DSGN07092 2019 Professional Practice 5 (Business Planning)
Full Title
Professional Practice 5 (Business Planning)
Transcript Title
Professional Practice 5 (Busin
Code
DSGN07092
Attendance
80 %
Subject Area
DSGN - Design
Department
YADA - Yeats Academy Art Dsgn & Arch
Level
07 - NFQ Level 7
Credit
05 - 05 Credits
Duration
Semester
Fee
€
Start Term
2019 - Full Academic Year 2019-20
End Term
9999 - The End of Time
Author(s)
Diarmuid Timmons, Elaine Regan
Programme Membership
SG_DCRDS_B07 201900 Bachelor of Arts in Creative Design
SG_DCRDS_H08 201900 Bachelor of Arts (Honours) in Creative Design
SG_DCREA_B07 202300 Bachelor of Arts in Creative Design
SG_DCRDS_B07 202400 Bachelor of Arts in Creative Design
SG_DCRDS_H08 202400 Bachelor of Arts (Honours) in Creative Design
SG_DCREA_H08 202300 Bachelor of Arts (Honours) in Creative Design
Description
This module is a blueprint for students wishing to commercialise their product into a business, or establish a design business. It introduces students to the major principles of entrepreneurship and planning for business.
Learning Outcomes
On completion of this module the learner will/should be able to;
1.
Identify strengths and weaknesses of their business proposal, key areas to develop within the expertise and the financial risk involved in setting up the business.
2.
Verify their project as a viable business idea, by outlining all aspects of a proposed business, including who, what, where, when, and why of day-to-day business operations, costs, and projected profitability.
3.
Predict financial requirements for individual products, set up costs, daily costs etc.
4.
Set up milestones to progress the business and forecast any potential stumbling blocks such as standard requirements and legal protection.
5.
Attract and secure funding, loans and investors by providing information on the projected path for the business, how much investment is needed and how it will be spent.
6.
Compile and deliver a presentation to a peer group and to listen and critically respond to the views of others.
Teaching and Learning Strategies
A practical student-centric approach to teaching and learning will is used. Syllabus is taught through a variety of instructional techniques used to move students progressively towards stronger understanding and greater independence in the learning process.
Module Assessment Strategies
Assessment is continuous and is undertaken at the conclusion of each assignment.
Projects are assessed by the assignment of marks to various project deliverables. The percentages assigned to particular deliverables vary between different projects. This allows particular outcomes to be emphasised in each project assigned to students.
Each project is assigned a percentage of the overall module mark. The module marks assigned to each project are not of equal weighting.
Repeat Assessments
Repeat Projects
Indicative Syllabus
Introduction to Entrepreneurship:
The Value Proposition
Business Model Canvas
Investment Considerations
Description of the Company / the Solution – Product / Service
Analysis of the Industry
Analysis of the Target Market
Analysis of the Competition
Positioning Trends and Target Market
Marketing & Routes to Market - Strategy
Revenue Streams
Sales Strategy
Operations
Technology
Management and Organisation
Milestone Making & Forecasting
Strategy for Growth
Financing
Pitching & Presenting
Coursework & Assessment Breakdown
Coursework & Continuous Assessment
100 %
Coursework Assessment
| Title | Type | Form | Percent | Week | Learning Outcomes Assessed | |
|---|---|---|---|---|---|---|
| 1 | Project Business Plan Part 1 | Coursework Assessment | Assignment | 30 % | Week 6 | 1,2 |
| 2 | Project Business Plan part 2 | Coursework Assessment | Assignment | 30 % | Week 12 | 3,4 |
| 3 | Slide Deck and Presentation | Coursework Assessment | Assignment | 25 % | Week 14 | 6 |
| 4 | Two Page Investor Brief | Coursework Assessment | Assignment | 15 % | Week 14 | 5 |
Full Time Mode Workload
| Type | Location | Description | Hours | Frequency | Avg Workload |
|---|---|---|---|---|---|
| Tutorial | Studio | Planning for Business | 3 | Weekly | 3.00 |
| Independent Learning | Not Specified | Planning for Business | 1 | Weekly | 1.00 |
Total Full Time Average Weekly Learner Contact Time 3.00 Hours
Required & Recommended Book List
Required Reading
2016-03-10 Sprint Bantam Press
ISBN 0593076117 ISBN-13 9780593076118
2016-03-10 Sprint Bantam Press
ISBN 0593076117 ISBN-13 9780593076118
Entrepreneurs and leaders face big questions every day: What's the most important place to focus your effort, and how do you start? What will your idea look like in real life? How many meetings and discussions does it take before you can be sure you have the right solution? Now there's a surefire way to answer these important questions: the sprint. Designer Jake Knapp created the five-day process at Google, where sprints were used on everything from Google Search to Google X. He joined Braden Kowitz and John Zeratsky at Google Ventures, and together they have completed more than one hundred sprints with companies in mobile, e-commerce, healthcare, finance, and more. A practical guide to answering critical business questions, Sprint is a book for teams of any size, from small startups to Fortune 100s, from teachers to nonprofits. It's for anyone with a big opportunity, problem, or idea who needs to get answers today.
Required Reading
2009-01-01 The Design of Business Harvard Business Press
ISBN 9781422177808 ISBN-13 1422177807
2009-01-01 The Design of Business Harvard Business Press
ISBN 9781422177808 ISBN-13 1422177807
Most companies today have innovation envy. Many make genuine efforts to be innovative: they spend on R&D, bring in creative designers, hire innovation consultants; but they still get disappointing results. Roger Martin argues that to innovate and win, companies need 'design thinking'.
Required Reading
2011 The Lean Startup
ISBN 0670921602 ISBN-13 9780670921607
2011 The Lean Startup
ISBN 0670921602 ISBN-13 9780670921607
"Most startups are built to fail. But those failures, according to entrepreneur Eric Ries, are preventable. Startups don't fail because of bad execution, or missed deadlines, or blown budgets. They fail because they are building something nobody wants. Whether they arise from someone's garage or are created within a mature Fortune 500 organization, new ventures, by definition, are designed to create new products or services under conditions of extreme uncertainly. Their primary mission is to find out what customers ultimately will buy. One of the central premises of The Lean Startup movement is what Ries calls "validated learning" about the customer. It is a way of getting continuous feedback from customers so that the company can shift directions or alter its plans inch by inch, minute by minute. Rather than creating an elaborate business plan and a product-centric approach, Lean Startup prizes testing your vision continuously with your customers and making constant adjustments"--
Module Resources
Non ISBN Literary Resources
Martin, Roger The Design of Business Harvard Business School (2009)
Verganti, Roberto Design Driven Innovation Harvard Business Press (2009)
Pinson, Linda Anatomy of a Business Plan Out of your Mind...And into the Mark (2008)
Journal Resources
None
URL Resources
https://www.startups.ie/partners/im-looking-grants-state-support/
https://accountantonline.ie/guides/guide-to-startup-grants-and-support/
Other Resources
None
Additional Information
None