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Innovation management and product development

01KYOPH

A.A. 2020/21

2020/21

Innovation management and product development

Innovation Management is nowadays a recognized discipline that concerns scientific knowledge and professional skills. In the current economic environment, the transfer of technological development results into products and services, which must be both profitable for businesses and useful to society, is in fact not immediate and requires special capabilities. The capabilities and skills required are transversal and common to the different expressions of technology as well as to various industrial sectors. In this sense, they constitute a fundamental cultural and professional background to the Managerial Engineer. The Innovation Management covers both strategic and technical-operational decisions. Among the former ones we can mention the strategic analysis of sectors and markets, the management of project portfolios, the development of resources and competences, the definition and economic evaluation of development projects and related ' business models '. On the operational side, we can instead cite market research in support of the technical specification of the product or the use of methodologies in support of engineering, and operational management of development projects. The course consists of lessons, which enriched by case studies derived from empirical research or experience, and practical cases by which students are required to analyze problems quantitatively.

Innovation management and product development

Innovation Management is nowadays a recognized discipline that concerns scientific knowledge and professional skills. In the current economic environment, the transfer of technological development results into products and services, which must be both profitable for businesses and useful to society, is in fact not immediate and requires special capabilities. The capabilities and skills required are transversal and common to the different expressions of technology as well as to various industrial sectors. In this sense, they constitute a fundamental cultural and professional background to the Managerial Engineer. The Innovation Management covers both strategic and technical-operational decisions. Among the former ones we can mention the strategic analysis of sectors and markets, the management of project portfolios, the development of resources and competences, the definition and economic evaluation of development projects and related ' business models '. On the operational side, we can instead cite market research in support of the technical specification of the product or the use of methodologies in support of engineering, and operational management of development projects. The course consists of lessons, which enriched by case studies derived from empirical research or experience, and practical cases by which students are required to analyze problems quantitatively.

Innovation management and product development

At the end of the course, students will have acquired a concrete ability to analyze and manage business decisions related to technological innovation in both strategic and operational terms.

Innovation management and product development

At the end of the course, students will have acquired a concrete ability to analyze and manage business decisions related to technological innovation in both strategic and operational terms.

Innovation management and product development

For an easier acquisition of the course contents, it might be useful for students to know the fundamentals of Economics and Business Organization, as well as the basics of Business Strategy.

Innovation management and product development

For an easier acquisition of the course contents, it might be useful for students to know the fundamentals of Economics and Business Organization, as well as the basics of Business Strategy.

Innovation management and product development

I – Technological Innovation, companies and sectors: Reference to the theory of the firm according to Nelson and Winter. Determinants, taxonomies and dynamics of innovation, dominant design and standard. Innovation in business models. Technological forecasting. II – Innovation and strategy: The relationship between innovation and the different strategic approaches (product portfolio management, the competitive advantage theory according to Porter, Resource-based theory). Innovation strategy through competence development and project portfolio management. III – Organization of the innovation processes: Current and traditional approaches to the organization of the product development. Project management in the new product development field (planning, scheduling and DSM methods). IV – The new product development process: Qualitative and quantitative approaches for market research. Product diffusion models. Product planning. Design methods. Product architecture design methods. Concept selection methods. Value Engineering and Embodiment design.

Innovation management and product development

I – Technological Innovation, companies and sectors: Reference to the theory of the firm according to Nelson and Winter. Determinants, taxonomies and dynamics of innovation, dominant design and standard. Innovation in business models. Technological forecasting. II – Innovation and strategy: The relationship between innovation and the different strategic approaches (product portfolio management, the competitive advantage theory according to Porter, Resource-based theory). Innovation strategy through competence development and project portfolio management. III – Organization of the innovation processes: Current and traditional approaches to the organization of the product development. Project management in the new product development field (planning, scheduling and DSM methods). IV – The new product development process: Qualitative and quantitative approaches for market research. Product diffusion models. Product planning. Design methods. Product architecture design methods. Concept selection methods. Value Engineering and Embodiment design.

Innovation management and product development

Innovation management and product development

Innovation management and product development

The course consists of lectures, with extensive use of case studies drawn from experience and empirical research, and practices in which students are required to use quantitative tools.

Innovation management and product development

The course consists of lectures, with extensive use of case studies drawn from experience and empirical research, and practices in which students are required to use quantitative tools.

Innovation management and product development

Slides on the portal Cantamessa M., Montagna F. (2015), ‘Management of Innovation and Product Development Integrating Business and Technological Perspectives’, Springer. Schilling, M.A. (2008), ‘Strategic Management of Technological Innovation’, Mc Graw-Hill Irwin. Ulrich K., Eppinger S. (2007), 'Product Design and Development', 4th edition, Mc Graw Hill.

Innovation management and product development

Slides on the portal Cantamessa M., Montagna F. (2015), ‘Management of Innovation and Product Development Integrating Business and Technological Perspectives’, Springer. Schilling, M.A. (2008), ‘Strategic Management of Technological Innovation’, Mc Graw-Hill Irwin. Ulrich K., Eppinger S. (2007), 'Product Design and Development', 4th edition, Mc Graw Hill.

Innovation management and product development

Modalità di esame: Prova orale facoltativa; Prova scritta tramite l'utilizzo di vLAIB e piattaforma di ateneo Exam integrata con strumenti di proctoring (Respondus). ; Elaborato progettuale in gruppo;

Innovation management and product development

Final marks are assigned, based on a written exam and on group-based assignments developed throughout the course. The written exam is made up of two parts that must be sat through during the same day, and a minimum threshold must be overcome in each: - practical problem, based on a quantitative case study. The problem can be tackled with open book and awards max 10 points with a minimum threshold of 5 points (approx. 90 minutes duration), - theory, based on a discussion of an excerpt from an article and three questions. This part of the exam is "closed book" and awards max 14 points with a minimum threshold of 8 points (approx. 45 minutes duration). The group assignments lead to max 8 points. Students who achieve more than 31 qualify for "cum laude". Students can ask for an additional oral exam, which might change the proposed mark by +/- 1.5 points.

Innovation management and product development

Exam: Optional oral exam; Written test via vLAIB using the Exam platform and proctoring tools (Respondus).; Group project;

Innovation management and product development

Final marks are assigned, based on a written exam and on group-based assignments developed throughout the course. The written exam is made up of two parts that must be sat through during the same day, and a minimum threshold must be overcome in each: - practical problem, based on a quantitative case study. The problem can be tackled with open book and awards max 10 points with a minimum threshold of 5 points (approx. 90 minutes duration), - theory, based on a discussion of an excerpt from an article and three questions. This part of the exam is "closed book" and awards max 14 points with a minimum threshold of 8 points (approx. 45 minutes duration). The group assignments lead to max 8 points. Students who achieve more than 31 qualify for "cum laude". Students can ask for an additional oral exam, which might change the proposed mark by +/- 1.5 points.

Innovation management and product development

Modalità di esame: Prova orale facoltativa; Prova scritta tramite l'utilizzo di vLAIB e piattaforma di ateneo Exam integrata con strumenti di proctoring (Respondus). ; Elaborato progettuale in gruppo;

Innovation management and product development

Final marks are assigned, based on a written exam and on group-based assignments developed throughout the course. The written exam is made up of two parts that must be sat through during the same day, and a minimum threshold must be overcome in each: - practical problem, based on a quantitative case study. The problem can be tackled with open book and awards max 10 points with a minimum threshold of 5 points (approx. 90 minutes duration), - theory, based on a discussion of an excerpt from an article and three questions. This part of the exam is "closed book" and awards max 14 points with a minimum threshold of 8 points (approx. 45 minutes duration). The group assignments lead to max 8 points. Students who achieve more than 31 qualify for "cum laude". Students can ask for an additional oral exam, which might change the proposed mark by +/- 1.5 points.

Innovation management and product development

Exam: Optional oral exam; Written test via vLAIB using the Exam platform and proctoring tools (Respondus).; Group project;

Innovation management and product development

Final marks are assigned, based on a written exam and on group-based assignments developed throughout the course. The written exam is made up of two parts that must be sat through during the same day, and a minimum threshold must be overcome in each: - practical problem, based on a quantitative case study. The problem can be tackled with open book and awards max 10 points with a minimum threshold of 5 points (approx. 90 minutes duration), - theory, based on a discussion of an excerpt from an article and three questions. This part of the exam is "closed book" and awards max 14 points with a minimum threshold of 8 points (approx. 45 minutes duration). The group assignments lead to max 8 points. Students who achieve more than 31 qualify for "cum laude". Students can ask for an additional oral exam, which might change the proposed mark by +/- 1.5 points.



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