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Innovation and Entrepreneurship - Syllabus

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1. Course Description

This course introduces students of Bachelor of Computer Science and Information Technology (BCSIT) to the principles and practices of innovation and entrepreneurship with a focus on the technology and digital startup ecosystem. It covers the entrepreneurial mindset, innovation management, opportunity identification, startup development methodologies, digital business models, and risk management. Students will develop practical skills through case studies, workshops, and project-based activities, enabling them to ideate, validate, and pitch technology-driven startup ventures.

2. General Objectives

To equip students with knowledge, skills, and tools necessary to identify entrepreneurial opportunities, foster an innovative mindset, and develop technology-based startup ventures. The specific objectives are as follows:

Understand the fundamental concepts of entrepreneurship, innovation, and the entrepreneurial process.
Develop an entrepreneurial mindset, thinking patterns, and the ability to identify market opportunities.
Apply innovation frameworks including design thinking, Lean Startup, and business model design.
Analyse technology entrepreneurship, digital business models, and the startup ecosystem.
Identify startup challenges, assess risks, and formulate appropriate mitigation strategies.
Develop a startup business plan, MVP concept, and investor pitch for a technology venture.
Understand intellectual property rights, business ethics, and sustainability in technology entrepreneurship.

3. Details of Content

Specific Objectives	Content
Unit I: Introduction to Entrepreneurship, Mindset, and Process (5 Hours)
Understand the meaning, importance, and types of entrepreneurship Describe the entrepreneurial mindset, traits, and thinking patterns Differentiate between entrepreneur and manager Explain entrepreneurial process and effectuation theory Identify myths and common mistakes in entrepreneurship	Meaning and importance of entrepreneurship Types of entrepreneurship and role in economy, technology, and society Entrepreneurial mindset and qualities Entrepreneurial thinking: managerial vs. strategic vs. effectual Entrepreneur vs. manager: key differences Entrepreneurial process and method Corporate entrepreneurship (Intrapreneurship) Common myths and mistakes in entrepreneurship
Unit II: Innovation and Innovation Management (7 Hours)
Understand the meaning and importance of innovation Differentiate between innovation and invention Identify principles, sources, and types of innovation Explain the innovation process and value chain Apply the 4Ps of innovation framework Analyse digital and disruptive innovations in IT context	Meaning and importance of innovation Innovation vs. invention: key distinctions Principles and sources of innovation (Drucker’s sources) Innovation process and the innovation value chain The 4Ps of innovation (Product, Process, Position, Paradigm) Types of innovation: incremental, radical, disruptive, architectural Innovation in software products and IT services
Unit III: Opportunity Identification and Idea Development (7 Hours)
Identify sources of startup ideas, especially IT-based opportunities Apply opportunity recognition techniques in technology contexts Use design thinking tools for ideation and problem framing Understand customer needs and problem identification methods Conduct basic market validation for startup ideas	Sources of startup ideas (IT-based: apps, SaaS, platforms, APIs) Opportunity recognition frameworks and techniques Design thinking: empathize, define, ideate, prototype, test Customer needs analysis and problem identification Idea screening and evaluation criteria Industry Need Analysis Market validation: surveys, interviews, landing pages Feasibility analysis: technical, market, financial
Unit IV: Startup Development and Lean Startup (8 Hours)
Distinguish startup characteristics from traditional businesses Develop a business model using Lean Canvas or BMC Design compelling value propositions and customer personas Apply the Lean Startup methodology: Build-Measure-Learn Identify problem-solution fit and product-market fit Define key startup milestones and growth targets	Startup vs. traditional business: key differences Business Model Canvas (BMC): nine building blocks Lean Canvas: adapted model for startups Value proposition design and customer persona development Lean Startup methodology Minimum Viable Product (MVP): concept and types Problem-solution fit and product-market fit Startup milestones and key metrics
Unit V: Technology Entrepreneurship and Digital Business (8 Hours)
Describe characteristics and models of IT startups Identify digital business models and revenue strategies Explain the platform economy and network effects Discuss the role of AI, cloud, and big data in startups Understand startup ecosystems and support structures	Technology entrepreneurship: characteristics and context IT startup types: SaaS, mobile apps, platforms, marketplaces Digital business models and revenue streams Cloud computing and Big Data as startup enablers Global IT startup trends and the Nepalese tech ecosystem
Unit VI: Startup Challenges, Risk, and Failure (7 Hours)
Identify major challenges faced by startups in early and growth stages Analyse common reasons for startup failure Apply risk identification and mitigation strategies Discuss scaling challenges and growth management	Common startup challenges: team, product, market, funding Growth and scaling challenges Reasons for startup failure: top causes and case studies Risk types: market risk, technology risk, execution risk Risk identification tools Risk mitigation and contingency planning Failure as a learning opportunity: fail-fast culture
Unit VII: Business Planning, Funding, and Legal Aspects (6 Hours)
Develop a structured business plan for a startup idea Understand various funding options and investor expectations Explain intellectual property rights relevant to tech startups Discuss ethics, sustainability, and social responsibility in entrepreneurship	Business plan structure and components MVP concept and go-to-market strategy Funding sources Pitch deck preparation and investor communication Intellectual Property Rights (IPR): patents, copyright, trademarks Ethics in technology entrepreneurship Sustainability and social entrepreneurship

Note: The figures in the parentheses indicate the approximate teaching hours for the respective units.

Practical Activities

S.N	Unit	Activities
1	Entrepreneurship & Innovation	Idea generation workshop: students brainstorm IT startup ideas using mind-mapping and SCAMPER techniques.
2	Innovation Management	Innovation case study analysis: examine a successful IT company (e.g., Khalti, F1Soft) and identify types of innovation applied.
3	Opportunity & Idea Development	Design thinking exercise: identify a real-world problem and develop a user persona, empathy map, and prototype sketch.
4	Startup Development	Business Model Canvas (BMC) or Lean Canvas development for a chosen IT startup idea; classroom peer review session.
5	Technology Entrepreneurship	Startup ecosystem mapping: research and present on local and global incubators, accelerators, and funding sources.
6	Startup Challenges & Risk	Risk analysis exercise: students identify potential risks for their startup idea using a risk matrix and propose mitigation strategies.
7	Business Planning & Funding	Startup pitch presentation: students present a 5-minute investor pitch covering problem, solution, BMC, MVP, and funding ask.

4. Methods of Instruction

Case studies, class discussions, readings, interactive lectures, entrepreneurship workshops, and short individual and group assignments. Students will be encouraged to develop a startup concept by integrating the above-mentioned units. Practical activities including idea generation workshops, BMC exercises, design thinking labs, risk analysis sessions, and investor pitch presentations will be carried out to enhance understanding. The total duration of practical activities is 14 hours.

5. Evaluation System and Students' Responsibilities

5.1 Evaluation System

The performance of a student in a course is evaluated based on internal evaluation and semester-end examination. Fifty percent weight is given to the internal evaluation and fifty percent weight to the semester-end examination conducted by the Office of the Controller of Examinations, Pokhara University.

5.1.1 Internal Evaluation

The internal evaluation is based on continuous evaluation process. The internal evaluation components and their respective weights may vary according to the nature and objectives of the course. An evaluation plan should be prepared by the faculty and should be shared with the students at the beginning of the course.

The internal evaluation components may consist of any combination of written test, quizzes and oral test, workshop, assignments, term paper, project work, case study analysis and discussion, open book test, class participation and any other test deemed to be suitable by the faculty.

5.1.2 Semester End Examinations

There will be a semester end examination at the end of the semester conducted by the Office of the Controller of Examinations, Pokhara University. It carries 50 percent weight of the total evaluation.

Internal Evaluation	Weight	Marks	External Evaluation	Marks
Theory		50	Semester End Examination	50
Attendance & Class Participation	10%	5
Assignments	20%	10
Presentations / Quizzes	10%	5
Internal Assessment	60%	30
Total Internal		50
Full Marks: 50 + 50 = 100

5.2 Students' Responsibilities

Each student must secure at least 45 percent marks in the internal evaluation with 80 percent attendance in the class to appear in the Semester End Examination. Failing to obtain such score will be given NOT QUALIFIED (NQ) and the student will not be eligible to appear in the Semester End Examination. Students are advised to attend all the classes and complete all the assignments within the specified time. If a student does not attend the class(es), it is his/her sole responsibility to cover the topic(s) taught during the period. If a student fails to attend a formal exam, quiz, test, etc., there is no provision for a re-exam.

6. Prescribed Books and References

Text Books

Ries, E. (2011). The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. Crown Business.
Blank, S., & Dorf, B. (2012). The Startup Owner's Manual: The Step-by-Step Guide for Building a Great Company. K&S Ranch.
Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation. Wiley.

References

Drucker, P. F. (1985). Innovation and Entrepreneurship: Practice and Principles. Harper & Row.
Blank, S. (2013). The Four Steps to the Epiphany: Successful Strategies for Products That Win. K&S Ranch.
Osterwalder, A., Pigneur, Y., Bernarda, G., & Smith, A. (2014). Value Proposition Design. Wiley.
Christensen, C. M. (1997). The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Harvard Business School Press.
Thiel, P., & Masters, B. (2014). Zero to One: Notes on Startups, or How to Build the Future. Crown Business.
Brown, T. (2009). Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation. HarperBusiness.
Maurya, A. (2012). Running Lean: Iterate from Plan A to a Plan That Works. O'Reilly Media.
Information Technology Association of Nepal (ITAN) and related Nepalese startup ecosystem resources.