|
|
第1回
|
Introduction and Basics to R&D Function
|
In the first section, we give a brief introduction to R&D. The comprehensive role of research, development, science, technology and engineering is based on the type of research activities undertaken in different organization in Japan and the States.
|
|
第2回
|
R&D Management -Background- Semiconductor Basics, Physics, Industry, and Market Trend
|
For understanding the actual R&D cases, we explain the semiconductor basics such as physics, industry, and market trend for the future IoT (Internet of Things) world.
|
|
第3回
|
R&D Management 1- Organization
|
We describe how different phases of R&D generations have encountered a wide range of technical, organizational, and structural challenges. Organizational changes are perceived as reactionary and revolutionary responses to overcome the challenges faces during development phases of an organization.
|
|
第4回
|
R&D Management 2- Creativity in R&D Organizations
|
This session explains the role of creativity in organizations and factors influencing the organizational creativity. R&D organizations deal with broad spectrum of contemporary challenges like the market competitiveness, technical complexities, and limitations which demand a high degree of creativity and innovation in R&D organizations.
|
|
第5回
|
R&D Management 3 - Activities
|
We emphasize how different R&D activities can drive the economy. R&D activities include resource mobilization & allocation, networking & collaboration, creativity & talent management, and innovation.
|
|
第6回
|
R&D Management 4 - Learning Organizations and Strategic Aspects
|
We explain the levels of learning and types of complexity. Learning is a key to transformation. Understanding the role of learning in an organization is crucial for continuous growth and development. The learning organization (LOs) are adaptive, quick, and flexible.
|
|
第7回
|
R&D Management 5 -Project Planning and Budgeting, and Road mapping
|
This session gives an overview of internal resources and organizational objectives of project planning. Project planning is one of the crucial aspects of R&D functions. The end results of project planning are project deliverables. The project deliverables feature scheduling, planning human resource, communication methods, and risk management. An excellent project planning requires an effective budgeting system and review process.
|
|
第8回
|
R&D Management 6 -Project Selection
|
This session gives a detailed evaluation of project selection methods based on the availability and accuracy of data. There are quantitative and qualitative analytical methods, and the advantages and disadvantages of each method provide essential tools or techniques for R&D management. Project selection is an crucial phase of finalizing R&D projects.
|
|
第9回
|
R&D Management 7 -Human Resource
|
This session explains what Human Resource (HR) management is and how it relates to R&D management by emphasizing the role of engineers, scientists, and professionals among R&D personnel. HR management investigates the strategic role of individuals, groups, structure, and organization in planning, development and management of R&D. Managing human resources is complex, diverse, and interdependent.
|
|
第10回
|
R&D Management 8 -Talent Management
|
This session highlights the need for talent management to undertake a strategic analysis of the HR processes in R&D organizations. The talent management is a performance-oriented, conscious, deliberate approach undertaken to attract, develop, and retain people with the aptitude and abilities to meet the current and future R&D needs.
|
|
第11回
|
R&D Management 9 - Interpersonal Relationships, Teams, and Team Building
|
The chapter begins with a brief introduction of teams and an evaluation on the role of interdisciplinary teams and cross-fictional teams in R&D setups. Further, we attempt to view the role of team members and their paradoxical behavior ranging from affection, belief, and consequences. R&D organizations are driven by the wide range of challenges, which requires diverse skills, expertise, and experience. Team enables these characteristics to facilitate rapid, flexible, and adaptive responses of R&D organizations.
|
|
第12回
|
R&D Management 10 - Innovation Management
|
In this session, an innovation management framework is discussed to give a clear view of the management process. Innovation management is a complex process and requires additional skills when compared with traditional management processes. To understand the complexity of innovation management, the process of innovation is studied in detail.
|
|
第13回
|
R&D Management 11 - Portfolio Management and IP Strategy
|
This session gives a brief introduction, objective, scope, and different methods of portfolio management. When it comes to describing actions, situations, and organizations, moments play an important role. To capture these moments in each step, actions and strategy portfolio management provides a holistic view to govern project of activity in R&D organization. Moreover, we refer the strategical development on Intellectual Property (IP).
|
|
第14回
|
R&D Management 12 - New Product Development (NPD)
|
This chapter features the operational definition, role and scope of new product developments (NPD). Developing and launching successful new products is a key marketing value driver of any R&D organizations. Developing and implementing a proven NPD process increases success rates, together with managing the other key factors that drive results.
|
|
第15回
|
R&D Management 13 - Summary and Conclusions
|
We summarize the "Advanced Course on R&D Management" for the future industry based on some actual cases.
|
|
※AL（アクティブ・ラーニング）欄に関する注
・授業全体で、AL（アクティブ・ラーニング）が占める時間の割合を、それぞれの項目ごとに示しています。
・A〜Dのアルファベットは、以下の学修形態を指しています。
【A：グループワーク】、【B：ディスカッション・ディベート】、【C：フィールドワーク（実験・実習、演習を含む）】、【D：プレゼンテーション】
|