Project Management and Innovation in Biomedical Engineering. Section 1: Concepts on management and strategy

Project Management and
Innovation in Biomedical
Engineering
Lesson 0: Subject presentation

• You get familiar with basic management
concepts and tools, so that:
• You are able to assess key aspects in the
biomedical engineering world from a
managerial perspective
• You are able to apply them in a specific
entrepreneurial initiative: your career
development
Target

4 ECTS credits (1st – 2nd quarter)
• Theory (20 sessions – 1 hour)
• Seminars ( 4 sessions – 2 hours)
• Practical sessions ( 8 sessions – 2 hours)
How

How
• Basic management
concepts and tools
• Assess key aspects in
the biomedical
engineering world from
a managerial
perspective
• Apply them in an
entrepreneurial
initiative: your career
development
• Theory
• Classes plus own
work from
references
• Seminars
• Analysis of
exemplary cases
• Practical sessions
and project
• Application on
own case

Who
Mixed technical and professional backgrounds to foster a wider
view on Biomedical Engineering Management
• David de Lorenzo
(background on genomics / entrepreneurship)
http://www.linkedin.com/pub/david-de-lorenzo/5/a15/778
• Miguel Ángel González Ballester
(background on computerized medical imaging / public
and industrial research)
http://es.linkedin.com/in/miguelangelgonzalez
• Aurelio Ruiz
(background on R+D+i management at industry and university)
http://es.linkedin.com/in/aurelioruiz
Plus diverse experts from different settings in seminars

Evaluation
4 points: Tests (at the end of each quarter, each 2 points,
required at least 1 point in both tests). Can be reevaluated in a
final redemption exam.
Note: Failing one test implies directly going to the final
test.
4 points: Group work. To be delivered at the end of the practical
sessions. Cannot be reevaluated.
2 points: Presentation of individual plans (individual track within
group work). Cannot be reevaluated.
Each of the parts is to be passed (50%) independently, final score
the sum-up of the 3 parts

Engineering
Strategic design. Aurelio Ruiz

Project Management and Innovation in
Biomedical Engineering
By the end you should be able to answer
What is management?
What is project
management?
What is innovation? What is
innovation management?
Why is it relevant in
Biomedical Engineering?
Is it different from other
disciplines?

Introduction
What is management? This
is the focus of this first part
Why is it relevant in Biomedical Engineering?
Is it different from other disciplines? – This is
embedded across the whole subject

Introduction
What is management? This
is the focus of this first part

http://en.wikipedia.org/wiki/Management
What is Management?
Wikipedia shows “collective wisdom”, let’s analyze
the way it defines it
Additional questions:
What do you think about “Management is what
managers do”
Have a look at the historic evolution. Any
conclusion? Any thought about future evolution?

What is Management?
“act of coordinating the efforts of people to
accomplish desired goals and objectives using
available resources efficiently and effectively.”
Goal
2 the object of a person’s ambition or effort; an aim or desired result:
Objective
1 a thing aimed at or sought; a goal:  Quality
Resource 1 (usually resources) a stock or supply of money, materials,
staff, and other assets that can be drawn on by a person or organization
in order to function effectively:
Financial (money, asssets)
Human (people, skills)
Production (including IT)
Knowledge, etc…  ALL INTERLINKED!

What is Management?
Efficient:
1 (of a system or machine) achieving maximum productivity with
minimum wasted effort or expense:
Effective:
1 successful in producing a desired or intended result:

What is Management?
This definition lacks the most essential responsibility
in management
Q1: How are goals defined?
(What if goals are not the right ones?)

What is Management?
Different levels (top management, mid-level, … up to
individual management), mostly dependent / impacting
in goals
Irrespective of level, all share many common concepts
managers do”

What is Management?
Different activities, mostly depending on nature of
resources (financial and legal, technical, marketing,
communication,…)
Often interlinked in every professional career, with
different weights
managers do”

What is Management?
Different scopes (generic ones, specific for software
development, etc)
Often also sharing common principles.
managers do”

What is Management?
Different levels
Different activities
Different scopes
Summary: What do you think about “Management
is what managers do”
Q2: Which are the common concepts across different
management roles?
Q3: How to choose the right methodology for me in a
specific time? (How to focus on those aspects more
relevant for me?)

What is Management?
Have a look at the way management has evolved

What is Management?
Management evolves from the need to formalize
technological and social advances
Is technology nowadays going faster than human do?
Often management skills in an organization / project are
following past principles
(is this also the case of the Wikipedia definition?)

What is Management?
Military treaty
Politics (16th cent)
Economy
(18th cent)

What is Management?
Technical
production
(18th-19th cent)
Organisations
(20th cent)
Quality
management
(20th cent)

What is Management?
Collective creation
(and evaluation)
Top-down Vs
Bottom-up
approaches
Business models

What is Management?
(End-user, open, etc)
Innovation

What is Management?
Which will be the future changes pushing new
management concepts
Large information management?
Suggested reading: How Technology Is Destroying
Jobs. MIT Technology Review
http://www.technologyreview.com/featuredstory/51
5926/how-technology-is-destroying-jobs/

What is Management?
Summary: Have a look at the way management has evolved
Management adapts!
Again Q3 (less personalised): which management
principles are most suitable for the biomedical engineering
field? (How to decide?)
Relevant for your current career stage (but out of the scope
of this subject): which will be the ones most suitable in the
future biomedical engineering field? (keep an eye to
progress in related fields!)

What is Management?
Q3: How to choose the right methodology for me in a
specific time? (How to focus on those aspects more
relevant for me?)
Which management principles are most suitable for the
biomedical engineering field?
Q2: Which are the common concepts across different
management roles?
Q1: How are goals defined?

Basic Concepts - Strategy
Business Model
Value Chain
Strategic design

Business Model
Business Model
Article: (1) Business Models, Business Strategy and
Innovation. David J. Teece
Let’s have a look at some selected excerpts

Business Model
(abstract) “(a business model) reflects management’s
hypothesis about what customers want, how they want
it and what they will pay, and how an enterprise can
organize to best meet customer needs, and get paid for
doing so, and make a profit”
(pg. 173) “it refers in the first instance to a conceptual,
rather than a financial, model of a business. It makes
implicit assumptions about customers, the behavior of
revenues and costs, the changing nature of user needs,
and likely competitor responses”

Business Model
(pg. 188) “Selecting the “right” architecture and pricing
model for a business requires not just understanding the
choices available, but also assembling the evidence
needed to validate conjectures and hunches about
costs, customers, competitors, complementors,
distributors and suppliers takes detailed fact-specific
enquiry, and a keen understanding of customer needs
and customer willingness to pay, as well as of
competitor positioning and likely competitor responses”

Business Model
(pg. 190) “The chances of good design are greater if
entrepreneurs and managers have a deep
understanding of user needs, consider multiple
alternatives, analyze the value chain thoroughly so as to
understand just how to deliver what the customer wants
in a cost-effective and timely fashion, adopt a neutrality
or relative efficiency perspective to outsourcing
decisions, and are good listeners and fast learners”
(pg. 191) “Its sustainability can only be determined
against a particular business environment or context”

Business Model
(Page 191) “The essence of a business model is that it
crystallizes customer needs and ability to pay, defines the
manner by which the business enterprise responds to
and delivers value to customers, entices customers to
pay for value, and converts those payments to profit
through the proper design and operation of the various
elements of the value chain”
“Put differently, a business model reflects
management’s hypothesis about what customers
want, how they want it and what they will pay, and how
an enterprise can organize to best meet customer needs,
and get paid well for doing so”

Business Model
(pg. 192) “Good business model design and
implementation involves assessing such internal factors as
well as external factors concerned with customers,
suppliers, and the broader business environment.”

Business Model
management’s hypothesis
Conceptual model
assumptions
validate conjectures and
hunches
assembling the evidence
fact-specific enquiry
deep understanding
proper design and operation
Similar process to
technical / research
design
But issues to be taken
into account are those
relevant for
management
consider multiple alternatives

Business Model
organize to
best meet
revenues and
costs
competitor
costs, customers, competitors,
complementors, distributors
and suppliers
competitor
positioning
cost-effective and
timely
value chain
pay for value
internal factors
as well as
external factors
customer needs
get paid
make a profit (*)
(*) Taking profit as a
core goal. It could be
more complex or even
different (as the case
of public sector,
research, NGOs, etc)

Business Model – own career development
organize to
best meet
revenues and
costs
Competitor – other job seekers in my field?,
candidates from other fields? automation of job?
costs, customers, competitors,
complementors, distributors
and suppliers - the overall job
market: demand, offer,
services supply such as
training, etc
competitor positioning –
relative situation against
other job seekers
cost-effective and
timely
value chain
pay for value
internal factors
as well as
external factors
customer needs – employer needs
get paid
make a profit (*) – reach own
professional goals (money for some,
vocational for others, etc)
(*) Taking profit as a
core goal. It could be
more complex or even
different (as the case
of public sector,
research, NGOs, etc)

Business Model
Business Model
Business models in the Biomedical (engineering) field
Main Article: (2) Trends and drivers of change in the
biomedical healthcare sector in Europe: Mapping report.
European Foundation for the Improvement of Living and
working conditions
Comp. Article: Still deploying Milkmen in a Megastore
World? Fixing the MedTech Commercial model. Boston
Consulting Group (to address other sectors)

Business Model
Business Model
working conditions
This article introduces 3 relevant concepts: value
chain / SWOT analysis / organisation types.

Engineering
Strategic design. Session 2. Aurelio Ruiz

Introduction
Last chapter ….

Introduction
This chapter ….

Sample Business Models
‘Reengineering’ of the meat packing industry. Prior to the 1870s, cattle were shipped live
by rail from the Midwestern stockyard centers like Omaha, Kansas City and Chicago to East
Coast markets where the animals were slaughtered and the meat sold by local butchers.
Gustavus Swift sensed that if the cattle could be slaughtered in the Midwest and shipped
already dressed to distant markets in refrigerated freight cars, great economies in
production’/centralization and transportation could be achieved, along with an
improvement in the quality of the final product
 Sell a product of a higher quality and lower cost by changing the way cattle is
distributed  This is a basic business model
Implementation:
His biggest challenge was the absence of refrigerated warehouses to store the beef near
point of sale  Logistic problem  Swift set about creating a nationwide web of
refrigerated facilities, often in partnerships with local jobbers.
‘Once Swift overcame the initial consumer resistance to meat slaughtered days before in
distant places, his products found a booming market because they were as good as freshly
butchered meats and were substantially cheaper - Swift’s success quickly attracted
imitators - By the 1890s, men like Phillip Armour had followed on Swift’s heels’

Sample Business Model
Sell a product of a higher quality and lower cost by changing the way cattle is
distributed  This is a basic business model
Implementation:
Internal problems: I cannot do the investment required to have the required
warehouse  Share risk / benefits with partners
External problems:
Initial consumer resistance  they were as good as freshly butchered meats and
were substantially cheaper
Competitors
Does it look like naïve from our perspective?
Many areas in Biomedical Engineering are in a similar situation of business
development as cattle business was in the 19th century
- Very mature market but with new opportunities and models possible by
technological advances, but with very conservative customers / regulations.
Global markets often requiring large investments

Sample Business Model
Discussion. The typical example: Zara
http://www.nytimes.com/2012/11/11/magazine/how-zara-grew-into-the-
worlds-largest-fashion-retailer.html?_r=0

Business Model
Before managing a project / company, it is
important to be able to manage oneself!
-Which are my own goals at the short, mid, long-
term?
-Which are my current capabilities?
-What do I expect from this project? How does it
help me reach my goals?
-Are there future capabilities I need and still not
possess?
And also, for the specific case of this subject, one
external factor: which are the expectations of my
direct clients?

Business Model – professional model?
organize to
best meet revenues and
costs – should
I invest?
Other job seekers in my field?, candidates from other
fields? automation of job? Do I compete locally or
internationally? The overall job market:
demand, (where is it?), offer
(do I have negotiation power?),
services supply such as training,
etc
Competitor positioning –
relative situation against
other job seekers. Do I know
how to compare?
cost-effective and
timely – what is to
be done at a
specific time?
pay for value – will I have a
Special value proposition?
internal factors
as well as
external factors
Employer needs – do you know them?
Which are your sources of information?
get paid – which are the usual salaries?
Which are my needs / expectation?
Reach own professional goals (money for some, vocational for others, etc)

Business Model
Business Model
working conditions
Comp. Article: Still deploying Milkmen in a Megastore
World? Fixing the MedTech Commercial model. Boston
Consulting Group

Business Model
Business Model
working conditions
3 relevant concepts:
value chain / SWOT analysis / organisation types.

Value chain – Biomedical sector
internal and external
- Internal: Which is the chain of activities within an
organization to deliver its products
- External: Which is the whole chain involved in a generic
business.
Example: Music
(Creation, Distribution, Enjoyment
plus tools horizontally)
“chain of activities (…) in order to deliver a
valuable product or service for the market”
http://en.wikipedia.org/wiki/Value_chain

Horizontal and vertical integration possible
Within a single company or through strategic partnerships
Example: Cattle – having the whole business exploiting both
slaughter house and its distribution / being able to exploit my
segment if I deal with the problem in other segments

Trends and drivers of change in the biomedical healthcare sector in Europe: Mapping report.
European Foundation for the Improvement of Living and working conditions
Why important?
-Internal: Dependencies? Barriers? Synergies? May my role
disappear?
- External: Who are my clients? Do I need to take into account their
clients? Competitors? Only in my “segment”?
Think how IT revolutionized the music business by impacting,
specially, the distribution part of the chain

Sample Value Chain - External
Music
Creation – Distribution - Enjoyment
Why did it happen?
Creators were given new opportunities
Did it play a role?
Consumers modified their behavior – perception over price +
possibilities of piracy
New business models and fragmentations of the market, including
a large new market for devices

Value chain
Internal“chain of activities (…) in order to deliver a

Engineering

Strategy definition
Out of the scope of this course

SWOT analysis
(pg. 192) “Good business model design and
implementation involves assessing such internal factors as
well as external factors concerned with customers,
suppliers, and the broader business environment.”
Focused analysis of the internal and external value chains

SWOT analysis
http://en.wikipedia.org/wiki/SWOT_analysis
If a goal is defined, build the most
appropriate strategy
If a goal is not defined, identify
potential sources of competitive
advantages
Just a tool for a systematic
analysis and support decision –
making. But does not make
decisions for you
It simplifies complex problems: a
virtue, and a risk!

SWOT analysis
Critical to correctly define the scope of the analysis!
Not the same analysis for:
-I do not know what to do with my professional career. I may
carry out a general internal analysis of job market situation and
trends, to take a decision (match strengths and opportunities?
Work out weaknesses to match opportunities? Mitigate threats?
-I know I want to undertake a research career. Internal
assessment should be directed to those issues relevant for a
research career

External“chain of activities (…) in order to deliver a

Horizontal and vertical
integration possible

What makes biomedical areas special with respect to other
engineering fields?
Market: Payer, prescriber and final customer (patient) are
often not the same one!
(A medical doctor will recommend a treatment to a patient,
paid by a government, insurance company or sometimes
directly by the patient)
Regulation: Time or requirements to bring something to
market / commercialize / advertise / distribute, etc
(no beta versions!)
Way of use: Often required an intermediary to use the product
different from a mere distributor (a doctor, for instance)
Cost and value: Perceived value and willingness to pay
different than in other areas

SWOT analysis
Example on professions:
A comprehensive SWOT audit of the role of the biomedical
physicist in the education of healthcare professionals in Europe.
C.J. Caruana, M. Wasilewska-Radwanska, A. Aurengo, P.P. Dendy,
V. Karenauskaite, M.R. Malisan, J.H. Meijer, D. Mihov, V.
Mornstein, E. Rokita, E. Vano, M. Weckstrom, M. Wucherer

Summary analysis
Analysis frameworks (just) provide structured means to facilitate
analysis (above all if done / discussed by multiple persons!) to
serve as a basis for informed strategic planning.
Several tools are often combined.
Their quality depends on completeness and accuracy of data and
information used.
Their usefulness relies on the capability to draw strong strategies
based on the information they provide.

Strategy implementation
Follow-up
Balanced Scoreboard
Key Performance Indicators

Balanced Scoreboard
Identify a key, limited set of
indicators, representative for the
strategy which allow monitoring
and early identification of
potential deviations / successes.
It should be properly used!
Reducing the set of key
indicators does not reduce the
complexity of problems.
It should reflect completely the
strategy

Key Performance Indicators (KPI)
Key  Relevant
Primary objectives of KPIs is to assess strategy Aligned with it!
Clearly defined (what they mean, how they are calculated)
Temporal evolution is often the most interesting information

Organisations
A good manager understands organizations (own, competitors,
clients, other stakeholders) very good.
Strategic plans are useless if not assumed by an organization.
Often strategic plans have important external dependencies
such as alliances
-Fighting against organizational dynamics is not practical
-But if required, it is adequate to carefully select the right path
-Why?
- Mafia (Los Soprano): ruled by values and personal relations
- Church: pyramidal, unity, obedience
-Army : relevance of hierarchies

Organisations
Newton’s law of motion
http://en.wikipedia.org/wiki/Newton's_laws_of_motion
First law: When viewed in an inertial reference frame, an object
either is at rest or moves at a constant velocity, unless acted
upon by an external force.
Second law: The acceleration of a body is directly proportional
to, and in the same direction as, the net force acting on the
body, and inversely proportional to its mass. Thus, F = ma,
where F is the net force acting on the object, m is the mass of
the object and a is the acceleration of the object.
Third law: When one body exerts a force on a second body, the
second body simultaneously exerts a force equal in magnitude
and opposite in direction to that of the first body.

Organisations
If the velocity is the right one, why change? How to assess
velocity is the right one  Where should I reach? When?
Start from the end: definition of goals
But velocity depends on observer  Which is my evaluation
system? Is it the same as for other (relevant observers)?
If there is no movement, or is inadequate, force is required! 
Most adequate tactics for me
First law: When viewed in an inertial reference frame, an object either is at rest or moves at
a constant velocity, unless acted upon by an external force.

Organisations
Proportional to applied force
Proportional to mass of what we want to move
In the direction of the force
When applying a force relevant:
-What depends just on me?
-What does not depend on me, but can be influenced by my
force?
-What is absolutely out of my scope of influence?
Second law: The acceleration of a body is directly proportional to, and in the same
direction as, the net force acting on the body, and inversely proportional to its mass.
Thus, F = ma, where F is the net force acting on the object, m is the mass of the object
and a is the acceleration of the object.

Organisations
The importance of people:
-Managers
-Organizations
-Customers
-Other relevant stakeholders
The importance of tools:
-Control and coordination efforts take effort, and generate
resistance
-Any action has consequences. Any lack of action may lack
reactions!
Third law: When one body exerts a force on a second body, the second body
simultaneously exerts a force equal in magnitude and opposite in direction to that of the
first body.

Organisations
What could be energy in management? Resources?
-Time
- Money
-People
-Quality
-Resources
I cannot modify one without affecting others. Which degrees of
freedom do I have?
Any factor is fixed? Any factor out of my control?
In physics, the law of conservation of energy states that the total energy of an isolated
system cannot change—it is said to be conserved over time. Energy can be neither
created nor destroyed, but can change form, for instance chemical energy can
be converted to kinetic energy in the explosion of a stick of dynamite.

Organisations
Which is the lack of efficiency I can (unavoidably) assume?
Am I able to identify sources of inefficiency?
Irreversible?
Entropy is a measure of the number of specific ways in which a system may be arranged,
often taken to be a measure of disorder, or a measure of progressing towards
thermodynamic equilibrium (…) "a measure of thermal energy per unit temperature that
is not available for useful work".
In physics, a force is said to do work when it acts on a body when there is a
displacement of the point of application in the direction of the force. The force does not
need to cause the displacement (…) The work done by a constant force of
magnitude F on a point that moves a displacement d in the direction of the force is the
product W=Fd
A force not generating displacement is not Work, just erosion

Organisations
A good manager understands organizations (own, competitors,
clients, other stakeholders) very good:
-Fighting against organizational dynamics is not practical
-But if required, it is adequate to carefully select the right path
Why?
- Mafia (Los Soprano): ruled by values and personal relations
- Church: pyramidal, unity, obedience
-Army : relevance of hierarchies

Seminars
In seminars we will have the opportunity to discuss these issues
with experts from non-academic sectors:
1st quarter:
-Jaime García (Crisalix)
-Bárbara Vallespín (Mobile World Capital)

Other relevant issues at strategic level
Communication
Intellectual Property Management
We will get into detail in the next sessions

Engineering

Organisations
First law: When viewed in an inertial reference frame, an object either is at rest or moves at a
constant velocity, unless acted upon by an external force.
Second law: The acceleration of a body is directly proportional to, and in the same direction as, the net
force acting on the body, and inversely proportional to its mass. Thus, F = ma, where F is the net force
acting on the object, m is the mass of the object and a is the acceleration of the object.
Third law: When one body exerts a force on a second body, the second body simultaneously exerts a
force equal in magnitude and opposite in direction to that of the first body.
In physics, the law of conservation of energy states that the total energy of an isolated system cannot
change—it is said to be conserved over time. Energy can be neither created nor destroyed, but can
change form, for instance chemical energy can be converted to kinetic energy in the explosion of a stick
of dynamite.
Entropy is a measure of the number of specific ways in which a system may be arranged, often taken to
be a measure of disorder, or a measure of progressing towards thermodynamic equilibrium (…) "a
measure of thermal energy per unit temperature that is not available for useful work".
In physics, a force is said to do work when it acts on a body when there is a displacement of the point of
application in the direction of the force. The force does not need to cause the displacement (…) The
work done by a constant force of magnitude F on a point that moves a displacement d in the direction
of the force is the product W=Fd

Communication

Communication
What do you understand as communication?

Communication
communicate
verb (SHARE INFORMATION) /kəˈmjuː.nɪ.keɪt/
B1 [I or T] to share information with others by speaking, writing, moving your
body, or using other signals:
B2 [I] to talk about your thoughts and feelings, and help other people to
understand them
marketing
noun [U] (JOB) /ˈmɑː.kɪ.tɪŋ/ /ˈmɑːr.kɪ.t̬ɪŋ/
B2 a job that involves encouraging people to buy a product or service:
“communication is what communicators do”?
In every activity there is communication involved: sharing goals and updating
progress within a team, dealing with a supervisor, interacting with clients,
positioning ourselves with competitors…

Communication
Communicating has effects (it may also have 2rd order effects)  for instance,
the one who was not my target but happens to be affected
Not communicating has also effects (we also convey a message with what we
do not communicate)
We may be technically perfect and not obtain our goals due to communication
problems

Communication
Objective(s) Message Activities ToolsTarget
audience
What to achieve with
the communication
(there could be
primary and
secondary)
Look at your business
model
Look at your strategy
Who is the main (and
secondary if required)
target of my
communication
Homogeneous or
heterogeneous
groups?
Look at your internal
and external value
chains
Information you want to
give to reach your goal
Product, service, etc
you have to sell
How is my target
audience already
positioned with respect
to my objective and
possible messages
I am competing with
others with similar
messages? Is it good or
bad?
Look at your internal
and external value
chains / organisations
We have a tendency to think
directly on tools, while
adequacy of tools strongly
depends / is a consequence of
former steps
Relevant to my
objectives
What my target
appreciates, in the
most effective way
Suitable for message /
relevant for my target
Proportional to
objectives
Determined by the
activites
The specific actions
Which are relevant
for my target
audience? -
organisations
Which are the ones
most suitable to
convey my meesage?
Which is my budge?
Resources? Work
already existing?
What you use to
carry out activities
(including the form -
how it is expressed)
Dependent on all the
former issues

Communication
audience
Receive feedback /
specifications from users
(patients)
For the product’s
benefit?
For the benefit of
society?
Relevant to my
objectives
What my target
appreciates, in the
most effective way
Proportional to
objectives
Determined by the
activites
Patients
(or should I
address
prescribers?)
Commercial actions
(contests, price
reduction, etc)
Non-profit activity

Communication
audience
Relevant to my
objectives
What my target
appreciates, in the
most effective way
Proportional to
objectives
Determined by the
activites
Raise money from
investors
Increase sales

Communication
audience
Relevant to my
objectives
What my target
appreciates, in the
most effective way
Proportional to
objectives
Determined by the
activites
Change the way
something is done
within an
organisation

Communication
audience
Get a salary
increase (how
much?)
Who takes the decision
on salary increases?
I deserve it
given…
If I do not get it I may
leave
Others have received it
Depends on who
takes decision. But
do the activities
already exist?
(regular meeting,
etc) or do I have to
create the
activities?
Internal press
releases
Quantification of
results

Communication
audience
Develop the
professional
career I am
most
interested in
(Get the type
of job I want) Target employers I am
interested in (and not
all employers!)
I am the best now for
what they want, with
respect to all other
possible candidates
I am the best in the
future
My skills are worth
being compensated at
the highest possible way
(salary, responsibility, job
conditions, etc)
Job application
Direct contact
(“cold”, via
intermediaries)
Colaboration
opportunities
(internship, thesis)
Job fairs
CV (document,
linkedin, etc)
Letters of motivation
Social Networks,
blogs (my presence
Previous results
(publications, thesis,
etc)
Target other relevant
actors (intermediaries,
collaborators, etc) in
their area of interest

Communication
If we are elaborating a Communication Plan (as in ay other project management
activity, more in next lessons), objectives should be as SMART as possible:
-Specific, Measurable, Attainable - Assignable, Realistic, Time-Related
And have agreed how they will be evaluated (the “measurable” component)
If it is the communication component within a wider management activity,
objectives may be composed by a set of quantitative and qualitative indicators

Communication
First law: When viewed in an inertial reference frame, an object either is at rest or moves at a
constant velocity, unless acted upon by an external force.
Second law: The acceleration of a body is directly proportional to, and in the same direction as, the net
force acting on the body, and inversely proportional to its mass. Thus, F = ma, where F is the net force
acting on the object, m is the mass of the object and a is the acceleration of the object.
Third law: When one body exerts a force on a second body, the second body simultaneously exerts a
force equal in magnitude and opposite in direction to that of the first body.
In physics, the law of conservation of energy states that the total energy of an isolated system cannot
change—it is said to be conserved over time. Energy can be neither created nor destroyed, but can
change form, for instance chemical energy can be converted to kinetic energy in the explosion of a stick
of dynamite.
Entropy is a measure of the number of specific ways in which a system may be arranged, often taken to
be a measure of disorder, or a measure of progressing towards thermodynamic equilibrium (…) "a
measure of thermal energy per unit temperature that is not available for useful work".
In physics, a force is said to do work when it acts on a body when there is a displacement of the point of
application in the direction of the force. The force does not need to cause the displacement (…) The
work done by a constant force of magnitude F on a point that moves a displacement d in the direction
of the force is the product W=Fd

http://en.wikipedia.org/wiki/Intellectual_property
“Intellectual property (IP) is a legal concept which refers to creations of the mind for
which exclusive rights are recognized. Under intellectual property law, owners are granted
certain exclusive rights to a variety of intangible assets, such as musical, literary, and artistic
works; discoveries and inventions; and words, phrases, symbols, and designs. Common
types of intellectual property rights include copyright, trademarks, patents, industrial
design rights, trade dress, and in some jurisdictions trade secrets.”
Certain, not all! (all other regulations still
need to be met)
For a given period of time (paying
renovations) and, generally, for a given
country / geographical area (paying for
each of them)
Intellectual property in Spain is separated
in “Propiedad Intelectual” and “Propiedad
Industrial” (who created, who has rights
over exploitation)

http://en.wikipedia.org/wiki/Intellectual_property
“The stated objective of most intellectual property law (with the exception of trademarks)
is to "Promote progress."[21] By exchanging limited exclusive rights for disclosure of
inventions and creative works, society and the patentee/copyright owner mutually benefit,
and an incentive is created for inventors and authors to create and disclose their work (…)
The thinking is that creators will not have sufficient incentive to invent unless they are
legally entitled to capture the full social value of their inventions." [22] This absolute
protection or full value view treats intellectual property as another type of 'real' property,
typically adopting its law and rhetoric. ”
Other moral issues (including the fact that a specific owner may be benefiting from social
investments to carry out the invention)
But in terms of pure economic profit, absolute protection is NOT necessarily the optimal
management decision

Territorial scope. For Spain
Derechos de propiedad industrial e intelectual en
proyectos tecnológicos de cooperación público –
privada. Foro de Empresas Innovadoras (FEI),
CDTI. 2009

http://en.wikipedia.org/wiki/Copyright
“Copyright is a legal concept, enacted by most governments, giving the creator of an original
work exclusive rights to it, usually for a limited time, with the intention of enabling the creator
of intellectual wealth (e.g. the photographer of a photograph or the author of a book) to get
compensated for their work and be able to financially support themselves. Generally, it is "the
right to copy", but also gives the copyright holder the right to be credited for the work, to
determine who may adapt the work to other forms, who may perform the work, who may
financially benefit from it, and other related rights. It is a form of intellectual property (like
the patent, the trademark, and the trade secret) applicable to any expressible form of an idea
or information that is substantive and discrete. “
http://en.wikipedia.org/wiki/Moral_rights
“Moral rights are rights of creators of copyrighted works generally recognized in civil
law jurisdictions and, to a lesser extent, in some common law jurisdictions. They include the
right of attribution, the right to have a work published anonymously or pseudonymously, and
the right to the integrity of the work. The preserving of the integrity of the work bars the work
from alteration, distortion, or mutilation. Anything else that may detract from the artist's
relationship with the work even after it leaves the artist's possession or ownership may bring
these moral rights into play. Moral rights are distinct from any economic rights tied to
copyrights. Even if an artist has assigned his or her copyright rights to a work to a third party,
he or she still maintains the moral rights to the work.”

Secrecy is also a possible IP strategy
IP strategies are to be adapted to overall strategy
IP strategies should consider how to
handle OUR IP, but also how others
handle theirs!
An important issue to consider is my capacity to:
1 - Exploit the IP
- I have the IP, but am I able to have the product?
-I have the product, but am I able of reaching the market?
2 – Defend the IP
- Detect infringements
-Prosecute them

Territorial scope. For Spain
Derechos de propiedad industrial e intelectual en
proyectos tecnológicos de cooperación público –
privada. Foro de Empresas Innovadoras (FEI),
CDTI. 2009
http://en.wikipedia.org/wiki/Patent
A patent is a set of exclusive
rights granted by a sovereign
state to an inventor or their
assignee for a limited period of
time, in exchange for the public
disclosure of the invention.
Typically, however, a patent
application must include one or
more claims that define the
invention. These claims must meet
relevant patentability requirements
, such as novelty and non-
obviousness (and usefulness!).

I own the rights, what to do with
them?
Strategic Management of Intellectual Property – An
Integrated
Approach.
William W. Fisher III, Harvard Law School
Felix Oberholzer‐Gee, Harvard Business School

http://en.wikipedia.org/wiki/License
A license may be granted by a party ("licensor") to another party ("licensee") as an element of an
agreement between those parties. A shorthand definition of a license is "an authorization (by the
licensor) to use the licensed material (by the licensee).“
(…)
A license under intellectual property commonly has several components beyond the grant itself,
including a term, territory, renewal provisions, and other limitations deemed vital to the licensor.
Term: many licenses are valid for a particular length of time. This protects the licensor should the
value of the license increase, or market conditions change. It also preserves enforceability by
ensuring that no license extends beyond the term of the agreement.
Territory: a license may stipulate what territory the rights pertain to. For example, a license with a
territory limited to "North America" (Mexico/United States/Canada) would not permit a licensee any
protection from actions for use in Japan.
Incomplete! Incomplete!
Critical for price, for
instance: exclusivity!
Critical for your own future:
guarantees given!

Sample presentation on terms to be taken into account
The world of open source licenses / copyright licenses as Creative Commons, etc
Understand what you are allowed to do / what you are allowing others to do

Case Studies
IP Advantage – Case studies on Intellectual Property
http://www.wipo.int/ipadvantage/en/

I do not own right. Does it mean I
do not need to carry out
Intellectual Property Management?
Strategic Management of Intellectual Property – An
Integrated
Approach.
William W. Fisher III, Harvard Law School
Felix Oberholzer‐Gee, Harvard Business School

Summary next session
Key concepts from this part
Discuss articles
Individual work expected on these issues
(specially related to your personal project)

What’s next
What is project
management? – to be
continued by colleagues

What’s next
What is innovation? What is
innovation management? –
To be continued by
colleagues

Project Management and Innovation in Biomedical Engineering. Section 1: Concepts on management and strategy

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