IT Business Management



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IT Business Management program (ITBM) has been tailored to the needs of professionals who are interested in interdisciplinary approaches and seek a good foundation for their career advancement. Through the combination of business and management acumen with technical expertise, the ITBM program is designed to play a key role in preparing the next generation of leaders in the engineering sector in Bulgaria.

At the heart of complex, multi-dimensional organizations, software engineering involves more than just the development of modern information systems. Consequently, software engineers need to move beyond the boundaries of their job-specific expertise and enhance their professional profiles by acquiring managerial and interpersonal competences. Software engineers who aim to be future business leaders should not only possess such multiple skills, but also should be able to translate theoretical knowledge into business practices, engender interdisciplinary dialogues and communicate successfully in an international and intercultural environment.

Participant's profile 

The ITBM participants want to become leaders who are capable of working in diverse teams to address the various business and management issues that arise in the software industry. Whether they want to:
• innovate in the enterprise,
• be a product manager,
• become an entrepreneur,
• manage a software development organization, or
• be a better software project manager or development lead,
our ITBM participants need to move beyond technology-only thinking, and gain the knowledge and confidence to apply the diverse business and management skills.

The total program duration is four Months split in two parts, in two semesters – three modules per semester. The first semester starts on 10 November 2017, the second – starts on 12 January 2018.

If you are interested in the program click here or contact us on: +359 88 2924710, office@thebusinessinstitute.eu.

The ITBM program is created in close consultation with business, industry and the professions and in response to a challenging and rapidly developing environment. Besides subject knowledge, future professional success in software engineering depends on competences in project management, quality assurance, change management and strategic information management as well as interpersonal and intercultural competences. Therefore, ITBM is taking a cross-disciplinary approach that will enable you to interact appropriately and responsibly in a complex multi-dimensional environment.

The applied Harvard Business Publishing business simulations challenge the ITBM participants to analyze available information and make critical decisions to solve various operations cases and challenges. They are playing a role, not just reading and analyzing. They make decisions and see the results of their decisions in the response of other players and the outcome of the simulation. Through a comprehensive debrief sessions they will analyze and discuss the achieved results – assumptions, pros and cons of the applied decisions, and most importantly – the real business life implications.

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What you will learn
  • Understand how team skill level, team morale, deadlines, and work quality are interrelated and affected by a project manager’s decisions.
  • Practice the importance of appropriately timed changes in allocating resources.
  • Illustrations and practical insights how to boost team performance through mutual accountability and motivate large, diverse groups to tackle complex projects.
  • Understand the challenges of assessing emerging market opportunities and balancing the dual requirements for simultaneously investing in core business and innovation.
  • Experience the difficulties to gauge timing and level of R&D.
  • Manage, design, test and model Agile software projects.
  • Defines what technology strategy is and how it is different from competitive strategy.
Differentiators
  • World-class content – each module equips the participants with Harvard Business School Core Curriculum Readings covering the fundamental concepts, theories, and frameworks enhanced with videos and interactive illustrations;
  • Experiential learning based on Harvard Business Publishing online simulation software – offering the opportunity to exercise various models, outcomes and scenarios;
  • Interactive and engaging side-by-side learning with hands-on facilitators and experienced professionals as guest speakers;
  • Strong links to the software development business reality and applicability in Bulgaria – practical discussions and Q&A sessions with experienced practitioners;
  • An integrated, holistic approach – understanding how software development decisions influence company operations and performance, and vice versa.

The IT Business Management program includes six modules, each module consisting of two sessions. The training sessions are organized twice a week: during the week (from 16:00 to 21:00) and during a weekend day (from 09:30 to 14:30). The total program duration is one year split in two semesters – three modules per semester. The first semester starts in November. The second semester – starts in January.

1
Module: Team Management

Sessions: 10 and 11 November 2017

This module is based on series of highly interactive and practical business exercises and case study discussions. The underlying approach behind the module is to illustrate and practice the managerial and interpersonal competences in a complex multi-dimensional environment.

Through various workshop exercises the participants are led through the manager’s discovery of their strengths, they are equipped with practical guidance to set the vision and goals of their team, guided how to establish communication structures and an optimal team culture – thus laying the foundation for a successful team management. The module is based on the award winning method “The 10 Big Rocks” where the 10 key success factors are designed appropriately to relate to the reality of the manager’s personal team and organization.

Upon completing this module, participants will be able to:

  • Discover the manager’s strengths and how to leverage on them;
  • Set aspirational team vision;
  • Define annual team goals;
  • Establish robust communication structure and engagement rules;
  • Plan the establishment of the winning spirit;
  • Set aspirational “prize”;
  • Better understand the issues and enablers in team management environment, raises awareness and suggest approaches how to tackle and leverage them.
2
Module: People Analytics

Sessions: 17 and 18 November 2017

People analytics is a data-driven approach to managing people at work. Business leaders should make decisions about their people based on analysis of data rather than the traditional methods of personal relationships, decision making based on experience, or risk avoidance. This module will explain how data analysis is brought to bear on people-related issues, such as recruiting, performance evaluation, leadership, hiring and promotion, job design, compensation, and collaboration.

By the end of this course, participants will understand how and when hard data is used to make soft-skill decisions about hiring and talent development, so that they can position themselves as strategic partners in their company’s talent management decisions.

The class will cover the use of data and analytics in relation to key issues that define team management and performance. Key topics to be covered:

  • From Hiring to performance
  • Defining team “effectiveness”
  • Collecting data and measuring effectiveness
  • Purpose as the cornerstone of team effectiveness
  • Identifying dynamics of effective teams
  • Measuring the dynamics of the team
  • Strategies for improving team effectiveness
  • Foster psychological safety
  • Help teams take action.
3
Module: Project Management

Sessions: 23 and 24 November 2017

In this, simulation-based, module participants take on the role of a senior project manager and manage a team tasked with developing a new product for an electronics manufacturing company. The primary objectives are to execute a project plan successfully and deliver a competitive product on time and on budget.
Various scenarios will expose participants to realistic challenges that project managers often face, especially when working in a highly competitive industry.

Learning objective:

  • Explore trade-offs among the three major project management levers: scope, resources, and schedule.
  • Understand how team skill level, team morale, deadlines, and work quality are interrelated and affected by a project manager's decisions.
  • Analyze the effect of poor-quality work on project outcomes.
  • Understand the importance of appropriately timed changes in allocating resources.
  • React to unanticipated events and managing uncertainty.
  • Set realistic project objectives and minimize scope changes.

This module is based on the Harvard Business Publishing’s online simulation “Project Management Simulation: Scope, Resources, Schedule” and the Harvard Business School Reading “Project Management Manual”.

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4
Module: Innovation Management

Dates: 12 and 13 January 2018

In a rapidly changing environment, businesses need to evolve and continuously adapt to new challenges. This module provides and exercises the skills and knowledge that enables the participants to understand the challenges that innovative entrepreneurs face in their businesses.  It deals with the commercialization of new ideas, high-tech innovations, business development and tapping into new markets. Participants will learn how an innovators’ orientation helps companies to position themselves in a business ecosystem. At the end, the module will help them develop a creative mindset and their innovative capabilities.

Key topics to be covered:

  • Types of innovations
  • Innovations life cycle
  • Pioneer vs. follower: the time-to-market dilemma
  • Sources of innovations
  • The process of organizing the innovations: outside-in and inside-out processes
  • Innovations organization structure: closed and open innovations
  • Innovation process roles
  • Innovations pricing: value-based pricing
  • Resources assessment
  • The new product launch
  • Innovations management as a recurring process.
5
Module: New Product Development

Sessions: 19 and 20 January 2018

This module, based on a highly interactive online simulation, allows participants to play the role of a business unit manager at a battery company facing the classic Innovator’s Dilemma. Participants have to manage R&D investment tradeoffs between the unit’s existing battery technology versus investing in a new, potentially disruptive battery technology. Over the course of eight simulated years, participants must address a number of challenges including the timing and level of investment across both mature and new businesses, choices regarding market opportunities and inherent product performance characteristics, requirements to meet constraining financial objectives and constant trade-offs between investment options, all in the context of uncertain market information.

Learning outcomes:

  • Best opportunities for new products are not visible early on. New applications can appear unattractive, but often represent best long-term opportunity.
  • Timing and level of R&D spending is difficult to gauge.
  • Assessing emerging market opportunities is difficult using standard approaches.
  • Balancing dual requirements for simultaneously investing in core business and innovation is challenging.
  • Constraining financial criteria and an organization's impatience for growth can make innovation difficult.

This module is based on the Harvard Business Publishing’s online simulation “Strategic Innovation Simulation: Black Bay Battery” and the innovation classic book – “The Innovator’s Dilemma: When New Technologies Cause Great Firms To Fail” – both authored by Clayton M. Christensen.

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6
Module: Agile Software Development

Dates: 26 and 27 January 2018

Organizations today are seeking ways to improve the efficiency of their software development efforts while still meeting quality objectives. Competitive pressures and customer demands continue to reduce software product release schedules, driving organizations to seek fresh new approaches to building software. Agile software development methods are often cited as a way to accelerate software delivery and get more done with less. This module will present and practice how to avoid the common mistakes of agile adopters and address some of the common misuses.

This module will present a roadmap for how to get started with agile along with practical advices. It will introduce you to agile software development concepts and teach you how to make them work. You will learn what agile is all about, why agile works, and how to effectively plan and develop software using agile principles. Running case studies allow you to apply the techniques you are learning as you go through the course.

Learning objective:

  • Plan iterations based on relative effort and business value
  • Managing requirements using agile
  • Defining and estimating user stories
  • Building a release plan
  • Manage, design, test and model Agile software projects

This module is based on the Harvard Business Publishing’s case studies: “Team Wikispeed: Developing Hardware the Software Way” and “cmm versus Agile: Methodology Wars in Software Development”.

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Tsvetoslava-Kyoseva
Tsvetoslava Kyoseva

Associated Facilitator in The Business Institute. А professional with deep knowledge and experience in innovation management, new product development and business process analysis with more than 11 years practical experience.
Currently Tsvetoslava is a Vice President at Methodia, a software development company, responsible for the
business analyses, project and process management.

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Peter Ivanov

Motivational trainer, coach, keynote speaker and athlete. Peter has lead various of international virtual teams including IT teams across Europe, Asia and Africa. His teams have been honoured with multiple prestigious corporate awards, among which is the Global "IT Connect Award" in 2012. Peter creates Virtual Power Teams – the first Bulgarian team management methodic for virtual teams. He is Master of Science in Mathematics.

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Ioannis Papakonstantinou

Experienced professional in the field of the organizational behavior and restructuring He delivers education programs and workshops on Behavioral Decision Making, Leadership, and Motivation in South-Eastern Europe.  A special “niche” of his valuable experience is the people analytics, performance evaluation, leadership and job design in the IT business management.

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Nikolay Todorov

Highly skilled expert in software solutions delivery and project management. More than 15 years of professional experience in the IT industry with extensive skills in a broad set of project management methodologies, with strong focus on Agile and Lean approaches. Managing Partner in Accedia and also in charge of the software delivery department of the company. Holding Ph.D. in Informatics, Project Management Professional (PMP) certificate, as well as Professional Scrum Master.

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Alexander Yochev

Alex is a seasoned architect with 15 years of experience in designing and developing software systems. He is one of the co-founders of Intracol Technologies AD and currently contributes to the organization as Chief Technology Officer (CTO).
Previously, Alex was employed as Technical Leader in Cisco Systems taking the role of software architect and a member of the internal patent review committee with focus on Collaboration and Unified Communication capabilities. In the past he has also served as a software architect at IBM. Alex holds a bachelor’s degree in Computer Systems from Technical University in Sofia, Bulgaria and is currently working towards obtaining his master’s degree in Project Management from University of Liverpool, UK.

Tzvetelina Teneva
Tzvetelina Teneva

Co-Founder and Senior Facilitator at The Business Institute. Experienced practitioner in strategy, business modeling, marketing management, incl. product management, value proposition design, marketing communication. Special expertise in B2B practices. Previously, Marketing Director and Marketing Communication Manager at Orbitel (acquired by Magyara Telekom/ Deutsche telekom Group, now part of Mtel portfolio), trainer to business practitioners in marketing management, PR Executive at the Government Information Service.

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Nikola Bogdanov

Agile coach and project manager. Having background as full stack developer Nikola is successfully combining software development skills with strong agile and project management knowledge.  He is specializing different aspects of Agile and Lean. Nikola is also university lecturer at Sofia University “St. Kliment Ohridski”. His strong background is based on implementing and examining Agile and Lean in real projects and teams in combination with university scientific work in the area (PhD).

The IT Business Management program includes six modules, each module consisting of two sessions. The training sessions are organized twice a week: during the week (from 16:00 to 21:00) and during a weekend day (from 09:30 to 14:30). The total program duration is one year split in two semesters – three modules per semester. The first semester starts in November. The second semester – starts in January.

Here are the following sessions:

Module Dates
Module 1: Team Management 10 and 11 November 2017
Module 2: People Analytics 17 and 18 November 2017
Module 3: Project Management 23 and 24 November 2017
Module 4: Innovation Management 12 and 13 January 2018
Module 5: New Product Development 19 and 20 January 2018
Module 6: Agile Software Development 26 and 27 January 2018

The IT Business Management program includes six modules, each module consisting of five sessions (or 30 sessions for the whole program). The training sessions are organized twice a week: during the week (from 16:00 to 21:00) and during a weekend day (from 09:30 to 14:30). The total program duration is one year split in two semesters – three modules per semester. The first semester starts in November. The second semester – starts in January.

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