This master’s degree is intended to provide the necessary knowledge about project management, regardless of the project’s size, from both the traditional and the agile perspectives, of which the latter is the “de facto” approach in the context of digital transformation. This program will explain the differences between the traditional and the agile approach, as well as their response mechanisms in highly uncertain and changing contexts.
Objectives
- Learn about the traditional project planning and control approach
- Learn about the agile management approach and identify the differences with the traditional approach
- Learn the most widely used project and team management methodologies
- Understand the relationship between digital transformation and agile management, and why the latter is suitable for the digital transformation context.
- Learn the existing practices associated with both traditional and agile project management
Learn the Design Thinking method and its integration with Lean y Agile methodologies
- Identify fields of application of Agile methodologies in knowledge management, construction, technology and data management projects, among others
Methodology
At Educa PHAROS, we use a highly practical methodology focused on the direct application of knowledge in the student’s professional environment, combining theoretical content with real-world case studies, digital tools, and the guidance of a specialized teaching team.
Program
Project Launch
Project Management Plan (I): Project Lifecycle
Project Management Plan (II): Planning
Project Management Plan (III): Project Organization Chart
Lessons Learned
Communication Management (I): General Aspects of Communication
Communication Management (II): The Global Communication Management Process
Communication Management (III): Specific Communication Management Plan
Document Management and Control (I): Specific Document Management Plan
Document Management and Control (II): Document Management Tool
Procurement Management
Procurement Management and Subcontracts
Expediting Management
Quality Control (QC)
Procurement Logistics
Human Resources Management (I): Specific Human Resources Plan
HR Management (II): Work Team Management
Quality Management
Health, Safety, and Environment (HSE) Management (I): Definition
Health, Safety, and Environment (HSE) Management (II): Standards
Scope Management (I)
Scope Management (II)
Scope Management (III)
Contract Management (I)
Contract Management (II)
Negotiation (I)
Negotiation (II)
Negotiation (III)
Cost Control
Cost Estimation (I)
Cost Estimation (II)
Cost Estimation (III)
Planning (I)
Planning (II)
Planning (III)
Global setting
Risk Management (I)
Risk Management (II)
Risk Management (III)
Earned Value Method
Time Value of Money
Investment Appraisal Methods
Preparation of Financial Projections
Quality of Financial Projections and Terminal Value
Sources of project financing
Cost of capital and level of project debt
Evaluation of Projects with Uncertain Outcomes
Introduction to the Project Finance Model
Project Risk Analysis
Project Bankability
Entities involved in the financing of a project
Ratios and Management of Project Financing
Development of Financing for International Projects
Country Risk Management
Funding Sources for International Projects
Financial Management of Service Projects
Identification of Costs in Service Projects
Allocation of Costs to Services
Establishment of the budget for the service
Financial follow-up and closure of the service
Introduction.
Quality policy
Context analysis development.
Processes and procedures
Risk identification
Responsibility definition and objectives
Plans and program definition
HHRR management
Material resource management
External resource management (Suppliers)
External resource management (Procurement)
Information management.
Communication management
Design, product and service planning
Design, product and service control
Nonconformity management and corrective measures
Internal control mechanisms: Reporting
Control mechanisms: Auditing
Management review
External certification
Context
Myths and realities: why agile?
Agile approach
Why should we adopt agile?
Agile vs. traditional
Agile principles and values
Disadvantages of the traditional approach
The “traditional” management approach
The “agile” management approach
Agile work process for projects
Framework of methodologies
FDD, DSDM and Lean
Scrum
XP methodology
“5 S” methodology
The definition of Kanban
Examples of the task boards
Designing the Kanban board
Using the Kanban inside the iteration
Sinergy of methodologies
Business Case. Project Justification
Customer-Centric Approach. Declaration of Interdependence
Project Vision
Knowledge Management Areas According to the Agile Approach
The 'personas' technique
Prioritizing Requirements Based on Business Value
Refining Priorities
User stories
Splitting Requirements
Agile Requirements Management
”Done“ and ”ready"
Common Mistakes
Adaptive planning
Agile Estimation of Requirements
Velocity, timebox, and establishing the process
Roadmap
Adjusting the Roadmap
Limitation on Work in Progress
Validity of the Agile Approach
Change Management
Release plan
Use of the release plan
Iteration zero and Spikes
Preparing the iteration
Iteration planning
Detailing the iteration content
Deadline, cost and people
Iteration. Implementation and closing
Agile engineering practices
Other ways of estimating and planning
Earned Value traditional method
Earned value in lean construction projects
Agile earned value
Monitoring the team
High performance teams
Monitoring the work
Demo or review meeting
Retrospective meeting
Information radiators
Project closure
Why design thinking arises: empathy and closeness with the customer or user
What is Design Thinking?
Understanding Design Thinking
Overview of the Design Thinking process
Methods for identifying the user's needs
Step 1: Empathize with the users
Step 2: Define the problem
Step 3: Ideate
Step 4: Prototyping
Step 5: Test
Detailing the Design Thinking approach
Agile, Lean and Design Thinking for product development
Fulfilling objectives
How does Google do it?
Stages of Google Design Sprint
Analysis of the Agile Process
Failure Modes
Success Modes
Risk Monitoring
Agile Contracts
The management approach according to digital transformation
Data 2.0
Data Democratization
Democratization of Technology
Agile Data Management
Data Driven Companies
Agile Data
Data projects and agile approach
Agile Data delivery
Agile Data Infrastructure
Present and future: digitalization and the agile approach
Datification as a pillar of digital transformation
Educa PHAROS is a training solution for businesses that centralizes learning, simplifies user management, and allows progress to be tracked through dashboards and reports.
It is designed for organizations that want to develop internal skills, standardize role-based training, and have traceability and learning metrics.
It includes learning paths by profile, user and permission management, progress reports, certification, and access to masterclasses or live sessions (depending on the plan).
It is based on best practices in security, access control, learning tracking, and implementation support. Customize this text according to your commitments (SLA, compliance, etc.).
Educa PHAROS is a next-generation training model that places a company’s human capital at the forefront. Through a platform that adapts to each company’s corporate image and offers a total of more than 900 courses, it provides training tailored to each organization’s specific needs. The unlimited flat-rate plan provides each company with the number of courses that best suits its needs, as well as the ability to determine which employees will have access.
English 
Credits: 60 ECTS
Leadership and Management 
Spanish
60 ECTS