Difference between revisions of "IU:TestPage"
Jump to navigation
Jump to search
R.sirgalina (talk | contribs) |
R.sirgalina (talk | contribs) |
||
| Line 1: | Line 1: | ||
| + | = Founder Project = |
||
| − | = CEO Toolkit: Strategy, Operations, Finance, HR, Legal Aspects, IP Law and Innovations = |
||
| + | * '''Course name''': Founder Project |
||
| − | * '''Course name''': CEO Toolkit: Strategy, Operations, Finance, HR, Legal Aspects, IP Law and Innovations |
||
* '''Code discipline''': |
* '''Code discipline''': |
||
| − | * '''Subject area''': |
+ | * '''Subject area''': Technical Entrepreneurship |
== Short Description == |
== Short Description == |
||
| + | This course is a combination of mentorship and workshops created for the support and development of a student-founder during his study. All workshops are practically oriented and help to systematize and practically imply all knowledge and skills. Moreover, the workshop has an important psychological meaning for a founder - they are designed to help to reflect, get the answers for important questions and overcome the challenges. Individual work with mentors is combined with group meetings where students progress the creation of their community of the founders and can share their opinions, thoughts, etc. In addition to that, the workshops are targeting to train founders to effectively face important events/cases (“critical incidents”) that happen in their entrepreneurial life. |
||
| − | The course is made to give a brief knowledge and skills in practical running a company in an actual environment. It is about practical management for a CEO, starting from team building, product and project management, registering a company and running it to managing growth and exiting a business by the end. |
||
| − | The course helps to understand the whole process and systematize other management and marketing topics. It would be helpful for startup founder, CEO or manager to better plan practical activities and lower the risks of running a company. |
||
| − | The course is based on the principles of project-based learning and connecting theory and practice. Based on these principles, the course uses lectures to a lesser extent, more practice followed by group and individual work, as well as discussions, analysis of business cases and learning by doing. |
||
== Prerequisites == |
== Prerequisites == |
||
=== Prerequisite subjects === |
=== Prerequisite subjects === |
||
| − | * |
+ | * N/A |
=== Prerequisite topics === |
=== Prerequisite topics === |
||
| + | * Progress check-up, Q&A session, Critical incidents (CI) analysis, Reflection and feedback |
||
| − | * Corporate legal support, taxation |
||
| + | * Management of a startup: key issues |
||
| − | * History of management |
||
| + | * Soft and hard skills of a founder |
||
| − | * Strategic management |
||
| − | * Operational management |
||
| − | * Financial planning |
||
| − | * Marketing-management |
||
| − | * Team building and HR |
||
| − | * Innovations |
||
| − | * Intellectual property |
||
== Course Topics == |
== Course Topics == |
||
| Line 32: | Line 24: | ||
! Section !! Topics within the section |
! Section !! Topics within the section |
||
|- |
|- |
||
| + | | Section 1:<br>Basic || |
||
| − | | Corporate legal support, taxation || |
||
| + | # Basic for all topics: |
||
| − | # Legal entity types and differences |
||
| + | # Progress check-up |
||
| − | # Fundamentals of taxation for small businesses in Russia |
||
| + | # Q&A session |
||
| − | # Possibilities of international jurisdictions |
||
| + | # Critical incidents (CI) analysis |
||
| − | # Legal support of transactions with a client: competent document management |
||
| + | # Reflection and feedback |
||
| + | # Main topics for the workshops: |
||
| + | # Being an entrepreneur: challenges and advantages |
||
| + | # How to work with a mentor |
||
| + | # Science and entrepreneurship: synergy effect |
||
| + | # Step by step to success: how to measure your business progress |
||
| + | # Developing entrepreneurial thinking |
||
| + | # Self presentation and pitching |
||
| + | # Techniques of self-effectiveness for an entrepreneur |
||
| + | # Business mission: creating value on the market |
||
| + | # Planning and strategic projecting |
||
| + | # Teambuilding |
||
| + | # Problem-solving and flexibility in entrepreneurship |
||
| + | # Customer relationships |
||
| + | # Rise and fall”: how to learn from your mistakes |
||
| + | # Work/life balance for an entrepreneur |
||
| + | # Where to find inspiration and to inspire others in business |
||
|- |
|- |
||
| + | | Section 2:<br> Advanced || |
||
| − | | Introduction to management and marketing as a sphere of knowledge, skills and art || |
||
| + | # Basic for all topics: |
||
| − | # What is management and its functions |
||
| + | # Progress check-up |
||
| − | # History of management and marketing as a practical knowledge and science |
||
| + | # Q&A session |
||
| − | |- |
||
| + | # Critical incidents (CI) analysis |
||
| − | | Strategic management || |
||
| + | # Reflection and feedback |
||
| − | # Organisation types |
||
| + | # Main topics for the workshops: |
||
| − | # Life-cycle of an organization |
||
| + | # Forming entrepreneurial identity: how to face CI effectively |
||
| − | # Strategic management concepts and frameworks |
||
| + | # Entrepreneurial strategies |
||
| − | # Strategic planning |
||
| + | # Competitiveness and high professional value of a startup founder |
||
| − | # Strategic management as a function of management |
||
| + | # Mentorship and advisory for a startup |
||
| − | |- |
||
| + | # Investor relationship |
||
| − | | Operational management || |
||
| + | # Community management of IT-entrepreneur |
||
| − | # Leader types and management styles |
||
| + | # Implementation of a business model: flexibility and adaptation |
||
| − | # Stages of development of the organization |
||
| + | # Team building and human potential development |
||
| − | # Differences between a startup model and a small business |
||
| + | # Networking: how to add and create value |
||
| − | # Choice of operational strategy |
||
| + | # Finance and money attitude of a startup founder |
||
| − | # Value Management |
||
| + | # Client orientation |
||
| − | # Project management |
||
| + | # Pitch-deck design and pitching to various audiences |
||
| − | # Operational planning |
||
| + | # Startup founder as a seller |
||
| − | # Operational control and optimization of business processes |
||
| + | # Risk-management for an IT-startup |
||
| − | # Communications in operational management |
||
| + | # Creating brand that matters: how to make a valuable impact |
||
| − | |- |
||
| − | | Financial management and planning || |
||
| − | # Financial accounting, management and planning, accounting tools |
||
| − | # Required financial statements for a startup: cash flow statement, income statement, balance sheet |
||
| − | # Cross-border financial management |
||
| − | # Basic metrics of the unit economy of a startup |
||
| − | |- |
||
| − | | Marketing management || |
||
| − | # Basic concepts of marketing |
||
| − | # Marketing functions and its place in organization management |
||
| − | # Marketing mix |
||
| − | # Marketing strategy |
||
| − | |- |
||
| − | | HR, Team building and hiring || |
||
| − | # Authority and leadership |
||
| − | # Organizational culture |
||
| − | # Group dynamics and organizational changes |
||
| − | # An effective team as an element of operational management |
||
| − | # Leadership and management skills, as well as control methods |
||
| − | # Recruiting, motivating and retaining the project team |
||
| − | # Human resources, human capital and human potential in IT-startups (trends, features, CEO-vision) |
||
| − | # Recruitment and assessment for IT-startups (how CEO can do it himself/herself or check the process of his HR-specialist/partner agency) |
||
| − | # Interview with a candidate: from preparation to evaluation |
||
| − | # Career modeling in IT-startups: career tracks, educational tracks, corporate training. |
||
| − | # Corporate culture |
||
| − | # Organization of remote/online job process for the team |
||
| − | # HR lifehacks for CEO: from “how to hire” to “how to fire” |
||
| − | # Creation of a positive HR-brand |
||
| − | |- |
||
| − | | Innovations || |
||
| − | # Innovation management |
||
| − | # Managing complex innovation |
||
| − | # Innovation management typologies |
||
| − | # Entrepreneurship in innovation management |
||
| − | |- |
||
| − | | Intellectual property || |
||
| − | # How to protect IP objects in the field of IT |
||
| − | # How to manage an IP portfolio |
||
| − | # How to assess risks |
||
| − | # Interaction with government agencies: Rospatent, FAS and international agencies |
||
| − | # How to monetize IP |
||
|} |
|} |
||
== Intended Learning Outcomes (ILOs) == |
== Intended Learning Outcomes (ILOs) == |
||
=== What is the main purpose of this course? === |
=== What is the main purpose of this course? === |
||
| − | The main purpose of this course is to |
+ | The main purpose of this course is to enable a student to progress with the development of the business project effectively dealing with a mentor and participating in workshops on main topics needed for a startup founder. |
=== ILOs defined at three levels === |
=== ILOs defined at three levels === |
||
| Line 110: | Line 79: | ||
==== Level 1: What concepts should a student know/remember/explain? ==== |
==== Level 1: What concepts should a student know/remember/explain? ==== |
||
By the end of the course, the students should be able to ... |
By the end of the course, the students should be able to ... |
||
| + | * know what is a progress check up, Critical incident, reflection in entrepreneurship, |
||
| − | * Basic concepts of marketing |
||
| − | * |
+ | * explain main management concepts for a startup |
| + | * explain all basic elements needed for a project realization |
||
| − | * Leader types and management styles; |
||
| + | * explain challenges and advantages of being a startup founder |
||
| − | * Stages of development of the organization; |
||
| + | * know what is entrepreneurial thinking and how to develop it, |
||
| − | * Differences between a startup model and a small business; |
||
| + | * basic concepts of working with mentor |
||
| − | * Choice of operational strategy; |
||
| − | * Value Management; |
||
| − | * Operational planning; |
||
| − | * Project management; |
||
| − | * An effective team as an element of operational management; |
||
| − | * Operational control and optimization of business processes; |
||
| − | * Fundamentals of financial planning, reports and unit economics of a startup; |
||
| − | * Legal support for the activities of small and medium-sized enterprises; |
||
| − | * The value of intellectual property for a startup, as well as methods for protecting it. |
||
==== Level 2: What basic practical skills should a student be able to perform? ==== |
==== Level 2: What basic practical skills should a student be able to perform? ==== |
||
By the end of the course, the students should be able to ... |
By the end of the course, the students should be able to ... |
||
| + | * deal with a mentor and advisors, |
||
| − | * Build a value chain; |
||
| + | * use scientific research in business, |
||
| − | * Read and understand financial statements; |
||
| − | * |
+ | * measure business progress, |
| + | * do self presentation and pitching, |
||
| − | * Choose the best management style for your company; |
||
| + | * create a business mission, |
||
| − | * Control operational processes; |
||
| + | * plan and do strategic projecting |
||
| − | * Understand basic concepts of marketing. |
||
| + | * team building, |
||
| + | * perform problem-solving and flexibility, |
||
| + | * manage customer relationships, |
||
| + | * get right conclusions from the mistakes, |
||
| + | * organize work/life balance, |
||
| + | * to inspire others in business, |
||
| + | * face CI effectively using various entrepreneurial strategies, |
||
| + | * provide startup and self-competitiveness, |
||
| + | * manage with investors, |
||
| + | * do networking and community management |
||
| + | * pitch to different audiences, |
||
| + | * implement client orientation to their company, |
||
| + | * risk-management, |
||
| + | * branding. |
||
==== Level 3: What complex comprehensive skills should a student be able to apply in real-life scenarios? ==== |
==== Level 3: What complex comprehensive skills should a student be able to apply in real-life scenarios? ==== |
||
By the end of the course, the students should be able to ... |
By the end of the course, the students should be able to ... |
||
| + | * Check the progress of a startup, make a reflection, face with the main critical incidents for a founder |
||
| − | * Strategic planning skills; |
||
| + | * Effectively deal with a mentor, participate in the student business community providing a value, |
||
| − | * Marketing management skills |
||
| + | * Develop a founder project systematizing all concepts and using all basic elements of startup management. |
||
| − | * Financial planning and accounting skills; |
||
| − | * Understanding the legal and legal support of the company's activities; |
||
| − | * Skills to manage and protect the intellectual property of the company; |
||
| − | * Leadership and management skills, as well as control methods; |
||
| − | * Recruiting, motivating and retaining the project team; |
||
| − | * Implement innovation management skills. |
||
== Grading == |
== Grading == |
||
| Line 152: | Line 122: | ||
! Grade !! Range !! Description of performance |
! Grade !! Range !! Description of performance |
||
|- |
|- |
||
| − | | A. Excellent || |
+ | | A. Excellent || 90-100 || - |
|- |
|- |
||
| − | | B. Good || 75- |
+ | | B. Good || 75-89 || - |
|- |
|- |
||
| C. Satisfactory || 60-74 || - |
| C. Satisfactory || 60-74 || - |
||
| Line 167: | Line 137: | ||
! Activity Type !! Percentage of the overall course grade |
! Activity Type !! Percentage of the overall course grade |
||
|- |
|- |
||
| + | | Assignment || 50 |
||
| − | | Weekly student reports || 20 |
||
|- |
|- |
||
| − | | |
+ | | Quizzes || 15 |
|- |
|- |
||
| − | | |
+ | | Peer review || 15 |
|- |
|- |
||
| − | | |
+ | | Demo day || 20 |
| − | |- |
||
| − | | Oral exam || 20 |
||
|} |
|} |
||
=== Recommendations for students on how to succeed in the course === |
=== Recommendations for students on how to succeed in the course === |
||
| + | Participation is important. Showing up is the key to success in this course.<br>You will work in teams, so coordinating teamwork will be an important factor for success. This is also reflected in the peer review being a graded item.<br>Review lecture materials before classes to do well in quizzes.<br>Reading the recommended literature is optional, and will give you a deeper understanding of the material. |
||
| − | Work out lecture notes.<br>Work out the materials of seminars (practical) classes.<br>In case of difficulty, formulate questions to the teacher.<br>To prepare for the classes, it is recommended to use the presented sources in electronic formats and additional literature.<br>Students during the course work in teams and perform tasks jointly. Teams of 2 to 5 people are allowed. It is also possible to work with a team that is not part of the study group. |
||
== Resources, literature and reference materials == |
== Resources, literature and reference materials == |
||
=== Open access resources === |
=== Open access resources === |
||
| + | * Five insightful TED talks every startup founder should watch |
||
| − | * Peter F. Drucker (2011) The Practice of Management. Routledge 2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN 711 Third Avenue, New York, NY 10017, USA. |
||
| + | * How to find a mentor |
||
| − | * Philip Kotler, Kevin Lane Keller, Mairead Brady, Malcolm Goodman, Torben Hansen (2019) |
||
| + | * How to succeed with a statup |
||
| − | * Iacocca, Lee A; Whitney, Catherine (2007), Scribner, New York: |
||
| + | * How to build a future https://www.ycombinator.com/library/6G-how-to-build-the-future |
||
| − | * Tony Hsieh (2013) Delivering Happiness: A Path to Profits, Passion, and Purpose, https://books.google.ru/books?hl=ru&lr=&id=va01AQAAQBAJ&oi=fnd&pg=PT2&dq=Delivering+happiness+&ots=AWdSHnKLeF&sig=BJGxUFx3-v0qs-FR8sM1BEmI34I&redir_esc=y#v=onepage&q=Delivering%20happiness&f=false |
||
| − | * Emotional Intelligence for Project Managers: The People Skills You Need to Achieve Outstanding Results, Paperback https://books.google.ru/books?hl=ru&lr=&id=0Hhzn-dfXmoC&oi=fnd&pg=PP2&dq=+Emotional+Intelligence+for+Project+Managers&ots=3QgZXEEL9S&sig=y4YMlMlnN5G-npdjsAQETeyMe8Q&redir_esc=y#v=onepage&q=Emotional%20Intelligence%20for%20Project%20Managers&f=false |
||
| − | * W. Chan Kim and Renée Mauborgne (2015), Blue Ocean Strategy, Harvard Business School Press https://books.google.ru/books?hl=ru&lr=&id=gwypBQAAQBAJ&oi=fnd&pg=PR4&dq=W.+Chan+Kim+and+Ren%C3%A9e+Mauborgne+Blue+Ocean+Strategy,+Harvard+Business+School+Press&ots=bP7dET9b2r&sig=fZwGWuuu5p1-wK5gIhjVYFyqiow&redir_esc=y#v=onepage&q=W.%20Chan%20Kim%20and%20Ren%C3%A9e%20Mauborgne%20Blue%20Ocean%20Strategy%2C%20Harvard%20Business%20School%20Press&f=false |
||
| − | * Jason Fryde (2010), David Heinmeyer Hansson Rework: Business without prejudice Crown Business, https://books.google.ru/books?hl=ru&lr=&id=X8tWaXJuhkAC&oi=fnd&pg=PA11&dq=Rework+%D0%91%D0%B8%D0%B7%D0%BD%D0%B5%D1%81+%D0%B1%D0%B5%D0%B7+%D0%BF%D1%80%D0%B5%D0%B4%D1%80%D0%B0%D1%81%D1%81%D1%83%D0%B4%D0%BA%D0%BE%D0%B2&ots=IEdD3fQAqo&sig=sNZ1B0hLuFsZcByNtzxywdnHNZY&redir_esc=y#v=onepage&q=Rework%20%D0%91%D0%B8%D0%B7%D0%BD%D0%B5%D1%81%20%D0%B1%D0%B5%D0%B7%20%D0%BF%D1%80%D0%B5%D0%B4%D1%80%D0%B0%D1%81%D1%81%D1%83%D0%B4%D0%BA%D0%BE%D0%B2&f=false |
||
| − | * Ichak Adizes (2014) Managing Corporate Lifecycles (Pb): How Organizations Grow, Age And Die, Embassy Books https://books.google.ru/books?hl=ru&lr=&id=pmpkgbeBNtsC&oi=fnd&pg=PR18&dq=Managing+Corporate+Lifecycles+&ots=fcKmig7dig&sig=4KnNrbFbF5BVoRapkwKeQ4S9188&redir_esc=y#v=onepage&q=Managing%20Corporate%20Lifecycles&f=false |
||
| − | * Goldratt's Theory of Constraints: A Systems Approach to Continuous Improvement, Asq Pr; 1st Edition (March 13, 1997) |
||
| − | * Management http://www.gidromet.edu.kh.ua/Files/downloads/%D0%9E%D1%81%D0%BD%D0%BE%D0%B2%D1%8B%20%D0%BC%D0%B5%D0%BD%D0%B5%D0%B4%D0%B6%D0%BC%D0%B5%D0%BD%D1%82%D0%B0.%20%D0%9C%D0%B5%D1%81%D0%BA%D0%BE%D0%BD%D0%9C.,%20%D0%90%D0%BB%D1%8C%D0%B1%D0%B5%D1%80%D1%82%20%D0%9C.,%20%D0%A5%D0%B5%D0%B4%D0%BE%D1%83%D1%80%D0%B8%20%D0%A4.,1997-704%20%D1%81%D1%82%D1%80.pdf |
||
=== Closed access resources === |
=== Closed access resources === |
||
| + | * The 23 Best Books for Startup Founders at Any Stage https://visible.vc/blog/books-for-founders/ |
||
| − | * Bass, BM, Bass, R (2008) The Bass Handbook of Leadership: Theory, Research, and Application. New York: Simon & Schuster. |
||
| − | * Naumov, S. A. (2017). Managing Operational Capabilities in Startup Companies. (n.p.): Massachusetts Institute of Technology, Sloan School of Management. |
||
| − | * Bhimani, A. (2017). Financial Management for Technology Start-Ups: A Handbook for Growth. Индия: Kogan Page. |
||
| − | * Interiano, L. (2021). Startup Recruitment Guide: Essential Tips For Hiring Employees To Your Business: Guide For Startup Hiring And Company Recruiting Companies. (n.p.): Independently Published. |
||
| − | * Kotter, JP (1990) Force for Change: How Leadership Differs from Management. New York: Simon & Schuster. |
||
| − | * Pearce, CL, Conger, JA (2003) Shared Leadership: Reframing the Hows and Whys of Leadership. Thousand Oaks, CA: SAGE. |
||
| − | * Tormey, P., Tormey, J. (2014). Startup Guide to Intellectual Property: Early Stage Protection of IP. Великобритания: CreateSpace Independent Publishing Platform. |
||
| − | * Brennan, K. (2018). Startup CFO: The Finance Handbook for Your Growing Business. Соединенные Штаты Америки: Amazon Digital Services LLC - KDP Print US. |
||
| − | * Tom DeMarco (1997) The Deadline: A Novel About Project Management |
||
=== Software and tools used within the course === |
=== Software and tools used within the course === |
||
| + | |||
| − | * MSTeams License, |
||
| − | * Moodle |
||
| − | * Office software |
||
= Teaching Methodology: Methods, techniques, & activities = |
= Teaching Methodology: Methods, techniques, & activities = |
||
| Line 216: | Line 168: | ||
|+ Teaching and Learning Methods within each section |
|+ Teaching and Learning Methods within each section |
||
|- |
|- |
||
| − | ! Teaching Techniques !! Section 1 !! Section 2 |
+ | ! Teaching Techniques !! Section 1 !! Section 2 |
|- |
|- |
||
| − | | Problem-based learning (students learn by solving open-ended problems without a strictly-defined solution) |
+ | | Problem-based learning (students learn by solving open-ended problems without a strictly-defined solution) || 1 || 1 |
|- |
|- |
||
| − | | Project-based learning (students work on a project) |
+ | | Project-based learning (students work on a project) || 1 || 1 |
|- |
|- |
||
| − | | |
+ | | Contextual learning (activities and tasks are connected to the real world to make it easier for students to relate to them); || 1 || 1 |
|- |
|- |
||
| + | | Business game (learn by playing a game that incorporates the principles of the material covered within the course). || 1 || 1 |
||
| − | | Contextual learning (activities and tasks are connected to the real world to make it easier for students to relate to them); || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 |
||
|- |
|- |
||
| + | | развивающего обучения (задания и материал "прокачивают" ещё нераскрытые возможности студентов); || 1 || 1 |
||
| − | | Business game (learn by playing a game that incorporates the principles of the material covered within the course). || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 |
||
|- |
|- |
||
| + | | концентрированного обучения (занятия по одной большой теме логически объединяются); || 1 || 1 |
||
| − | | inquiry-based learning || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 |
||
|- |
|- |
||
| + | | inquiry-based learning || 1 || 1 |
||
| − | | Just-in-time teaching || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 |
||
|- |
|- |
||
| + | | Just-in-time teaching || 1 || 1 |
||
| − | | Task-based learning || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 |
||
|} |
|} |
||
{| class="wikitable" |
{| class="wikitable" |
||
|+ Activities within each section |
|+ Activities within each section |
||
|- |
|- |
||
| − | ! Learning Activities !! Section 1 !! Section 2 |
+ | ! Learning Activities !! Section 1 !! Section 2 |
|- |
|- |
||
| − | | |
+ | | Lab exercises || 1 || 1 |
|- |
|- |
||
| + | | Cases studies || 1 || 1 |
||
| − | | Interactive Lectures || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 |
||
|- |
|- |
||
| − | | |
+ | | Individual Projects || 1 || 1 |
|- |
|- |
||
| − | | |
+ | | Group projects || 1 || 1 |
|- |
|- |
||
| + | | Discussions || 1 || 1 |
||
| − | | Individual Projects || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 |
||
|- |
|- |
||
| − | | |
+ | | Presentations by students || 1 || 1 |
|- |
|- |
||
| + | | Simulations and role-plays || 1 || 1 |
||
| − | | Quizzes (written or computer based) || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 |
||
|- |
|- |
||
| − | | |
+ | | Oral Reports || 1 || 1 |
| − | |- |
||
| − | | Discussions || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 |
||
| − | |- |
||
| − | | Presentations by students || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 |
||
| − | |- |
||
| − | | Written reports || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 |
||
| − | |- |
||
| − | | Oral Reports || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 |
||
| − | |- |
||
| − | | Lab exercises || 0 || 1 || 1 || 1 || 0 || 0 || 1 || 1 || 1 |
||
| − | |- |
||
| − | | Experiments || 0 || 1 || 1 || 1 || 0 || 0 || 1 || 1 || 1 |
||
| − | |- |
||
| − | | Simulations and role-plays || 0 || 0 || 1 || 1 || 0 || 0 || 0 || 1 || 1 |
||
|} |
|} |
||
== Formative Assessment and Course Activities == |
== Formative Assessment and Course Activities == |
||
| Line 279: | Line 217: | ||
! Activity Type !! Content !! Is Graded? |
! Activity Type !! Content !! Is Graded? |
||
|- |
|- |
||
| + | | Individual and group reflection || Progress check-up<br>Q&A session<br>Critical incidents (CI) analysis<br>Reflection and feedback<br> || 1 |
||
| − | | Weekly student reports<br>Business cases<br>Labs<br>Multiple Choice Testing || Legal entity types and differences<br>Fundamentals of taxation for small businesses in Russia<br>Possibilities of international jurisdictions<br>Legal support of transactions with a client: competent document management<br>Testing on forms of taxation for small businesses<br>Choosing an adequate legal form for a startup || 1 |
||
| − | |} |
||
| − | ==== Section 2 ==== |
||
| − | {| class="wikitable" |
||
| − | |+ |
||
|- |
|- |
||
| + | | Training || Business training on the topic of the workshop with the aim to concept understanding, the skills development, knowledge systematization and practical implementation. || 0 |
||
| − | ! Activity Type !! Content !! Is Graded? |
||
|- |
|- |
||
| + | | Group project || 5-minutes group pitches on the topic of the current class. <br><br><br>Suggested structure:<br>- What is the main problem a Founder can face here?<br>- What are the main techniques/instruments he can use?<br>- What are the main strategies of implementation?<br>- What is a practical value? <br>- What else can we propose?<br> || 1 |
||
| − | | Weekly student reports<br>Business cases<br>Labs<br>Multiple Choice Testing || What is management and its functions<br>History of management and marketing as a practical knowledge and science<br>Analyzing and application of management functions || 1 |
||
| − | |} |
||
| − | ==== Section 3 ==== |
||
| − | {| class="wikitable" |
||
| − | |+ |
||
|- |
|- |
||
| + | | Individual presentation || Students make presentations showing the ways of practical implementation of the business aspect that was discussed in current class into their startup. || 1 |
||
| − | ! Activity Type !! Content !! Is Graded? |
||
| − | |- |
||
| − | | Weekly student reports<br>Business cases<br>Labs<br>Multiple Choice Testing || Organisation types<br>Life-cycle of an organization<br>Strategic management concepts and frameworks<br>Strategic planning<br>Strategic management as a function of management<br>Testing concepts and planning || 1 |
||
|} |
|} |
||
| − | ==== Section |
+ | ==== Section 2 ==== |
{| class="wikitable" |
{| class="wikitable" |
||
|+ |
|+ |
||
| Line 303: | Line 231: | ||
! Activity Type !! Content !! Is Graded? |
! Activity Type !! Content !! Is Graded? |
||
|- |
|- |
||
| + | | Individual and group reflection || Progress check-up<br>Q&A session<br>Critical incidents (CI) analysis<br>Reflection and feedback<br> || 1 |
||
| − | | Weekly student reports<br>Business cases<br>Labs<br>Multiple Choice Testing || How to turn operational tasks into an orderly and transparent process by implementing a system of metrics and continuous analysis?<br>How to manage quality and optimize costs?<br>How to build a system of effective company management and determine business growth points?<br>How to improve competitiveness?<br>How to set long-term goals and define metrics for them. You will be able to prioritize and plan short-term goals.<br>Business case on building a system of metrics and indicators, planning and goal setting for a start-up company. || 1 |
||
| − | |} |
||
| − | ==== Section 5 ==== |
||
| − | {| class="wikitable" |
||
| − | |+ |
||
|- |
|- |
||
| + | | Training || Business training on the topic of the workshop with the aim to concept understanding, the skills development, knowledge systematization and practical implementation. || 0 |
||
| − | ! Activity Type !! Content !! Is Graded? |
||
|- |
|- |
||
| + | | Group project || 5-minutes group pitches on the topic of the current class. <br><br><br>Suggested structure:<br>- What is the main problem a Founder can face here?<br>- What are the main techniques/instruments he can use?<br>- What are the main strategies of implementation?<br>- What is a practical value? <br>- What else can we propose?<br> || 1 |
||
| − | | Weekly student reports<br>Business cases<br>Labs<br>Multiple Choice Testing || Financial modeling for a startup: practicing in practice, compiling a financial model of a company || 1 |
||
| − | |} |
||
| − | ==== Section 6 ==== |
||
| − | {| class="wikitable" |
||
| − | |+ |
||
|- |
|- |
||
| + | | Individual presentation || Students make presentations showing the ways of practical implementation of the business aspect that was discussed in current class into their startup. || 1 |
||
| − | ! Activity Type !! Content !! Is Graded? |
||
| − | |- |
||
| − | | Weekly student reports<br>Business cases<br>Labs<br>Multiple Choice Testing || Business case on marketing mix<br>Analyzing marketing strategy of a startup<br> <br> || 1 |
||
| − | |} |
||
| − | ==== Section 7 ==== |
||
| − | {| class="wikitable" |
||
| − | |+ |
||
| − | |- |
||
| − | ! Activity Type !! Content !! Is Graded? |
||
| − | |- |
||
| − | | Weekly student reports<br>Business cases<br>Labs<br>Multiple Choice Testing || Exchange of experience, discussion of specifics of hiring in the IT sector || 1 |
||
| − | |} |
||
| − | ==== Section 8 ==== |
||
| − | {| class="wikitable" |
||
| − | |+ |
||
| − | |- |
||
| − | ! Activity Type !! Content !! Is Graded? |
||
| − | |- |
||
| − | | Weekly student reports<br>Business cases<br>Labs<br>Multiple Choice Testing || Implementation of innovations in management || 1 |
||
| − | |} |
||
| − | ==== Section 9 ==== |
||
| − | {| class="wikitable" |
||
| − | |+ |
||
| − | |- |
||
| − | ! Activity Type !! Content !! Is Graded? |
||
| − | |- |
||
| − | | Weekly student reports<br>Business cases<br>Labs<br>Multiple Choice Testing || Business case on intellectual property protection methods (influence of competitors, conflicts and division of property in a team) || 1 |
||
|} |
|} |
||
=== Final assessment === |
=== Final assessment === |
||
'''Section 1''' |
'''Section 1''' |
||
| + | # Grading criteria for the final project presentation: |
||
| − | # What taxation system to choose for an IT startup in Russia |
||
| + | # The student shows his ability to measure business progress, reflect and make conclusions, |
||
| − | # DOS features for IT companies |
||
| + | # The student can show that he can face main business critical incidents effectively using various strategies, |
||
| − | # Income tax |
||
| + | # Students show that his dealing with a mentor is productive, |
||
| − | # Privileges |
||
| + | # Demonstrates effective practical implementation of the following concepts/issues: implementation of scientific work into business practice, business mission, strategical projecting, team building, problem-solving and flexibility, customer relationship, work/life balance. |
||
| − | # Features of the simplified tax system for the IT-Sphere |
||
| + | # Performs good communication, pitching and presentation skills, inspired by the project, eager to develop it. |
||
| − | # Patent system |
||
| − | # Ways to legally save on taxes |
||
'''Section 2''' |
'''Section 2''' |
||
| + | # Grading criteria for the final project presentation: |
||
| − | # What is management: definition and its functions |
||
| + | # The student shows his ability to measure business progress, reflect and make conclusions, |
||
| − | # History of management and marketing as a practical knowledge and science |
||
| + | # The student can show that he can face main business critical incidents effectively using various strategies, |
||
| − | # Analyzing and application of management functions |
||
| + | # Students show that his dealing with a mentor is productive, |
||
| − | '''Section 3''' |
||
| + | # Demonstrates effective practical implementation of the following concepts/issues: founder’s competitiveness and professional value, investor relationship, community management, business modeling, finance management, networking, team building and human potential management, client orientations, sales, risk-management and branding. |
||
| − | # What are organization types? |
||
| + | # Performs good communication, pitching and presentation skills, inspired by the project, eager to develop it. |
||
| − | # Life-cycle of an organization: characteristics |
||
| − | # Strategic planning of a company |
||
| − | # Testing concepts and planning |
||
| − | '''Section 4''' |
||
| − | # How to turn operational tasks into an orderly and transparent process by implementing a system of metrics and continuous analysis? |
||
| − | # How to manage quality and optimize costs? |
||
| − | # How to build a system of effective company management and determine business growth points? |
||
| − | # How to improve competitiveness? |
||
| − | # How to set long-term goals and define metrics for them. You will be able to prioritize and plan short-term goals. |
||
| − | '''Section 5''' |
||
| − | # How to analyze financial statements and foreign market |
||
| − | # How to calculate the unit-economy and determine the profitability of the company |
||
| − | '''Section 6''' |
||
| − | # What are basic concepts of marketing? |
||
| − | # How to create a marketing strategy? |
||
| − | '''Section 7''' |
||
| − | # How to define project goals, calculate the economy, manage people, deadlines and tasks |
||
| − | # How to create and manage teams, even if they work remotely. |
||
| − | # How to manage engagement and motivation. |
||
| − | '''Section 8''' |
||
| − | # What is innovation management? |
||
| − | # How to manage complex innovation? |
||
| − | # Innovation management typologies |
||
| − | # Innovation management in entrepreneurship |
||
| − | '''Section 9''' |
||
| − | # How to protect company innovations |
||
| − | # How to protect the company's intangible assets and keep products competitive. |
||
| − | # Features of registration of trademarks and protection of intellectual property rights |
||
| − | # How to interact with Rospatent and maintain your position in court. |
||
=== The retake exam === |
=== The retake exam === |
||
'''Section 1''' |
'''Section 1''' |
||
| + | # .3 The retake exam. |
||
| − | # What taxation system to choose for an IT startup in Russia |
||
| + | |||
| − | # DOS features for IT companies |
||
| + | For the retake, students have to upgrade their final presentation according to the recommendations provided by the professor during their exam. |
||
| − | # income tax |
||
| + | |||
| − | # Privileges |
||
| − | # Features of the simplified tax system for the IT-Sphere |
||
| − | # patent system |
||
| − | # Ways to legally save on taxes |
||
'''Section 2''' |
'''Section 2''' |
||
| − | # What is management: definition and its functions |
||
| − | # History of management and marketing as a practical knowledge and science |
||
| − | # Analyzing and application of management functions |
||
| − | '''Section 3''' |
||
| − | # What are organization types? |
||
| − | # Life-cycle of an organization: characteristics |
||
| − | # Strategic planning of a company |
||
| − | # Testing concepts and planning |
||
| − | '''Section 4''' |
||
| − | # How to turn operational tasks into an orderly and transparent process by implementing a system of metrics and continuous analysis? |
||
| − | # How to manage quality and optimize costs? |
||
| − | # How to build a system of effective company management and determine business growth points? |
||
| − | # How to improve competitiveness? |
||
| − | # How to set long-term goals and define metrics for them. You will be able to prioritize and plan short-term goals. |
||
| − | '''Section 5''' |
||
| − | # How to analyze financial statements and foreign market |
||
| − | # How to calculate the unit-economy and determine the profitability of the company |
||
| − | '''Section 6''' |
||
| − | # What are basic concepts of marketing? |
||
| − | # How to create a marketing strategy? |
||
| − | '''Section 7''' |
||
| − | # How to define project goals, calculate the economy, manage people, deadlines and tasks |
||
| − | # How to create and manage teams, even if they work remotely. |
||
| − | # How to manage engagement and motivation. |
||
| − | '''Section 8''' |
||
| − | # What is innovation management? |
||
| − | # How to manage complex innovation? |
||
| − | # Innovation management typologies |
||
| − | # Innovation management in entrepreneurship |
||
| − | '''Section 9''' |
||
| − | # How to protect company innovations |
||
| − | # How to protect the company's intangible assets and keep products competitive. |
||
| − | # Features of registration of trademarks and protection of intellectual property rights |
||
| − | # How to interact with Rospatent and maintain your position in court. |
||
Revision as of 13:09, 7 July 2022
Founder Project
- Course name: Founder Project
- Code discipline:
- Subject area: Technical Entrepreneurship
Short Description
This course is a combination of mentorship and workshops created for the support and development of a student-founder during his study. All workshops are practically oriented and help to systematize and practically imply all knowledge and skills. Moreover, the workshop has an important psychological meaning for a founder - they are designed to help to reflect, get the answers for important questions and overcome the challenges. Individual work with mentors is combined with group meetings where students progress the creation of their community of the founders and can share their opinions, thoughts, etc. In addition to that, the workshops are targeting to train founders to effectively face important events/cases (“critical incidents”) that happen in their entrepreneurial life.
Prerequisites
Prerequisite subjects
- N/A
Prerequisite topics
- Progress check-up, Q&A session, Critical incidents (CI) analysis, Reflection and feedback
- Management of a startup: key issues
- Soft and hard skills of a founder
Course Topics
| Section | Topics within the section |
|---|---|
| Section 1: Basic |
|
| Section 2: Advanced |
|
Intended Learning Outcomes (ILOs)
What is the main purpose of this course?
The main purpose of this course is to enable a student to progress with the development of the business project effectively dealing with a mentor and participating in workshops on main topics needed for a startup founder.
ILOs defined at three levels
Level 1: What concepts should a student know/remember/explain?
By the end of the course, the students should be able to ...
- know what is a progress check up, Critical incident, reflection in entrepreneurship,
- explain main management concepts for a startup
- explain all basic elements needed for a project realization
- explain challenges and advantages of being a startup founder
- know what is entrepreneurial thinking and how to develop it,
- basic concepts of working with mentor
Level 2: What basic practical skills should a student be able to perform?
By the end of the course, the students should be able to ...
- deal with a mentor and advisors,
- use scientific research in business,
- measure business progress,
- do self presentation and pitching,
- create a business mission,
- plan and do strategic projecting
- team building,
- perform problem-solving and flexibility,
- manage customer relationships,
- get right conclusions from the mistakes,
- organize work/life balance,
- to inspire others in business,
- face CI effectively using various entrepreneurial strategies,
- provide startup and self-competitiveness,
- manage with investors,
- do networking and community management
- pitch to different audiences,
- implement client orientation to their company,
- risk-management,
- branding.
Level 3: What complex comprehensive skills should a student be able to apply in real-life scenarios?
By the end of the course, the students should be able to ...
- Check the progress of a startup, make a reflection, face with the main critical incidents for a founder
- Effectively deal with a mentor, participate in the student business community providing a value,
- Develop a founder project systematizing all concepts and using all basic elements of startup management.
Grading
Course grading range
| Grade | Range | Description of performance |
|---|---|---|
| A. Excellent | 90-100 | - |
| B. Good | 75-89 | - |
| C. Satisfactory | 60-74 | - |
| D. Fail | 0-59 | - |
Course activities and grading breakdown
| Activity Type | Percentage of the overall course grade |
|---|---|
| Assignment | 50 |
| Quizzes | 15 |
| Peer review | 15 |
| Demo day | 20 |
Recommendations for students on how to succeed in the course
Participation is important. Showing up is the key to success in this course.
You will work in teams, so coordinating teamwork will be an important factor for success. This is also reflected in the peer review being a graded item.
Review lecture materials before classes to do well in quizzes.
Reading the recommended literature is optional, and will give you a deeper understanding of the material.
Resources, literature and reference materials
Open access resources
- Five insightful TED talks every startup founder should watch
- How to find a mentor
- How to succeed with a statup
- How to build a future https://www.ycombinator.com/library/6G-how-to-build-the-future
Closed access resources
- The 23 Best Books for Startup Founders at Any Stage https://visible.vc/blog/books-for-founders/
Software and tools used within the course
Teaching Methodology: Methods, techniques, & activities
Activities and Teaching Methods
| Teaching Techniques | Section 1 | Section 2 |
|---|---|---|
| Problem-based learning (students learn by solving open-ended problems without a strictly-defined solution) | 1 | 1 |
| Project-based learning (students work on a project) | 1 | 1 |
| Contextual learning (activities and tasks are connected to the real world to make it easier for students to relate to them); | 1 | 1 |
| Business game (learn by playing a game that incorporates the principles of the material covered within the course). | 1 | 1 |
| развивающего обучения (задания и материал "прокачивают" ещё нераскрытые возможности студентов); | 1 | 1 |
| концентрированного обучения (занятия по одной большой теме логически объединяются); | 1 | 1 |
| inquiry-based learning | 1 | 1 |
| Just-in-time teaching | 1 | 1 |
| Learning Activities | Section 1 | Section 2 |
|---|---|---|
| Lab exercises | 1 | 1 |
| Cases studies | 1 | 1 |
| Individual Projects | 1 | 1 |
| Group projects | 1 | 1 |
| Discussions | 1 | 1 |
| Presentations by students | 1 | 1 |
| Simulations and role-plays | 1 | 1 |
| Oral Reports | 1 | 1 |
Formative Assessment and Course Activities
Ongoing performance assessment
Section 1
| Activity Type | Content | Is Graded? |
|---|---|---|
| Individual and group reflection | Progress check-up Q&A session Critical incidents (CI) analysis Reflection and feedback |
1 |
| Training | Business training on the topic of the workshop with the aim to concept understanding, the skills development, knowledge systematization and practical implementation. | 0 |
| Group project | 5-minutes group pitches on the topic of the current class. Suggested structure: - What is the main problem a Founder can face here? - What are the main techniques/instruments he can use? - What are the main strategies of implementation? - What is a practical value? - What else can we propose? |
1 |
| Individual presentation | Students make presentations showing the ways of practical implementation of the business aspect that was discussed in current class into their startup. | 1 |
Section 2
| Activity Type | Content | Is Graded? |
|---|---|---|
| Individual and group reflection | Progress check-up Q&A session Critical incidents (CI) analysis Reflection and feedback |
1 |
| Training | Business training on the topic of the workshop with the aim to concept understanding, the skills development, knowledge systematization and practical implementation. | 0 |
| Group project | 5-minutes group pitches on the topic of the current class. Suggested structure: - What is the main problem a Founder can face here? - What are the main techniques/instruments he can use? - What are the main strategies of implementation? - What is a practical value? - What else can we propose? |
1 |
| Individual presentation | Students make presentations showing the ways of practical implementation of the business aspect that was discussed in current class into their startup. | 1 |
Final assessment
Section 1
- Grading criteria for the final project presentation:
- The student shows his ability to measure business progress, reflect and make conclusions,
- The student can show that he can face main business critical incidents effectively using various strategies,
- Students show that his dealing with a mentor is productive,
- Demonstrates effective practical implementation of the following concepts/issues: implementation of scientific work into business practice, business mission, strategical projecting, team building, problem-solving and flexibility, customer relationship, work/life balance.
- Performs good communication, pitching and presentation skills, inspired by the project, eager to develop it.
Section 2
- Grading criteria for the final project presentation:
- The student shows his ability to measure business progress, reflect and make conclusions,
- The student can show that he can face main business critical incidents effectively using various strategies,
- Students show that his dealing with a mentor is productive,
- Demonstrates effective practical implementation of the following concepts/issues: founder’s competitiveness and professional value, investor relationship, community management, business modeling, finance management, networking, team building and human potential management, client orientations, sales, risk-management and branding.
- Performs good communication, pitching and presentation skills, inspired by the project, eager to develop it.
The retake exam
Section 1
- .3 The retake exam.
For the retake, students have to upgrade their final presentation according to the recommendations provided by the professor during their exam.
Section 2