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Who
Basic access
What's included
- Access to the entire programme + Bonuses
- Chat with moderators
Installment period
Up to 7 payments
... €
2 900 €
«Head of department programm»
AI Enabled
AI Enabled
A comprehensive programme covering the key tasks of a department manager. You will learn everything you need to confidently manage a department: organisational design, budgets, stakeholder management. All this with a focus on AI tools.
7
april
start
🚀
🚀
91%
of students complete the course
9.1
average rating for each module
27k
graduates worldwide
A programme based on real-life challenges
A programme that solves the real problem of transition: from team management to resource and strategy management.
The position of Head of Department is not just that of a "senior team lead." It is a different level of responsibility: finance, organisational structure, stakeholder management. To ensure that our programme addresses the issues that are critically relevant to today's leaders in 2026, we conducted extensive research on our students and alumni — leaders from various industries (IT product and service development, outsourcing and outstaffing, banking, fintech, and game development) and countries around the world.
Kano methodology: We used a scientific method to identify the most pressing pain points and key market needs.
Result: The Department Head programme is not just theory from textbooks. It is the most practical, proven and relevant set of skills required for effective department management right now.
Start training
Who is this programme for?
The position of department head is the next step after team lead or team/project manager.
The transition to this role is often difficult. We help make it easier and more effective, drawing on proven management practices and modern AI tools.
Beginners
For those who plan to grow into a department head and want to follow this path with a ready-made set of tools (finance, metrics, organisational design), avoiding typical "under-top" mistakes.
Experienced
For those who already manage departments but feel they lack systematic knowledge in budgeting, resource management, and AI implementation.
Companies
For training current or future managers with a focus on AI as a key tool for efficiency.
Stratoplan
16+ years of training
smart people
We believe that sustainable management skills are formed through regular practice. Our approach is long-term training with a focus on gradual but profound changes.
16+
years in the soft skills market
400+
компаний обучают у нас сотрудников
80%
of students are from IT: from start-ups to giants
27K
graduates
по миру
The "Department Head" course — is a strategic investment for B2B clients
The Department Head course is a strategic investment for your business
If you need to standardise your approach to managing departments, our programme will give you:
Your ROI: Invest in training your managers to reduce the time spent correcting their mistakes, reduce operational chaos, and get managers who know how to talk to the business.
01
Reliability: We have been in the market for over 16 years and are trusted by more than 400 companies (Apple, Amazon, Epam, etc.).
03
Relevance: Your managers will gain the skills they need to work with organisational structures, budgets, and AI to scale your business.
03
Ready-made tools: Your managers will receive a common management language and a set of tools (from GOSPA to AI analytics) for immediate application in their work.
Companies that study
with us
What questions do students have when they start training?
no understanding of the tasks
It is unclear what exactly is expected of me as a department head and how to measure it.
I don't know how to delegate
Management has high expectations, but there is not enough support, and decisions have to be made alone.
confusion
I am still burdened with the old tasks of a team leader, and I don't have the time or energy for strategic issues (budget, organisational structure).
lack of strength
I constantly feel like I'm running in circles, with overtime, burnout and imposter syndrome.
I can't cope
The situation is not improving because I am constantly overlooking something.
Like any difficult path, the transition to department head is best taken with experienced guides.
Our programme provides a clear, step-by-step plan for eliminating these bottlenecks.
AI in management
AI is already changing management. At the department level, the key challenges are scaling, budgeting, and risk reduction.
How can AI be used to audit processes and organisational structures, rather than just to analyse engagement?
Which AI tools REALLY work for resource forecasting and budgeting?
Where is AI definitely not applicable, and do you need to rely on critical soft skills (e.g., in complex negotiations)?
Without understanding how to apply AI consciously, you risk wasting time on ineffective decisions or missing opportunities for strategic growth. Our programme integrates the study of AI into every aspect of management: from organisational structure formation to financial modelling.
What to expect from the
"Department
Head"
programme
AI Enabled
A practical online programme in a new format: 15 sessions on department head skills + 4 modules on basic management skills + integration of AI topics.
Format: 15 sessions on Thursdays (18:00–21:00 UTC+3) + 4 two-day modules (Saturday/Sunday, 10:00–15:00 UTC+3).
AI focus: Separate broadcasts on AI in management + integration into each module (how AI helps/hinders/creates new precedents).
Content: 35% theory / 65% practice (139 hours in total, 85 core hours + bonuses).
Only the necessary: skills and tools
Support: Live trainers, chat and recordings (lifetime access).
Guarantee: 100% refund until the end of the first week of classes
Last update: January 2026
Detailed course programme
55+
hours of practice
30+
hours of theory
90+
case studies
Lesson 1
Leader of Leaders: How to Stop Being a "Senior Team Lead"
-
The transition from team lead to department head is not just an expansion of your area of responsibility, but a complete change of tools. We will explore how to stop controlling engineers' tasks and start managing the effectiveness of their managers without slipping into micromanagement.
What will be covered in the session:
- Analysis of qualitative differences: how managing team leads differs from managing engineers.
- Designing a Head of Department competency matrix: what skills you need to develop.
Exercise: "Trying on" the role — auditing your current tasks for "team lead past".
What questions will be answered and what tools will you receive:
- How to evaluate a team lead's work if you no longer look at their code?
- How to delegate responsibility for entire units?
Tools: Department head competency matrix and checklist for transitioning to the role of "Manager of Managers".
Session 2
Department audit: How to find hidden risks and growth points + AI
-
A new department is always a minefield. We will provide you with a deep audit technology that will help you quickly understand who in the team is a star, who is a passenger, and how realistic the goals set for you by the business are.
What will be covered in the session:
- The "First Steps of RO" algorithm: auditing people, processes, and team chemistry.
- Resource check: does the department have enough "fuel" to accomplish its tasks?
- AI workshop: how neural networks help to instantly analyse reports and highlight risks in the department's work.
What questions will be answered and what tools will you receive:
- How to understand that business goals are unattainable before you sign up for them?
- Who in the company should you befriend in your first week to get a realistic picture of the situation?
Tools: Comprehensive department audit template and prompts for AI analysis of departmental risks.
Session 3
Stakeholder management: How to make bosses your allies and protect budgets + AI
-
Your influence in the company is determined by your ability to negotiate with C-level executives. We will learn how to manage the expectations of top management and sell your ideas in a language that is understandable to the business.
What will be covered in the session:
- Stakeholder mapping: who really makes decisions in your company.
- Persuasion techniques for different types of "bosses": from dry figures to emotional meanings.
Practice:
- Preparing for negotiations with management/colleagues.
- Managing your manager's expectations.
- Using AI to prepare for negotiations with stakeholders.
Answers to what questions and what tools you will receive:
- How to make a reasoned request for resources and budgets so that you are not refused?
- How to report departmental failures in such a way that management sees you as a problem-solving partner?
Tools: Stakeholder influence map and script for preparing for a crucial meeting with the CEO.
Session 4
Department architecture: How to design a structure that doesn't slow you down
-
The wrong structure leads to constant conflicts and missed deadlines. We will learn how to design a department for growth so that roles are clear and communication between teams is seamless.
What will be covered in the session:
- Comparative analysis of organisational structures: when to use functional teams and when to use cross-functional teams.
- Finding bottlenecks in your current organisational structure.
- Change implementation technology: how to rebuild a department without causing mass layoffs.
What questions will be answered and what tools will you receive:
- How to understand that your structure is outdated and it's time to reorganise?
- How to correctly distribute responsibility between units so that no one "passes the buck" on tasks?
Tools: Organisational structure design matrix and change communication plan for the team.
Session 5
Business processes: How to build an "autopilot" for department management
-
Business processes are what allow you to go on holiday without receiving 100 phone calls. We will analyse how to build operational management so that the system itself produces results.
What will be covered in the session:
- Process thinking: how to see recurring cycles behind the chaos of tasks.
- Methodology for describing and implementing BP: from customer entry to value delivery.
- Overview of automation tools: how to stop drawing processes in a notebook and start managing them.
What questions will be answered and what tools will you receive:
- Which processes in the IT department should be implemented first, and which are harmful?
- How to ensure that people actually follow processes and don't ignore them?
Tools: Repository of typical business processes for the department and checklist for implementing a new process.
Session 6
Process optimisation: How to find and eliminate bottlenecks in the department's work + AI
-
Your processes may be perfectly described, but still work inefficiently. We will analyse methods for "treating" system failures and learn how to find hidden resource losses that slow down the entire department.
What will be covered in the session:
- Basic methods of BP optimisation: from eliminating unnecessary links to redistributing the load.
- The Process Mining approach: how tasks actually move through your department compared to what is written in the regulations.
Practical exercise: using AI to analyse process chains and find points for automation.
What questions will be answered and what tools will you receive:
- How to understand that it is time to change the process without waiting for deadlines to be missed?
- How to quantify the benefits of process optimisation for your business?
Tools: Business process optimisation criteria map and algorithm for finding bottlenecks through Process Mining.
Session 7
Metrics and KPIs: How to manage a department based on numbers, not feelings + AI
-
At the RO level, it is impossible to know the details of each task. We will build a "dashboard" for your department that will allow you to see the real state of affairs through objective indicators related to business goals.
What will be covered in the session:
- Building a pyramid of metrics: from team performance indicators to strategic business KPIs.
- Decomposing goals: how to link the effectiveness of a specific engineer to the company's profit.
Workshop: testing AI's ability to analyse metric dynamics and highlight anomalies.
What questions will be answered and what tools will you receive:
- Which IT metrics are truly important, and which ones create the illusion of work?
- How can you trust the numbers and automate decision-making based on them?
Tools: Department metrics dashboard template and KPI cascading algorithm.
Session 8
Change management: How to implement innovation without sabotage and layoffs
-
Any change is stressful. We will analyse how to "sell" reforms to the team and stakeholders so that resistance turns into support and change becomes part of the culture.
What will be covered in the session:
- The psychology of resistance: why people sabotage even useful innovations.
- Popular models for implementing change (ADKAR, Kotter): a step-by-step algorithm for action.
Practice: dealing with objections from key stakeholders when launching a new strategy.
What questions will be answered and what tools will you receive:
- How to neutralise leaders of resistance and turn them into ambassadors of change?
- How to properly communicate unpopular decisions to the team?
Tools: Resistance management matrix and change communication plan.
Session 9
Finance: How to talk to business in the language of money + AI
-
For your ideas to be approved, they must be financially transparent. We will break down the basics of financial theory, which will allow you to see your department as a business unit and confidently communicate with C-level executives in the language of PnL and ROI.
What will be covered in the session:
- Analysis of the three main financial statements: what a department head should look for in P&L, CashFlow and Balance Sheet.
- Key financial performance indicators for the IT department.
Practical exercise: using AI for rapid analysis of financial statements and searching for anomalies.
Answers to what questions and what tools you will receive:
- What does your manager really mean when they say you need to think about money and business?
- How can you tell whether your department is profitable for the company or just a cost centre?
- How can you stop being afraid of financial statements and start seeing them as management decisions?
Tools: A checklist for analysing the financial health of your department and a glossary of terms for communicating with the CFO.
Session 10
Budgeting: How to plan expenses and defend your budget to the CEO + AI
-
The budget is your main tool for influence. We will learn how to translate department plans into numbers so that management does not want to "cut" them, and discuss how AI can speed up this process.
What will be covered in the lesson:
- Types of budgets and the budgeting process: from collecting requests to final approval.
- The budget as a tool for motivation and control, not just an expense plan.
Workshop: using AI to forecast costs and automate calculations in spreadsheets.
Answers to what questions and what tools you will receive:
- How to justify technical debt or training costs so that they are not cut first?
- What to do if the budget is suddenly cut?
Tools: IT department annual budget template and scenario for defending the budget to C-level management.
Lesson 11
Financial modelling: How to justify any management decision with figures
-
Any hiring, outsourcing, or software purchase must pay for itself. We will learn how to build simple but convincing financial models that will show management the real benefits of your initiatives.
What will be covered in the session:
- Building financial models based on unit economics: calculating the cost and value of each unit.
- Comparing scenarios: "Buy ready-made" vs "Develop in-house" (Make vs Buy) through numbers.
Practice: calculating return on investment (ROI) for a specific project or the implementation of a new tool.
What questions will be answered and what tools will you receive:
- How to prove to the business that hiring 5 more people now is more profitable than continuing with the current workforce?
- How to quantify the risks of inaction in terms of financial losses?
Tools: Department unit economics calculator and investment cost justification template (CapEx/OpEx).
Session 12
Resource planning: How to always have people for the job and not overpay + AI
-
Resource management in a large department is like chess. We will analyse how to balance workload, expertise and hiring so that the department is always ready for new challenges without specialists being idle.
What will be covered in the lesson:
- Resource management models: capacity and skills management.
- Strategy for working with the external market: when to call in contractors and when to grow your own.
Practice: using AI to forecast staffing needs based on the task pipeline.
What questions will be answered and what tools will you receive:
- How to plan hiring six months in advance when business requirements are constantly changing?
- How to find a balance between senior and junior specialists in the department structure?
Tools: Department resource matrix and checklist for evaluating the effectiveness of outsourcing.
Session 13
Talent pool: How to overcome the Bus factor and grow your replacement
-
Your stability as a department head depends on the quality of your team leaders. We will analyse how to build a system that generates new leaders and does not fall apart when key employees leave.
What will be covered in the session
- Bus factor assessment in the department: identifying critical points of dependence on people.
- Creating a succession system: how to develop team leaders for the future.
Workshop: Features of hiring and adapting managers from the market in the era of AI screening.
What questions will be answered and what tools will you receive?
- How to develop a key employee if there are no vacancies for them yet?
- How can you prepare a successor for a team lead position in three months?
Tools: Talent pool matrix and management potential development plan (Succession Plan).
Session 14
Strategy implementation: How to turn business dreams into real results + AI
-
A strategy without execution is a hallucination. We will analyse the GOSPA and OKR models at the department level so that your ambitious goals are not lost in the shuffle but are achieved step by step.
What will be covered in the session:
- The difference between performance goals and development goals.
- Implementing strategy using the GOSPA and VMOSA models: from mission to specific actions.
Practice: conducting control and correction sessions to maintain focus on goals.
What questions will be answered and what tools will you receive:
- How to automate OKR data collection and see dynamics in real time?
- How to adjust department plans if external conditions change in the middle of the quarter?
Tools: Departmental strategic map template and algorithm for conducting status sessions.
Session 15
Systematic people management: How to manage the loyalty of hundreds of people through processes
-
At the RO level, you cannot talk to everyone. We will learn how to build motivation, development, and loyalty control systems that scale your culture to all teams without your personal involvement.
What will be covered in the session:
- Management through rules and policies: creating a transparent environment for team leaders to grow.
- Skip-level meeting technology: how to hear the truth "over the heads" of managers without undermining their authority.
Workshop: automating feedback and sentiment analysis systems in the department using AI.
What questions will be answered and what tools will you receive:
- How to build a grading and development system that will work without your daily intervention?
- How to diagnose systemic problems in the team (toxicity, disappointment, etc.) in a timely manner?
Tools: A summary of people management policies in the department and a guide to conducting skip-level interviews.
Plus
Four modules on basic leadership skills at any management level
Module 1
The role of a leader: How to meet business expectations and not "burnout" in corporate culture
-
At the RO level, you cease to be just a "senior colleague" and become a strategy guide. We will analyse how to align your goals with C-level and why different types of companies (from "family-owned" to "results-oriented") will expect fundamentally different behaviour from you.
What will be covered in the class
- Analysis of the manager as a social role: why team leader "heroism" is detrimental to the department head.
- Adizes' PAEI model: diagnosing your style and finding the missing management "vitamins" for your department.
- Four types of corporate cultures: how to understand the rules of the game in your organisation and not go against the company's DNA.
Answers to what questions and what tools you will receive:
- How to identify the hidden expectations of stakeholders that are not written in the official KPIs?
- How to agree with management on the criteria for your success "on shore"?
Tools: Expectation alignment template (Win-Win) and PAEI management code test.
Module 2
Operational management: How to delegate responsibility, not just tasks
-
Timlid delegates tickets, the department head delegates autonomy. We will analyse how to build a system where the department runs like clockwork and you are engaged in developing the division rather than "cleaning up the mess" after your leads.
What will be covered in the class:
- Division of responsibility: the difference between Accountable (responsible for the result) and Responsible (executes).
- Levels of delegation: how to gradually transfer power through processes, budgets, and goals.
- Transition from micromanagement to controlling: creating a "security infrastructure" that provides transparency without micromanagement.
Answers to what questions and what tools you will receive:
- How to stop being a "bottleneck" and start trusting your leads without risking the product?
- How to build a control system that doesn't annoy employees but gives you a complete picture of what's going on?
Tools: Responsibility delegation matrix and checklist for designing a control system.
Module 3
Feedback and motivation: How to understand your leaders and their teams
-
To manage a department, you need to understand the psychology of those who lead people. We will analyse how to diagnose the motivation and potential of your team leaders in order to form strong bonds within the department.
What will be covered in the session:
- Psychological portrait: using the Big Five and Dark Triad models to predict the behaviour of leaders under pressure.
- Motivation drivers: determining values according to Schwartz — what really keeps your key people in the company.
- Using AI in HR tasks: how neural networks help create accurate competency profiles and psychological portraits.
Answers to what questions and what tools you will receive:
- How to give developmental feedback to experienced managers so that they continue to grow?
- How to assess an employee's qualifications in an environmentally friendly and objective manner?
Tools: A script for constructive feedback for managers and a competency model for assessing "leaders of leaders".
Module 4
Conflicts and negotiations: How to resolve disputes at the department head level
-
Conflicts at the department head level are often related to the struggle for resources and influence. You will learn how to use constructive confrontation techniques to protect the interests of your department and maintain peace between teams.
What will be covered in the class:
- A rational approach to conflict: how to separate personal ambitions from business interests in heated disputes.
- Emotion management techniques: how to keep a cool head in negotiations with other heads of departments and C-level executives.
- Behaviour prediction: using AI to analyse opponents' positions and find common ground.
What questions will be answered and what tools will you receive:
- How to resolve conflicts related to the struggle for status and influence without destroyng relationships?
- How to prevent clashes between teams in the early stages?
Tools: Algorithm for rational conflict resolution and the "Constructive Confrontation" technique for complex negotiations.
Schedule
XX
Specialization days for the “RO” course on VT from 18:00 to 21:00 UTC+3
XX
Days of common modules on Saturday and Sunday from 10:00 to 15:00 UTC:+3
What can you add to your CV with 100% confidence, marked "I don't just know this, I can do it and apply it in practice"
strategic
I understand the company's strategic expectations of my role and know how to meet them using systematic auditing of processes and organisational structures.
budgeting tools
I am proficient in budgeting tools (development, evaluation, control) and understand the basics of financial management.
analyze the situation
I am able to make decisions based on data, resources, and the company's long-term strategy.
conflicts
I effectively manage change and resolve conflicts at the departmental level.
work with people
I know how to hire and develop key employees and work with people systematically.
negotiating
I am skilled at negotiating with stakeholders and management.
effectively apply AI
I understand how to effectively apply AI in management for scaling.
Programme trainers
Guarantee and human approach
100% refund until the end of the first module if the programme does not suit you for any reason
We understand that life is unpredictable
We understand that life is unpredictable
We know that we are all human and that unforeseen circumstances can happen to anyone (illness, relocation, urgent project, personal crisis). In such cases, we never stand aside. If you are unable to continue your studies for a valid reason, we do not simply cancel your access. We work with you individually to decide how to proceed in your situation
We are always ready to meet you halfway.
Register
FAQ
1000 and 1 doubt
All of our programmes require an investment from you: financial, time, and quality effort. Read other announcements — perhaps other courses will suit you better and provide what you need in a higher quality. But what we can guarantee is that the "Team" course is aimed at real-life change. We are not about certificates and formal knowledge.
Here are a few simple ways to check if we are right for you:
- You can find student contacts under the programme reviews and ask them personally.
- Check out the complete guide to choosing training programmes and evaluate us on all points
- Ask your colleagues at work what they know about Stratoplan. Our experience shows that in 90% of cases, someone in your company is already our graduate.
- Want to form your own opinion? Come to our open live broadcasts and demo classes. Try it out, ask questions, and see if the course is right for you.
All students in the programme undergo an introductory interview before the start of classes. The goal is to understand how well your needs can be met by this course and its format. If, after the interview, you and the School's expert decide that the programme is not for you, we will refund 100% of your payment. No strings attached.
We also understand that we are all human and that circumstances can affect us. If you are unable to continue your studies, we always try to accommodate our clients by offering them the option to freeze the process and transfer to another School stream or receive a refund.
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Training with a Curator
Who
For those who need structure and support (Most popular)
What's included
- + Weekly calls and prompt feedback from your personal tutor
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Up to 7 payments
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Who
For those who require deep immersion and individual work with an expert
What's included
- Monthly individual meetings with the course trainer
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