work commitments offering little time to pause and consider how activities todaymay connect with their future plans and how, or if, those future plans align with their purpose inlife. The book offers recommendations and tools for women to make small and large shifts inorder to pursue their broader goals.The book club consisted of four sessions that were 1.5 hours and typically met every other week.All 13 participants received a copy of the book. There was no course credit given forparticipation. Prior to sessions, students read a few chapters to prepare for the discussion.The topics covered over the four sessions aligned with the concepts introduced in the PlayingBig text (12 chapters): • Introduction • The Inner Critic • The Voice of
-building, for example, community designers(especially youth) are rarely in the lead. Often, the sense of urgency in a disaster recoverysituation creates a “help the helpless” mindset among aid agencies, and also creates a timeausterity that conflicts with listening, building local consensus, and modifying recovery plans [1][2] [3]. Few funding channels are open to community teams to design and implement their ownsolutions. It is difficult for community designers to access scholarly research and technicalengineering, and difficult for sophisticated engineers to embrace simple, inexpensive solutions.To put this in perspective, we understand development approaches in general, and disaster reliefapproaches in particular, to fall under one of four
leading network technology providers and driving marketing efforts for op- tical, access and data products developed by Fujitsu. Rodney was Chairman of the T1X1 Technical Sub-Committee (the organization responsible for SONET standardization) from 1990 through 1994. He has been active in SONET’s National and International Standardization since 1985. In addition, Rodney has published numerous papers and presentations on SONET. Rodney began his career with Fujitsu Network Communications in 1989 as the Director of Strategic Plan- ning. He also held the positions of Director of Transport Product Planning, Vice President of Business Management, Senior Vice President of Sales Management, Senior Vice President of Manufacturing
execute stress relief through a weighted, scented blanket. He also served as a METAS (Mentoring, Educating, and Transforming to Achieve Success) mentor for incoming and transfer LatinX students, is a flute player in the UConn Concert Band, the Treasurer of the University’s Engineering World Health Chapter, and a KUBE (Kids and UConn Bridg- ing Education) Leader in which he designs and executes lesson plans for middle schoolers interested in STEM. Justyn hopes to get involved with the groundbreaking research in genetics, pharmaceuticals, or the aerospace industry as he prepares to graduate from UConn and begin to work on his Master’s degree.Mr. Thomas James Pauly, University of Connecticut Thomas Pauly is a senior
’ mentalhealth as they tried to focus amid distracting environments. With a lack of preparedness for the pivot and the complex effects it had on course delivery,critical student comments on negative experiences were expected. Furthermore, certain studentpreferences may have arisen as they adjusted to unfamiliar and/or ill-planned learningenvironments [5]. Documented impacts on students observed both by the authors and in publishedpapers to date have included [6-9]: • Academic stress factors such as reduced face-to-face social interactions • Limited networking presence with college personnel (faculty, staff) as well as peers • Longer response time for communication via e-mail or other online platforms • Extra assignments to make
/construct things, but that they rarely mentioned that the products of engineeringare all around or impacts our everyday lives. [12] Even less common were details about howengineers work collaboratively or that they have to be creative in their work. In their quantitativesurvey, Cunningham et al. reported that teachers were more likely to believe engineers constructbuildings themselves and drive machinery, rather than planning and supervising these tasks. [1]Given this lack of awareness of the field, it is no wonder that many students have inaccurateperceptions of the potential to meet altruistic values in engineering because they do notappreciate the breadth of its impact or the importance of engineering in our everyday lives.Other researchers have
limited time. During normal circumstances,remote instruction can be beneficial as it provides students and instructors with the flexibility toteach and learn from anywhere. However, the nature of the transition during the COVID-19pandemic cannot be compared to traditional models of online learning. These models involveprior planning and preparation to deliver course content tailored to the online setting. Thedevelopment time for a fully online university course can range between six to nine months priorto its delivery. Moreover, it can take two or three iterations of an online course for faculty to feelcomfortable with teaching it. During the COVID-19 pandemic, instructors did not have the timeto carefully design and transition face-to-face
work is part of a larger study exploring the experiences of rural engineering students. Inaddition to investigating the motivations behind rural students’ decisions to pursue engineering,the study explored the formation of engineering identity and barriers rural students face whileentering an engineering community of practice [20]. A sample of the questions developed tospecifically probe the research question of this paper is as follows: • Why did you choose to attend college? • Why did you choose this university? • Why did you choose an engineering major? • What motivates you? • After graduation, do you plan to return to your rural community? Why or why not?Data AnalysisInterviews were recorded and transcribed by a
itemdevelopment and implementation were generated (see Table 2) that were incorporated asmeasures to facilitate student access to the assessment instrument and mitigate perceivedchallenges in the method employed.Table 2: Guidelines and implementation plans based on TDT feedback Guideline Description Implementation Plan Assessment implementation Assessment would be offered Maximize student access to protocols would promote in a variety of media, assessment materials multiple methods of student including as a pen-and-paper participation test and as digital items
completed, the project completion parameters (e.g., schedule/time, cost, financialaspects) are tracked during the execution phase. Any deviation from the plan is being correctedduring execution. This may be too late to make corrections or changes to meet the initial plannedcompletion resulting in time delays and cost overruns. PMBOK Process Group Monitor Initiation Planning Execution and Closing Control 1 Integration X X X X
thehigher education. A digital twin is a digital model, simulation and representation of a physicalobject. The application of this technology expands from built environment disciplines such asconstruction, and planning, to manufacturing and health care. The underlying concept of digitaltwin as a “dynamic software model of a physical thing or system” creates under‐exploredopportunities in various disciplines. The research team tested a model of digital twin bycombining RFID and BIM technologies in order to integrate different type of real‐time data,from environmental data to student movement, to create a useful tool for data driven decisionmaking across campus units. This paper also discusses the benefits of students involvement inthe process of
more difficultto determine how direct to be when assigning tasks: “with some people, I'm like, ‘Hey, you have to do this’ and like I feel comfortable saying that but like, when it's like people you don't know sometimes it like, I feel like it hinders your efficiency because you're like, ‘well, I don't want to seem like I'm being too pushy about it.’”Pam found that her lack of connection with her teammates made her uncomfortable delegatingroles, and she stated that this discomfort could have hindered their project.Many of the participants noted that knowing their teammates would have been or was beneficialin delegating tasks. The planning behind task delegation using knowledge of their teammates hadan impact on the
the recruitment for the second GAIN (virtual) pilot attemptare discussed in later sections of this paper.Program structureThe GAIN peer-mentoring program was planned to primarily consist of flexible interactionsbetween mentors and mentees. As participants were matched into mentoring pairs, there wasplanned to be a brief training session focused on how to connect with each other and to promotea worthwhile professional relationship. In addition to the one-on-one mentoring meet-ups, theprogram was planned to include GAIN-wide events, with VIP faculty or industry guests. At theseevents, all mentors and all mentees would be encouraged to network together and to work insmall teams to perform structured hands-on design and problem-solving activities
Paper ID #34436Mapping the Future: Geomatics as an Essential Element of the NextGeneration of Civil Engineering CurriculumMr. Max Teddy, Clemson University Max Teddy completed both his undergraduate and graduate degrees with Clemson University’s Glenn Department of Civil Engineering. His studies were centered around transportation design, planning, and operations. He now works as a Civil Analyst for Kimley-Horn in West Palm Beach, Florida as part of the Roadway Design team.Dr. Wayne Sarasua, Clemson University Professor of Civil Engineering and co-Principal Investigator of Clemson’s NSF RED grant. Educational research
, because such teaching brought them into closer proximity with students andsuch experiences brought out students’ passion [19]. We argue that the 2020 pandemic, whichbrought about an abrupt shift to teaching online, provided a fair test of faculty beliefs andrevealed a great deal about their values related to student learning. With little time to plan,faculty might have “relapsed” into well-known ways of teaching, suggesting the change wasincomplete or superficial.In this paper, we present evidence of successful and sustained faculty change during thistransitional period based on our previous work. We were particularly interested in investigatingwhether shifts in faculty instructional practices were sustained during the COVID-19 pandemic.This
closer as possible to the industry practice. The planned activities consist inrealizing a perceived structure of laboratory and the e-Learning support platform, based oncommon e-Learning practices of design and implementation. The laboratory experiments andmini-projects are designed: 1) to reinforce course lectures; 2) to emphasize the importance ofcorroborating the experimentation results; 3) to expose the students to renewable energysystems, characteristics, principles, and experimental methods. In the next paper section adiscussion of the course pedagogical approach, content, topics, goals and objectives is presented.Our university is located in Baton Rouge, Louisiana, a region with good marine and solar energypotentials, as well as medium
transitioned tohybrid in-person / remote learning approaches to prevent further outbreaks on campuses. WhileCOVID-19 has been devastating, we propose that the pandemic also presents anunprecedented opportunity to reflect, reassess, and ‘bounce forward’ to become more efficient,effective, and resilient. The National Academy of Sciences’ definition of resilience has spurred atheory of resilience that centers on four successive stages surrounding a disruptive event, suchas COVID-19: (1) plan and prepare, (2) absorb, (3) recover, and (4) adapt. In this paper wepropose a framework that environmental programs can employ to ‘adapt’ (stage 4) and ‘bounceforward’ to a more resilient modus operandi long-term. The framework first identifies eachactivity a
of a course.Specifically Scrum specifies that in each iteration of work, a sprint, should include planning, dailystand-ups, reviews, and retrospectives. It also specifies how to keep the requirements backlogorganized along with roles to manage the process.Figure 1: Summary of the EM modules (purple) discussed in this paper, in the context of the coursetimeline.The modules developed had several learning objectives focused on the entrepreneurialmindset: • Students will identify and describe links between course knowledge and real world systems. [connections] • Students will improve their ability to self-reflect and evaluate preconceived ideas, thoughts, and accepted solutions to recognize opportunities. [curiosity
between faculty and change agents brought in to facilitate departmentimprovement were met with resistance. This was evident in the first summer of the grant, and isdocumented in an early focus group report: Faculty had the sense there was a plan developed by the RED team to move forward, and that faculty who were not PIs or co-PIs did not have access to the details of that plan. Some co-PIs of the RED grant clarified during the focus groups that the plan is emergent, and that the goals were to develop a plan together. *Some faculty perceived an assumption by the external consultant that the department was in need of a drastic change in culture/climate. *Some faculty perceived a lack
roles at least once. We usedGoogle Drive folders to organize the drafts, feedback, and response templates for each student’sdraft, which also permitted students to complete these reviews outside of class time. Studentswere assigned to complete their team reviews over the course of a one weekend, and at thebeginning of class the following week, the compiled SDR response was provided to each teammember.Student’s were asked to reflect upon the compiled SDR feedback. As part of the reflection,students were instructed to create a short, informal revision plan for their specification report.The revision plan was a brief bulleted list that ensured students read and understood the feedbackprovided to them, but also provided a way for students to turn
generally useful strategies for an engineering educator toimplement when planning their diversity and inclusion lesson for their respective course. Thesestrategies help ensure that that each student feels their opinion is heard and respected. 1. Provide literature regarding the case as a reading assignment several days ahead of any in-class activity. This allows students an opportunity to read the case over at their own pace, take notes, and collect their own personal thoughts. It also allows more time during the formal lecture session for discussion or collaboration with their peers. 2. Many engineering students may not belong to a racial minority; they may feel they do not possess any relevant knowledge to contribute. It
results with those previously reported in the literature [1] that was also studied forfreshmen's SLP activities in traditional circumstances but based on physical in-lab activities. SRLis regarded as a complex repository of knowledge and skills for planning, implementing, Table 3. Questionnaire on Student Learning Outcomes Question Q1-a: The Service-Learning Project activities in FYSE provided me with an opportunity to improve my ability to apply knowledge of mathematics, science, and engineering. Q1-b: Participating in the Service-Learning Project activities in FYSE, I have improved my ability to apply knowledge of mathematics, science, and engineering. Q2-a: The
virtual experience. The in-person program also had an independent researchcomponent (3 days out of every week), which would be difficult to replicate virtually. Instead wechose to bring in Center faculty to talk about their research and share expertise with the studentsvirtually. Due to this shift away from the research lab, the virtual experience was condensed into2 weeks, instead of the traditional 5 weeks.Using the Moodle learning management system, the team began transitioning the in-personinstruction, engineering projects, lab interactions, faculty support, and WDC, online. TheMoodle class environment structure was based on the 5E lesson planning format. Each day’slesson contained an engagement, exploration, explanation, elaboration and
in the development of online programs for academic credit and workforce development. Prior to coming to Texas A&M, Randy worked at Stephen F. Austin State University for twenty-five years in a variety of roles including technology specialist for the Center for Professional Development and Technology, tenured faculty member in the College of Education, director of instructional technology and distance education, director of the university’s Quality Enhancement Plan, and director of the Center for Teaching and Learning. Randy holds a B.B.A. in Information Systems and Quantitative Studies from Abilene Christian University, an M.Ed. in Secondary Education from Stephen F. Austin State University, an M.S. in
engineering design process on it from technical design, mockups, testing, 2 refinement to improvement. Students develop mockup designs based on an engineering problem. Students design an experimental plan for the engineering design problem (e.g., building a floating assembly with a portable charger). Then they conducted experiments, collect and analyze data that is compared to the theoretical design. Thereafter they make conclusions and observations on the outcomes based on engineering and math concepts (e.g., Buoyancy and stability). They finally use conclusions to draw improvements to the components, system, and processes
of a new cross-functional team and the point at which it begins toconsistently deliver value-added results; while this cycle had been observed to take 9-12 monthsat this company, the goal range was 3-6 months. In the summer of 2019, company managementagreed to allow two employees to attend “Train-the-Trainer” sessions designed to prepare newfacilitators of the CyberAmbassadors program, with the goal of adapting this material to conducttrainings in the company’s workplace.After completing the initial training, the two employees shared with company leaders a writtenplan explaining the content of the CyberAmbassadors program, the specific need for improvedteamwork observed at the company, and the plan for training employees. This plan also
; display the contents of the various labs thathave been developed to date and the required lab supplies needed to perform the lab activitiesincluding using dedicated servers to act as the “cloud”; preview the contents of the various on-lineworkshops; indicate how the curriculum materials may be used by other technology areas; and wewill outline our plans for the completion of the grant deliverables with plans for face-to-faceworkshops during the summer of 2022.References: 1. https://www.nist.gov/el/cyber-physical-systems 2. Who is going to teach the skills needed by the IoT Field Technician?, by Gary J. Mullett, Proceedings of the 2019 American Society of Engineering Educators Annual Conference and Exposition, Saint Louis, MO 3
important logistics for operating a mobile studiobased curriculum; Section V presents lessons learned through the planning process; the paperconcludes in Section VI.II Literature ReviewOur literature review focuses on strategies and best practices for implementing the use of portableinstrumentation (“Mobile Studio”) in an electrical engineering curriculum, and metrics formeasuring the impact of implementing that concept on student learning. In the category ofstrategies, we found that Mobile Studio has the potential to include diverse groups intoengineering programs. In [2], the implementation of Mobile Studio concepts were intended toempower female students. In [3], the focus is on African-American students. The authors in [4]examine the impact of
identify the problem followed by therequirements analysis (Figure 3). Projects are divided into components. Students use their skillslearned from Engineering Design Graphics to create detail drawings for analysis. Team leads arechosen for each of the various components so that students have the opportunity to improveleadership skills and teamwork skills. During mentor meetings, the students report back onprogress made and challenges encountered for the various components, then the team reevaluatesthe plan and timeline. (a) (b)Figure 3: (a) Students discuss the design through the requirement analysis for a model rocketproject. (b) Another group of students readying their rocket for launch
becomes the only synchronously available instructionalcoach for small groups. Prior work [25]–[27] indicates that TAs can serve as effective co-instructors, particularly in facilitating team-based activities; however, TAs do require oversightand coaching in order to be effective in their role. In a large-enrollment course setting, the sheernumber of TAs required to support course activities necessitates robust professional developmentand a clear plan for TA management by course instructor(s) [29], [30].In this paper, we present strategies for offering large-enrollment FYE courses in an entirelyonline setting; and we critically examine the effectiveness of this approach by comparing studentoutcomes between FTF and online course formats. Our