Máster en Project Management (English)

Strategic Project Management

The implementation of business strategies are carried out through project management, specifically, through the management of programs and portfolios, and with the help of governance mechanisms ('Project Governance') and PMO ('Project Management Office') structures. However, it is necessary to first understand some fundamental concepts such as: company, strategy, strategic planning, management styles, structures and cultures organizations.

• The organization and organization policy.
• Foundational Elements.
• Styles and organizational cultures.
• Organizational structures in projects.
• The Project Life Cycle.
• Project Management Knowledge Areas.
• Project Management Process Groups.
• Programs and portfolio management and their strategic alignment. OPM3.
• Strategic Project Governance. Project Management Office (PMO).
• Case studies.

Project Scope Management. Project Finance.

Project Scope Management.

Reaching the project’s objective is the first check of project management effectiveness and it is clear that this check is prior to the evaluation of the approved schedule and budget.

• Scope management processes. Scope project management plan.
• Compiling requirements.
• Defining the project scope.
• Creating the Work Breakdown Structure (WBS).
• Verification and control of the project scope.
• Case studies: Petronas Tower.

Project Finance

A Project Manager has to be able to understand the language, structure and processes that take place in the financial management of projects; to lead that management and / or to collaborate with financial managers in their development, both at the project level and at the organization level.

• Framework.
• Financial Plan.
• Formulation: business model.
• Evaluation: economic study.
• Modelling: financial analysis.
• Financial analysis and reporting.
• Categories of risk.
• Case studies.

Project Schedule Management. Project Cost Management.

Project Schedule Management

An integral and current vision of the processes for the project time management is explained in this module. Project time management is not a trivial process; it has to draw the attention of the project managers, so a correct estimation of the activities of the schedule (their durations, necessary resources, deliverables, monitoring and control) will be key elements in the achievement of the objectives and goals of the project.

• Introduction and general aspects.
• Schedule management plan.
• Identification and definition of schedule activities.
• Sequencing of schedule activities.
• Estimating resource requirements of activities.
• Estimating the duration of activities.
• Development of the time planning.
• Monitoring and control of time planning. Schedule control.
• Applications for Schedule Management: MS Project.
• Case studies: Practical exercises using MS Project. Application of ‘What If’ technics.

Project Cost Management

Cost management, together with scope and time management, is a part of the foundational pillars of project management. More specifically, the information related to costs is always very sensitive for the steering committee of the project. Besides from making a correct estimation of the project costs, a strict control and monitoring to ensure project success is required.

• Basic concepts.
• Cost plan management.
• Estimating project costs.
• Preparation and approval of the project budget.
• Cost control.
• Applications for cost management.
• Case studies: Earned Value Management (EVM) and What If technics.

Project Quality Management. Project Risk Management.

Project Quality Management

In this subject, in addition to trying to clarify what we should understand by "Quality", we will make a practical presentation of "Quality Management" in all aspects of the project, from planning, through execution and ending in monitoring and control. It will be studied current quality management systems and basic principles of Total Quality Management and several current quality models, including EFQM and ISO standards. The differences between the implementation of a Quality Management System in an organization and the development of the Quality Manual will be identified. This will lead to determining their differences with respect to the elaboration of a Quality Plan for project management.

• Project quality planning.
• Assuring the quality of the project.
• Project quality control.
• Quality Standards applicable in projects.
• The quality of products and/or services.
• The project quality management plan.
• Tools and techniques for improving the quality of processes.
• Case studies: Gasdem Ibética, S.A., Welz Business Machines, Titanic, Harley-Davidson and NASA.

Project Risk Management

This module offers a very broad and detailed view of the current ‘state of the art’ of the professional in charge of managing project risks. Specifically, the subject will provide guidance and sufficient resources to address the risk management side of any project that the student has to manage.

The course includes also specific sessions dedicated to quantitative risk analysis with Palisade @RISK tool. It is an application that allows risk simulation in Microsoft Excel or Microsoft Project through ‘Montecarlo’ modeling.

• Introduction to project risk management.
• Risk management planning.
• Risks identification.
• Qualitative risks analysis.
• Quantitative risk analysis.
• Planning risk response.
• Implementation of risk response.
• Risk controlling.
• Applications for risk management: @Risk
• Case study: Petronas Tower.

The human factor in project management. Project Change Management.

The Human Factor

People are a key part of project management. In this subject you will learn topics related to project team management, interpersonal skills and leadership that a good Project Manager should have, as well as the main techniques of conflict resolution. You will know the Code of Ethics and Professional Conduct and its application in the Project Management profession.

• Planning and acquisition of project resources.
• Development and team management.
• Multicultural team management.
• The Project Manager: hard and soft skills.
• Leadership.
• Motivation.
• Emotional intelligence.
• Conflict and negotiation skills.
• Social and environmental responsibility.
• Case studies: Apolo 13.

Project Change Management

In each single project a change of state has to be managed (since it moves from an initial situation to a different one), so most of the projects fail because of a bad management of that change. While project management focuses on tasks, activities, scope and deliverables; change management is responsible for leading people to a change behavior in order to achieve the 'new state'. That is, the 'Project Manager' focuses on what, when and how much; while the 'Change Manager' in why, who, where and how.

• Change Management Concepts.
• Organizational Project Change Management.
• Project Change Management.
• Project People Change Management: communications management, stakeholder management, training management and team management.
• Case study: Petronas Tower.

Procurement Management and the legal aspects in projects. Project Sales Management

Procurement Management and the legal aspects in projects

This subject will give students the ability to develop the most correct contractual strategy in each single project, as well as to evaluate the most suitable types of contracts for each project deliverable and to elaborate the corresponding bidding documents. It will also acquire competencies to be able to raise and conduct negotiations, not only get to understand the structure of the contracts and the importance of each of them, but also learn to communicate with the legal services.
Students will learn how to use the contracts as tools for risk management, transfer and mitigation, as well as to perceive the importance of contract monitoring as a mechanism to avoid and resolve conflicts.

• Procurement management according to the PMBOK® Guide.
• Contract Management.
• Legal aspects: the contract, types of contracts, drafting and interpreting contracts.
• Case studies: They will allow the development of the contractual strategy and the procurement management plan, including risk management strategies through contracts for a specific project.

Project Sales Management

If we are not successful in managing the sale of the project, the project will not even begin. In this subject students will learn the relevance of making a good offer, a good definition of the scope of the project, along with the rest of its aspects, so that our later management has options to be successful.
Throughout this module, students will analyze in which environment offers are developed, how to maximize their effectiveness, how to increase the sale options of the project, (always maintaining a solid basis for its execution), the role of the buyer and the aspects of negotiation and strategic sale.

• The project as a product to sell.
• The process of selling projects.
• Types of offers and contracts.
• The creation and content of offers.
• Strategic selling methodology.
• Case studies: sales optimization as Project Managers.

Project Integration and Knowledge Management. Traditional methodologies.

Project Integration and Knowledge Management

Project integration management consists of processes and activities to identify, define, combine and coordinate project management activities as well as project phases. It also includes integrating actions of the unification, consolidation and coordination necessary to complete the project and manage the requirements and expectations of the stakeholders. In other words, it is the glue that unites the different parts of the project and turns them into a solid set.
Knowledge management in projects is a discipline whose definition emerged in the corporate world and its objective seems simple: to capture, evaluate, distribute and share the knowledge generated in organizations through project management.

• Integration management.
• Knowledge management.
• Case studies

Traditional methodologies

This subject explains either methodologies or frameworks of projects aligned with the PMBOK® Guide.

Both general methodologies, independent of the application sector, and those tailored for a specific sector will be covered in this module. Alternatives will also be learned to choose the most appropriate Project Management approach for each project, depending on the circumstances of the project and its complexity.

• Project Management methodologies and International ISO21500.
• PRINCE2.
• Case studies.

Agile methodologies: a change of mentality

This subject presents another way of managing projects and the products of high-performance teams comparing them with traditional methodologies such as the one developed in the PMBOK® Guide.
The application of Agile Methodologies requires a major change of mentality. To address them, it is necessary to know the fundamental concepts of this type of management and the differences they have with traditional process management, as well as the techniques and tools that are used.

• Project management agile methodologies and the differences with traditional ones.
• Agile as a response of digital revolution challenge.
• Change of mentality required for agile.
• Agile principles.
• Agile leadership.
• Lean Process management.
• Framework scrum.
• Agile technics and tools.

Application of agile methodologies

In this subject you will learn how to choose the most suitable project management approach for each project, having understood the need for the methodology based on innovative products, how they are managed and monitored, what roles are involved and how the high performance teams that are required are managed.

• Acceleration of the ‘time to market’ and need to agile management.
• Agile project and products management.
• Agile estimation and metrics.
• High performance team management.
• Learning how and when an agile methodology has to be used.
• Choosing methodologies, produces and approaches: project tracking and project steering.
• Mitigation of risk in high complexity project by using agile.
• Continuum methodology ‘Traditional. – Bimodal – Multimodal’
• Agile management digital tools.
• Case study.

Advanced Project Management.

During this subject, the student will be able to do another step forward in the learning process by analysing specific types of project management.

• Bimodal and multimodal projects.
• Specific industry Project Management.
• International Project Management.
• The future of the Project Management.