Conference Session

Engineering Management Program Design

Collection

2009 Annual Conference & Exposition

Authors

Kathryn Abel, Stevens Institute of Technology

Tagged Divisions

Engineering Management

AC 2009-208: PREPARING AN ABET SELF-STUDY: CONTINUOUSIMPROVEMENT THE SECOND TIME AROUNDKathryn Abel, Stevens Institute of Technology Dr. Kate Abel serves as the as the Director of Undergraduate Academics and Engineering Management in the School of Systems and Enterprises at Stevens Institute of Technology. She holds a Ph.D. in Technology Management and Applied Psychology. She has been both the President of the Engineering Management Division of ASEE and the President of Epsilon Mu Eta, the Engineering Management Honor Society. She teaches courses in Total Quality Management, Engineering Economics, Entrepreneurial Analysis of Engineering Design, Statistics for Engineering Managers

Conference Session

Engineering Management Program Design

Collection

2009 Annual Conference & Exposition

Authors

Stephen Raper, Missouri University of Science and Technology; Susan Murray, Missouri University of Science and Technology; Christa Weisbrook, Missouri University of Science and Technology; William Daughton, University of Missouri

Tagged Divisions

Engineering Management

AC 2009-936: USING ABET ASSESSMENT REQUIREMENTS AS A CATALYSTFOR CHANGE: ENHANCING AND STREAMLINING THE ENGINEERINGMANAGEMENT UNDERGRADUATE PROGRAM AT MISSOURI S&TStephen Raper, Missouri University of Science and Technology Stephen A. Raper is an Associate Professor of Engineering Management and the Associate Chair of Undergraduates studies in the Engineering Management & Systems Engineering Department at the Missouri University of Science & Technology. He received the B.S., M.S., and Ph.D. in Engineering Management from the department and focuses most of his efforts on teaching, advising and administrative activities related to the undergraduate program, and is also an incoming

Conference Session

Frontiers in Engineering Management Education

Collection

2009 Annual Conference & Exposition

Authors

Howard Eisner, George Washington University

Tagged Divisions

Engineering Management

consisted of twelve courses: -- four core courses (to be taken in all Master’s degree tracks) Page 14.1117.3 -- five additional required courses for all students in the systems engineering major -- three electives (agreed upon at the beginning in the case of the cohorts)The systems engineering track has the greatest number of students at this time, anddemonstrates how it is possible and desirable to bring systems engineering together withengineering management.Doctoral Program The Department has offered a doctoral program for many years. This programcontinues, and students study in areas of focus, including: -- engineering and technology management

Conference Session

Frontiers in Engineering Management Education

Collection

2009 Annual Conference & Exposition

Authors

David Wyrick, Texas Tech; Adji Cisse, Texas Tech

Tagged Divisions

Engineering Management

well.As we advance further into the digital age, virtual engineering teams may become thenorm for engineering teams; a key imperative for modern business proceedings. As a Page 14.1348.2result, more research as to be undertaken in order to understand the dynamics of theseteams along with the other key characteristics.The aim of this paper is to present a thorough literature review of the research that hasbeen done in this area. Specifically we will look at the drivers of global design teams, theeffectiveness and challenges of global design teams, including communication,technology, and geographical, social and cultural complexities. The result of this

Conference Session

Engineering Management Program Design

Collection

2009 Annual Conference & Exposition

Authors

Ertunga Ozelkan, University of North Carolina, Charlotte; Agnes Galambosi, University of North Carolina, Charlotte

Tagged Divisions

Engineering Management

AC 2009-1143: BENCHMARKING DISTANCE EDUCATION IN ENGINEERINGMANAGEMENT PROGRAMSErtunga Ozelkan, University of North Carolina, Charlotte Ertunga C. Ozelkan, Ph.D., is an Assistant Professor of Systems Engineering and Engineering Management and the Associate Director of the Center for Lean Logistics and Engineered Systems (CLLES) at the University of North Carolina at Charlotte (UNC Charlotte). Before joining academia, Dr. Ozelkan worked for i2 Technologies, a leading supply chain software vendor in the capacity of a Customer Service and Curriculum Manager and a Consultant. He also worked as a project manager and a consultant for Tefen Consulting in the area of productivity improvement for

Conference Session

Engineering Management Program Design

Collection

2009 Annual Conference & Exposition

Authors

Natalie Cherbaka, North Carolina State University; Jerome Lavelle, North Carolina State University

Tagged Divisions

Engineering Management

on the design of a proposed program. From this we describe and evaluatepotential proposals for an EM program at NCSU.1. Engineering Management TodayDefining Engineering Management: Engineering Management as a discipline is not tightlydefined, as demonstrated by a relatively wide variance among academic EM programs. Thediscipline is often grouped with Industrial Engineering, Systems Engineering, or Management ofTechnology. Although very few EM definitions exist, current discipline trends are representedby the following:  Engineering Management is the art and science of planning, organizing, allocating resources, and directing and controlling activities which have a technological component.2  Engineering Management is

Conference Session

Frontiers in Engineering Management Education

Collection

2009 Annual Conference & Exposition

Authors

Ertunga Ozelkan, University of North Carolina, Charlotte; Agnes Galambosi, University of North Carolina, Charlotte

Tagged Divisions

Engineering Management

AC 2009-1142: ASSESSING ENGINEERING MANAGEMENT STUDENTS’PERCEPTION OF ON-LINE LEARNINGErtunga Ozelkan, University of North Carolina, Charlotte Ertunga C. Ozelkan, Ph.D., is an Assistant Professor of Systems Engineering and Engineering Management and the Associate Director of the Center for Lean Logistics and Engineered Systems (CLLES) at the University of North Carolina at Charlotte (UNC Charlotte). Before joining academia, Dr. Ozelkan worked for i2 Technologies, a leading supply chain software vendor in the capacity of a Customer Service and Curriculum Manager and a Consultant. He also worked as a project manager and a consultant for Tefen Consulting in the area of productivity improvement

Conference Session

Frontiers in Engineering Management Education

Collection

2009 Annual Conference & Exposition

Authors

Lenisha Gandhi, IBM

Tagged Divisions

Engineering Management

AC 2009-694: BREAKING THE ICE: CUTTING THROUGH GEOGRAPHIC,CULTURAL, AND TIME-ZONE BARRIERS TO EFFECTIVELY LEAD IN AGLOBAL ENVIRONMENTLenisha Gandhi, IBM Page 14.287.1© American Society for Engineering Education, 2009 Breaking-the-Ice: Cutting through geographic, cultural, & time zone barriers to effectively lead in a global environmentAbstractGlobal integration is now a reality in every industry. But what exactly is global integration? Oneof the most common thoughts about it is that global integration is synonymous to outsourcing.But it is much more than outsourcing. It describes a new model of business where the focus hasshifted from local economy to global

Conference Session

Contemporary Practices in Engineering Management Programs

Collection

2009 Annual Conference & Exposition

Authors

Gene Dixon, East Carolina University

Tagged Divisions

Engineering Management

language andconcepts. The case study would thereby provide a more direct development of a broad range ofunderstanding leading to critical EM related skill development. For the EM student, those skills shouldbe developed in areas of particular interest for the aspiring engineering manager, i.e., the bridgingbetween technology and the technology worker with the management and finance components ofcompetitive business operations. With the growth of EM and a recognition of the need to graduateengineers possessing the harder (not softer) skills associated with managing and developing humancapital, the challenge to develop students having real skills continues to grow. Case studies can provide apedagogical process for developing these hard skills in

Conference Session

Contemporary Practices in Engineering Management Programs

Collection

2009 Annual Conference & Exposition

Authors

Ivan Lidon, University of Zaragoza; RUBEN REBOLLAR, University of Zaragoza; Palle Qvist, Aalborg University; Juan Luis Cano, University of Zaragoza

Tagged Divisions

Engineering Management

development.Palle Qvist, Aalborg University He is associate professor and lecturer in Technology, Humans and Society and in Cooperation, Learning and Project Planning. His interest fields are ICT and faculty development, organized learning, digitalised learning, PBL and the history of the problem. He is staff member at the UNESCO Chair in Problem Based Learning in Engineering Education.Juan Luis Cano, University of Zaragoza MSc and Doctor from the Engineering Faculty of Madrid Polytechnic University. He has held different positions at private companies (Mech. Engineer, consultant, project manager) until 1982 when he took up the chair of Project Engineering of University of Zaragoza. Since 1993 he