Specialization in Innovation Management Applied to the Product

Program Presentation

The current world of projects has established an evident and key relation between product design and innovation, since the idea of design incorporates a growing percentage of innovation: We cannot talk about design if we do not talk of innovation, more so in topics about products, where innovation, including market requirements, must be immediately applied.

In this case, the present program recognizes this pre-established relation, which is structured with an appropriate training plan that addresses the main topics: from the environment to productivity, and from the design’s profitability to competitiveness, incorporating new and necessary topics to already known ones, so as to understand the impact of innovation as applied to a product.

In the Innovation Management Applied to the Product Program, the primary and necessary topics are selected for the better understanding of the innovation exercise applied to the product from a managerial approach. Likewise, considering the need for current formation in these topics at all levels, an easy to understand language has been used.

The program presents a general training consisting of 9 subjects, which are imparted as of two approaches: Management and innovation, which provides the training needs not only for those interested in innovation and product, but also to those interested in the proper management that arises between both disciplines (innovation and product).

The program’s development was carried out taking into account the basic concepts of project management as posited in the competence standards of the established knowledge within the main international institutions (Project Management Association of Argentina, AGPA. Member of the IPMA), to properly introduce the student into the globalized world of projects.

This last part is important to highlight since it evidences the backing from professional institutions of international recognition in the development of the standards and competencies of for project management.

Who is the programme for?

The Innovation Management Applied to the Product Program, has been developed considering the current training necessities for this topic, not only in all disciplines, but at all levels of the formative program.

The program is aimed at students with or without experience in this field, who already possess responsibilities and are highly disciplined at studying, interested in incorporating management, innovation and product knowledge in a multicultural space from which the project management is developed -an interdisciplinary place- to apply them in a responsible manner within the fields of teaching and project research innovation and/or in a professional aspect.

Diploma

The successful outcome of the program will enable the student to earn the degree in Specialization in INNOVATION MANAGEMENT APPLIED TO THE 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 the specialization. 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

Program Structure

The credit structure of the Specialization in Innovation Management Applied to the Product program is outlined 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
Part 1: Courses	28
Part 2: Final Project	10
TOTAL	38

a. The equivalence in credits may vary depending on the university where the student is enrolled. One (1) ECTS (European Credit Transfer System) credit is equivalent to 10 + 15 hours. If the student is enrolled in the Program at a university outside the European Higher Education Area (EHEA), the credit-hour relationship may vary.

Duration

The program in Specialization in Innovation Management Applied to the Product has 38 credits.

The duration of the program in Specialization in Innovation Management Applied to the Product varies between 9 and 12 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, if any.

Objectives

General Objective

Train management specialists within an innovative space applied to products, capable of developing and participating in a management process as specific as: applied innovation to the product.

Specific Objectives

Establish relationships from the managerial point of view, between the main topics participating in applied innovation, especially product design.
Incorporate the necessary strategic vision in the management of a product within the globalized multicultural market.
Understand that the role of applied innovation to the product is not only a cosmetic one, but mainly its use and contribution to a better life as offered by the product toward society/individual.
Train responsible specialists in society, considering that the applied innovation to the product has a strong impact in a people’s lives.
Explore, as of the theory, all the knowledge spaces related from management to innovation and the product.

Career Opportunities

Some of the career opportunities of the Innovation Management Applied to the Product program are:

Form part of innovation and product departments.
Form part of and manage design teams.
Form part of and manage project innovation management teams.
Consultant in Design and Innovation.
Member of professional design teams in a University, Government and Company.
Consultant in communication projects.
Researcher in the field of project sciences and professional work in the field of innovative and product projects.

Study Plan

The Innovation Management Applied to the Product program is composed of 9 subjects, with a Final Subject Assignment called the Final Specialization Assignment in the case of a Specialization, Postgraduate or Expert program:

1^st PART: SUBJECTS

The subjects enable the understanding and the general knowledge of the management activity as applied to product innovation.

It’s important to highlight that the 9 subjects that make up the program have been developed from two approaches -management and innovation- not only to train those interested in innovation, but also all those interested in training a team in project management.

The subjects and the corresponding hours that comprise the first part are shown in the following table:

1^st PART: SUBJECTS
#	SUBJECTS	HOURS
1	Object Theory	20
2	Integral Management of Product and Design	30
3	Design Aspects. Context Determinants and User Requirements	30
4	Product and Environment	30
5	Innovation as an Improvement and Contribution Tool for Product Value	30
6	Relationships Between Innovation, Creativity, Productivity and Competitiveness	30
7	Product Design and the Performers of Technological Innovation	30
8	Strategic Management and Planning	30
9	Profitable and Strategic Design	50
TOTAL		280

2^nd PART: FINAL SPECIALIZATION ASSIGNMENT

In the case of Specialization, Postgraduate or Expert, the final phase of the Program will be focused on the development of the Specialization Final Assignment, which will be a monograph on the project's development.

The Final Specialization Assignment must be an original contribution to the field of projects with a strong component for specific possible application. It is of the utmost importance to understand that the proposals from this field of projects must be capable of taking fruition in real life.

2^nd PART: FINAL SPECIALIZATION ASSIGNMENT
#	SUBJECT	HOURS
1	Final Specialization Assignment	100
TOTAL		100

Description of the Subjects

The subjects that comprise the Study Program, despite being independent between them, are self-contained and structured according to a coherent 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.

1^st PART : SUBJECTS

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 OF THE OBJECT

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

THE OBJECT’S RELATIONS: WITH THE USER, WITH THE CONTEXT, WITH OTHER OBJECTS

THE RELATION OF ITS FORM AND OBJECT DESIGN FUNCTIONS

VALUE OF THE OBJECT
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
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
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
INNOVATION AS AN IMPROVEMENT AND VALUE ADDED TOOL FOR THE PRODUCT
The concept of innovation is no longer only related to the creativity associated with the product, but has now invaded all areas of the company and the stages that make up the project’s and the product’s life cycle.

This is due to the fact that the trend marked for more than a decade, moves away from calculated planning, and instead approaches training in creativity focused on problem solving, which due to this, shortening the time available for providing solutions to conflict situations.

Innovation, then is not only a tangible contribution, but is a tool for improvement and added value as of the intangible.

Although value can be quantified in measurement by 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, by which it will not find the success for which it was developed.

INNOVATION CONCEPT

VALUE CONCEPT

VALUE AS PERCEIVED BY THE RECIPIENT

INNOVATION AS AN IMPROVEMENT TOOL FOR THE PRODUCT

CONCEPTS AND ELEMENTS THAT HELP WITH THE EFFICIENT IMPROVEMENT OF THE PRODUCT

WHEN A PRODUCT CANNOT BE IMPROVED

INNOVATION AND VALUE, THEIR RELATIONS
RELATION 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”
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 a model of strategic planning validated internationally. The SWOT matrix as a valuable instrument for strategic planning.

THE IMPLEMENTATION OF 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.
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

2^nd PART : FINAL SPECIALIZATION ASSIGNMENT

In the case of Specialization, Postgraduate or Expert, the final phase of the Program will focused on the development of the Specialization Final Assignment, which will be a monograph on the project's development.

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

Management

Dirección Académica

Dr. Roberto M. Álvarez. Doctor por la Universidad Politécnica de Cataluña, en Ingeniería de Proyectos: Medio Ambiente, Seguridad, Calidad y Comunicación. Master por el Politécnico de Milán, en Gerenciamiento de proyecto y de diseño, Arquitecto por la Universidad de Buenos Aires, UBA. Desarrollador del primer modelo de incubadoras de proyectos, para jóvenes profesionales. Presidente de AGP IPMA (International Project Management Association) Argentina.
Dr. Luis Dzul López. Doctor en Ingeniería de Proyectos: Medio Ambiente, Calidad y Prevención. Ingeniero Civil. Experto en proyectos de cooperación internacional. Profesor Universidad Internacional Iberoamericana.
Dr. Eduardo Garcia Villena. Doctor en Ingeniería de Proyectos: Medio Ambiente, Seguridad, Calidad y Comunicación, por la Universidad Politécnica de Cataluña. Director Académico del Área de Medio Ambiente de la Fundación Universitaria Iberoamericana.

Teaching staff and Authors

Dr. Izol Marez. Doctor in Architecture. Professor at the International Iberoamerican 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 International Iberoamerican University.
Dr. Miguel Ángel López Flores. Doctor in Project Engineering: Environment, Quality and Safety. Research Professor from the National Politechnic Institute of Mexico.
Dr. Arturo Ortega. Doctor in Electrical Engineering. Telecommunications Engineer. RDI Director at FUNIBER.
Dr. Benjamín Otto Ortega Morales. Doctor in Sciences with a specialization in Microbiology. General Director in Postgraduate and Research Studies from the Autonomous University of Campeche.
Dr. Fermin Ferriol Sánchez. Doctor in Education Sciences from the University of La Habana. Professor at the International Iberoamerican University.
Dr. Antonio Eduardo Fuenzalida. Doctor in Exercise Sciences. Prof. From the University of Santo Tomas. Santiago, Chile
Dr. Eduardo Garcia Villena. Doctor in Project Engineering: Environment, Quality and Safety. Industrial Engineering.
Dr. Brenda Bravo. Doctor in Project Engineering: Environment, Quality and Safety. Professor at the National University of Lanús.
Dr. Victor Jiménez. Doctor in project engineering Environment, Quality and Safety. Professor at the Metropolitan University of Mexico.
Dr. Héctor Solano. Doctor in project Engineering Environment, Quality and Safety. Professor at the International Iberoamerican University.
Dr. Izel Márez. Doctor in project engineering. Master in and environmental audits
Dr. Roberto M. Álvarez. Doctor in Project engineering Environment, Quality and Safety. 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 and Uruguay.
Dr. Luis Dzul López. Doctor in project engineering: Environment, Quality and Safety. Expert in international cooperation project designs. Professor at the International Iberoamerican University.
Dr. Santos Gracia Villar. Dr. in project engineering. Industrial Engineering. Specialist in International Cooperation Projects.
Dr. Olga Capó Iturrieta. Doctor in project engineering Environment, Quality and Safety. Civil and Industrial Engineering. Responsible for the Area of Projects at the Agricultural Research Institute (INIA, Instituto de Investigaciones Agropecuarias), Chile.
Dr. José Rodríguez. Doctor in civil engineering. Civil Engineer. Responsible for the Environmental Management Area of FUNIBER Peru.
Dr. Lázaro Cremades. Doctor in chemical engineering Professor in Project Engineering by the Universitat Politècnica de Catalunya.
Dr. Margarita González. Doctor in chemical engineering Professor in Project Engineering by the Universitat Politècnica de Catalunya.
Dr. José Cortizo Álvarez. Full Professor of the Geography and Geology Department at the University of Leon, Spain.
Dr. Manuel Castejón 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 Pulgarín Osorio. Graduate in environmental administration Master in Integrated Management: Quality, Prevention and the Environment.
Dr (c). Diego Kurtz. Master in Engineering and Knowledge Management.
Dr (c). Gregorio Urriola. Professor in the Universidad de las Américas de Panamá. Expert in International Cooperation.
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 Marín Garat.Economist. Master in Sustainable Development. Professional Experience in foreign business project development and foreign trade consulting.
Dr Pablo Urquizó. 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.