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 Innovation Management Applied to the Product degree.

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 estimated duration for completing the Innovation Management Applied to the Product program is 380 hours (38 credits)1.

With respects to the distribution of time:

  • Being a distance learning Program and not subject to in situ classes, there is no specific starting date, by which the student may complete the enrollment process at any time provided that there is available space.
  • The student has a maximum of one year to finish the Program. During this time, the student should have completed all the evaluations corresponding to the subjects and the Case Study and Resolution, or the Final Assignment in the case of the Specialization, Post grad or Expert.

The credit structure for the Innovation Management Applied to the Product program is as follows:

  CREDITSa DURATIONb HOURS
1st Part: Subjects 28 9 280
2nd Part: Final Subject Assignment 10 3 100
TOTAL 38 12 380

a. The equivalence in credits may vary according to the University that issues the Diploma. One (1) ECTS credit (European Credit Transfer System) corresponds to 10 + 15 hours. The relationship between credits and hours may vary for those students in the Program who are enrolled in a University not belonging to the European Higher Education Area (EHEA).
b. Length in months

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:

  • 1st 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:

  • 2nd 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.

2nd 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.

1st PART : SUBJECTS

  1. 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
  2. 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
  3. 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
  4. 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
  5. 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
  6. 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
  7. 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”
  8. 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.
  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

2nd 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.

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.


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

Management

  • 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. Luiz Dzul López. Doctor in Project Engineering: Environment, Quality and Safety. Civil Engineer. Expert in international cooperation projects. Professor at the International Iberoamerican University.
  • Dr. Eduardo Garcia Villena. Doctor in Project Engineering: Environment, Quality and Safety. Master in Engineering and Environmental Technology. Industrial Engineering.

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 (c) Silvana Marín Garat. Economist Master in Sustainable Development. Professional Experience in foreign business project development and foreign trade consulting.
  • Dr (c) 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.

FUNIBER Training Scholarships

The Iberoamerican University Foundation (FUNIBER) allocates periodically an extraordinary economic item for FUNIBER Training Scholarships.

To apply, please fill out the information request form that appears in the web of FUNIBER or contact directly the Foundation’s headquarters in your country that will inform you if you need to provide some additional information.

Once the documentation is received, the Evaluation Committee will determine your application's eligibility for the FUNIBER Training Scholarship.