PROGRAM APPROVED
<reg_kpv> nr 6.1-14/<regist_nr>

SUBJECT PROGRAM
CODE OF THE SUBJECT	SJIC7290	
NAME OF THE SUBJECT  (in Estonian)	Innovatsiooni ja arendusprojektide juhtimine sisejulgeoleku süsteemis	
NAME OF THE SUBJECT (in English)	Management of Innovation and Development in Internal Security Systems	
CAPACITY OF THE SUBJECT (ECTS)
Incl. contact classes
Hours of independent work	2.0
12
40	
THE CURRICULUM	Curriculum of the Master's program of Internal Security	
THE HEAD OF THE CHAIR	Harry Lahthein	
PREREQUISITE SUBJECTS: none	
THE OBJECTIVE OF THE SUBJECT: The aim of this subject is to critically evaluate major internal security management related innovation trends, assess their feasibility in terms of effectiveness and strategic compatibility, applicability and cost efficiency. This subject will also instil a sense for innovative approaches to be adopted in tackling specific Internal Security issues and resulting improvements. Sustainability of new measures is also considered in this subject.	
CONTENT:

	-	Basics of innovation, terminology and trends – what, why and what for?
-	Innovation and organisation; roles and responsibilities, models
-	Evaluation of the current situation; creative session, technology audit
-	Planning of an innovation and/or development project	
LEARNING OUTCOMES	TEACHING ACTIVITY	LEARNING ACTIVITY	ASSESSMENT METHOD AND CRITERIA	
After successfully passing the course a student:				
1.	critically evaluates the emerging trends in technology and innovation and relates them to internal security in a European and also in a national context;	Interactive lecture/discussion; introduction of sample cases	Active participation in lectures and discussions	Assessment consists of two parts, first of which is a mind-map based on the analysis of the case: In order first part of the exam a student has to present a 6-8 page mind-map about one case analysis of the eight given case analyses of innovation practice on the day of the exam. Threshold for passing the course is passing the first and second part of the exam.

The mind-map of the case analysis has to bring out three aspects: 
1)	what was the environment of the analysed institution like at the given time period;
2)	what 3 key decisions you suggest were the most important when considering the success/failure of the institution;
3)	what would your institution learn from this case analysis.	
2.	strategically manages the selection, utilisation and evaluation of existing innovation features in order to improve the quality of internal security services;	Interactive lecture, introduction of the methods of planning, sample exercises	Active participation in lectures and discussions	The second part of the exam consists of the composing and defending a mind-map of a project suitable for an institution of internal security services. The idea of the project will be synthesised as a result of a creative session, and students, who will take the strategy of extreme project planning as a basis of their project, will develop it into a project plan. The defending of the idea of the project will take place in the course of the last lecture. (a group work based task)  	
3.	designs potential innovative solutions aimed at improving services and products of internal security in cooperation with other sectors, taking organisational barriers into account;	Creative session: group work; interactive lecture, discussion	Participation in the creative session; developing the idea of development	Input to the second part of the exam.	
4.	evaluates the influences of different technological or other solutions to work processes and other functions inside the organization.	Conducting a technological audit, sample exercise + demonstration	Based on their institution a student conducts a technological audit in the scope stated by the lecturer	Input to the second part of the exam.	
COMPULSORY SOURCES:
1.	Ian Fagerberg. Innovation – a guide to the literature. The Oxford Handbook of Innovation. 2005. Oxford University Press. 1-26.
2.	David S. Landes. The Invention of Invention. The Wealth and Poverty of Nations. 1999. W W NORTON & COMPANY. New York London, 45-59.
3.	Carlota Perez. Change of Paradigm in Science & Technology Policy. Cooperation South. 2000. 43-48.
4.	Marek Tiit, Rainer Kattel, Tarmo Kalvet. Made in Estonia. 2005. Institute of Baltic Studies http://www.ibs.ee/publication/MiE/Made_in_Estonia.pdf
5.	Kari Korpelainen. Innovatiivse organisatsiooni juhtimine. http://www.ekk.edu.ee/vvfiles/0/Innovatiivse%20organisatsiooni%20juhtimine.pdf
6.	Naubahar Sharif. Emergence and development of the National Innovation Systems concept. http://dx.doi.org/10.1016/j.respol.2006.04.001
7.	PMI, Project Management Institute, Project Management Professional CERTIFICATION HANDBOOK 
8.	A. Perens, A. Leppiman, A. Virovere, I. Teesalu, N. Siitam, S. Link, Projektijuhtimise käsiraamat – Äripäev Publishing House
9.	Robert K. Wysocki, Effective Project Management: Traditional, Adaptive, Extreme

RECOMMENDED SOURCES:
1.	Marek Tiits, Rainer Kattel, Tarmo Kalvet ja Dorel Tamm. Catching up, forging ahead or falling behind? Central and Eastern European development in 1990-2005. Innovation - The European Journal of Social Science Research Vol. 21, No. 1, March 2008, 65-85.
2.	Case analyses of innovation practice (scientific articles about world renowned innovation stories or failures): 
1.	Facebook
2.	Nike
3.	iPod
4.	Apple Inc
5.	Dell
6.	Enron
7.	Starbucks
8.	ZARA fashion
Electronic versions of case analyses will be available on ÕIS. 

Compiled by: Marek Link

Date: 20.03.2015