WELCOME. TU-E5000 Innovation and Project Management IPM (5 cr)

Transcription

1 WELCOME TU-E5000 Innovation and Project Management IPM (5 cr) 12 Jan, 2016 Espoo Finland IMI 1

2 Who are We? IMI

3 Dr. Pekka Berg Dr. Pekka Berg is Research Director of Aalto University Department of Industrial Engineering and Management and founder and also Director of the Innovation Management Institute under the Aalto University. He is, as well, a partner and consultant to Innoman ltd. He is working with the companies like Toyota, Volkswagen, Nokia, Panasonic, Mitsubishi, Rolls-Royce, Wärtsilä, Electrolux, Kone, Metso, Rautaruukki, UPM and Fortum. Hot today/ Teaching activities: Aalto University School of Science, Aalto Ventures Program, Collaborative Innovation Management, COINNO-course Aalto University, International Design Business Management Program, Innovation and Project Management, IPM-course Aalto University, Aalto Pro, Diploma in Product Development Program Aalto University, Aalto EE, MBA, Innovation Management Hot today/ Research activities: MAIN: Management of Intangibles - Discontinuous Innovation Approach RAPI: Rapid Innovation Practices UXI: User Experience and Innovation RINE: Requirements for Innovative Environments in Future Industrial Services Innovation Management Institute 3

4 Kirsi Polvinen, M.Sc. (Biochem.) Project Manager in Innovation Management Institute (IMI) IDBM coordinator in the School of Science at Aalto University. Extensive experience from biotechnology and Life Sciences industries having worked in the companies for 20 years. Project Manager in the following project: Bio-Inno (Business Competence and Innovation Activity in Bio and Bio-oriented industries, ) Coordinator in the following courses / education: COINNO course (Collaborative Innovation Mangement) by IMI IPM (Innovation and Project Management) course / IDBM (International Design Business Management) by Aalto University Academic research : Learning in Innovation (LEIN) in planning phase Innovation Management Institute 4

5 Hani Tarabichi Hani Tarabichi is a researcher at Aalto University Department of Industrial Engineering and Management. He is a co-lecturer at Aalto Ventures Program (AVP), and project supervisor at International Design and Business Management (IDBM). Hani is a program Coordinator at Vertical Health and Wellbeing Accelerator. Hani enjoys inspiring young minds to pursue their dreams through mentoring and coaching at various startup events. Hot today/ Teaching activities Aalto University School of Science, Aalto Ventures Program, Collaborative Innovation Management, COINNO-course, Introduction to IT and Ventures Arcada AMK, Entrepreneurial Ventures Aalto University, International Design Business Management Hot today/ Research activities: AIsme: Collaborative open innovation curriculum for SMEs DIGI-HEEL: Efficient integration of Highly Educated Emigrant Labor DIGI-Relief: Gap curriculum for disaster stricken areas Innovation Management Institute 5

6 Why this course? What do you expect? What do you hope? The biggest hoped for learning from this course? IMI

7 STRUCTURE OF THE DAY 1 Welcome Practical issues about the IPM course 9:00-9:30 Pekka Berg, Kirsi Polvinen Intro for Innovation and Project Management, Part 1 9:30-10:45 Pekka Berg, Kirsi Polvinen Break Guest Lecture: Develop or Disappear (45 min) 11:00 12:00 Arto Ranta-Eskola, Research Director, SSAB IMI 7

8 STRUCTURE OF THE DAY 2 Intro for Innovation and Project Management, Part 2/ Process (1 hour and 15 min) 9:00-10:45 Pekka Berg, Kirsi Polvinen Guest Lecture: Experimental Innovation Policy 11:00 12:00 Petri Lehto, Head of Division, Ministry of Employment and the Economy IMI 8

9 STRUCTURE OF THE DAY 3 Intro for Innovation and Project Management, Part 3/ Enablers for Innovation 9:00-10:45 Pekka Berg, Kirsi Polvinen Logical Frame Homework 11:00-12:00 Pekka Berg, Kirsi Polvinen IMI 9

10 Content 1. Relevance 2. Goals 3. Teaching methods 4. Content 5. Teachers 6. Time and location IMI 10

11 RELEVANCE To link theoretical content and practice dealing with the innovation and project management to support corporate projects done during the IDBM-master program. The case report of this course will be presented to the client as the starting point of the spring 2016 industry project work. IMI 11

12 Content 1. Relevance 2. Goals 3. Teaching methods 4. Content 5. Teachers 6. Time and location IMI 12

13 GOALS Course aims to provide the participants with basic skill set for effective and efficient project and innovation management. IMI 13

14 Content 1. Relevance 2. Goals 3. Teaching methods 4. Content 5. Teachers 6. Time and location IMI 14

15 Idea: Dr. Ade Mabogunje, Prof. Larry Leifer, Stanford University Edited by Dr. Pekka Berg, Helsinki University of Technology knowledge & competitive advantage Products & Mfg Resources competitive advantage is a closed knowledge system Tools & Methods corporate practice competitive advantage is an open knowledge system piloted method Tools & Methods Brokers/ Resources Coaching Training Consultants Research Projects & Resources Test bed environment academic prototype Tools & Methods Innovation Management Institute competitive advantage is an open knowledge creation system 15

16 LEARNING The main learning approaches are group work activities and supporting lectures. During the course the participants work on their own ideas, corporate RTD tasks and general cases which are done and commented on during the course (pbl). Strong focus on visualization and physicalization of new ideas by Legopaper-mockup prototypes.

17 Stakeholders Education Community IDBM Research Community Research Institute Corporate Community Corporation Coach Coach Coach Team

18 Test Bed Empiria Student Teams Corporations working for coaching courses Corporate people doing research Students working for corporations Students doing research Firm Teams Campus Environment Mixed Teams Corporate Environment

19 design-learning loops in corporate and academic activity Larry Leifer, 2002 FORMAL Instructor PD History INFORMAL Learning Loop 3 Learning Loop 2 Formalized PD Knowledge Process Learning Facilitator Coach Learners Team Tacit PD Knowledge PD Practice Learning Loop 1

20 Why mockup prototypes? Making ideas tangible and visible Iterating quickly at low cost Developing a shared language

21 Prototype of car s multimedia interface in year 2020

22 Power of Prototypes From: Carleton & Cockayne, 2009, The Power of Prototypes in Foresight Engineering, ICED 09

23 Prototype of bio-oriented education system in Finland

24 Content 1. Relevance 2. Goals 3. Teaching methods 4. Content 5. Teachers 6. Time and location IMI 24

25 Offering vs. Process vs. Enablers ENABLERS PHASE: Invention Planning Offering Development Strategy Commercialization Customer Interaction Business Intelligence, Foresight Crossfunctional teams Competence Roadmaps Portfolio Development Business Process LAUNCH Goods Service New Business Concept Innovation FOCUS ON: Creativity Decision Making PROCESS Speed Costs OFFERING IMI 25

26 Enablers / Innovative Environment What practices create and support the characteristics of social, physical and virtual environments identified as beneficial for innovativeness? Innovation process Social environment: Trust and safety Risk taking Freedom Clear vision Collaboration Concrete support What practices support and inhibit innovativeness? (in relation to the recognised enablers of the three environments) Offering Physical environment: Workplace Artefacts Organisation structures Process descriptions Instructions Virtual environment: Text Audio Picture & Video 3-D

27 COURSE FORMAT Lectures and Exam (34%) Assignments (case reports) and independent work (66%) IMI 27

28 CONTENTS IPM-course consists of five interlinked modules, each covering a key area of innovation activities. IMI 28

29 Mod 2 Mod 1 = Intro Offering vs. Process vs. Enablers ENABLERS Mod 4 PHASE: Invention Planning Offering Development Strategy Commercialization Customer Interaction Business Intelligence, Foresight Crossfunctional teams Competence Roadmaps Portfolio Development Business Process LAUNCH Goods Service New Business Concept Innovation FOCUS ON: Creativity Decision Making PROCESS Mod 3 Speed Costs OFFERING Mod 5 = Case reports IMI 29

30 CONTENTS / CLASSROOM TEACHING Module 1. Introduction / What is innovation? Inspiration period 4 days/ 3 hours/ day Module 2. Offering / How to integrate offering with strategy? 2 days/ 6 hours/ day Module 3. Innovation process / How to manage the fuzzy front-end? 2 days/ 6 hours/ day Module 4. Enablers / How to support creativity and ability to implement? 1 day/ 6 hours/ day Module 5. Case reports by students 1 day/ 6 hours/ day IMI 30

31 Tools and Methods teached in the IPM-Course Logical Frame (Berg and Pihlajamaa) Elements of Service Offering (Edvardsson) Business Models (Shafer) Front-End Process (Poskela) Idea portfolios (Loch, ) Mock-ups/ LEGOs, Modeling clay, Paper, (Hansen) Scenarios (Shoemaker) Foresightning/ Future Users, Progression Curves, Janus Cones (Stanford Playbook) Customer Orientation (Nordlund) User Driven Innovation (UDI/NIC) Mystery Shopping (Pihlajamaa and Kanto) User Experience (Roto) Concept Shifting (Seidel) Innovation Practice and Organisational Enablers (Lempiälä) ICT-support in innovation process front-end (Eloranta) Innovation Management Institute 31

32 Pre-Readings: See the up-dated list in MyCourses NOT mandatory, but useful Mandatory August 30, 2010 IMI 32

33 Pre-Readings: See the up-dated list in MyCourses NOT mandatory, but useful August 30, 2010 IMI 33

34 SUBSTITUTION OF THE SKIPPED LECTURES WITH ADDITIONAL WORK 1. If you for some good reason have to skip more than 2 lectures, then, please 2. Contact me for working with the articles supporting your industry project as much as possible. Let s do this as follows: You can suggest me articles You can ask me to suggest some articles for you (in this case, please, tell me the viewpoint interesting you in innovation and project management) 3. Your task is not to do any written referat about the article, but to do power point slides as teaching material present the key topics of of the article in the form of questions and answers 4. Be pro-active Oct 19, 2010 IMI 34

35 Content 1. Relevance 2. Goals 3. Teaching methods 4. Content 5. Teachers 6. Time and location IMI 35

36 TEACHERS AND COACHES Academic Experts: Dr. Pekka Berg, Aalto University, teacher in charge Dr. Seppo Laukkanen, Aalto University PhD Student, Kirsi Polvinen, Aalto University PhD Student Tuomo Eloranta, Aalto University PhD Student Hani Tarabichi, Aalto University International Academic Experts: Prof. Poul Hansen, Aalborg University Industrial Experts: Director Hannu Katajamäki, Lukoton Oy Dr. Petri Lehto, Merck Life Science Oy IMI 36

37 Content 1. Relevance 2. Goals 3. Teaching methods 4. Content 5. Teachers 6. Time and location IMI 37

38 TIME AND LOCATION Time: Intro + Inspiration: , at :00, on Tue and Thu Innovation Management Tools: , at , on Tue and Thu Case Report Presentations: , at Exams: , , Location: Design Factory (Studio/Stage) IMI 38

39 1. Status of the homeworks done STRUCTURE OF THE TYPICAL DAY 9:00-9:30 Short reviews 2. Pre-readings Shafer et.al., 2005, The power of business models, Business Horizons 48, Edvardsson, B. & Olsson, J., Key Concepts for New Service Development. The Service Industries Journal, 16(2), Structure of the Lecture based on the pre-readings 9:30 10:00 Lecture, Pekka Berg (30 min) 10:00 10:30 Working in the groups (30 min) 10:30 11:00 Presentations of the teams (30 min) 11:00 11:30 Discussion (30 min) 11:30 12:00 Conclusions (30 min) Lunch 4. New homework delivery 13:00 13:15 5. Working with Corporate Case 13:15 15:00 Working in the teams for corporate case 15:00 16:00 Wrap-Up of the Day! (Mandatory!) IMI 39

40 For more information, Please contact Dr. Pekka Berg Tel: IPM Coordinator Kirsi Polvinen Program Coordinator Anna-Mari Saari IMI 40