Difference between revisions of "IU:TestPage"

From IU
Jump to navigation Jump to search
Line 1: Line 1:
   
  +
= CEO Toolkit: Strategy, Operations, Finance, HR, Legal Aspects, IP Law and Innovations =
−
= IT COURSE =
  
−
* '''Course name''': IT COURSE
 +
* '''Course name''': CEO Toolkit: Strategy, Operations, Finance, HR, Legal Aspects, IP Law and Innovations
−
* '''Code discipline''': CSE807
 +
* '''Code discipline''':
−
* '''Subject area''': Software Engineering
 +
* '''Subject area''': Technology Entrepreneurship
   
 
== Short Description ==
  
== Short Description ==
  +
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.
−
This course has two parts: 1) building and launching a user-facing software product with the special emphasis on understanding user needs and 2) the application of data-driven product development techniques to iteratively improve the product. Students will learn how to transform an idea into software requirements through user research, prototyping and usability tests, then they will proceed to launch the MVP version of the product. In the second part of the course, the students will apply an iterative data-driven approach to developing a product, integrate event analytics, and run controlled experiments.
  
  +
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 ===
−
* CSE101
 +
* HSS321
−
* CSE112
  
−
* CSE122 or CSE804 or CSE809 or CSE812
  
   
 
=== Prerequisite topics ===
  
=== Prerequisite topics ===
  +
* Corporate legal support, taxation
−
* Basic programming skills.
  
  +
* History of management
−
* OOP, and software design.
  
  +
* Strategic management
−
* Familiarity with some development framework or technology (web or mobile)
  
  +
* Operational management
  +
* Financial planning
  +
* Marketing-management
  +
* Team building and HR
  +
* Innovations
  +
* Intellectual property
   
 
== Course Topics ==
  
== Course Topics ==
Line 26: Line 32:
 
! Section !! Topics within the section
  
! Section !! Topics within the section
 
|-
  
|-
−
| From idea to MVP ||
+
| Corporate legal support, taxation ||
  +
# Legal entity types and differences
−
# Introduction to Product Development
  
  +
# Fundamentals of taxation for small businesses in Russia
−
# Exploring the domain: User Research and Customer Conversations
  
  +
# Possibilities of international jurisdictions
−
# Documenting Requirements: MVP and App Features
  
  +
# Legal support of transactions with a client: competent document management
−
# Prototyping and usability testing
  
 
|-
  
|-
  +
| Introduction to management and marketing as a sphere of knowledge, skills and art ||
−
| Development and Launch ||
 
  +
# What is management and its functions
−
# Product backlog and iterative development
  
  +
# History of management and marketing as a practical knowledge and science
−
# Estimation Techniques, Acceptance Criteria, and Definition of Done
  
−
# UX/UI Design
  
−
# Software Engineering vs Product Management
  
 
|-
  
|-
  +
| Strategic management ||
−
| Hypothesis-driven development ||
 
  +
# Organisation types
−
# Hypothesis-driven product development
  
  +
# Life-cycle of an organization
−
# Measuring a product
  
  +
# Strategic management concepts and frameworks
−
# Controlled Experiments and A/B testing
  
  +
# Strategic planning
  +
# Strategic management as a function of management
  +
|-
  +
| Operational management ||
  +
# Leader types and management styles
  +
# Stages of development of the organization
  +
# Differences between a startup model and a small business
  +
# Choice of operational strategy
  +
# Value Management
  +
# Project management
  +
# Operational planning
  +
# Operational control and optimization of business processes
  +
# Communications in operational management
  +
|-
  +
| 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 enable a student to go from an idea to an MVP with the focus on delivering value to the customer and building the product in a data-driven evidence-based manner.
 +
The main purpose of this course is to provide the formation and development of the knowledge, skills and abilities necessary for the successful operation of the managing director of a technology company.
   
 
=== ILOs defined at three levels ===
  
=== ILOs defined at three levels ===
Line 52: Line 110:
 
==== 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 ...
  +
* Basic concepts of marketing
−
* Describe the formula for stating a product idea and the importance of delivering value
  
  +
* Innovation management
−
* Remember the definition and main attributes of MVP
  
  +
* Leader types and management styles;
−
* Explain what are the main principles for building an effective customer conversation
  
  +
* Stages of development of the organization;
−
* Describe various classification of prototypes and where each one is applied
  
  +
* Differences between a startup model and a small business;
−
* State the characteristics of a DEEP product backlog
  
  +
* Choice of operational strategy;
−
* Elaborate on the main principles of an effective UI/UX product design (hierarchy, navigation, color, discoverability, understandability)
  
  +
* Value Management;
−
* List the key commonalities and differences between the mentality of a software engineer and a product manager
  
  +
* Operational planning;
−
* Explain what is hypothesis-driven development
  
  +
* Project management;
−
* Describe the important aspects and elements of a controlled experiment
  
  +
* 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 ...
  +
* Build a value chain;
−
* Formulate and assess the product ideas
  
  +
* Read and understand financial statements;
−
* Perform market research for existing products
  
  +
* Build a business process map;
−
* Design effective customer conversations
  
  +
* Choose the best management style for your company;
−
* Prototype UI, design and conduct usability tests
  
  +
* Control operational processes;
−
* Prototype user interface
  
  +
* Understand basic concepts of marketing.
−
* Design and conduct usability testing
  
−
* Populate and groom a product backlog
  
−
* Conduct Sprint Planning and Review
  
−
* Choose product metrics and apply GQM
  
−
* Integrate a third-party Analytics tools
  
−
* Design, run and conclude Controlled experiments
  
   
 
==== 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 ...
  +
* Strategic planning skills;
−
* Conduct user and domain research to identify user needs and possible solutions
  
  +
* Marketing management skills
−
* Elicit and document software requirements
  
  +
* Financial planning and accounting skills;
−
* Organize a software process to swiftly launch an MVP and keep improving it in an iterative manner.
  
  +
* Understanding the legal and legal support of the company's activities;
−
* Build a data pipeline to monitor metrics based on business goals and assess product progress in regards to design changes.
  
  +
* Skills to manage and protect the intellectual property of the company;
−
* Evolve and improve a product in a data-driven evidence-based iterative manner
 
  +
* Leadership and management skills, as well as control methods;
  +
* Recruiting, motivating and retaining the project team;
  +
* Implement innovation management skills.
 
== Grading ==
  
== Grading ==
   
Line 91: Line 152:
 
! Grade !! Range !! Description of performance
  
! Grade !! Range !! Description of performance
 
|-
  
|-
−
| A. Excellent || 90-100 || -
 +
| A. Excellent || 85-100 || -
 
|-
  
|-
−
| B. Good || 75-89 || -
 +
| B. Good || 75-85 || -
 
|-
  
|-
 
| C. Satisfactory || 60-74 || -
  
| C. Satisfactory || 60-74 || -
Line 106: Line 167:
 
! Activity Type !! Percentage of the overall course grade
  
! Activity Type !! Percentage of the overall course grade
 
|-
  
|-
  +
| Weekly student reports || 20
−
| Assignment || 50
  
 
|-
  
|-
−
| Quizzes || 15
 +
| Business cases || 20
 
|-
  
|-
−
| Peer review || 15
 +
| Labs || 20
 
|-
  
|-
−
| Demo day || 20
 +
| Multiple Choice Testing || 20
  +
|-
  +
| Oral exam || 20
 
|}
  
|}
   
 
=== Recommendations for students on how to succeed in the course ===
  
=== Recommendations for students on how to succeed in the course ===
  +
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.
−
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.
  
   
 
== Resources, literature and reference materials ==
  
== Resources, literature and reference materials ==
   
 
=== Open access resources ===
  
=== Open access resources ===
  +
* 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.
−
* Jackson, Michael. "The world and the machine." ICSE '95: Proceedings of the 17th international conference on Software engineeringApril 1995 Pages 283–292,
  
  +
* Philip Kotler, Kevin Lane Keller, Mairead Brady, Malcolm Goodman, Torben Hansen (2019)
−
* The Guide to Product Metrics:
  
  +
* Iacocca, Lee A; Whitney, Catherine (2007), Scribner, New York:
  +
* 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 ===
  +
* Bass, BM, Bass, R (2008) The Bass Handbook of Leadership: Theory, Research, and Application. New York: Simon & Schuster.
−
* Fitzpatrick, R. (2013). The Mom Test: How to talk to customers & learn if your business is a good idea when everyone is lying to you. Robfitz Ltd.
  
  +
* Naumov, S. A. (2017). Managing Operational Capabilities in Startup Companies. (n.p.): Massachusetts Institute of Technology, Sloan School of Management.
−
* Reis, E. (2011). The lean startup. New York: Crown Business, 27.
  
  +
* Bhimani, A. (2017). Financial Management for Technology Start-Ups: A Handbook for Growth. Индия: Kogan Page.
−
* Rubin, K. S. (2012). Essential Scrum: A practical guide to the most popular Agile process. Addison-Wesley.
  
  +
* 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,
−
* Firebase Analytics and A/B Testing, https://firebase.google.com/
  
  +
* Moodle
−
* Amplitude Product Analytics, https://www.amplitude.com/
  
  +
* Office software
−
* MixPanel Product Analytics, https://mixpanel.com/
 
 
= Teaching Methodology: Methods, techniques, & activities =
  
= Teaching Methodology: Methods, techniques, & activities =
   
Line 139: Line 216:
 
|+ Teaching and Learning Methods within each section
  
|+ Teaching and Learning Methods within each section
 
|-
  
|-
−
! Teaching Techniques !! Section 1 !! Section 2 !! Section 3
 +
! Teaching Techniques !! Section 1 !! Section 2 !! Section 3 !! Section 4 !! Section 5 !! Section 6 !! Section 7 !! Section 8 !! Section 9
 
|-
  
|-
−
| Problem-based learning (students learn by solving open-ended problems without a strictly-defined solution) || 1 || 1 || 1
 +
| Problem-based learning (students learn by solving open-ended problems without a strictly-defined solution) || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1
 
|-
  
|-
−
| Project-based learning (students work on a project) || 1 || 1 || 1
 +
| Project-based learning (students work on a project) || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1
 
|-
  
|-
−
| Differentiated learning (provide tasks and activities at several levels of difficulty to fit students needs and level) || 1 || 1 || 1
 +
| Differentiated learning (provide tasks and activities at several levels of difficulty to fit students needs and level) || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 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 || 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 || 1
  
 
|-
  
|-
−
| inquiry-based learning || 1 || 1 || 1
 +
| inquiry-based learning || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1
  +
|-
  +
| Just-in-time teaching || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 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 !! Section 3
 +
! Learning Activities !! Section 1 !! Section 2 !! Section 3 !! Section 4 !! Section 5 !! Section 6 !! Section 7 !! Section 8 !! Section 9
 
|-
  
|-
−
| Lectures || 1 || 1 || 1
 +
| Lectures || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1
 
|-
  
|-
−
| Interactive Lectures || 1 || 1 || 1
 +
| Interactive Lectures || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1
 
|-
  
|-
−
| Lab exercises || 1 || 1 || 1
 +
| Modeling || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1
 
|-
  
|-
−
| Development of individual parts of software product code || 1 || 1 || 1
 +
| Cases studies || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1
 
|-
  
|-
−
| Group projects || 1 || 1 || 1
 +
| Individual Projects || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1
 
|-
  
|-
−
| Quizzes (written or computer based) || 1 || 1 || 1
 +
| Group projects || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1
 
|-
  
|-
−
| Peer Review || 1 || 1 || 1
 +
| Quizzes (written or computer based) || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1
 
|-
  
|-
−
| Discussions || 1 || 1 || 1
 +
| Peer Review || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1
 
|-
  
|-
−
| Presentations by students || 1 || 1 || 1
 +
| Discussions || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1
 
|-
  
|-
−
| Written reports || 1 || 1 || 1
 +
| Presentations by students || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1 || 1
 
|-
  
|-
−
| Experiments || 0 || 0 || 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 190: Line 279:
 
! Activity Type !! Content !! Is Graded?
  
! Activity Type !! Content !! Is Graded?
 
|-
  
|-
  +
| 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
−
| Quiz || 1. What is a product? What are the techniques for describing a product idea in a clear concise manner?<br>2. What user research techniques do you know? In what situations are they applied?<br>3. What are the key customer conversation principles according to the Mom Test technique? Bring an example of bad and good questions to ask.<br>4. What are the 4 phases of the requirements engineering process? <br>5. How do we document requirements? What techniques do you know? || 1
  
  +
|}
  +
==== Section 2 ====
  +
{| class="wikitable"
  +
|+
 
|-
  
|-
  +
! Activity Type !! Content !! Is Graded?
−
| Presentation || Prepare a short 2-minutes pitch for your project idea (2-5 slides). <br><br>Suggested structure:<br>What problem you are solving:<br>- State the problem clearly in 2-3 short sentences.<br><br>Who are you solving it for:<br>- Who is your user/customer?<br>- Why will they be attracted to it?<br><br>What is your proposed solution to solve that problem:<br>- One sentence description<br>- What main feature(s) will it have? || 0
  
 
|-
  
|-
  +
| 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
−
| Individual Assignments || A1: Product Ideation and Market Research<br>Formulate 3 project ideas in the following format:<br>X helps Y to do Z – where X is your product’s name, Y is the target user, and Z is what user activity product help with.<br><br>Submit Link to Screenshot board and Feature Analysis Table:<br>- Pick and explore 5 apps similar to your idea<br>- Take screenshots along the way and collect them on a board.<br>- Make a qualitative analysis table for app features.<br><br>Prepare a short 2-minutes pitch for your project idea (2-5 slides). <br><br>Suggested structure:<br>What problem you are solving:<br>- State the problem clearly in 2-3 short sentences.<br><br>Who are you solving it for:<br>- Who is your user/customer?<br>- Why will they be attracted to it?<br><br>What is your proposed solution to solve that problem:<br>- One sentence description<br>- What main feature(s) will it have? || 1
  
  +
|}
  +
==== Section 3 ====
  +
{| class="wikitable"
  +
|+
  +
|-
  +
! 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
−
| Group Project Work || A2: Forming Teams and Identifying Stakeholders<br>Students are distributed into teams. <br>Meet your team <br>Discuss the idea<br>Agree on the roles<br>Setup task tracker (Trello or similar)<br>Identify 3-5 stakeholders and how to approach them<br>Compose a set of 5 most important questions you would ask from each stakeholder when interviewing them<br><br>Submit<br>A pdf with the idea description, roles distribution among the team, identified stakeholders, ways to approach them, a set of questions for each stakeholder.<br>An invite link to join your task tracker<br><br>A3: Domain Exploration and Requirements<br>User Research Process:<br>Compose the questionnaire for each stakeholder type. <br>Talk to 5-7 stakeholders.<br>Keep updating the questionnaire throughout the process<br>Compose an interview results table<br>Produce personas<br>Summarize most important learning points<br>Describe features your MVP will have (use case diagram + user story mapping)<br><br>Submit a pdf report with:<br>Personas + corresponding questionnaires<br>Interview results table (can provide a link to spreadsheet, make sure to open access)<br>Learning points summary<br>MVP features.<br><br>Optional: <br>Start implementation of the functionality you are certain about.<br><br>Assignment 4. UI design, Prototyping, MVP, and Usability Testing<br>Break down MVP features into phases and cut down the specification to implement MVP V1<br>Produce low and high fidelity designs for your product.<br>Review the phases breakdown.<br>Follow either the Prototyping or MVP path to complete the assignment.<br><br>Prototyping path:<br>Make a clickable prototype with Figma or a similar tool<br>Make 5-10 offline stakeholders use your prototype, observe them and gather feedback<br>Embed your prototype into an online usability testing tool (e.g. Maze).<br>Run an online usability test with 5-10 online stakeholders.<br>Summarize key learning points<br><br>MVP path:<br>Review your MVP phases.<br>Build MVP V1 <br>Make 5-10 offline stakeholders use your MVP, observe them and gather feedback<br>Integrate an online usability testing tool to observe user sessions (e.g. Smartlook).<br>Distribute the MVP to 5-10 online stakeholders and run an online usability test.<br>Summarize key learning points<br><br><br>Submit all of the below in one PDF:<br>Link to sketches and designs.<br>Link to your MVP/Clickable prototype.<br>Link to online usability test.<br>Names of people you conducted the tests with and which stakeholder type are they.<br>Key learning points summary.<br><br>Make sure all links are accessible/viewable. || 1
  
 
|}
 
|}
−
==== Section 2 ====
 +
==== Section 4 ====
 
{| class="wikitable"
  
{| class="wikitable"
 
|+
 
|+
Line 204: Line 303:
 
! Activity Type !! Content !! Is Graded?
  
! Activity Type !! Content !! Is Graded?
 
|-
  
|-
  +
| 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
−
| Quiz || 1. What does the acronym MVP stand for? What types of MVP do you know of?<br>2. Define roles, activities, and artefacts of Scrum. What differentiates Scrum from other Agile frameworks, e.g. Kanban?<br>3. What does DEEP criteria stand for when discussing Product Backlog? Explain each of the aspects with examples.<br>4. Describe how Scrum activities are performed. Which of them are essential and which of them can vary depending on the product. || 1
  
  +
|}
  +
==== Section 5 ====
  +
{| class="wikitable"
  +
|+
 
|-
  
|-
  +
! Activity Type !! Content !! Is Graded?
−
| Presentation || Prepare a 5-mins presentation describing your: <br>product backlog<br>sprint results<br>MVP-launch plan<br>Each team will present at the class. The assessment will be based on the presentation delivery, reasoning for decision making and asking questions and providing suggestions for other teams. || 0
  
 
|-
  
|-
  +
| 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
−
| Group Project Work || Assignment 5. Launching an MVP<br>1. Populate and groom product backlog: <br>Comply with the DEEP criteria. <br>2. Run two one-week sprints:<br>Conduct two Sprint plannings, i.e. pick the tasks for Sprint Backlog.<br>Conduct two Sprint reviews<br>Run one Sprint Retrospective<br>3. Make a launch plan and release:<br>You need to launch in the following two weeks.<br>Decide what functionality will go into the release.<br>Release your first version in Google Play.<br>Hint: Focus on a small set of features solving a specific problem for a specific user, i.e. MVP.<br>4. Prepare a 5-mins presentation describing your: <br>product backlog<br>sprint results<br>MVP-launch plan.<br>Demo for your launched MVP.<br>Each team will present at the class. The assessment will be based on the presentation delivery, reasoning for decision making and asking questions and providing suggestions for other teams.<br>5. Submit a PDF with:<br>Backlogs and Launch plan<br>Link to the launched product<br>Assignment 6. AC, DoD and Midterm Presentation<br>1. Produce acceptance criteria for 3-5 most important user stories in your product.<br>2. Produce definition of done checklist<br>3. Estimate the items in your product backlog<br>4. Prepare a midterm presentation for 10-mins in which you cover:<br>The problem you are trying to solve<br>Your users and customers (personas)<br>Your solution and it's core value proposition<br>Current state of your product<br>Clear plan for the upcoming weeks<br>Your team and distribution of responsibilities<br>Demo<br>Retrospective and learning points<br>Link to your app<br><br>Submit a pdf with:<br>Items 1, 2, 3<br>link to the presentation<br> || 1
  
 
|}
 
|}
−
==== Section 3 ====
 +
==== Section 6 ====
 
{| class="wikitable"
  
{| class="wikitable"
 
|+
 
|+
Line 216: Line 319:
 
! Activity Type !! Content !! Is Graded?
  
! 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
−
| Quiz || 1. What are common product hypotheses present? How can we formulate them as questions about our UX?<br>2. Explain what is hypothesis-driven development<br>3. Describe the important aspects and elements of a controlled experiment || 1
  
  +
|}
  +
==== Section 7 ====
  +
{| class="wikitable"
  +
|+
 
|-
  
|-
  +
! Activity Type !! Content !! Is Graded?
−
| Presentation || Prepare a short 2-minutes pitch for your project idea (2-5 slides). <br><br>Suggested structure:<br>What problem you are solving:<br>- State the problem clearly in 2-3 short sentences.<br><br>Who are you solving it for:<br>- Who is your user/customer?<br>- Why will they be attracted to it?<br><br>What is your proposed solution to solve that problem:<br>- One sentence description<br>- What main feature(s) will it have? || 0
  
 
|-
  
|-
  +
| 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
−
| Group project work || Assignment 7: Development, Observation, and Product Events.<br>1. Continue with your development process:<br>- Hold sprint planning and reviews.<br>- Revisit estimations and keep track for velocity calculation.<br>- Host demos and release new versions to your users<br><br>2. Observing users:<br>- Integrate a user sessions recording tool into your product<br>- As a team: watch 100 user sessions and outline common user behavior patterns.<br>- Each team member: give product to 3 new people and observe them use it.<br><br>3. Product events:<br>Create a product events table.<br>Integrate a free analytics tool that supports events reporting (e.g. Amplitude, MixPanel).<br><br>Write and submit a report:<br>- describe user behavior patterns (main ways how people use your product).<br>- learning points from the observations<br>- add the events table.<br>- describe which analytics tool you chose and why<br><br>Assignment 8: GQM, Metrics, and Hypothesis-testing.<br>1. GQM and Metrics Dashboard<br>- Compose a GQM for your product.<br>- Identify your focus and L1 metrics<br>- Setup an Analytics Dashboard with the metrics you chose.<br>- Add the instructors to your Analytics Dashboard.<br><br>Hypothesis-testing:<br>- answer clarity and hypotheses: do users understand your product, is it easy for them to get started, and do they return?<br>- suggest product improvements to increase clarity, ease of starting and retention.<br>- based on the suggestions formulate 3 falsifiable hypotheses<br>- design a simple test to check each of them<br>- pick one test that could be conducted by observing your users<br>- conduct the test<br><br>Submit:<br>- GQM, Focus and L1 Metrics breakdown.<br>- Report on the hypothesis-testing activities<br>- Access link to the dashboard.<br>Assignment 9: Running an A/B test<br>Compose an A/B test:<br>- Design a change in your product<br>- Hypothesis: Clearly state what you expect to improve as the result of the change.<br>- Parameter and Variants: Describe both A and B variants (and other if you have more).<br>- Intended sample size.<br>- OEC: Determine the target metric to run the experiment against.<br><br>Then do one of the two options:<br>Option 1: Conduct the A/B test using a remote control and A/B testing tool (Firebase, Optimizely or like)<br><br>Option 2: Do the statistical math yourself<br>Conduct an A/B test and collect data.<br>Do the math manually using the standard Student T-test.<br><br>Submit a PDF with:<br>- the A/B test description <br>- report on how the experiment went.<br>- either screenshots from the tool or math calculations. || 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'''
  +
# What taxation system to choose for an IT startup in Russia
−
# Grading criteria for the final project presentation:
  
  +
# DOS features for IT companies
−
# Problem: short clear statement on what you are solving, and why it’s important.
  
  +
# Income tax
−
# User: should be a specific user, can start from generic and then show how you narrowed it.
  
  +
# Privileges
−
# Solution: how do you target the problem, what were the initial assumptions/hypotheses
  
  +
# Features of the simplified tax system for the IT-Sphere
−
# Elicitation process: interviews, how many people, what questions you asked, what you learnt.
  
  +
# Patent system
  +
# Ways to legally save on taxes
 
'''Section 2'''
  
'''Section 2'''
  +
# What is management: definition and its functions
−
# Arriving at MVP: how you chose features, describe prototyping and learning from it, when did you launch, and how it went.
  
  +
# History of management and marketing as a practical knowledge and science
−
# Team and development process: how it evolved, what were the challenges, what fixes you made to keep progressing.
  
  +
# Analyzing and application of management functions
−
# Product demo: make it clear what your current product progress is.
  
 
'''Section 3'''
  
'''Section 3'''
  +
# What are organization types?
−
# Hypothesis-driven development: how did you verify value and understandability of your product, what were the main hypotheses you had to check through MVP.
  
  +
# Life-cycle of an organization: characteristics
−
# Measuring product: what metrics you chose, why, what funnels did you set for yourself, and what was the baseline for your MVP.
  
  +
# Strategic planning of a company
−
# Experimentation: What usability tests and experiments you conducted, what did you learn, how did it affect your funnels and metrics.
  
  +
# 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'''
  +
# What taxation system to choose for an IT startup in Russia
−
# .3 The retake exam.
  
  +
# DOS features for IT companies
−
# For the retake, students have to implement a product and follow the guidelines of the course. The complexity of the product can be reduced, if it is one person working on it. The grading criteria for each section are the same as for the final project presentation. There has to be a meeting before the retake itself to plan and agree on the product ideas, and to answer questions.
  
  +
# 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'''
  
'''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 13:39, 18 August 2022

CEO Toolkit: Strategy, Operations, Finance, HR, Legal Aspects, IP Law and Innovations

  • Course name: CEO Toolkit: Strategy, Operations, Finance, HR, Legal Aspects, IP Law and Innovations
  • Code discipline:
  • Subject area: Technology Entrepreneurship

Short Description

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

Prerequisite subjects

  • HSS321

Prerequisite topics

  • Corporate legal support, taxation
  • History of management
  • Strategic management
  • Operational management
  • Financial planning
  • Marketing-management
  • Team building and HR
  • Innovations
  • Intellectual property

Course Topics

Course Sections and Topics
Section Topics within the section
Corporate legal support, taxation
  1. Legal entity types and differences
  2. Fundamentals of taxation for small businesses in Russia
  3. Possibilities of international jurisdictions
  4. Legal support of transactions with a client: competent document management
Introduction to management and marketing as a sphere of knowledge, skills and art
  1. What is management and its functions
  2. History of management and marketing as a practical knowledge and science
Strategic management
  1. Organisation types
  2. Life-cycle of an organization
  3. Strategic management concepts and frameworks
  4. Strategic planning
  5. Strategic management as a function of management
Operational management
  1. Leader types and management styles
  2. Stages of development of the organization
  3. Differences between a startup model and a small business
  4. Choice of operational strategy
  5. Value Management
  6. Project management
  7. Operational planning
  8. Operational control and optimization of business processes
  9. Communications in operational management
Financial management and planning
  1. Financial accounting, management and planning, accounting tools
  2. Required financial statements for a startup: cash flow statement, income statement, balance sheet
  3. Cross-border financial management
  4. Basic metrics of the unit economy of a startup
Marketing management
  1. Basic concepts of marketing
  2. Marketing functions and its place in organization management
  3. Marketing mix
  4. Marketing strategy
HR, Team building and hiring
  1. Authority and leadership
  2. Organizational culture
  3. Group dynamics and organizational changes
  4. An effective team as an element of operational management
  5. Leadership and management skills, as well as control methods
  6. Recruiting, motivating and retaining the project team
  7. Human resources, human capital and human potential in IT-startups (trends, features, CEO-vision)
  8. Recruitment and assessment for IT-startups (how CEO can do it himself/herself or check the process of his HR-specialist/partner agency)
  9. Interview with a candidate: from preparation to evaluation
  10. Career modeling in IT-startups: career tracks, educational tracks, corporate training.
  11. Corporate culture
  12. Organization of remote/online job process for the team
  13. HR lifehacks for CEO: from “how to hire” to “how to fire”
  14. Creation of a positive HR-brand
Innovations
  1. Innovation management
  2. Managing complex innovation
  3. Innovation management typologies
  4. Entrepreneurship in innovation management
Intellectual property
  1. How to protect IP objects in the field of IT
  2. How to manage an IP portfolio
  3. How to assess risks
  4. Interaction with government agencies: Rospatent, FAS and international agencies
  5. How to monetize IP

Intended Learning Outcomes (ILOs)

What is the main purpose of this course?

The main purpose of this course is to provide the formation and development of the knowledge, skills and abilities necessary for the successful operation of the managing director of a technology company.

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 ...

  • Basic concepts of marketing
  • Innovation management
  • Leader types and management styles;
  • Stages of development of the organization;
  • Differences between a startup model and a small business;
  • 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?

By the end of the course, the students should be able to ...

  • Build a value chain;
  • Read and understand financial statements;
  • Build a business process map;
  • Choose the best management style for your company;
  • Control operational processes;
  • Understand basic concepts of marketing.

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 ...

  • Strategic planning skills;
  • Marketing management skills
  • 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

Course grading range

Grade Range Description of performance
A. Excellent 85-100 -
B. Good 75-85 -
C. Satisfactory 60-74 -
D. Fail 0-59 -

Course activities and grading breakdown

Activity Type Percentage of the overall course grade
Weekly student reports 20
Business cases 20
Labs 20
Multiple Choice Testing 20
Oral exam 20

Recommendations for students on how to succeed in the course

Work out lecture notes.
Work out the materials of seminars (practical) classes.
In case of difficulty, formulate questions to the teacher.
To prepare for the classes, it is recommended to use the presented sources in electronic formats and additional literature.
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

Open access resources

Closed access resources

  • 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

  • MSTeams License,
  • Moodle
  • Office software

Teaching Methodology: Methods, techniques, & activities

Activities and Teaching Methods

Teaching and Learning Methods within each section
Teaching Techniques Section 1 Section 2 Section 3 Section 4 Section 5 Section 6 Section 7 Section 8 Section 9
Problem-based learning (students learn by solving open-ended problems without a strictly-defined solution) 1 1 1 1 1 1 1 1 1
Project-based learning (students work on a project) 1 1 1 1 1 1 1 1 1
Differentiated learning (provide tasks and activities at several levels of difficulty to fit students needs and level) 1 1 1 1 1 1 1 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
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
inquiry-based learning 1 1 1 1 1 1 1 1 1
Just-in-time teaching 1 1 1 1 1 1 1 1 1
Task-based learning 1 1 1 1 1 1 1 1 1
Activities within each section
Learning Activities Section 1 Section 2 Section 3 Section 4 Section 5 Section 6 Section 7 Section 8 Section 9
Lectures 1 1 1 1 1 1 1 1 1
Interactive Lectures 1 1 1 1 1 1 1 1 1
Modeling 1 1 1 1 1 1 1 1 1
Cases studies 1 1 1 1 1 1 1 1 1
Individual Projects 1 1 1 1 1 1 1 1 1
Group projects 1 1 1 1 1 1 1 1 1
Quizzes (written or computer based) 1 1 1 1 1 1 1 1 1
Peer Review 1 1 1 1 1 1 1 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

Ongoing performance assessment

Section 1

Activity Type Content Is Graded?
Weekly student reports
Business cases
Labs
Multiple Choice Testing		 Legal entity types and differences
Fundamentals of taxation for small businesses in Russia
Possibilities of international jurisdictions
Legal support of transactions with a client: competent document management
Testing on forms of taxation for small businesses
Choosing an adequate legal form for a startup		 1

Section 2

Activity Type Content Is Graded?
Weekly student reports
Business cases
Labs
Multiple Choice Testing		 What is management and its functions
History of management and marketing as a practical knowledge and science
Analyzing and application of management functions		 1

Section 3

Activity Type Content Is Graded?
Weekly student reports
Business cases
Labs
Multiple Choice Testing		 Organisation types
Life-cycle of an organization
Strategic management concepts and frameworks
Strategic planning
Strategic management as a function of management
Testing concepts and planning		 1

Section 4

Activity Type Content Is Graded?
Weekly student reports
Business cases
Labs
Multiple Choice Testing		 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.
Business case on building a system of metrics and indicators, planning and goal setting for a start-up company.		 1

Section 5

Activity Type Content Is Graded?
Weekly student reports
Business cases
Labs
Multiple Choice Testing		 Financial modeling for a startup: practicing in practice, compiling a financial model of a company 1

Section 6

Activity Type Content Is Graded?
Weekly student reports
Business cases
Labs
Multiple Choice Testing		 Business case on marketing mix
Analyzing marketing strategy of a startup

 1

Section 7

Activity Type Content Is Graded?
Weekly student reports
Business cases
Labs
Multiple Choice Testing		 Exchange of experience, discussion of specifics of hiring in the IT sector 1

Section 8

Activity Type Content Is Graded?
Weekly student reports
Business cases
Labs
Multiple Choice Testing		 Implementation of innovations in management 1

Section 9

Activity Type Content Is Graded?
Weekly student reports
Business cases
Labs
Multiple Choice Testing		 Business case on intellectual property protection methods (influence of competitors, conflicts and division of property in a team) 1

Final assessment

Section 1

  1. What taxation system to choose for an IT startup in Russia
  2. DOS features for IT companies
  3. Income tax
  4. Privileges
  5. Features of the simplified tax system for the IT-Sphere
  6. Patent system
  7. Ways to legally save on taxes

Section 2

  1. What is management: definition and its functions
  2. History of management and marketing as a practical knowledge and science
  3. Analyzing and application of management functions

Section 3

  1. What are organization types?
  2. Life-cycle of an organization: characteristics
  3. Strategic planning of a company
  4. Testing concepts and planning

Section 4

  1. How to turn operational tasks into an orderly and transparent process by implementing a system of metrics and continuous analysis?
  2. How to manage quality and optimize costs?
  3. How to build a system of effective company management and determine business growth points?
  4. How to improve competitiveness?
  5. How to set long-term goals and define metrics for them. You will be able to prioritize and plan short-term goals.

Section 5

  1. How to analyze financial statements and foreign market
  2. How to calculate the unit-economy and determine the profitability of the company

Section 6

  1. What are basic concepts of marketing?
  2. How to create a marketing strategy?

Section 7

  1. How to define project goals, calculate the economy, manage people, deadlines and tasks
  2. How to create and manage teams, even if they work remotely.
  3. How to manage engagement and motivation.

Section 8

  1. What is innovation management?
  2. How to manage complex innovation?
  3. Innovation management typologies
  4. Innovation management in entrepreneurship

Section 9

  1. How to protect company innovations
  2. How to protect the company's intangible assets and keep products competitive.
  3. Features of registration of trademarks and protection of intellectual property rights
  4. How to interact with Rospatent and maintain your position in court.

The retake exam

Section 1

  1. What taxation system to choose for an IT startup in Russia
  2. DOS features for IT companies
  3. income tax
  4. Privileges
  5. Features of the simplified tax system for the IT-Sphere
  6. patent system
  7. Ways to legally save on taxes

Section 2

  1. What is management: definition and its functions
  2. History of management and marketing as a practical knowledge and science
  3. Analyzing and application of management functions

Section 3

  1. What are organization types?
  2. Life-cycle of an organization: characteristics
  3. Strategic planning of a company
  4. Testing concepts and planning

Section 4

  1. How to turn operational tasks into an orderly and transparent process by implementing a system of metrics and continuous analysis?
  2. How to manage quality and optimize costs?
  3. How to build a system of effective company management and determine business growth points?
  4. How to improve competitiveness?
  5. How to set long-term goals and define metrics for them. You will be able to prioritize and plan short-term goals.

Section 5

  1. How to analyze financial statements and foreign market
  2. How to calculate the unit-economy and determine the profitability of the company

Section 6

  1. What are basic concepts of marketing?
  2. How to create a marketing strategy?

Section 7

  1. How to define project goals, calculate the economy, manage people, deadlines and tasks
  2. How to create and manage teams, even if they work remotely.
  3. How to manage engagement and motivation.

Section 8

  1. What is innovation management?
  2. How to manage complex innovation?
  3. Innovation management typologies
  4. Innovation management in entrepreneurship

Section 9

  1. How to protect company innovations
  2. How to protect the company's intangible assets and keep products competitive.
  3. Features of registration of trademarks and protection of intellectual property rights
  4. How to interact with Rospatent and maintain your position in court.
Retrieved from "https://eduwiki.innopolis.university/index.php?title=IU:TestPage&oldid=7413"