Master in Project Development for Innovation and Product

Program Presentation

The prominent growth in the projects area today has led this field to be addressed with different approaches. Of all the approaches we can cite, two are the most topical and complex when it comes to establishing academic structures: Innovation and Product.

To have a complete approach, we need to point out that the concept of innovation has a direct relation with Design, hence, we understand that the responsibility of Design is precisely to: Innovate, make a new contribution, “original” in its whole or partial solutions.

The Master in Project Development in Innovation and Product aims for the complete and integrated training of the three disciplines in the project areas: Design/Development, Management/Administration, which is the structure to be studied alongside with practice and theory, with the possibility of integrating professional multidisciplinary groups.

The entire Master complies with a content structure of Management focused exclusively on two different subjects closely linked to: innovation and product, and a clear interpretation of the concept of “design profitability”. A new concept that it is still within its development process.

It is important to point out that the growth in creative areas and practices in the overall management standards establish an exact balance between planning (anticipating) and designing (provide immediate creative solutions). This situation pushes the Master’s degree to incorporate standards and competencies defined by prestigious international associations of management, for example, the IPMA. The Master in Project Development for Innovation and Product, as based on Design, is nowadays strongly related to international certifications, this being an important developmental process that enhances the professional qualifications for this subject.

The creative areas of design require, more than any other area, a methodological process of project development, management, resources administration and skills to navigate to the rugged areas of management. The Master offers a combined academic structure with theoretical topics and exercises through group exercises and individual assignments, as well as, workshops to reflect on project design processes in which students participate in different professions, and professors/consultants in certified projects.

Lastly, it is important to emphasize the overlapping of the two central topics: Innovation and Product, with three classical areas of projects and the combination of immediate applications of practices and theories, making this program a complete formative program that will enable Design professionals to have a seat in the project decision making office, without being secluded to mere spectators in the project’s development. It also enables professionals from other areas to participate in creative processes.

Who is the programme for?

The Master in Project Development for Innovation and Product is located in a strategic point between design professionals and those from managerial areas, first contributing to the new topics of management, and second, to creative but methodological processes.

It is specifically aimed at professionals in the area of innovative product design, emphasizing “product” as all tangible and non-tangible elements that result in a project, with a strong presence of “design” during its stages of development. It is important to remember that the Master, thanks to the supervision of the Project Management Professionals Association, achieves recognition levels vast enough to include management specialists interested in design and innovation among its students. The proposed format and methodology enable integral formation on both areas (innovation and product) incorporating new concepts in areas of Project resulting from those of design.

The requirements for the Master, together with the creative training, educates professionals to perform independently of their executive and managerial positions, with an overall and specific comprehensive knowledge of each area to be immediately applied to the project design

Diploma

Successfully completing the program will enable the student to obtain the Master in Project Development for Innovation and Product.

After the program has been successfully completed, the student will receive the degree as issued by the University where they are enrolled.

Professional Certification

Each student has the possibility of obtaining a professional certification as a Certified Project Management Associate (Level D) through the cooperation agreement between FUNIBER with the Argentina Project Management Association (Asociación de Gestión de Proyectos Argentina, AGPA , and the Argentina IPMA Certifying Body (Organismo Certificador IPMA Argentina, OCIA).

To apply for the Certification Level “D” of the IPMA (Project Management Associate.) (*), the student should be enrolled for the certification and have completed Project Design Module. The certification consists of carrying out a test issued by the OCIA.

Exclusive for student residents in America

For more information:

https://agpa.org.ar/ocia/

ocia@agpa.org.ar

Project presentations before FIDBAN

The International Entrepreneurs and Investors Network (FIDBAN), promoted by FUNIBER and other institutions, is a non-profit organization which is seeking to link profitable entrepreneurial projects that are in need of financing with possible capital investors. An International Network made up of Investors Clubs in 30 countries from Europe, America, Africa and Asia.

More information: https://www.fidban.com/

The teams from the Master will have the possibility of applying their projects to FIDBAN before possible investors, in order to obtain financing. This will take place once the project preliminary draft is academically approved.

There will be a submission deadline per year. This will be published in a timely manner, as well as the notification of the investment round in which the project will be presented.

Application Process

After the preliminary project is completed, those interested should present their project to the Academic Projects Department, APD, made up of professional experts in projects, who will or will not authorize the project’s presentation to FIDBAN.

The dates for the project exhibition rounds will be informed by FIDBAN once the projects are selected. The APD will accompany the parties during the administrative process that they must comply with.

Program Structure

The credit structure of the Master in Project Development for Innovation and Product program is shown in the following table. It should be noted that the duration is merely indicative, as the methodology followed integrates the knowledge and skills to be acquired in each part through integrative exercises of knowledge acquisition and internalization of project practices:

	CREDITS^a
1^st Part: Project Design for Innovation and Product	27
2^nd Part: Project Management for Innovation and Product	25
3^rd Part: Project Administration for Innovation and Product	28
4^th Part: Final Project	10
TOTAL	90

a. The equivalence in credits may vary according to the university where he/she has enrolled. One (1) ECTS (European Credit Transfer System) credit is equivalent to 10 + 15 hours. If the student is enrolled in a university that does not belong to the European Higher Education Area (EHEA), the relation between credits - hours may vary.

Duration

The Master in Project Development for Innovation and Product has 90 credits.

The duration of the Master in Project Development for Innovation and Product varies between 12 and 24 months, depending on the student's dedication. In this period of time, the student must have successfully passed all the evaluated activities and approved the Final Project.

Objectives

The Master in Project Development for Innovation and Product, tackles a unique challenge, which is to articulate, through a tested and successful methodology, a direct creative process into the areas of overall management and project management. These projects have a high innovative requirement, which is verified by the resulting product.

There is a need for a complete balance between the theoretical fundamentals that enable the conceptual development of each topic, and the methodological exercises with all the rigors as experienced in a project’s development.

In this way, two stages are reached: a strong contribution from Management tools for design professionals and the much-deserved incorporation of creative training for other professionals.

In summary, the Master’s Degree in Project Development for Innovation and Product, not only trains professionals in theory and practice, but also trains and exercises them for their real-life application

General Objective

To train professionals with a high social and ethical commitment, with an openness to incorporate new development processes (design) for innovative projects, covering any project that seeks a tangible or non-tangible "product” as a result, with a high percentage of innovation.

Specific Objectives

Incorporate a methodological process of Project Design, resulting in a tangible or non-tangible product, with a high percentage of innovation.
Manage innovative projects from a modern approach in the areas of Management, likewise practical for the areas of Design.
Provide tools and knowledge for the proper management of very particular projects, such as Innovation and Product, which require specialized training.
Incorporate the concepts of design, profitability and added value as of innovation, necessary for the current world of business.
Achieve high levels of knowledge in planning, strategy and business for the proper incorporation of Design professionals to executive levels.
Understand and make proper use of design methodologies for project solutions, addressing logical sequences of progress and continuous evaluation, and the management / administration of all the committed resources as a response to the international standards of Management (Spanish Association of Project Engineering, AEIPRO or the Project Management Institute, PMI).

Study Plan

The Master in Project Development for Innovation and Product has a curricular structure based on 4 parts:

1^st PART: PROJECT DESIGN FOR INNOVATION AND PRODUCT

This part introduces the complete methodologies of teamwork for the efficient development of an Innovative project, taking all the available resources and the impacts that the project may cause on society into consideration.

The corresponding subjects and hours that comprise this first part are as follow:

1^st PART: PROJECT DESIGN FOR INNOVATION AND PRODUCT
#	SUBJECTS	CREDITS
1	Introduction to Projects	2
2	Design of Project Systems	3
3	Analysis of Service Provisions	3
4	Functional Analysis in a Project	3
5	Project Ergonomics	3
6	Project Safety and Reliability	3
7	The Environment in the Project	3
8	Project Specifications	3
9	Draft Preparation	4
TOTAL		27

These subjects, despite being independent between them, are complementary and structured according to a coherent pedagogical order. Each is divided into basic thematic units or chapters, directly related to one or more practice exercises and include theoretical support material and personalized follow-up by the program tutor. Because the development / design stage of an Innovation and Product project allows for corrections, the student will not be able to pass by subject until the last moment, but will be approved once the final part has been completed, at which time each of the subjects will be graded.

Once the Project Design module is completed and approved, the student may apply to take the international IPMA Level D Certification exam, sponsored by FUNIBER / AGPA. At the close of the Design module, the tutor in charge will inform the student about the registration procedure and the exam dates for certification.

2^nd PART: PROJECT MANAGEMENT FOR INNOVATION AND PRODUCT

The second part covers all areas of management corresponding to a project, deepening on the issues on the particularities of innovation and product with an integrative vision of both concepts.

Specifically, the second part of the program covers the specific issue of administering the human, technical and technological resources that enable administering and managing all areas of a project during its entire life cycle and that of the product's.

This is carried out without neglecting the strong social impact and its presence in the collective imagination of society for all innovative products.

This second part provides the knowledge to establish the relationships between the training standards as established by AEIPRO and the PMI in the areas of Innovation and Product.

The corresponding subjects and hours that comprise the second part are as follows:

2^nd PART: MANAGEMENT
#	SUBJECTS	CREDITS
1	Introduction to Project Management	1
2	Project Planning and Management	4
3	Integral Management of Product and Design	3
4	Project Monitoring and Control	3
5	Design Aspects. Context Determinants and User Requirements	3
6	Trust Management: Risk and Quality	3
7	Innovation as an Improvement and Contribution Tool for Product Value	3
8	Product and Environment	3
9	Project Communication	2
TOTAL		25

These subjects, despite being independent, are structured according to a consistent pedagogical order. Each subject is divided into basic thematic units or chapters. A printed version of the content is offered, so the student can successfully complete the various evaluation tasks.

3^rd Part: PROJECT ADMINISTRATION FOR INNOVATION AND PRODUCT

This third part develops issues related exclusively to the activity of the Project Manager and how they should be retrained for a more efficient performance of their role in said activity.

Not only does the program’s contribution touch on the issues that make up project management as related to Design, but also incorporates the concept of creativity in the presence of a problem.

At present, the areas of Management not only reduce a project’s risk through planning with models of anticipation, but due to the "immediacy" in which a project is created, additional training is needed by the Administration in creativity for quick and correct decision making in adverse circumstances.

The third part of the program precisely aims to train project managers on innovative topics and enhance all their creative functions from creativity.

The subjects and the corresponding hours that comprise the second part are as follows:

3^rd Part: PROJECT ADMINISTRATION FOR INNOVATION AND PRODUCT
#	SUBJECTS	CREDITS
1	Object Theory	2
2	Management Without Distance	2
3	Public Speaking Techniques	2
4	Business Administration and Management	4
5	Strategic Management and Planning	4
6	Relationships Between Innovation, Creativity, Productivity and Competitiveness	3
7	Product Design and the Performers of Technological Innovation	3
8	Knowledge Management and Organizational Learning	3
9	Profitable and Strategic Design	5
TOTAL		28

4^th Part: MASTER'S FINAL PROJECT OR DEGREE THESIS

Due to the nature of the proposed methodology, the Final Master's Project is the natural extension of the project carried out by the student throughout the Master's Degree in Project Development for Innovation and Product, with a strong theoretical and research contribution in the chosen topic.

The Master’s Final Project or Thesis, which teaching load is 100 hours, aims to present a complete work that presents the complete development of a project, thus answering the starting hypothesis as proposed by the student.

4^th Part: MASTER'S FINAL PROJECT OR DEGREE THESIS
#	SUBJECTS	CREDITS
1	Final Project	10
TOTAL		10

Description of the Subjects

1^st PART: PROJECT DESIGN FOR INNOVATION AND PRODUCT

INTRODUCTION TO PROJECTS
This subject introduces us to the general concept of a Project within a theoretical framework, such as: project phases, project systems, collaborative work and knowledge management for the success of a project, and project design. This is to establish a knowledge base leading to the development of the following subjects.

GENERAL AND THEORETICAL INTRODUCTION

PROJECT PHASES

PROJECT SYSTEM

COLLABORATIVE WORK AND KNOWLEDGE MANAGEMENT FOR PROJECT SUCCESS
DESIGN OF PROJECT SYSTEMS
The subject provides concepts related to identifying the project scenario, the factors that restrict its solution, establishing the Technical Problem, formulating the objectives, the criteria with which the success of the project will be evaluated, as well as identifying and analyzing the people and things involved in solving the problem, understood as fundamental pieces in the three key ideas of people - artificial systems - environment.

PROJECT SCENARIO

TECHNICAL PROBLEM

PEOPLE AND THINGS INVOLVED IN THE PROBLEM RESOLUTION
ANALYSIS OF SERVICE PROVISIONS
This topic develops, studies and determines the conditions of supply and provision between the customer needs and what science and engineering would provide as a solution, requiring us to define the "desired" service we wish the resulting project to obtain.

ANALYSIS OF SUPPLY AND PROVISION

DESIRED SERVICE AND PERFORMANCE CONDITIONS
FUNCTIONAL ANALYSIS IN THE PROJECT
During the development of this subject we intend to determine the technical and service functions to be satisfied, by the project we are designing, through "conceptual tools" such as, the service functions tree, the proposal of the project system, the analysis of value and quality in the design phase.

SERVICE FUNCTION TREE

PROPOSED PROJECT SYSTEM

ANALYSIS OF VALUE AND QUALITY IN THE DESIGN PHASE
PROJECT ERGONOMICS
This subject provides an understanding of people’s role toward the solution of a project and their relationship with other people and machines, for which a classification of users, security measures, etc. is established.

THE WELLNESS STATE OF THE SYSTEM OF USERS AND ITS LIMITATIONS

ERGONOMICS AND SYSTEM SECURITY
PROJECT SAFETY AND RELIABILITY
The present subject includes topics related to understanding the security and viability aspects in a project solution, contemplating its stages of life, its life cycle at the system level and its components, including people, machines and their relations.

SECURITY, RISK AND RELIABILITY

INDUSTRIAL, ORGANIZATIONAL AND REGULATORY SAFETY

SAFETY RULES AND STANDARDS

TYPES OF RISK, CLASSIFICATION AND THE CREATION OF PROCEDURES

RELIABILITY AND CONFIDENCE
THE ENVIRONMENT IN A PROJECT
By means of the project’s study on sustainability, eco-design, environmental impact and life cycle analysis, which are topics addressed in this subject, the student will come to understand the environment of a project solution in its stages of life, and its life cycle, at the system level and its components.

PROJECT SUSTAINABILITY

ECODESIGN

ENVIRONMENTAL IMPACT

LIFE CYCLE ANALYSIS
PROJECT SPECIFICATIONS
This subject will teach the student to detail, specify and explain the operation, specifics and constitution of the potential solution provided by a project.

SUPPLY RELIABILITY

FAULT TREE ANALYSIS

SPECIFICATIONS FOR A PROJECT EXECUTION
DRAFT PREPARATION
This subject, through topics such as specification tools, documentation, preparation of the project proposal, will help the student understand the importance of management as a subsequent step to design, becoming capable of creating a viable and sustainable management proposal

SPECIFICATION TOOLS

DOCUMENTATION

WRITING THE PROJECT PROPOSAL

2^nd PART: PROJECT MANAGEMENT FOR INNOVATION PRODUCT

INTRODUCTION TO PROJECT MANAGEMENT
The management of projects is the administration of all necessary resources for its development, by which the present subject introduces us to this general idea, covering the following topics: General Concepts in Project Management and Types of Projects, Project Phases and Projects Life Cycle.

PROJECT MANAGEMENT AND OPERATION

GENERAL AND THEORETICAL INTRODUCTION

GENERAL CONCEPTS OF PROJECT MANAGEMENT AND PROJECT TYPES

PROJECT PHASES AND LIFE CYCLE
PROJECT PLANNING AND MANAGEMENT
Project planning and management are closely related, since it is impossible to think of management if it is not previously planned. It is necessary to take into account some concepts for this, developing the project’s plan and controlling its possible changes, definition, administration, as well as planning its scope, choosing and applying the proper techniques to introduce the plan of action

PROJECT INTEGRATION AND SCOPE

PROJECT PLAN DEVELOPMENT AND CONTROL OF POSSIBLE CHANGES, DEFINITION, ADMINISTRATION, AND PLANIFICATION OF THE PROJECT’S SCOPE

PROJECT PLANNING AND PROGRAMMING

CHOOSING AND APPLYING THE PROPER TECHNIQUES TO INTRODUCE A PLAN OF ACTION

SPECIFIC PROGRAMMING TECHNIQUES AND CORRECT ADMINISTRATION OF TIME
INTEGRAL MANAGEMENT OF PRODUCT AND DESIGN
Design management is the right track to follow by the company that wishes to bring its product to life. The present subject introduces the student to the specific approach of design or innovation management, and product management.

We must highlight that there is only design if an innovative contribution exists, for which the word design and innovation will be addressed as synonyms.

Design management requires working with concepts of innovation, and so, move through new scenarios because in a precise adjustment to decrease all types of risk. This adjustment is related in a certain point with a work adjustment, which must be done in the management of products, since being tangible of nature, the topic of significance and perception of form must be incorporated in its managerial process.

DESIGN MANAGEMENT

PRODUCT MANAGEMENT

RELATIONSHIPS BETWEEN INNOVATION AND PRODUCT AS OF THE DIAGNOSTIC AND COMMUNICATION STAGE MANAGEMENT

THE DESIGN BRIEF
PROJECT MONITORING AND CONTROL
Project monitoring and control requires the most commitment, which is why the subject presents such general topics as: Learning the fundamentals of project control and its tools and methodologies, to particular others, like controlling technical and human resources to ensure compliance with the timetable, quality and cost.

COMMUNICATION AND REPORT CHANNELS

DESIGN AND DEVELOPMENT OF ALL ELEMENTS CONSISTING OF THE INFORMATION CHAIN

STRATEGIC DESIGN OF INFORMATION FLOW

RE-PLANNING AND PROGRESS CONTROL

ASSESSMENT AND ANALYSIS OF THE PROJECT’S PROJECTED PROGRESS

MODELS FOR ANTICIPATION

TECHNICAL AND HUMAN RESOURCE CONTROL TO ENSURE COMPLIANCE WITH TIMETABLE, QUALITY AND COSTS
DESIGN ASPECTS: CONTEXT DETERMINANTS, USER REQUIREMENTS
The work of the designer results in a product with a given percentage of innovation, which can be tangible or intangible, depending on the area of design we are talking about.

In both cases, this product must respond to the "usability" needs of the user, in order to provide an efficient response, but it must also address certain unconscious requirements that create emotional pleasure in the user.

These somewhat sensitive requirements are conditioned by social, cultural and market contexts that demands special analysis.

We must also not forget that the incorporation of an innovative product may require behavioral changes in its immediate context.

CONTEXT CHANGES IN TIME

GLOBALIZATION AND PRODUCT

THE IMMEDIATE CONTEXT: SOCIAL, CULTURAL AND MARKET

NEW DESIGN SCENARIOS

DETERMINING USER REQUIREMENTS
TRUST MANAGEMENT: RISK AND QUALITY
Trust management is mostly aimed at evaluating and meeting the quality basics in projects and its tools and methodologies, learning to plan, ensure and control quality and risk.

PLANNING QUALITY

QUALITY ASSURANCE AND CONTOL

PROCESS CONTROL AND ACHIEVING OBJECTIVES IN TIME AND FORM

CORRECT ANSWER TO INITIALLY RAISED NEEDS

QUALITY PLANS
INNOVATION AS AN IMPROVEMENT TOOL AND ADDED VALUE FOR THE PRODUCT
The concept of innovation not only relates to creativity as associated to the product, but has invaded all areas of business and all stages that comprise the project's life cycle and that of the product’s.

This is due to a tendency begun more than a decade past, which furthers itself from calculated planning and is closer to focused creative training in problem solving, due to the short period required for solving conflict situations.

Innovation is now, not only a tangible contribution, but an improvement tool that adds value from the intangible.

Value can be quantitatively measured with economic parameters. It is an invisible component that can only be found in the user’s imagination.

A highly innovative product may lack any value and will therefore not have a successful development.

THE INNOVATION CONCEPT

THE VALUE CONCEPT

VALUE AS PERCEIVED BY THE RECIPIENT

INNOVATION AS AN IMPROVEMENT TOOL FOR THE PRODUCT,CONCEPTS AND ELEMENTS THAT HELP EFFICIENTLY IMPROVE THE PRODUCT WHEN A PRODUCT CANNOT BE IMPROVED

INNOVATION AND VALUE, THEIR RELATIONS
PRODUCT AND THE ENVIRONMENT
Based on the definition of a series of basic environmental and socioeconomic concepts, involved in the concept of sustainable development, an approach is made toward the relationship that exists between product and environment, considering the environment as the (entire) environment that surrounds the product, and of which the product will also be a part.

In this topic, innovation plays a leading role because it should consider the environment, and the future impact that the product will cause in it, as the first conditioner of creativity.

BASIC ENVIRONMENTAL CONCEPTS

SUSTAINABLE DEVELOPMENT

GLOBAL ENVIRONMENTAL PROBLEM

RELATIONSHIPS WITH DEVELOPMENT PROCEDURES. TOWARDS THE CONCEPT OF SUSTAINABILITY

THE ENVIRONMENT AND IT’S RELATIONSHIP WITH APPLIED INNOVATION TO THE PRODUCT
PROJECT COMMUNICATION
The subject’s topic is about a project’s inner and outer communication and toward the three user levels, from the basic concepts of communication channels, to the more complex strategic communication structures where its image is engaged in society’s imagination.

ANALYSIS AND IDENTIFICATION OF THE CONCEPT AND PROJECT IDENTITY

APPLYING QUALITATIVE ANALYSIS MODELS FOR THE PROJECT’S PREDETERMINED MISION-VISION

COMMUNICATIVE STRATEGY AND DEVELOPMENT OF COMMUNICATION PLANS FOR THE DIFFERENT LEVELS OF THE PROJECT’S RECEPTORS

STRATEGIC COMMUNICATION TOOLS AND DEVELOPMENT OF HANDBOOK STANDARDS AND COMMUNICATION PROCEDURES

MARKET RECEPTION STUDY

3^rd Part: PROJECT ADMINISTRATION FOR INNOVATION AND PRODUCT

OBJECT THEORY
This subject aims at understanding the features of an object’s qualities and its different levels of perception from a conceptual aspect, understanding the object as a cultural creation phenomenon.

The objective is for the student to know and understand the qualities that distinguish a design object, that they may identify them as factors or requirements through the study of form and the object’s conditions of perception, as well as its value of use and functions.

THE DESIGN OBJECT AND IT’S FEATURES. DEFINITIONS

THE PERCEPTIONS ON THE OBJECT

THE ASPECTS OF THE OBJECT: THE FORMAL, THE EXISTENTIAL AND THE PRAGMATIC

RELATIONS OF THE OBJECT: WITH THE USER, WITH THE CONTEXT, WITH OTHER OBJECTS

THE RELATION FORM AND OBJECT DESIGN FUNCTIONS

THE OBJECT’S VALUE
MANAGEMENT WITHOUT DISTANCE
This subject enables the student to learn the complex process, its tools, the possible methodologies and typologies of the off-shore management of a project. Project management carried out at a distance. To study this topic in depth, it is necessary to address such concepts as: Cooperative and collaborative construction of knowledge and cooperative models of participation supported by information technologies.

OVERCOMING DISTANCES

Definition of GsD, Scope of the GsD, GsD Modes.

GSD IN ORGANIZATIONAL SPEECH

Maturity Models, Organizational Areas Involved.

TELEMATIC SYSTEMS FOR GSD
PUBLIC SPEAKING TECHNIQUES
This subject is currently of great importance in the management of projects as it trains managers with the skills to promote projects and its product/service to attract Investors, or at the very least, interest from the receptive market. For this, it is necessary to understand communication strategies and how to define the characteristic features of the project that create its image.

COMMUNICATING THE PROJECT PROPOSAL AND DOCUMENTS OF A PROJECT, AND ORAL AND GRAPHIC COMMUNICATION TECHNIQUES FOR PLANNERS
BUSINESS MANAGEMENT AND ADMINISTRATION
This subject certainly tries to introduce the student to the concepts and techniques of business management and administration. It covers topics from organizational theories to novel organizational ways in the new economy, whether it be for Service Businesses, Technological Businesses, SMEs and Family Businesses.

INTRODUCTION TO ORGANIZATIONAL THEORIES

ORGANIZATIONAL STRUCTURES

TYPES OF BUSINESSES

Service Businesses. Technology businesses. SMEs. Family Business. Case Study.

BUSINESSES FUNCTIONS

NOVEL ORGANIZATIONAL WAYS IN THE NEW ECONOMY

STEPS FOR CREATING A BUSINESS
STRATEGIC PLANNING AND MANAGEMENT
This subject focuses on strategic thinking applied to management, and provides training in management and the tools that facilitate current management styles, accepting the management of change as something inherent to the unstable and ever-changing environment where organizations operate.

Some topics addressed in the subject are:

THE MANAGEMENT OF CHANGE AS A SUBSTRATE TO STRATEGIC MANAGEMENT

Personal and organizational change. Some models to implement organizational change. Resistance to change. Participation in the process of strategic change

STRATEGIC MANAGEMENT AS A MODEL FOR CHANGE

Strategic thinking and strategic management. Presentation of an internationally recognized strategic planning model. The SWOT matrix as a valuable instrument of strategic planning.

THE IMPLEMENTATIONOF STRATEGIC MANAGEMENT BUSINESS STRATEGIES

Strategic scenarios. The vision. Analysis of the values system supporting the strategy. Creating business strategies. Objectives and measurement criteria. New Businesses. Growth. Consolidation. Revitalization

BALANCED SCORECARD
RELATIONSHIP BETWEEN INNOVATION, CREATIVITY, PRODUCTIVITY AND COMPETITIVENESS
At present, there are two pairs of indispensable components when developing a project from which a product will result from. They are innovation and creativity, and productivity and competitiveness, that, although these last are not as synonymous as the first two, still depend on one and the other.

Likewise, there is a strong link in either directions between both peers. On the one hand competitiveness will depend on a high percentage of the degree of product's innovation, and on the other, productivity can underlay the creativity of the same.

Parallel to the relationship of peers, each of the 4 areas of work is related to the other three independently.

CONCEPTS: INNOVATION, CREATIVITY, PRODUCTIVITY AND COMPETITIVENESS

STRATEGIC INNOVATION

CREATIVITY IN THE SERVICE OF PRODUCTION

REQUIREMENTS FOR COMPETITIVENESS

MANAGEMENT OF THE FOUR AREAS
PRODUCT DESIGN AND TECHNOLOGICAL INNOVATION FACTORS
Technological advancement is not indifferent to specialized product or innovative projects.

This not only happens in management procedures or project development, but the technological impact has extended to the designer, the horizon established by the product’s possibilities.

This subject will address the amount of impact from the qualitative to the quantitative technology in the product and innovation areas.

From the technological areas, we can confirm that, with their correct use, all innovative products can be made a reality.

CURRENT SITUATION ANALYSIS

CURRENT ONLINE SOCIETY BEFORE THE KNOWLEDGE SOCIETY

TECHNOLOGICAL INNOVATION FACTORS

INNOVATIVE TECHNOLOGY APPLICABLE TO THE “PRODUCT”
KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL LEARNING
It analyzes each one of the types of knowledge created in companies for the management, diagnosis, distribution and availability of information as key factors of success. Knowledge management is an “activity” that must be present in all professional activities, more so for a high decision-maker like a manager.

KNOWLEDGE MANAGEMENT

Knowledge and management, the objectives of knowledge management, properties and types, tools and implementation.

NEW PARADIGMS IN TEACHING AND RESEARCH

e-Learning.

ORGANIZATIONAL LEARNING AND MATURITY MODELS
9. PROFITABLE AND STRATEGIC DESIGN
Design becomes profitable with the simple incorporation of not only its concept but by, likewise, bringing it into practice, given that design must provide solutions to conflict situations and subsequently address “good taste”.

In other words, it is useless to make a “beautiful” product if it does not function. If functionality is achieved, then it will be profitable. And if this was pre-established, then it will also be strategic.

This subject deals precisely with this, understanding how design contribution adds social profitability and economic inclusion. If not understood as such, then a high potential of the product’s innovation will be wasted, even to the point of becoming harmful.

We must not forget that when speaking about the product or object, one must contemplate the perceptions that language itself (the product’s language) carries, which must achieve the pre-designed answer.

DESIGN AND ITS STRATEGIC FUNCTIONALITY

DESIGN MANAGEMENT

DESIGN IN THE COMPANY

EVALUATING THE RESULTS OF THE DESIGN

THE PRODUCT AND PEOPLE

STRATEGIC OBJECTIVES OF THE PROJECT

4^th Part: FINAL PROJECT

The last part of the master’s degree is aimed at carrying out the Master’s Final Project (MFP) or Degree Thesis.

This work is an improvement of the project carried out throughout the previous 3 Parts as to how the varied exercises were solved, but with an even deeper contribution from a research point of view, answering the hypothesis posed by the student.

The objective is to present a complete document that shows the total development of the proposed project, including the possibility of its practical implementation in accordance with the guidelines and details of the Master's Final Project. The MFP must be a contribution to the field of projects with a strong applicable component that respects the doctrine and theory of the field of projects, specializing in Innovation and Product.

Note: The subject content may be subjected to slight modifications due to updates and improvements.

Management

Academic Administration

Dr. Roberto M. Alvarez. Doctor by the Polytechnic University of Catalonia in Project Engineering: Environment, Safety, Quality and Communication. Master from the Polytechnic University of Milan in Project Management and Design, Architect by the University of Buenos Aires, UBA. Developer of the first incubation project models for young professionals. President of AGP IPMA (International Project Management Association) Argentina.
Dr. Luis Dzul López. Doctor in Project Engineer Environment, Quality and Prevention. Civil Engineer Expert in international cooperation projects. Professor Iberoamerican International University.
Dr. Eduardo Garcia Villena. Doctor in Project Engineering: Environment, Quality and Prevention. Master in Environmental Engineering and Technology. Industrial Engineer.

Teaching staff and Authors

Dr. Izol Marez. Doctor in Architecture. Professor at the Iberoamerican International University.
Dr. Alberto Vera. Doctor in Economic and Geographical Development and Integration. Architect. Full Professor in the Urban Environment Management program, National University of Lanús, Argentina.
Dr. Martha Velasco. Doctor in Technological Innovation Projects, Project Management Specialist, Master’s Degree in Management Science and Industrial Engineer. Researcher in Sustainable Development and Social Commitment. Professor at the Iberoamerican International University.
Dr. Miguel Angel Lopez Flores. Doctor in Project Engineering: Environment, Quality and Prevention. Research Professor of the National Polytechnic Institute of Mexico.
Dr. Arturo Ortega. Doctor in Electronic Engineering. Telecommunication engineer. Director of RDI of FUNIBER.
Dr. Benjamin Otto Ortega Morales. Doctor of Science with specialization in Microbiology. General Director of Postgraduate Studies and Research of the Autonomous University of Campeche.
Dr. Fermín Ferriol Sánchez. Doctor in Education Sciences from the University of La Habana. Professor of the International Iberoamerican University
Dr. Antonio Eduardo Fuenzalida. Doctor of Exercise Science. Prof. at the University Santo Tomas. Santiago, Chile.
Dr. Eduardo Garcia Villena. Doctor in Project Engineering: Environment, Quality and Prevention. Industrial Engineer.
Dr. Brenda Bravo. Doctor in Project Engineering: Environment, Quality and Prevention. Professor at the Metropolitan University of Mexico.
Dr. Victor Jimenez. Doctor in Project Engineering: Environment, Quality and Prevention. Professor at the Metropolitan University of Mexico.
Dr. Hector Solano. Doctor in Project Engineering: Environment, Quality and Prevention. Professor at the International Iberoamerican University.
Dr. Izel Marez. Doctor in Project Engineering. Master in Management and Environmental Audits.
Dr. Roberto M. Alvarez. Doctor in Project Engineering: Environment, Quality and Prevention. Master in Project Management and Design, by the Polytechnic University of Milan, Italy. Professor at the University of Buenos Aires, Argentina. Director of the Iberoamerican University Foundation (FUNIBER) Argentina.
Dr. Luis Dzul Lopez. Doctor in Project Engineering: Environment, Quality and Prevention. Expert in international cooperation project design. Professor Iberoamericana International University.
Dr. Santos Gracia Villar. Dr. in Project Engineering. Industrial Engineer. Specialist in International Cooperation Projects.
Dr. Olga Capo Iturrieta. Doctor in Project Engineering: Environment, Quality and Prevention. Industrial civil engineering Responsible for the Project Area of the Agricultural Research Institute (INIA), Chile.
Dr. José Rodríguez. Doctor in Civil Engineering. Civil Engineer Responsible for the Environmental Management Area of FUNIBER Peru.
Dr. Lazaro Cremades. Doctor of Chemical Engineering. Professor of Project Engineering of the Polytechnic University of Catalonia.
Dr. Margarita Gonzalez. Doctor in Chemical Engineering. Professor in Project Engineering by the Universitat Politècnica de Catalunya.
Dr. Jose Cortizo Alvarez. Full Professor of the Geography and Geology Department at the University of Leon, Spain.
Dr. Manuel Castejon Limas. Full Professor of the Aerospace, IT and Mechanical Engineering Department at the University of Leon, Spain.
Dr (c). Gregorio Urriola. Professor in the Universidad de las Américas de Panamá. Expert in International Cooperation.
Dr (c) Lina Pulgarin Osorio. Degree in Environmental Administration. Master in Integrated Management: Prevention, Quality and Environment.
Dr (c). Diego Kurtz. Master in Engineering and Knowledge Management.
Dr (c) Marcelino Diez. Specialist and Master in Project Management. Certified by the Project Management Institute (PMI) as a Professional Project Manager.
Dr (c) Nelson Yepes. Industrial Engineer. Specialist in Financial Engineering and Master in Project Design, Management and Administration.
Dr. Silvana Marin Garat. Economist. Master in Sustainable Development. Professional Experience in foreign business project development and foreign trade consulting.
Dr Pablo Urquizo. Computer engineer. Master in ICT Strategic Management. Experience as Director and Consultant of Information and Communication Technology, Systems Design and Webmaster.
Dr. Santiago Brie. Doctor in Projects by the International Iberomerican University (in process). Master in Project Design, Management and Administration by the University of León, Spain. Degree in Urban Environmental Management from the National University of Lanús, Argentina. Professor at the International Iberoamerican University.
Dr (c) Jhonny Espinosa Bryson. Mechanical Engineer and Master in Project Design, Management and Administration. Consultant in Strategic Project Management.