(with one being an adjunct instructor when possible) and the director ofcounseling. Other possible members include the learning center director, tutoring center director,curriculum developer, articulation officer, recruitment director, outreach coordinator, publicinformation officer, an equity/women's center coordinator, a school-to-career director, a researchand planning officer, and other key stakeholders.The leadership team model ensures that the entire college will work together to make surewomen are recruited and retained in STEM programs, and that the STEM program will not beexpected to take on functions outside of its normal duties. For example, in many of the collegesthe public information officer has assisted with distributing a press
AC 2010-2283: DEVELOPING NETWORK INFRASTRUCTURE FORCLASSROOM TECHNOLOGIESJoseph Tront, Virginia TechDavid Bailey, Virginia Polytechnic and State UniversityThomas Walker, Virginia TechSteven Lee, Virginia Tech Page 15.387.1© American Society for Engineering Education, 2010 DEVELOPING NETWORK INFRASTRUCTURE FOR CLASSROOM TECHNOLOGIESAbstractIn order for classroom technologies to be useful in engineering education, appropriateinfrastructures must be planned, implemented and tested so that they are sufficiently robust toserve the needs of the target usage. Usage will vary depending on size of the class, complexityof the teaching technology being used, and
goals of normalized sustainability.Introduction:The broad popular concept of sustainability has grown from its roots in the United Nations’“Brundtland Commission” on sustainable development over two decades ago, which providedthe classical definition of “meet[ing] the needs of the present without compromising the abilityof future generations to meet their own needs.”1 Subsequent formulations of sustainability indifferent contexts have diverged from the initial Brundtland wording, but the basic themes ofintergenerational equity and long-term planning, often cast in terms of renewability, havegenerally remained as core concepts. The introduction of the “triple bottom line” of social, andenvironmental, and economic considerations2, and the related
Higher Education, IslamicRepublic of Afghanistan, and is funded through a grant from the World Bank. At the outset, itwas decided to provide technical assistance to six Afghan universities for the development oftheir strategic plans. Following the World Bank procedures, Request for Expression of Interest(REOIs) were published for academic partnerships in key areas identified for partnership by theAfghan universities: Engineering, English as a Second Language, Computer Science,Economics/Management and Natural Sciences.A block grant of $500,000 was disbursed to each university (based on block grant criteria) tokick off disbursements and maintain momentum. Initially, there was no response on REOIs andthe project was unable to move because the
theimplementation sequence involved is not trivial, the technology has become a necessary tosuccessfully manage the implementation of MEAs in the course. The resulting system hasbecome a kluge of bloated inflexible code that now requires a part time graduate student tomanage the deployment of 2-4 MEAs per semester. New functions are desired but are either notcompatible or are too cumbersome to implement under the existing architecture. Based on this, anew system is currently being developed to allow for greater flexibility, easier expandability, andexpanded functionality. The largest feature-set being developed for the new system are theadministrative tools to ease the deployment process. Other features being planned are the abilityto have students upload
level.Summary of Degree Plan Common CourseworkBoth MS and ME degree plans have the following common requirements: 1. Engineering Mechanics – 9 semester credit hours ≠ CVEN 633 Advanced Mechanics of Materials ≠ CVEN 657 Dynamic Loads and Structural Behavior ≠ A course in Finite Element Analysis (specific course varies for each degree) 2. Structural Element Behavior and Design – 6 semester credit hours Students must take at least two of the following courses: ≠ CVEN 671 Behavior and Design of Prestressed Concrete Structures ≠ CVEN 659 Behavior and Design of Steel Structures ≠ CVEN 621 Advanced Reinforced Concrete Design ≠ CVEN 670 Behavior and Design of Composite StructuresThe MS degree further requires one math course and two
) and ECUK(United Kingdom) were represented at the workshop. The perspectives of engineering deans and chairs were also presented and ANFEI(Mexico), ASIBEI(Iberoamerica), ACOFI(Columbia), and CONFINI(Perú- Industrial Engineers) were represented at the workshop. The workshop included four round tables to develop an action plan for Latin America and the Caribbean. There were over 40 participants at the workshop representing 13 countries. The cost of the workshop was $5000. Part of the workshop was funded by the University of Turabo and funding for travel for the OAS speaker was provided by OAS- EftA. Outcomes
might be to replace a statement like “capture cue ball” with “capture theclosest ball.” By simplifying their original script, participants typically earned a sub-optimalscore. A better solution is to reorganize the script so that the maximum number of points, basedon remaining balls, can be earned.Strategy games such as Robo-Billiards can help to engage students in activities that are fun andsupport STEM concepts. As observed in the student behaviors, the most successful results occurwhen a clear and defined plan (algorithm) is used to form the necessary script. Even in the faceof a fault, it is the ability to adapt to the new circumstances that allowed further success. Therobot’s design likewise impacts the potential STEM learning
to an organization. In the finalmarketing class period we focused on globalization to help students understand that what worksin one market does not necessarily work in another market, and there are other issues that need tobe addressed, as well.The initial outline in the Accounting and Finance area was aggressive. In addition to teachingstudents about income statements, balance sheets, and cash flow statements, along with theinterconnections, we planned to include both horizontal and vertical analysis and budgeting.Managing cash flow and various methods of financing and the time value of money were part ofthe outline, as well.How It Played OutClearly what one plans is not always how things play out. This section of the paper will reviewwhat
Montréal’s First Strategic Plan for Sustainable Development.Erik Bélanger, École Polytechnique de Montréal Erik Bélanger has worked on the development of the course Sustainable Development Capstone Project. Since then, he has contributed to the evolution and the teaching of the course. He obtained his engineering bachelor’s degree in mechanical engineering from University of Sherbrooke in 1999. After graduating he worked in industry as a design engineer before completing a Master’s of Applied Science Montreal at Ecole Polytechnique de Montreal. Since 2004 he has worked at Ecole Polytechnique as research assistant for sustainable development projects and as a lecturer
education internationally in the UAE, Qatar, Saudi Arabia, Australia, Hungary, China, Japan, and South Africa. In addition to his academic appointments, Dr. Blank worked in industry for Southwestern Bell Telephone, GTE Data Services, and San Antonio Public Service. Lee has authored nine engineering textbooks for McGraw-Hill on the subjects of engineering economy and engineering statistics. His current book is the 7th edition of Engineering Economy (in preparation for 2011 release). His primary areas of interest are engineering economics, international higher education, and strategic planning
, onestudent conducted the lesson while the rest of the team members sat with small groups of students tointeract informally and assist with the lesson activities. Materials developed for activities include anonline repository, lesson plans, supply lists, activity descriptions, and other supporting documents [2, 3]. In this paper, we present lessons developed by three Mechanical Engineering majors in the areas ofpipe design layout, computer vision systems, and plastic production, based on the students’ professionalexperiences. The students acquired the necessary background for their lessons while participating in theUniversity of Cincinnati’s co-operative education (co-op) program. In addition, two of the studentsattended the 2009 ACM SIGCSE
operatingmode in recent years for the product development industries with the aim of optimizing designcycles, improving quality and reducing design and production time in bringing new products intothe global market3.The process of integration of economies and societies as well as the rapid advances intechnology are constantly changing the world’s business environment. Outsourcing, in-sourcingand off-shoring design and manufacturing operations are very common practices nowadays formany industries, making the international collaboration not only a common but also a necessaryactivity4. This global collaborative approach requires permanent communication among themembers of the product development team for project planning and execution, and for
carryout the new concentration requirements at the AAS and BS degree levels. The best plan forintroducing concepts of alternative and renewable energy will be injecting information into theexisting courses. For example, new concepts will be introduced in Information SystemsTechnology by adding courses on computer networking and programming for power gridmanagement and Optical Systems Technology will develop courses on photovoltaic and solarenergy and establish a laboratory with a solar panel array. A capstone course in alternative andrenewable energy would incorporate the following: guest lecturers from industry; field trips toinvestigate operating solar, nuclear, wind and conventional power sources; laboratory instructionat ASU’s Photovoltaic
planned projectsthrough the spring semester of 2010. The success of the program will be decided by evaluationof the student talks by the Power Company contacts, and by student comments on the value tothem of their participation in the program.Initial ContactIn April, 2008, late in the spring semester, a representative of the local electrical powercompany, CenterPoint Energy, contacted the College of Technology at the University ofHouston, to inquire whether the faculty of the College had an interest in mentoringundergraduate students who would participate in projects concerning plug-in hybrid electricvehicles (PHEVs). The local electrical power company, CenterPoint Energy, had developed aninterest in PHEVs, and wished to convert a hybrid SUV into
. Table 1 Robotics Course Content Week Topics covered 1 Sub-systems and components of a robot Mechanical, electrical, process, control, sensor and planning sub-systems; robot arms; robotic actuators; transmission elements. Spatial Descriptions and Transformations Position, Orientation and frames; Mappings; Transform operator. 2 Spatial Desc. and Trans. (cont’d) Rotation operators; Transform equations; Absolute and Relative transformations. 3 Spatial Desc. and Trans. (cont’d
-term goals of organizational strategic plans: This study found that employees who have higher MIL levels (meaning they feel more energy, strength, joy, and power from their working and nonworking lives and environments) might be more open and ready for changes the organization may require of them. Furthermore, employees who feel good and are not burdened down by various concerns at work (job in general, job demands, relationship with boss, workplace social support, job knowledge and skills, and commitment to the organization) and possibly concerns outside of work (family, balancing work and family, physical and mental health) appear to be ready to make necessary individual and organizational
attractiveness to female students as a way ofincreasing the overall number of women in the engineering pipeline.Outside of summer camps in computing and computer science very few reports have been madeon single-discipline and single-sex summer camps in engineering8, 9. As a result, the purpose ofthis paper is three-fold: 1) to provide an overview of the development of a single-discipline,single-sex pre-engineering camp; 2) to discuss a formative evaluation plan for assessing the pre-engineering camp; and 3) to reveal anecdotal lessons learned to assist future camp directors. Inthe next sections, this paper uses CheME & YOU @ OSU as an exemplar single-discipline,single-sex pre-college engineering outreach program designed to attract young women
has confidence in his orher ability to engage in occupational and educational decision making 17. Career decision self-efficacy, which was originally defined by Taylor and Betz 18, is measured in terms of self-appraisal, occupational information, goal selection, planning, and problem-solving 19. Qualityexploration of career development is the basis for career decision self-efficacy 16. Research hasused the Social Cognitive Career Theory (SCCT)20 and outcome expectations to predictbehavioral influences in careers. Ojeda et al. 21 reported that high levels of confidence are relatedto positive career behaviors and outcomes. Thus, there is no debate that behavior stronglyinfluences career decision self-efficacy. The interest comes when one
students. Page 15.416.4 Term 09-2 Course Feedback CE460, Construction Management, Spring 2009 C&ME Questions C1. Instructor served as a prof essional role model. C2. Instructor demonstrated depth of knowledge. C3. Instructor demonstrated enthusiasm. C4. Instructor had a plan f or every lesson. C5. Instructor helped me understand importance.... C6. Instructor used learning objectives
project serves as the second of two interdisciplinary engineering designexperiences during the freshman year. It introduces aspects of computer, electrical, andmechanical engineering, including the following five primary knowledge areas: (i) machiningand fabrication; (ii) electronic circuit prototyping and programming; (iii) sensor and actuatorapplications; (iv) mechanical design; (v) project planning; and (vi) presentation skills.A project demonstration at the end of the semester determines the relative effectiveness of eachmachine based upon a number of quantitative factors, including the total time required tocomplete the overall process, the volume of water in each bottle, the number of bottlessuccessfully capped, the amount of water spilled
strategies andcurriculum, learning outcomes, and within the context of professional development programs.Some of the key factors identified for effective professional development include1-8:≠ Engaging teachers in practicing concrete tasks related to teaching, assessment, and observation of learning.≠ Drawing upon teachers' questions, inquiry, and experiences.≠ Including time for collaboration, sharing and exchange of ideas and practices.≠ Building on teachers' current work with students, as well as new ideas.≠ Providing modeling, coaching and problem-solving around specific areas of practice.The planning of professional development programs that effectively employ these factors andlead to desired teaching practices is not a simple
and build their the HSTEAP planning team for proper Savonius Wind Turbine. documentation techniques. Page 15.66.7• Case Study Scenario – Savonius Wind Turbine – The history of the wind turbine, and the advantage of wind as a power source was discussed to introduce electrical engineering and power. The use of wind as a power source lead into a discussion of natural resource depletion and innovate ways to generate different power sources. The teachers built a wind turbine to demonstrate and learn about power, alternative fuel sources, rotors and torque. During the activity, the teachers had to develop a scenario
crucial for them to quicklydevelop their scholarship foci, and research plans to allow them to achieve tenure.A successful tenure program requires a balance of teaching, scholarship, and service; however,developing a robust research and scholarship agenda while trying to maintain the excellence inteaching and a broad service agenda is a challenge. In addition, teaching-oriented colleges oftenlack research laboratories, have a very limited number of graduate students, and offer little or nostartup funds to new faculty. Because of economic constraints, both administrators and facultyare being asked to do more with less support [6]. Simply put, the “action figure” portrait oftoday’s engineering/engineering technology professor[7], who has to do it
implemented as a result of the project.In addition, details of the assessment plan, including MET program assessment goals, as well asthe research and technical faculty assessment goals will be presented. Finally, the format for thistype of internship or undergraduate research activity will be formalized and plans for expandingthis activity campus wide will be presented.IntroductionTraditional internship programs have long been an integral part of college engineering andengineering technology programs. These “traditional” internships involve students workingdirectly with industry engineers, performing actual day-to-day “engineering” tasks in anindustrial setting. These experiences provide students an opportunity to learn and develop skillsin a
. With more than 13 years professorial experience, he has taught a large variety of courses including statics, dynamics, mechanics of materials, graphic communications, engineering economy, and construction planning, scheduling, estimating, and management. Page 15.761.1© American Society for Engineering Education, 2010 Integrating Cultural Development into a Multi-Disciplinary Seminar Course: Broadening the Student Horizon to Better Function and Appreciate Global, Contemporary IssuesIntroductionThis paper describes practical techniques currently employed to effectively integrate ABETaccreditation
What is the potential for the project to be interesting and/or fun?Among the identified literature there was little common overlap. In fact, it could be argued thatthe summarized list of criteria contains several considerations that are contradictory. At leastone resource 4 identified during our study did recognize the potential contradiction andemphasized the delicate balance between a well-defined scope, including required deliverables,and allowing students some latitude to choose research methods and potential plans of action. Inthe text “Motivating Project Based Learning”, Blumenfeld, et al. 4 state that students often do nothave sufficient knowledge and insight to fully develop a scope and advance a list of requirementsfor the project
on research topic with input from advisors12) Technical meetings and presentations (Hernandez) a. DUE: Biographical sketch13) Proposition outline (Minerick) a. DUE: 2 page outline14) Style in writing proposals (Minerick) a. DUE: Motivation, Hypothesis (mark originality), and Literature (presuppositions) (> 4 pages)15) Intellectual Property (C. Rivenburgh)16) Experiment / simulation: Methods planning (Minerick prepare notes, Hernandez give lecture) a. DUE: Methods section matching revised proposal objectives (> 4 pages), Facilities17) Ph.D. / M.S. jobs in industry / National Labs - writing proposals in this atmosphere (Hernandez)18) Mentoring & educational efforts to compliment
students for the work ahead of them (Cox, Grasha and Richlin, 1997). This indeedhelps in raising expectations from the students. Whether it be performance arts like theatre andmusic, or be it a laboratory setting like physics or biology, student performance can beeffectively accentuated by adopting creative instructional lesson plans (Baxter-Magolda, 1992).Furthermore, many of our educational institutions have tried to move away from emphasizing theestablishment of a strong knowledge base (Young and Young, 1999). In other words, one cansay that declarative learning should only be a part of the learning process. It is important torecognize the fact that the discovery approach is gaining prominence day by day.Instructional Modules
some competencies an organization needs but does not have, it musteither develop a cost effective plan to obtain them”.5 This re-tooling is across the spectrum ofskills which creates a challenge for the IT professional in what skills to focus in on and to whatdegree to enhance them.The definitions of these new skills and knowledge are nebulous at best. These skills have been Page 15.976.2recognized as issues even in the board room “what's going wrong is that CIOs still lack businesscredibility and understanding”.6 The perceptions of these required skills vary from the user andthe IT professional. Gallivan, Truex, and Kvasny (2004) reported