services. CATI and its relationship to regional economic development are describedin more detail elsewhere3.Industry and Academic PartnershipsCATI has partnered with Carthage College’s ScienceWorks Entrepreneurial Studies in NaturalScience Program so as to develop and share resources for entrepreneurship education and todevelop new products, services, and companies. This collaboration has generated effectiveprojects for over twenty senior business plan students, supported in-class exercises that haveresulted in market analyses for new products, and provided the grist for the launch of severalnew companies, contributing to the regional economy. A major advantage of this approach is thatsmaller academic institutions, without engineering programs, an
Operating Officer of Deka Medical, Inc. Nelson was selected as Director of the Engineering Entrepreneurship program through professional association with Dr. Wayne Bennett, Dean of the College of Engineering. The program is funded through an endowment given by MSU Alumnus and Entrepreneur Jack Hatcher of Pinehurst, NC. The Entrepreneurship Program is designed for engineering students who plan to pursue a career combining technical and business skills. It features a Certificate Program that includes completion of 15 hours of selected business and engineering classes, the Engineering Seminar Series, and completion of a Team Project with commercial aspects
Page 14.1054.2with the client, finalizing the design, testing and implantation of the heir projects and reportingthe results.Course AssessmentThe school of engineering has implemented a formal course assessment plan for every course inthe curriculum, every semester. Although overall the students were meeting the learningobjectives of the two courses, course assessment as well as student feedback indicated a need torevise the course offering structure and sequence. Three issues were apparent after the initialcourse assessment data was collected, and reaffirmed with student evaluations: first, the coursesequencing was not appropriate second, the project needed to be expanded beyond a single clientand third, the courses needed to be offered in
sequence of two courses during the following academic year. The Silicon Valley programincludes living in the homes of entrepreneurs and interviews with financers, founders andCEO’s. During the academic year, students participate in a course taught jointly by the Collegesof Business and Engineering and work on interdisciplinary teams to prepare both prototypes andbusiness plans for their own entrepreneurial ideas. At end of the year each team competes in theWSU Business Plan Competition. The other parts of the program are an annual entrepreneurshipworkshop for graduate students and an elective course entitled, “Technology Ventures.”IntroductionIn December of 2003 with funding from Mr. Harold Frank, a 1948 Electrical Engineeringalumnus and founder
Automation. His research interests include manufacturing systems modeling, simulation and optimization, intelligent scheduling and planning, artificial intelligence, predictive maintenance, e-manufacturing, and lean manufacturing. He is member of IIE, INFORMS, SME and IEEE. Page 14.1228.1© American Society for Engineering Education, 2009 The Innovation Chase and Quest - A Case in Experiential Learning in Entrepreneurial CompetitionsAbstractThis paper describes experiences in participating in the competitions of the ChicagoEntrepreneurial Quest and Milwaukee Innovation Chase. Both
also the Director of University Entrepreneurial Initiatives. Page 14.1219.1© American Society for Engineering Education, 2009 The I5 Program: the Challenges of Implementing a Project-Based Summer Study Abroad Program that Integrates Technology and Entrepreneurship in ChinaAbstractLeveraging the seemingly conflicted constraints of inflexible degree plans, high-hourdegree requirements, and the increasing costs of higher education in the United States,the I5 program (Immersion Into International Interdisciplinary Innovation) has built asummer program in China adeptly able to provide to undergraduate engineering
“regular” option must complete132 credits to obtain their Bachelor’s of Applied Science in Engineering.A recent innovation in this option is the creation of the ADM3313 course. The course teaches,among other things, how to create a start-up company, technology assessment, the businessplanning process and how to create a business plan. Local entrepreneurs and professionals bringtheir experiences directly to the classroom. Page 14.580.4The Faculty of Engineering collaborates with the Telfer School of Management to maintain theoption and to make sure that it continues to meet the students’ needs. If the Faculty ofEngineering wishes to change the content
haveselected lessons specifically intended to embolden entrepreneurial attitudes of individuals withinlarger organizations.Rather than dedicating entire lectures or weeks to the topic of entrepreneurship, we havedeveloped a plan to include various entrepreneurial topics throughout the entire semester. It isour intention to weave these lessons and activities into the microcontroller topic at hand. Thisshould reinforce the applicability of the entrepreneurial lessons without distracting the studentsfrom the technical material at hand. For this purpose, we use a supplementary textbook, The Artof the Start: The Time-Tested, Battle-Hardened Guide for Anyone Starting Anything13. The veryname of the book speaks to the heart of what we expect to accomplish in
provides access to vitalresources for building quality entrepreneurship education programs that engage engineering andtechnical students including grants, faculty fellowships, capacity building workshops,networking opportunities, and resources. In addition, KEEN has provided financial anddevelopmental resources to grantee institutions for the development of entrepreneurshipcurricula, modules, and extracurricular activities like business plan competitions, speaker series,student entrepreneurship clubs, and seminars. At LTU, the grants provide the funding tointegrate the existing entrepreneurial programs into a new innovative interdisciplinary programfocused on developing the “entrepreneurial mindset” on campus. The skills associated with
numerous aspects of the business (product development, marketing strategies,advertising and promotion, sales and research and development) and in competing againstother student teams. Cadotte3, the creator of The Web Marketplace, stated thattechnology-based business simulations offer students the opportunity to practiceimportant business skills including: a) Strategic Planning and Thinking. b) Strategy Management c) Leadership, Teamwork and Interpersonal skills d) Budgeting and Cash-Flow Management e) Understanding and Delivery of Customer ValueOur decision to use The Web Marketplace as part of our course was three-fold. First,Innovative Learning Solutions, Inc., provides training in the use of the software in aclassroom setting at
to promote cross-disciplinary education for engineering, business, and intellectualproperty/law oriented students by holding an early-stage technology commercializationcompetition with cash prizes to develop the winning product ideas.2. Key Elements of the ModuleThe module, entitled “Synthesizing core concepts for technology entrepreneurship”, is composedof lectures intended to provide an overview of the product development lifecycle, includingcustomer need identification, concept generation, concept development, scope expansion, andbusiness plan.2.1. Need IdentificationTo help students conceive innovative product opportunities in the need identification process, weused the concept of suboptimal equilibrium9. The term suboptimal equilibrium
fairly common practice in the US, thisarticle describes the business structure and educational framework that allows for this technologyto be developed rapidly, built professionally and brought to the client in a fairly short time. Thisprovides the students with a very rich experience on many levels including interfacing with thedisabled community, understanding government regulations and guidelines (i.e. FDA, CPSC)and creating a design that is well documented and easy to manufacture. The authors will use arecent venture as a case study and will share initial feedback from all constituents (client,students, faculty and volunteers) as well as initial assessment of the educational experience. Adiscussion of future plans is also
in Technology Entrepreneurship that is jointly delivered by the Edward E. WhitacreJr. College of Engineering and the Rawls College of Business Administration. We believe that aGraduate Certificate in Technology Entrepreneurship is the logic next level needed to promoteentrepreneurial spirit. We analyzed all graduate courses offered from the colleges ofArchitecture, Arts and Sciences, Engineering, Agricultural Sciences and Natural Resources, andBusiness and designed a 12 credit-hour graduate certificate. These courses provide tools,objectives, case studies, strategies, and business plan developments, so every willing student canapply them to develop new opportunities at any entrepreneurial level. This study introduces across-campus
application, consulting, facilitation and training of such methodologies and business practices as TRIZ, Competitive Opportunity Management, Strategic Planning, Competitive Intelligence, Product / Process Development and Optimization, Business Process Innovation, Design for Manufacture and Assembly, Quality Function Deployment, Technology Research and Organizational Engineering.Donald Reimer, Lawrence Technological University Donald M. Reimer is currently a fulltime senior lecturer and Associate Director of The Lear Entrepreneurial Program in College of Engineering at Lawrence Tech. Mr. Reimer holds a Bachelor of Science degree in Industrial Management from Lawrence Technological University and
stay away from a market that has big players≠ Focus on meeting customers’ needs≠ Understand the customer’s needs (use all communication channels one can access)≠ Bring together skills, make a plan, and work out a plan Page 14.452.6≠ Forming a founding team can necessitate being entrepreneurial≠ Angel financingA review of the interview findings revealed that all the a priori learning objectives weredemonstrated in the case.Step 5. Prepared first draft of case study and instructor’s notes, including a rubric to assessstudents’ responsesFirst draft of the Serus Case was prepared along with the instructor’s notes. The instructor’snotes highlighted
, design, construction and installation of a battery charging station. However therewas a failure to leave behind a completed business structure that resulted in a lack ofaccountability to ensure the business and operational objectives of the project were continued.This resulted in a nearly complete “business” failure, in part because the technology was notreally what they wanted, and that resulted in a lack of societal uptake and therefore a lack ofsocietal acceptance of the battery charging station. Their strong preference was to be able to useappliances that required more power and higher voltages than was practical with a batterycharging system. Also during this trip, we did not have the vision or plans to try and spread thetechnology around
situations. October 9-10, 2008. ≠ Marketing in Technology-Driven Industries. Getting your product out to your customers and effectively communicating its benefits is only part of the challenge of marketing. Choosing the right group of customers to approach first, ensuring those customers will be delighted with your offering and formulating a plan of attack for follow-on waves of customer acceptance are key to the long-term success of your venture. You’ll leave this module with a step-by-step approach for each of those phases as well as a strong “elevator pitch.” You will also gain a deeper understanding of why branding matters in the high-tech arena. October 31, 2008. ≠ Innovative Product Design &
of students studying both engineering and business, and to direct those skillsto product development. The intent was not merely to allow students to receive twograduate degrees in a compressed time frame, but to tightly integrate the two degrees sothat multidisciplinary student teams would be able to develop an industrial product all theway from concept to market. The students obtained a Master of Business Administration[MBA] degree and a Master of Science [MS] degree in an engineering discipline in 23months. The students worked in teams and were expected to have developed a concept, abusiness plan, a marketing plan and a prototype for a marketable product by completionof the program.Development of two new graduate courses: ≠ Product
their own personality traits, become more motivated to develop a career plan, understandhow to best present themselves, and gain additional experience in making professional presentations withfeedback from fellow students.8. “Meetings Modules”: These modules will provide the participating students with the opportunityto participate in the College of Engineering and Computer Science student professional societies and beacquainted with University administrators as well as representatives from business and industry.Professional speakers will be invited to discuss trends in technologies, professional opportunities, and theworkplace. In addition, student participation will be facilitated through a variety of panel discussionswith representatives of
creative enterprise such as assembling creative teams, generating ideas, alignment ofteams, customers, suppliers etc as well as planning, design, risk management, production anddeployment. In this specific course, the design and construction of a robot based on the LegoMindstorm system provides the hands-on exercises.The uniqueness of this effort can be found in the authors’ background with 35 years ofexperience in creative industrial enterprises such as NASA projects and experiences fromdeveloping courses in managing creativity for NASA’s Jet Propulsion Lab, JPL. A particular Page 14.512.7focus in this paper is the notion of collective
Research or Project Story: WhatMatters for You and Makes Sense to Industry.” (Note: Analysis is in on-going compilation anditeration III is in process, “Telling Design Stories: Do We Design to Create Stories or Do We CreateStories to Design?”)Planning Phase IA three month exploratory phase examined the significance of story for the purpose of considering aseminar as a collaborative group experiment. A discussion of whether or not to move in the directionof hypothesis driven research resulted in three hypotheses from the three co-authors. Work andrework attempted to synthesize the three hypotheses to one hypothesis. Two similar conceptsemerged: balanced connections, and a transfer of energy.Planning for the next phase of the preliminary
, technology management and entrepreneurship. The coursesare open to all enrolled upperclassmen which resulted in a multi-disciplinary student body. Thecurriculum and extra-curricular activities approach innovation and commercial feasibility usingreal-world data, supported by lecturers and mentors from the field. The faculty is primarily madeup of adjunct professors and lecturers who have extensive business and venture experience. Amix of pedagogy is employed, including didactic instruction, guest speakers, entrepreneurshipworkshops, business plan competition, and internship in start-ups and technology enterprises. Page 14.581.2 To assess an
.255 .529 .323 .157 .176 Reduce risk/uncertainty 3 .217 .186 .207 .487 .304 Perform strategic planning 3 .025 .388 .503 .224 .164 Manage time by setting goals 3 .150 .059 .807 .021 -.004 Est/achieve goals & obj 3 .227 .045 .800 .107 .257 Define org roles/resp/policy 3 .173 .072 .736 .131 .186 Take calculated risks 4 .265 .122 .268 .183 .639