AC 2010-44: 25 YEARS OF TECHNOLOGY ENTREPRENEURSHIPDavid Barbe, University of Maryland Dr. Barbe received B.S.E.E. and M.S.E.E. degrees in Electrical Engineering from West Virginia University in 1962 and 1964, respectively and the Ph.D. degree from The Johns Hopkins University in Electrical Engineering in 1969. After positions at Westinghouse and the Naval Research Laboratory, and the Office of the Secretary of the Navy, he joined the University of Maryland in 1985 as Executive Director of the Maryland Technology Enterprise Institute and Professor of Electrical and Computer Engineering. Dr. Barbe was awarded the rank of Fellow of the IEEE in 1978 for his pioneering work on charge coupled
enlightening and enjoyed theinteraction and exchange of ideas between the instructors and attendees. The engineers gainedbetter insight into the issues that need to be addressed in taking an idea from the laboratory to acommercial enterprise through examining case studies and group-interactive projects. Thebusiness instructors gained a greater appreciation for the fact that researchers from the businessschool think very differently from the Medical and Engineering Schools. A survey wasconducted to obtain feedback and a number of suggestions were made to strengthen the program, Page 15.336.4some of which will be implemented in future series. A
National Collegiate Inventors and Innovators Alliance (NCIIA). Dr. Green serves as the Editor for the ASEE Entrepreneurship Division and as an evaluator for annual conference submissions. Prior to Mtech, Dr. Green provided business development and product management to WaveCrest Laboratories (acquired by Magna International, NYSE: MGA), an innovative start-up in next-generation electric and hybrid-electric propulsion and drive systems. At Cyveillance (acquired by QinetiQ, LSE: QQ.L), Dr. Green served in operations, client service, and product development roles for this software start-up and world leader in cyber intelligence and intelligence-led security. He provided brand intelligence, fraud
effective and efficient part manufacturing methods and complete production systems for commercial and industrial products. The common theme for students is mastering process, production system and enterprise design procedures that are applicable to any product in any industry. Graduates have been successful in manufacturing enterprises that produce virtually every type of product -- literally, from spacecraft to foodstuffs. In addition to traditional courses, Dr. Wells leads innovation teams in two engineering venues: product realization and transforming laboratory research into commercial products. Dr. Wells’ active research lies in orthopedic implants, micro-assembly, micro-machining, circuit
forthese students will be a representative of Office of Technology Transfer, the inventor, and afaculty member (not the inventor) from one of the eight technology clusters.Alternatively, several companies have said they would like to have interns from the TEAMprogram working in their laboratories. If a student chooses this option, the research activity willbe identified in the fall of the first year. The student will take the business plan course in thespring and complete a business plan on the topic to be researched in the summer. In the summer,the students will intern at the company site for 10 to 12 weeks. They will then participate in thefall presentations. Students will be advised by a member of the faculty from the business schooland one
evaluation methods. Her research in this area has been funded by the NSF, Department of Education, Sloan Foundation, Engineering Information Foundation, and the NCIIA. She has served as an associate editor for the Journal of Engineering Education and is currently associate editor for the Applications in Engineering Education Journal. Additionally, she co-authored the book Total Quality Management, 3rd Edition (Prentice Hall). Prior to joining the faculty, Dr. Sacre worked as an industrial engineer with ALCOA and with the U.S. Army Human Engineering Laboratory. She received her B.S. in Engineering Management from the University of Missouri-Rolla, her M.S. in Industrial Engineering from Purdue
, since the first 39 formulas failed. They do not get discouraged, theyaccept criticism, have a can-do attitude, and are resilient.Innovators like to champion ideas. They take action, take risks, get beyond their comfort zone,“fail forward” to succeed. They keep competing with themselves, and do not feel that they areexperts. They improvise, create, make something from nothing, act it, draw it, and play it. Thefollowing slide is an example of a “product” developed by determined freedom seekers to escapefrom Cuba to the USA by sea using a 1951 Chevrolet. Page 15.662.7Contrary to popular belief in the “genius” alone in his laboratory, innovators do
-disciplinary teams; and(g) an ability to communicate effectively.Student communication performance in senior design is assessed by the professors. Designperformance is assessed by the professors as well as project sponsors (if there is an externalsponsor). Students do anonymous peer assessment of how they work on teams. Teaminvolvement is also assessed by the professors in charge of the course. Senior design is one oftwo courses that are used as the prime location in which to assess criteria (c) and (d). Criterion(g) is assessed through two courses, senior design and senior laboratory. We believe that bycomparing results over time we will likely see an improvement in these three areas. With onlyone data point (spring 2009 offering of senior design) we
thestudents take three intensive courses, usually consisting of four lectures plus problem sessions asappropriate. In some cases laboratory sessions replace lectures. The course was designed to fitinto one term.The course was designed to contain the following elements:“Toolbox”: To conduct meaningful discussions about the role of commercialization ininnovation and how to identify and pursue entrepreneurial opportunities with the students it isnecessary to introduce the basic functional elements of business fundamentals. We choose to doso by introducing a commercial “toolbox” early in the course that would enable the students toembrace the concepts presented in subsequent lectures. The elements of the “toolbox” were