Cost Estimation
13.2.2. Tools and Techniques for Cost Estimation
13.2.3. Results of Cost Budget Preparation

13.3. Types of Project Costs

13.3.1. Direct and Indirect Costs
13.3.2. Fixed and Variable Costs

13.4. Project Evaluation and Selection 

13.4.1. Financial Dimensions of a Project
13.4.2. VAN
13.4.3. IRR and NRR
13.4.4. Recovery Period or Payback

13.5. Determine the Budget

13.5.1. Useful Information for the Preparation of the Project Budget
13.5.2. Tools and Techniques for the Preparation of Cost Estimates
13.5.3. Results of Project Budget Preparation

13.6. Cost Projections

13.6.1. Cost Management Data and Information 
13.6.2. Types of Cost Performance Reports

13.7. Earned Value Technique (EVM)

13.7.1. Base Variables and Status Variables
13.7.2. Forecasts
13.7.3. Emerging Techniques and Practices

13.8. Project Cash Flow

13.8.1. Types of Cash Flows
13.8.2. Estimating Net Cash Flows Associated with a Project
13.8.3. Discounted Cash Flows
13.8.4. Application of Risk to Cash Flows

13.9. Cost Control

13.9.1. Cost Control Objectives and Benefits
13.9.2. Tools and Techniques

Module 14. Quality Management for Technological Projects 

14.1. Importance of Quality Management in Projects

14.1.1. Key Concepts
14.1.2. Difference between Quality and Grade
14.1.3. Precision
14.1.4. Accuracy
14.1.5. Metrics

14.2. Quality Theorists

14.2.1. Edwards Deming

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

14.2.2. Continuing Improvement
14.2.3. Joseph Juran. Pareto Principle Fitness-for-purpose" Theory 
14.2.4. Theory "Total Quality Management”
14.2.5. Kaoru Ishikawa (Herringbone)
14.2.6. Philip Crosby (Cost of Low Quality)

14.3. Regulations: ISO Business School 21500

14.3.1. Introduction
14.3.2. Background and History
14.3.3. Objectives and Characteristics
14.3.4. Process Group - Subject Group
14.3.5. ISO 21500 vs. PMBOK
14.3.6. Future of the Standard

14.4. Emerging Trends and Practices in Quality Management

14.4.1. Policy Compliance and Auditing
14.4.2. Standards and Compliance
14.4.3. Continuous Improvement
14.4.4.  Stakeholder Involvement
14.4.5. Recurring Retrospectives
14.4.6. Subsequent Retrospectives

14.5. Quality Management Planning

14.5.1. Cost-Benefit Analysis
14.5.2. Multi-criteria Decision Analysis
14.5.3. Test Planning and Inspection
14.5.4. Flow Diagrams
14.5.5. Logical Data Model
14.5.6. Matrix Diagram
14.5.7. Interrelationship Digraphs

14.6. Quality Compliance and Non-Compliance Costs 

14.6.1. Compliance Costs
14.6.2. Non-compliance or Non-Compliance Costs
14.6.3. Prevention Costs 
14.6.4. Valuation Costs
14.6.5. Internal Failures 
14.6.6. External Failures
14.6.7. Marginal Cost of Quality
14.6.8. Optimum Quality

14.7. Quality Management

14.7.1. Check lists
14.7.2. Analysis of Alternatives
14.7.3. Document Analysis
14.7.4. Process Analysis
14.7.5. Root Cause Analysis
14.7.6. Cause-and-effect Diagrams
14.7.7. Histograms
14.7.8. Scatter Plots
14.7.9. Design for X
14.7.10. Quality Improvement Methods

14.8. Quality Audits

14.8.1. What is an Internal Quality Audit?
14.8.2. Different Types of Audits
14.8.3. Objectives of an Internal Audit
14.8.4. Benefits of Internal Audits
14.8.5. Actors Involved in Internal Auditing
14.8.6. Internal Audit Procedure

14.9. Quality Control

14.9.1. Verification Sheets
14.9.2. Statistical Sampling 
14.9.3. Questionnaires and Surveys
14.9.4. Performance Reviews
14.9.5. Inspection
14.9.6. Product Testing/Evaluation 
14.9.7. Retrospectives and Lessons Learned

Module 15. Management of Technology Project Resources

15.1. Responsibilities and Role of Project Human Resources: 

15.1.1. Project Manager
15.1.2. Sponsor
15.1.3. Functional Director
15.1.4. Program Director
15.1.5. Portfolio Manager
15.1.6. Team Members

15.2. Management of Technological Resources 

15.2.1. What are Technology Resources? 
15.2.2. Optimization
15.2.3. Valuation
15.2.4. Protection

15.3. Human Resource Management Planning and Estimating Activity Resources

15.3.1. Resource Management Plan

15.3.1.1. Data Representation
15.3.1.2. Organizational Theory

15.3.2. Resource Requirements
15.3.3. Basis of Estimates
15.3.4. Resource Breakdown Structure
15.3.5. Resource Document Updates

15.4. Different Powers of the Project Manager

15.4.1. Power and Influence
15.4.2. Reward Power
15.4.3. Power of Punishment
15.4.4. Expert Power
15.4.5. Reference Power
15.4.6. Formal Power
15.4.7. Practical Exercises on How to Use the Different Powers of the Project Manager

15.5. Acquisition of the Appropriate Project Equipment for our Project 

15.5.1. What is Equipment Acquisition?
15.5.2. Means of Equipment Acquisition

15.5.2.1. Contracting
15.5.2.2. Outsourcing

15.5.3. Decision-Making

15.5.3.1. Availability
15.5.3.2. Cost
15.5.3.3. Experience
15.5.3.4. Skills
15.5.3.5. Knowledge
15.5.3.6. Capacity
15.5.3.7.  Attitudes
15.5.3.8. International Factors

15.5.4. Pre-assignment
15.5.5. Virtual Teams

15.6. Development of Interpersonal Skills (soft skills)

15.6.1. Leadership
15.6.2. Motivation 
15.6.3. Communication
15.6.4. Influence
15.6.5. Group Facilitation
15.6.6. Creativity
15.6.7. Emotional Intelligence
15.6.8. Decision-Making

15.7. Project Team Development

15.7.1. Recognition and Rewards

15.7.1.1. Preconditions to be Met in Order to Apply it
15.7.1.2. Create a Recognition and Reward System

15.7.2. Training
15.7.3. Co-location (Tight Matrix)
15.7.4. Communication Technology
15.7.5. Team Building (Team Building) Activities

15.8. Project Management. Performance Appraisals, Project Team Management

15.8.1. Plan
15.8.2. Types of Assessments 

15.8.2.1. Personal Evaluations 360º Evaluations
15.8.2.2. Equipment Evaluation

15.8.3. Definition of Variables
15.8.4. Design of the Performance Appraisal System 
15.8.5. Implementation and Training of Evaluators

15.9. Conflict Management and Resolution Techniques 

15.9.1. What are Project Conflicts? Types
15.9.2. Cooperate and Resolve Problems 
15.9.3. Compromise /Consent 
15.9.4. Move away/avoid 
15.9.5. Smooth/Accommodate 
15.9.6. Force/Direct 
15.9.7. Practical Exercises to Know When to Use Each Conflict Resolution Technique 

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

15.10.1. Resource Management Methods
15.10.2. Emotional Intelligence (EI)
15.10.3. Self-organized Teams
15.10.4. Virtual Teams/Distributed Teams
15.10.5. Considerations for Adaptation
15.10.6. Considerations for Agile/ Adaptive Environments 

Module 16. Communications and Stakeholder Management for Technology Projects 

16.1. Communications Management Planning

16.1.1. Why is a Communications Management Plan important?
16.1.2. Introduction to Communications Management
16.1.3. Communications Analysis and Requirements
16.1.4. Dimensions of Communications
16.1.5. Techniques and Tools

16.2. Communication Skills

16.2.1. Conscious Emission
16.2.2. Active Listening
16.2.3. Empathy
16.2.4. Avoid Bad Gestures
16.2.5. Reading and Writing
16.2.6. Respect
16.2.7. Persuasion
16.2.8. Credibility

16.3. Effective, Efficient and Types of Communication

16.3.1. Definition
16.3.2. Effective Communication
16.3.3. Efficient Communication
16.3.4. Formal Communication
16.3.5. Informal Communication
16.3.6. Written Communication 
16.3.7. Verbal Communication
16.3.8. Practical Exercises on the Use of Communication Types on a Project

16.4. Communications Management and Control

16.4.1. Project Communications Management
16.4.2. Communication Models
16.4.3. Communication Methods
16.4.4. Project Communication Channels

16.5. Emerging Trends and Practices in the Communication Field 

16.5.1. Evaluation of Communication Styles
16.5.2. Political Awareness
16.5.3. Cultural Awareness
16.5.4. Communications Technology

16.6. Stakeholder Identification and Analysis 

16.6.1. Why is it Important to Manage Stakeholders?
16.6.2. Stakeholder Analysis and Registration
16.6.3. Stakeholder Interests and Concerns
16.6.4. Considerations for Agile and Adaptive Environments

16.7. Stakeholder Management Planning 

16.7.1. Appropriate Management Strategies
16.7.2. Tools and Techniques

16.8. Stakeholder Engagement Management (Stakeholders) Management Strategy

16.8.1. Methods for Increasing Support and Minimizing Resistance
16.8.2. Tools and Techniques

16.9. Monitoring of Stakeholder Involvement (Stakeholders) 

16.9.1. Stakeholder Performance Report
16.9.2. Tools and Techniques

Module 17. Technology Project Procurement Management 

17.1. Introduction to Procurement Management 

17.1.1. Definition of Contract
17.1.2. Legal Framework for Procurement    

17.2. Basic Concepts

17.2.1. Definition of Contract
17.2.2. The Project Manager and the Contract
17.2.3. Main Activities
17.2.4. Centralized and Decentralized Contracting

17.3. Procurement Management: Benefits

17.3.1. Definition of the Procurement Strategy
17.3.2. Types of Strategies

17.4. Acquisitions in Adaptive Environments
17.5. Types of Contracts

17.5.1. Fixed Price Contracts
17.5.2. Reimbursable Cost Contracts
17.5.3. Time and Materials Contracts

17.6. Procurement Documentation

17.6.1. Types of Documents in the Framework of an Acquisition
17.6.2. Document Flows in Procurement Management

17.7. Negotiation with Suppliers

17.7.1. Supplier Negotiation Objectives
17.7.2. Negotiation Techniques with Suppliers

17.8. Procurement Management Planning

17.8.1. Procurement Management Plan
17.8.2. Tools and Techniques

17.9. Procurement

17.9.1. Search, Selection and Evaluation of Offers
17.9.2. Tools and Techniques
17.9.3. Bid Weighting Matrix

17.10. Procurement Monitoring and Control

17.10.1. Procurement Monitoring and Control Points by Contract Type
17.10.2. Tools and Techniques

Module 18. PMP® or CAPM® Certification and Code of Ethics. Emerging Trends and Practices in Technology Project Management and Leadership

18.1. What is PMP®, CAPM® and PMI®?

18.1.1. What is PMP®?
18.1.2. CAPM® 
18.1.3. PMI®
18.1.4. PMBOK

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

18.2.1. Techniques and Tricks for Passing the PMP® and CAPM® Certification Exam on the First Attempt 
18.2.2. PMI-isms

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

18.3.1. Becoming a PMI® Member
18.3.2. Entry Requirements for the PMP® and CAPM® Certification Exams 
18.3.3. Analysis of the Student's Professional Experience
18.3.4. Student Work Experience Report Help Template
18.3.5. PMI® Software Experience Report

18.4. PMP® or CAPM® Certification Examination

18.4.1. What is the PMP® or CAPM® Certification Examination like?
18.4.2. Number of Scoring and Non-Scoring Questions
18.4.3. Duration of the Examination
18.4.4. Passing Threshold
18.4.5. Number of Questions per Process Group
18.4.6. Qualification Methodology 

18.5. Agile Methodologies

18.5.1. Agile
18.5.2. Scrum
18.5.3. Kanban
18.5.4. Lean
18.5.5. Comparison with PMI® Certifications

18.6. Software Development in Agile Methodologies

18.6.1. Analysis of the Different Software on the Market
18.6.2. Advantages and Benefits 

18.7. Advantages and Limitations of Implementing Agile Methodologies in Your Technology Projects

18.7.1. Advantages
18.7.2. Limitations
18.7.3. Agile Methodologies vs. Traditional Tools

18.8. Code of Ethics in the Management of your Projects

18.8.1. Responsibility
18.8.2. Respect
18.8.3. Impartiality
18.8.4. Honesty

Module 19. International Projects 

19.1. Projects and Organizational Context 

19.1.1. Project in the Organization 
19.1.2. Project Elements 
19.1.3. Importance of the Project in the Organization 

19.2. Types of Projects by Service 

19.2.1. Types of Projects 
19.2.2. Project Analysis 
19.2.3. Project Orientation 

19.3. Main Processes in the Development of a Project 

19.3.1. Start-up and Planning Process 
19.3.2. Execution and Monitoring
19.3.3. Closing Process

19.4. Cost, Scope and Quality Constraints Analysis 

19.4.1. Cost Constraint Analysis 
19.4.2. Restriction Scope 
19.4.3. Quality Restriction 

19.5. Time, Resource and Risk Constraints 

19.5.1. Time Constraint Analysis 
19.5.2. Restriction Resources 
19.5.3. Restriction Risks 

19.6. Analysis of Contract Types 

19.6.1. Contract at Unitary Price 
19.6.2. “Lump Sum” Contract or Global Sum 
19.6.3. Cost Plus Margin Contract 

19.7. Project Management According to Typology 

19.7.1. Project Management at Unit Price 
19.7.2. Lump Sum/Global Project Management 
19.7.3. Cost Plus Margin Project Management 

19.8. Project, Program and Portfolio 

19.8.1. Analysis of the Project in the Organization 
19.8.2. Analysis of the Program in the Organization 
19.8.3. Portfolio Analysis in the Organization 

19.9. Interested in the Project  

19.9.1. Project Stakeholder Pyramid 
19.9.2. Stakeholder Analysis 
19.9.3. Stakeholder Interaction 

19.10. Analysis of the Organization's Process Assets 

19.10.1. Asset Analysis in Startup and Planning 
19.10.2. Analysis of Assets in Execution and Control 
19.10.3. Analysis of Assets at Closing 

Module 20. Turnkey Projects (EPC)

20.1. EPC Project 

20.1.1. EPC Project Context 
20.1.2. Project Components 
20.1.3. Needs Analysis 

20.2. EPC Project Stages 

20.2.1. Identification of Stages in EPC Projects 
20.2.2. Identification of Initial Needs in Stages 
20.2.3. Timing of Each Stage 

20.3. Management of the e-Engineering Stage  

20.3.1. Analysis of Stage E 
20.3.2. Timeline for Stage E 
20.3.3. Resources Required for Stage E 

20.4. Analysis of the e-Engineering Stage  

20.4.1. Structure Necessary for the Development of Stage E
20.4.2. Restrictions
20.4.3. Difficulties and Risks

20.5. Management of the p-Procurement Stage

20.5.1. Analysis of Stage P 
20.5.2. Schedule 
20.5.3. Resources Required 

20.6. Analysis of the p-Procurement Stage 

20.6.1. Structure Required for the Development Stage P 
20.6.2. Restrictions 
20.6.3. Difficulties and Risks 

20.7. Management of the c-Construction Stage 

20.7.1. Analysis of Stage C 
20.7.2. Schedule 
20.7.3. Resources Required 

20.8. Analysis of the c-Construction Stage 

20.8.1. Structure Required for Stage C Development 
20.8.2. Restrictions
20.8.3. Difficulties and Risks 

20.9. EPC Projects: HR Department 

20.9.1. Main Functions 
20.9.2. Resources Required for this Department 
20.9.3. Coordination and Communications with the Rest of the Project 

20.10. EPC Projects: Contracts Department 

20.10.1. Main Functions 
20.10.2. Resources Required for this Department 
20.10.3. Coordination and Communications with the Rest of the Project

Module 21. Management and Control of Stages in Turnkey (EPC) Projects 

21.1. Coordination of Stages in EPC Project 

21.1.1. Stage Planning 
21.1.2. Inter-team Communications 
21.1.3. Incident Resolution Process Steps 

21.2. Stage C: Main Structural Components - Quality 

21.2.1. Component Q. Quality 
21.2.2. Analysis of the Quality part of the Project 
21.2.3. Structure and Importance 

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

21.3.1. HSE Component. Health and Safety 
21.3.2. Analysis of the Health and Safety Part of the Project 
21.3.3. Structure and Importance 

21.4. Stage C: Main Structural Components - Cost 

21.4.1. Component C. Costs 
21.4.2. Analysis of the Cost Control Part of the Project 
21.4.3. Structure and Importance 

21.5. Stage C: Major Structural Components: Time frame 

21.5.1. Component P. Term 
21.5.2. Analysis of the Deadline Control Part of the Project 
21.5.3. Structure and Importance 

21.6. International EPC Project Management 

21.6.1. Project Manager Management 
21.6.2. Director Characteristics 
21.6.3. Coordination and Communication 

21.7. Analysis of International EPC Projects 

21.7.1. Global Analysis of the Project from the Management 
21.7.2. Management Reporting Processes 
21.7.3. Control of the Main KPIs of the Project 

21.8. Deviations EPC Projects 

21.8.1. Main Deviations in EPC Projects 
21.8.2. Variance Analysis 
21.8.3. Deviation Notification Procedure for Customer  

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

21.9.1. Production Control 
21.9.2. Cost Control 
21.9.3. Production Monitoring vs. Cost 

21.10. Management of Non-Conformities in EPC Projects

21.10.1. Main Non-Conformities in EPC Projects
21.10.2. Management Procedures
21.10.3. Analysis and Mitigation

Module 22. Contract Management in Projects

22.1. Contract Management in Projects 

22.1.1. Analysis of Contract Management in Projects 
22.1.2. Necessity of Contract Management 
22.1.3. Contract Management Objectives 

22.2. Functions of the Contract Manager 

22.2.1. Main Functions of the CM in the Project 
22.2.2. Characteristics of the CM Position 
22.2.3. Contract Management Indicators 

22.3. Process in the Management of a Contract 

22.3.1. Design of a Contract Management Plan 
22.3.2. Stages of the Management Plan 
22.3.3. Adversities in Contract Management 

22.4. Success Factors in the Management of a Contract

22.4.1. Analysis of the Main Success Factors
22.4.2. Planning and Evolution of Contract Management
22.4.3. Performance Management and Relationships between the Parties

22.5. Main Stages of Contract Management  

22.5.1. Planning and Execution 
22.5.2. Control and Monitoring during Execution 
22.5.3. Post-implementation Control and Monitoring 

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

22.6.1. Establishment of Objectives and Strategies 
22.6.2. Design and Construction Phase of Lump SumContracts 
22.6.3. Relations with Contractors 

22.7. Contract Manager Challenges 

22.7.1. Successful Contract Management and Administration 
22.7.2. Customer Communications Management 
22.7.3. Contract Analysis and Fulfillment 

22.8. Aspects to be Solved 

22.8.1. Contract Negotiation and Approval 
22.8.2. Control During Ejection 
22.8.3. Control of Compliance with Contractual Obligations 

22.9. Aspects to be Supervised 

22.9.1. Contract Negotiation and Approval 
22.9.2. Control During Ejection 
22.9.3. Control of Compliance with Contractual Obligations 

22.10. Management of Project Factors by the Contract Manager 

22.10.1. Scope Management 
22.10.2. Cost Management 
22.10.3. Risk and Change Management

Module 23. Project Management in Contract Management

23.1. Contract Management and Budget 

23.1.1. Objectives of Budget Management by the Contract Manager 
23.1.2. Main Types of Budgets 
23.1.3. Budget According to Cost Structure 

23.2. Contract Management and Construction Control 

23.2.1. Objectives of Site Control Management 
23.2.2. Hiring of an Inspection Body 
23.2.3. Verification and Monitoring of the Work 

23.3. Contract Management and Health and Safety control on Site 

23.3.1. Objectives of Health and Safety Control Management at the Construction Site 
23.3.2. Aspects to be Considered for Health and Safety Control  
23.3.3. On-site Verification and Follow-up 

23.4. Contract Management and Subcontracting 

23.4.1. Importance of the Contract Manager's Intervention in the Management of Subcontracting Contracts 
23.4.2. Types of Subcontracting Contracts 
23.4.3. Analysis of Contracts with Subcontractors 

23.5. Subcontracting process to be followed by the Contract Manager 

23.5.1. Bidding and Comparison 
23.5.2. Pre-selection and Pre-recruitment 
23.5.3. Subcontract Award

23.6. Monitoring of Changes in Subcontractor Contracts 

23.6.1. Importance of Change Tracking 
23.6.2. Control of Changes in Time and Cost 
23.6.3. Need for Timely Notifications 

23.7. Contract Management and Outsourcing Contract 

23.7.1. Basics of the Outsourcing Services Contract 
23.7.2. Contract Management in this Type of Contracts 
23.7.3. Points to Consider 

23.8. Contract Management and Contractual Disputes 

23.8.1.  Contract Manager intervention in Disputes 
23.8.2. Technical and Legal Difficulty in International Arbitration Cases 
23.8.3. Importance of Contract Management for Future Disputes 

23.9. Classification of Disputes and Arbitrations 

23.9.1. Types of Disputes and Arbitration 
23.9.2. Preparation of Dispute Documentation 
23.9.3. Importance of Traceability for Future Disputes 

23.10. Contract Manager and Client

23.10.1. Contract Manager Communications with the Customer 
23.10.2. Follow-up of the Contract with the Customer 
23.10.3. Importance of Communications Traceability Control 

Module 24. Project Management in Projects: Communications and Quality Management

24.1. Communications Control 

24.1.1. Communications in Project 
24.1.2. Dimensions of Project Communication 
24.1.3. Communication Skills 

24.2. Communications in Project 

24.2.1. Communications at Meetings 
24.2.2. Project Communication Channels 
24.2.3. Formal Forms of Communication 

24.3. Communications Management 

24.3.1. Communications Management Planning 
24.3.2. Project Communications Management 
24.3.3. Control 

24.4. Project Quality Control 

24.4.1. Project Quality 
24.4.2. Cost of Project Quality 
24.4.3. Importance of Quality 

24.5. Project Quality Management 

24.5.1. Quality Management Planning 
24.5.2. Quality Management 
24.5.3. Control 

24.6. Quality: Project Non-conformities 

24.6.1. The Importance of NCs 
24.6.2. Customer Nonconformities 
24.6.3. Contractor Nonconformities 

24.7. Project Stakeholder Management 

24.7.1. Stakeholder Expectation Management 
24.7.2. Interpersonal and Team Skills 
24.7.3. Conflict Management

24.8. Project Stakeholder Analysis 

24.8.1. Identification of Interested Parties 
24.8.2. Engagement Planning 
24.8.3. Engagement Management and Monitoring 

24.9. Project Integration Management 

24.9.1. Development of the Project Charter 
24.9.2. Development of the Project Management Plan 
24.9.3. Direction and Management of Project Work 

24.10. Project Integration Control 

24.10.1. Project Knowledge Management
24.10.2. Work Control 
24.10.3. Integrated Change Control and Project Closure 

Module 25. Project Management in Projects: Purchasing and Resource Management

25.1. Purchasing Control 

25.1.1. Purchases in Project 
25.1.2. The Buyer 
25.1.3. The Supplier 

25.2. Project Buying Cycle 

25.2.1. Analysis of the Buying Cycle 
25.2.2. Description of Stages
25.2.3. Stage Study 

25.3. Purchase Contract 

25.3.1. Elements of the Contract 
25.3.2. Contract Terminology in Contract 
25.3.3. Control of Claims and Litigation 

25.4. Project Purchasing Management 

25.4.1. Types of Suppliers 
25.4.2. Procurement Category 
25.4.3. Types of Contracts 

25.5. Project Purchasing Analysis 

25.5.1. Purchasing Management Planning 
25.5.2. Execution of Purchases 
25.5.3. Purchasing Control 

25.6. Resource Control 

25.6.1. Project Resources 
25.6.2. Conflict Management Ability 
25.6.3. Conflict Levels and Resolution 

25.7. Management of Resources by Objectives 

25.7.1. Management by Objectives (MBO)
25.7.2. Different Roles in Projects
25.7.3. Types of Leadership 

25.8. Project Resource Management 

25.8.1. Resource Management Planning 
25.8.2. Estimation of Activity Resources 
25.8.3. Obtaining the Necessary Resources 

25.9. Analysis of Project Resources 

25.9.1. Resource Team Development 
25.9.2. Team Management 
25.9.3. Equipment Control 

25.10. Analysis of the Resource Interview Process from the PM 

25.10.1. Interview Process 
25.10.2. Analysis by the Project Manager 
25.10.3. Factors to be Taken into Account for a Result Successful 

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