• A
  • A
  • A
  • АБB
  • АБB
  • АБB
  • А
  • А
  • А
  • А
  • А
Обычная версия сайта
Магистратура 2019/2020

Управление инновационным проектом

Статус: Курс по выбору (HR-аналитика)
Направление: 38.04.02. Менеджмент
Кто читает: Кафедра управления проектами
Когда читается: 1-й курс, 3, 4 модуль
Формат изучения: без онлайн-курса
Преподаватели: Яковлева Анна Юрьевна
Прогр. обучения: HR-аналитика
Язык: английский
Кредиты: 4
Контактные часы: 36

Course Syllabus


Project management competencies are the core skills of a manager. Besides learning of general project management theory studying of narrow, but deep aspects of project management provides a student with unique knowledge, which permit to create specific career trajectory. Thus, getting knowledge in the sphere of innovation project management enhances well-rounded competences of students. Innovation project management (IPM) can be separated out as an independent discipline. Though IPM is based on conventional project management methodology, theory of innovation management is strongly connected with this discipline. The way of innovation projects' planning, implementation and closure essentially depends on type of innovation. IPM is substantially difficult next to conventional project management due to the following aspects: high degree of uncertainty, risk propensity (ambiguity). Consequently possession of extra knowledge and skills to provide effective coordination of innovation project planning and implementation might be a prevalence for student. Effective management of innovation projects allows firms to develop unique competitive advantages both in technological and organizational areas. The IPM presents basic features and standards of innovation project management (compared to conventional projects) and introduces main concepts and approaches in IPM area, including stage-gate and project portfolio.
Learning Objectives

Learning Objectives

  • Training in using Management of Innovation Project techniques in corporate and startup environment
  • Understanding the role of innovation project management in innovation management system as a whole
  • Learning the innovation project management meaning: adoption of project managers standards for Management of innovation project; managing projects by knowledge areas, role of ideas portfolio in Management of innovation project etc.
Expected Learning Outcomes

Expected Learning Outcomes

  • Knowing the main approaches to IPM
  • Being able to analyze and audit innovation projects from the perspective of implementation practices
  • Learning how to use of project methodology and IPM tools to create a project plan
  • Learning the approaches to organization of ideation process, concepts maturation and innovation project portfolio management
  • Learn how to create and develop innovation project environment, i.e. project network and innovation project ecosystem
Course Contents

Course Contents

  • Introduction to management of innovation project
    - Approaches to innovation projects management - Conventional and innovation projects: general issues and peculiarities
  • Definitions and classifications of innovation projects
    - Core definitions - Innovation project classifications - Innovation projects in SME and large companies
  • Project management standards in innovation project management
    • PMBok standard: structure and implementation issues • PMBok vs other project management standards • Principles of project activity organization • Knowledge areas of project management
  • Portfolio project management and stage-gate method
    • Stage-gate method foundations • Project portfolio: general issues • Innovation project portfolio management
  • Networks and ecosystems role in innovation project implementation
    • Networks and IPM • Innovation ecosystems: specifics of project management
Assessment Elements

Assessment Elements

  • non-blocking Individual participation in seminars and lectures
  • non-blocking project presentation
    document confirming absence from classes
  • blocking quiz
    The exam is taken written form (multiple choice questions, openquestions) without proctoring on MS Teams platform
Interim Assessment

Interim Assessment

  • Interim assessment (4 module)
    0.3 * Individual participation in seminars and lectures + 0.3 * project presentation + 0.4 * quiz


Recommended Core Bibliography

  • Ahn, M. J., Zwikael, O., & Bednarek, R. (2015). Technological Invention to Product Innovation: A Project Management Approach. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.3C06BA0A
  • Bentley, C. (2012). The Concise PRINCE2 : A Pocket Guide. Ely: IT Governance Publishing. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=571581
  • Christian Horn, & Alexander Brem. (2013). Strategic directions on innovation management – a conceptual framework. Management Research Review, (10), 939. https://doi.org/10.1108/MRR-06-2012-0142?utm_campaign=RePEc&WT.mc_id=RePEc
  • Cooper, R. G. (2008). Perspective: The Stage-Gate® Idea-to-Launch Process—Update, What’s New, and NexGen Systems. Journal of Product Innovation Management, 25(3), 213–232. https://doi.org/10.1111/j.1540-5885.2008.00296.x
  • Cooper, R. G. (2014). What’s Next? After Stage-Gate. Research Technology Management, 57(1), 20. https://doi.org/10.5437/08956308X5606963
  • Kerzner, H. (2019). Innovation Project Management : Methods, Case Studies, and Tools for Managing Innovation Projects. Hoboken, New Jersey: Wiley. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=2183351
  • Mercier-Laurent, E. (2011). Innovation Ecosystems. London: Wiley-ISTE. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=536744
  • Pons, D. (2008). Project management for new product development. Project Management Journal, 39(2), 82–97. https://doi.org/10.1002/pmj.20052
  • Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Sixth Edition and Agile Practice Guide (ENGLISH). Newtown Square, PA: Project Management Institute. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1595321
  • Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide)–Sixth Edition (Vol. Sixth edition). Newtown Square, PA: Project Management Institute. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1595320

Recommended Additional Bibliography

  • Cooke, J. L. (2016). PRINCE2 Agile : An Implementation Pocket Guide: Step-by-step Advice for Every Project Type. Ely, Cambridgeshire, United Kingdom: IT Governance Publishing. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1232537
  • Croix, B. (2018). The Role of the Agile Manifesto in Partial and Tailored Agile Methods Adoption : A Systematic Literature Review. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.1A56C44A
  • Dvir, D., Sadeh, A., & Malach-Pines, A. (2006). Projects and Project Managers: The Relationship between Project Managers’ Personality, Project Types, and Project Success. Project Management Journal, 37(5), 36–48. https://doi.org/10.1177/875697280603700505
  • Kruchten Engineering. (2009). Agile Values: the Agile Manifesto. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.1621C07C
  • Levine, H. A. (2005). Project Portfolio Management : A Practical Guide to Selecting Projects, Managing Portfolios, and Maximizing Benefits (Vol. 1st ed). San Francisco: Jossey-Bass. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=136788
  • Mathews, S. H. (2013). Innovation Portfolio Management. Research Technology Management, 56(5), 9–10. https://doi.org/10.5437/08956308X5605002
  • Shum, V., Park, A., Maine, E., & Pitt, L. F. (2019). A Bibliometric Study of Research-Technology Management, 1998-2017. Research Technology Management, 62(1), 34. https://doi.org/10.1080/08956308.2019.1541728