Conference Session

Program Delivery Methods and Real World Concepts

Collection

2006 Annual Conference & Exposition

Authors

Keith Plemmons

Tagged Divisions

Engineering Management

2006-1667: THE PROSPECT OF PROJECT MANAGEMENT INSTRUCTION INUNDERGRADUATE ENGINEERING EDUCATIONJames Plemmons, The Citadel Dr. Plemmons is an Assistant Professor in the Department of Civil & Environmental Engineering at The Citadel in Charleston, SC. He obtained a B.S. in Civil Engineering from the Citadel in 1980, M.S. from Clemson University in 1991, and earned his Ph.D. in Civil Engineering from Clemson University in 1995 with a focus in Construction Management. He is a registered Professional Engineer with over 20 years of experience in the public and private sectors. His experience includes major design and construction projects in Japan and the United States. Dr. Plemmons is

Conference Session

Program Delivery Methods and Real World Concepts

Collection

2006 Annual Conference & Exposition

Authors

Leroy Cox, University of Missouri-Rolla; Susan Murray, University of Missouri-Rolla; David Spurlock, University of Missouri-Rolla (ENG)

Tagged Divisions

Engineering Management

video technology has become a widely used medium for education. A prominentimplementation of this technology, interactive distance learning, involves groups of students atlocal and remote sites connected by audio and video teleconferencing. This approach has madethe task of delivering vital undergraduate and graduate engineering courses to distributedaudiences much easier.As this approach has permeated more curricula, distance education instructors have increasinglyassigned projects that require distance learners to work together as an element of the final coursegrade. This trend presents an interesting opportunity for researchers to understand the nature ofinteractions among course participants involved in project teams.This paper presents the

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Donald Merino, Stevens Institute of Technology

Tagged Divisions

Engineering Management

Accounting; Financial Accounting; CostAccounting; Eng. Accounting; Financial Management; Managerial FinanceB. EconomicsTypical Course Names: Eng. Economics; Macro or Micro or Managerial Economics4. Project Related CoursesA. Project ManagementTypical Course Name: Project ManagementB. CapstoneTypical Course Names: Capstone; Special Projects Page 11.102.3Major Functional Definitions; Sub Fields; Typical Course Names – cont.5. Functional CoursesA. Functional Technical ManagementTypical Course Names: Operations Management; Quality Management;Engineering Management; R&D Management; Marketing ManagementB. Functional Business ManagementTypical Course Names: Marketing

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Donald Merino, Stevens Institute of Technology

Tagged Divisions

Engineering Management

17 %4. Project Related Courses 11% 11% 12% 14% 17% 0% 0-14 14 10% Yes A. Project Management %4. Project Related Courses 11% 11% 4% 4% 0% 17% 0-17 5% 7% Yes B. Capstone5. Functional Courses 11% 11% 24% 28% 0% 17% 0-22 15 16% Yes A. Functional Technical. %Totals % 100 100 100 100 100 100 10 100 0Note: Totals may not agree with individual

Conference Session

Program Delivery Methods and Real World Concepts

Collection

2006 Annual Conference & Exposition

Authors

Rosida Coowar, University of Central Florida; Sandra Furterer, University of Central Florida; Temitayo Akinrefon, University of Central Florida; Ala` Battikhi, University of Central Florida; Ana Ferreras, University of Central Florida; Kelvin Gibson, University of Central Florida; Ramamoorthy Lakkoju, University of Central Florida; Katherine Meza, University of Central Florida

Tagged Divisions

Engineering Management

variation, and eliminate waste. It hasbeen used successfully in the automotive, chemical, healthcare, high-tech, financial and retailindustries. The Industrial Engineering and Management Systems Department at the University ofCentral Florida has incorporated service experiential learning opportunities into the curriculumwithin a Total Quality Improvement course. This course teaches the Six Sigma body ofknowledge together with Lean Principles and provides hands-on Six Sigma project experience.This paper describes how a team of faculty and students used the Lean Six Sigma Technology todocument and improve the pre-application process used by the College of Engineering andComputer Science at the University of Central Florida.1. IntroductionIn the Fall

Conference Session

Program Delivery Methods and Real World Concepts

Collection

2006 Annual Conference & Exposition

Authors

Raghvinder Sangwan, Pennsylvania State University; Kathryn Jablokow, Pennsylvania State University-Great Valley; Matt Bass, Siemens Corporate Research; Dan Paulish, Siemens Corporate Research

Tagged Divisions

Engineering Management

he was involved in a distributed development project with over a thousand developers in six countries across three continents. Dr. Sangwan holds a Ph.D. in Computer and Information Sciences from Temple University.Kathryn Jablokow, Pennsylvania State University-Great Valley Dr. Kathryn W. Jablokow is an Associate Professor of Mechanical Engineering at the Great Valley School of Graduate Professional Studies, Pennsylvania State University. A graduate of The Ohio State University (Ph.D., Electrical Engineering, 1989), Dr. Jablokow’s teaching and research interests include robotics, control systems, and problem solving in science and engineering. She is the author (under the name K. W. Lilly

Conference Session

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

William Peterson, Old Dominion University; Morgan Henrie, University of Alaska Anchorage; Shannon Bowling, Old Dominion University

Tagged Divisions

Engineering Management

Management School, a MS Project Management from The George Washington University as well as a BSEE and BA Technology Management. Currenlty Morgan teachs Operation Management at the University of Alaska Anchorage.Shannon Bowling, Old Dominion University Shannon Bowling is an Assistant Professor in the Department of Engineering Management and Systems Engineering at the Old Dominion University. He received his Ph.D. in Industrial Engineering from Clemson University, SC in August 2003. He received his M.S. in Engineering Technology with an emphasis in Quality Management (2000) from East Tennessee State University, TN and his B.Sc. in Electrical Engineering Technology (1998) from Bluefield State

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Ron Foster, University of Arkansas; Ken Vickers, University of Arkansas

Tagged Divisions

Engineering Management

Independently set hours at home and ad-hoc work groups campus to meet personal needs (and office hours).Compensation Rewards group performance, then Rewards individual accomplishments,system individual contribution not departmental successProblem solving Collaboration is necessary for success Collaborations are theme based and is strongly coordinated across groups voluntary coordination of individual research projects

Conference Session

Examining the Synergy between Eng'g Mgmt & Sys Eng

Collection

2006 Annual Conference & Exposition

Authors

Wade Shaw, Florida Tech; Muzaffar Shaikh, Florida Tech; Carmo D'Cruz, Florida Tech

Tagged Divisions

Engineering Management

Engineering Systems at Florida Tech have greatly enriched thestudents’ educational experience, broadened their perspectives, served as community outreachforums and integrated experiential learning with academic programs. Students work in E-teamsand write NCIIA proposals to commercialize innovative product or university/research labdeveloped technology.This paper describes a unique course series in Systems Engineering (SE) Entrepreneurship.Innovation in product/service design and commercialization that enables entrepreneurship can besuccessfully leveraged by applying SE principles/ techniques which parallel entrepreneurshipsteps such as Customer Requirements Engineering and opportunity recognition; Project/QualityEngineering, Decision/Risk Analysis

Conference Session

Examining the Synergy between Eng'g Mgmt & Sys Eng

Collection

2006 Annual Conference & Exposition

Authors

Timothy Trainor, U.S. Military Academy; Heidi Hoyle, U.S. Military Academy

Tagged Divisions

Engineering Management

practice.These outcomes provide the focus for the EM curriculum. The EM program model (Figure 1) offers a mix of engineering management, systemsengineering, an engineering discipline of cadet choice, finance and organizational managementcourses. Methods courses provide the EM major the basic tools and techniques for thediscipline. Cadets choose a specific engineering discipline (civil, mechanical, electrical,environmental or nuclear engineering) in which to develop a foundation in engineeringprinciples. Project courses build on some of the methods courses and provide cadets specificapplications useful for engineering managers. The organization, finance and management topicsgive cadets the multi-disciplinary exposure an engineering manager needs

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Gordon Geiger, University of Arizona

Tagged Divisions

Engineering Management

their career, tosenior management at later career stages. For instance, in 1985 a major study wasundertaken by the National Research Council (1) which found that 44.6% of thosesurveyed, who described themselves as engineers, said that their primary activities weremanagement (28%) or production (16.6%). In 1995, a similar survey by NSF(2) found that only 38% of those in the U.S. workforcewith a B.S. in engineering actually work as engineers. An additional 48% say that theirwork is related to engineering, but that they are managers, patent attorneys, CEO’s,financial analysts, and entrepreneurs. In 1998, NSF published the results of its Engineering Workforce Project,(3) an ongoingeffort. It showed that in 1993 32% of respondents said their

Conference Session

Examining the Synergy between Eng'g Mgmt & Sys Eng

Collection

2006 Annual Conference & Exposition

Authors

Jonathan Weaver, University of Detroit Mercy; Michael Vinarcik, University of Detroit Mercy

Tagged Divisions

Engineering Management

2006-2089: COMBINING SYSTEMS ARCHITECTURE AND SYSTEMSENGINEERING IN AN ENGINEERING MANAGEMENT PROGRAMJonathan Weaver, University of Detroit Mercy JONATHAN M. WEAVER, PH.D. is an Associate professor of Mechanical Engineering at the University of Detroit Mercy (UDM). He received his BSME from Virginia Tech in 1986, his MSME and PhD in ME from RPI in 1990 and 1993, respectively. He has several years of industry experience and regularly consults with an automaker on projects related to CAD, DOE, and product development. He can be reached at weaverjm@udmercy.edu.Michael Vinarcik, University of Detroit Mercy MICHAEL J. VINARCIK, P.E. is an Interior Trim Engineer with Ford Motor Company and an

Conference Session

EM in a Global Environment

Collection

2006 Annual Conference & Exposition

Authors

William Loendorf, Eastern Washington University

Tagged Divisions

Engineering Management

are typically the sources of errorsand delays.The methods for reducing cycle time have many similarities relating to speed and organization.Allen1 (2003) utilizes goal setting, documentation, along with accountability to save time.Chang3 (2005) also uses goals while expanding the solution to systems and habits of organizationto increase the efficiency of the team and individual. Betz2 (2003) stresses the managementaspect of the entire process for organization and cooperation. The goal is to make tasks moreefficient and eliminate wasted time and effort. Collectively they are all techniques utilized in oneway or another for project management. Viewing reduced cycle time as a project makes sense.After all, the objective requires the coordination

Conference Session

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

Cassandra Elrod, University of Missouri-Rolla; William Daughton, University of Missouri-Rolla (ENG)

Tagged Divisions

Engineering Management

teams captured those demands into their manufacturing design in the simulation.The team that obtains the highest profit level after two simulated years of decisionmaking wins the simulation. Finally, the simulation is brought to a close by a discussionof how an EMSE degree is valuable to students to educate them in the areas ofengineering and business that the students just encountered. Page 11.831.3During the course of the students’ visit, they are also asked to compete in a simulationdesigned to illustrate decision-making regarding manufacturing, management, logistics,project management, marketing and scheduling. The students were split into teams

Conference Session

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

Robert Parden, Santa Clara University

Tagged Divisions

Engineering Management

coalition isanother attitude choice.COACTION CoalitionsNo one person has the time or ability to solve complex problems in isolation. So they joincoalitions that can help leverage their own capabilities. COACTION, or facilitated, collaborativeaction, problem solving, and learning, is a process for conducting the affairs of a coalition orteam. It is also a fine way to hold meetings. This is an extension of Action Learning developedby Reg Revans.TEAM LEADERSHIPCOACTIONBecoming a Project Manager, is a career goal for many technical professionals. We believe thatprojects are best managed with a sustained, problem-solving dialog. We call this COACTION:Collaborative Action Learning. We have modified Reginald Revan’s Action Learning to add afacilitator

Conference Session

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

Erin Brown, Valparaiso University; Doug Tougaw, Valparaiso University

Tagged Divisions

Engineering Management

principles of engineering management to an undergraduate research program—student performance in the research project saw gains, and students also developed importantskills in project management and scheduling.14Although the benefits of engineering management education are significant, there are alsoseveral hurdles that minimize or prevent its inclusion in typical undergraduate engineeringprograms. The primary hurdle is the large amount of technical and non-technical material that Page 11.520.2already must be fit into a four-year engineering degree.15 As the non-technical expectations onengineering graduates continue to increase, the faculty and

Conference Session

EM in a Global Environment

Collection

2006 Annual Conference & Exposition

Authors

Michael Bramhall, Sheffield Hallam University; Steve Lawson, Leeds Metropolitan University; Ian Robinson, Sheffield Hallam University

Tagged Divisions

Engineering Management

within SARTOR was implemented by an Institution, theInstitution of Mechanical Engineers (IMechE) required accredited courses to incorporate: ‘...business and management covering the organisation of industry, project management,finance and human behaviour; health and safety and environmental issues’.In addition: ‘...courses in business and management are essential components that should equip thegraduate to progress towards a position of responsibility. The objective is to develop thestudent’s awareness of the organisation of industry, finance, human behaviour and theengineer’s responsibility for health, safety and environmental issues’ 9.The impact of the influence of governmental bodies on the curriculum outlined above isdrawn from the

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Yesim Sireli, University of North Carolina-Charlotte; S. Gary Teng, University of North Carolina-Charlotte; Ertunga Ozelkan, University of North Carolina-Charlotte

Tagged Divisions

Engineering Management

1). A: Availability of Research/Teaching Assistant (RA/TA) funding B: Application-oriented class content C: Up-to-date and real issues discussed in class D: Providing opportunities for students to involve in actual industrial practice E: Teaching systems thinking in class (business / management focus as well as engineering) F: Cooperative learning and teamwork in class G: Project-based learning H: Mailing EMGT posters to domestic and international academic institutions I: Funding for domestic and international conference/seminar/meeting attendance for the faculty J: Faculty’s efforts to produce journal articles K: Reduced teaching-load for the first

Conference Session

Examining the Synergy between Eng'g Mgmt & Sys Eng

Collection

2006 Annual Conference & Exposition

Authors

Jonathan Weaver, University of Detroit Mercy; Michael Vinarcik, University of Detroit Mercy

Tagged Divisions

Engineering Management

2006-2085: A CASE-BASED APPROACH TO SYSTEMS ARCHITECTURE ANDENGINEERING EDUCATIONJonathan Weaver, University of Detroit Mercy JONATHAN M. WEAVER, PH.D. is an Associate professor of Mechanical Engineering at the University of Detroit Mercy (UDM). He received his BSME from Virginia Tech in 1986, his MSME and PhD in ME from RPI in 1990 and 1993, respectively. He has several years of industry experience and regularly consults with an automaker on projects related to CAD, DOE, and product development. He can be reached at weaverjm@udmercy.edu.Michael Vinarcik, University of Detroit Mercy MICHAEL J. VINARCIK, P.E. is an Interior Trim Engineer with Ford Motor Company and an adjunct faculty

Conference Session

EM in a Global Environment

Collection

2006 Annual Conference & Exposition

Authors

Ertunga Ozelkan, University of North Carolina-Charlotte; Divakar Rajamani, University of Texas-Dallas

Tagged Divisions

Engineering Management

, which require tightcommunication and collaboration between multiple enterprises. Effective frameworks donot only enable communication and collaboration, but also can help supply chain partnersto identify and eliminate non-value adding supply chain activities as part of a leanstrategy, to check if the supply chain strategy is aligned with the company’s overallstrategy, to benchmark against competition, and to select the right informationtechnology infrastructure during the supply chain reengineering projects by focusing onthe right processes. The proposed framework can enable the students, the future supplychain practitioners, to communicate and collaborate more effectively, which in turnshould increase their company’s and the overall supply

Conference Session

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

Carmen Zafft, University of Nebraska-Lincoln; Stephanie Adams, University of Nebraska-Lincoln

Tagged Divisions

Engineering Management

structure and flow of work and information, project planning, tools and resources, resource allocation, balance the social and technical aspects of the group, feedback provider, track and analyze process variation, and compliance with work standards Summary As indicated by the literature there is a need to apply a theoretical framework toleadership in SMTs. The investigation of the literature highlighted the emphasis on thedevelopment and skills of the external leader of a team. The nature of SMTs, however, calls for aframework that describes the type of leadership qualities needed in a team that is not led by oneindividual. This article will relate the leadership profiles of the CVF

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Jerry Westbrook, University of Alabama-Huntsville

Tagged Divisions

Engineering Management

discipline and to develop standards thatmember schools could use to guide academic program development and content. Once standards(shown in Exhibit 1) were developed, ASEM decided to develop a certification effort to identifythose programs that met the standards. The certification process was developed to be similar toan ABET model, including a self-study and a site visit by an assessment team.The plan for certifying master’s programs was presented at the 2002 ASEM National Conferencein Tampa, FL. The ASEM Board of Directors studied the plan for one year. In October of 2003,at its National Conference in St. Louis, MO, ASEM authorized a pilot project to use theproposed certification standards on some of the better-known EM programs in the country

Conference Session

EM in a Global Environment

Collection

2006 Annual Conference & Exposition

Authors

Halvard Nystrom, University of Missouri-Rolla

Tagged Divisions

Engineering Management

, and peer review and final selection are based solely on your application and accompanying materials. • Do your homework. A thoroughly researched, well-planned application for a carefully chosen award (the best match of applicant to award) will have a considerable advantage over its competitors. • Realize that collaborative projects between a U.S. and an overseas scholar are more compelling to reviewers • Have a clear strategy. Make sure all parts of your application work to form an integrated whole. • Your application should o Highlight the aspects about you and your career that will give reviewers a focused yet well-rounded view of your candidacy o Convince