This subject belongs to the theme of 'Management' and aims to offer the student the necessary training to face: (i) management responsibilities in companies of a technological nature, from strategic direction to digital transformation and (ii) innovation, as a fundamental process in the company, and in particular that which is based on the use of technology.
With regard to the first part, knowledge of the concepts of strategic direction is an essential task in the professional development of THE engineers of COMPUTACIón, either in their projection towards leadership roles in companies or in a trajectory linked to entrepreneurship. In addition to the classic concepts of strategic and operational direction, the theme will introduce the concept of Digital Transformation from a technological and business perspective. Good practices and reference cases will be analyzed from companies that have successfully addressed these challenges.
On the other hand, among the activities that IT leaders will often have to face is the integration of innovation processes into the company, mainly because many of these innovations will come from ICT solutions. Therefore, it is necessary to incorporate in the curriculum of the computer engineer a wide knowledge of what innovation is and how the implementation and management of innovation processes in the company can be carried out. In this way, the different types of innovation, its scope and the methodologies and strategies for carrying it out will be studied. Emphasis will also be placed on the protection and financing of innovation and entrepreneurship as a natural development of innovation.
Course competences | |
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Code | Description |
CB06 | Possess and understand knowledge that provides a basis or opportunity to be original in the development and / or application of ideas, often in a research context. |
CB07 | Apply the achieved knowledge and ability to solve problems in new or unfamiliar environments within broader (or multidisciplinary) contexts related to the area of study |
CB08 | Be able to integrate knowledge and face the complexity of making judgments based on information that, being incomplete or limited, includes reflections on social and ethical responsibilities linked to the application of knowledge and judgments |
CB10 | Have the learning skills which allow to continue studying in a self-directed or autonomous way |
CE02 | Ability for strategic planning, making, supervision, coordination and economic and technical management in the fields of computer engineering which have to do with: systems, applications, services, networks, infrastructures or computer installations and facilities for software development; adequately following quality and environmental criteria in multidisciplinary contexts. |
CE03 | Ability for the management and supervision of research projects, development and innovation in both business corporations and technological centres, guaranteeing the security and confidentiality over participants, facilities and equipment, the final quality of products and its ultimate homologation. |
INS02 | Organising and planning skills. |
INS05 | Argumentative skills to logically justify and explain decisions and opinions. |
PER01 | Team work abilities. |
PER02 | Ability to work in multidisciplinary teams. |
PER03 | Ability to work in an international context. |
PER05 | Acknowledgement of human diversity, equal rights and cultural variety. |
SIS01 | Critical thinking. |
SIS03 | Autonomous learning. |
SIS04 | Adaptation to new scenarios. |
SIS08 | Initiative and entrepreneurial abilities. |
SIS10 | Awareness of environmental issues. |
Course learning outcomes | |
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Description | |
Acquire the necessary information to support the digital transformation and to create IT companies | |
Apply the principles of project management and technology transfer | |
Have knowledge of the operation and features of software development centres and factories. | |
Understand the special implications of working on projects and organisations with people from different cultures, languages and countries | |
Recognise the main business models, as well as methods and techniques for decision-making in IT companies | |
Know and apply the legislation established to legally protect the results of the research | |
Know and apply the rules and techniques for project management related to technological innovation projects | |
Manage research, development and innovation projects in companies and Research and Technology Centres in the field of Computer Engineering | |
Have basic knowledge of the strategic management process in IT companies | |
Additional outcomes | |
Not established. |
Training Activity | Methodology | Related Competences (only degrees before RD 822/2021) | ECTS | Hours | As | Com | Description | |
Class Attendance (practical) [ON-SITE] | Lectures | CE02 CE03 INS02 | 0.72 | 18 | Y | Y | Professor's exhibition of the syllary | |
Workshops or seminars [ON-SITE] | Project/Problem Based Learning (PBL) | CE02 CE03 INS02 INS05 PER01 PER02 PER03 PER05 SIS01 SIS08 SIS10 | 1.2 | 30 | Y | N | Reference case studies in the technology sector | |
Group tutoring sessions [ON-SITE] | Guided or supervised work | CE02 CE03 INS05 SIS01 | 0.18 | 4.5 | Y | N | Internship group follow-up tutorials | |
Study and Exam Preparation [OFF-SITE] | Self-study | CE02 CE03 SIS01 SIS03 | 2.1 | 52.5 | Y | N | Case studies and analysis. | |
Practicum and practical activities report writing or preparation [OFF-SITE] | Self-study | INS02 INS05 PER01 PER02 PER03 PER05 SIS01 SIS03 SIS04 SIS08 SIS10 | 1.5 | 37.5 | Y | N | Interships | |
Project or Topic Presentations [ON-SITE] | Assessment tests | SIS01 | 0.3 | 7.5 | Y | N | Evaluation based on presentation of practices and open exposure subject to knowledge questions. | |
Total: | 6 | 150 | ||||||
Total credits of in-class work: 2.4 | Total class time hours: 60 | |||||||
Total credits of out of class work: 3.6 | Total hours of out of class work: 90 |
As: Assessable training activity Com: Training activity of compulsory overcoming (It will be essential to overcome both continuous and non-continuous assessment).
Evaluation System | Continuous assessment | Non-continuous evaluation * | Description |
Assessment of problem solving and/or case studies | 60.00% | 60.00% | MAndatory. Recoverable. Practice 1 Strategic Analysis 20%, Practice 2 Innovation Case 20%, Practice 3 Digital Transformation 20% |
Oral presentations assessment | 30.00% | 30.00% | Mandatory. Recoverable. Practical Exhibition 1. 15% |
Assessment of active participation | 10.00% | 10.00% | Mandatory. Recoverable. Participation in discussions and cases presented in class. |
Total: | 100.00% | 100.00% |
Not related to the syllabus/contents | |
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Hours | hours |
General comments about the planning: | This course will be taught in 1.5 hour sessions spread over the school calendar., alternating theoretical exhibitions with case studies and including the participation of companies in the sector |
Author(s) | Title | Book/Journal | Citv | Publishing house | ISBN | Year | Description | Link | Catálogo biblioteca |
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Alex Osterwalder, Yves Pigneur | Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers | Wiley | 978-0470-87641-1 | 2010 | https://www.wiley.com/en-us/Business+Model+Generation%3A+A+Handbook+for+Visionaries%2C+Game+Changers%2C+and+Challengers-p-9780470876411 | ||||
Clayton M. Christensen | The Innovator's Dilemma | Harper Business | 978-0-06- 206024-2 | 2013 | http://www.claytonchristensen.com/ | ||||
Kim W. Chan and Renée Mauborgne | Blue Ocean Strategy: How to Create New Market Space and Make the Competition Irrelevant | Harvard Business Review Press | 978-1625274496 | 2015 | https://www.blueoceanstrategy.com/what-is-blue-ocean-strategy/ | ||||
L. A. Guerras y J. E. Navas | La dirección estratégica de la empresa: Teoría y aplicaciones | Thompson Civita | 844702850X | 2007 | https://books.google.es/books?id=MQEWNAAACAAJ | ||||
Michael E. Porter | How Competitive Forces Shape Strategy | Harvard Business Review | Harvard Business Press | 1979 | https://hbr.org/1979/03/how-competitive-forces-shape-strategy | ||||
Mohanbir Sawhney, Robert C. Wolcott and Inigo Arroniz | The 12 Different Ways for Companies to Innovate | MIT Sloan Management Review | 2006 | http://sloanreview.mit.edu/article/the-different-ways-for-companies-to-innovate/ | |||||
R. S. Kaplan y D. P. Norton | Cuadro de Mando Integral (The balanced scorecard) | Madrid | Grupo Planeta | 8498750482 | 2009 | https://books.google.es/books?id=LuWJnzcagCMC |