towards the learning objectives of the laboratoryrather than on “how to do the laboratory.”This paper presents the overall integrative approach of advancement, development andimplementation of our state-of-the-art offline and online learning environment to supportand enhance students’ learning and training as they use simulated systems to design andconduct virtual and real-time machining experiments and calibration of precision machinetools.In the sections to follow, we present a comprehensive assessment and evaluation plan and itsoutcomes, guided by five foundational evaluation questions, designed to focus data collectionand analysis on a) the project’s stated objectives and outcomes, b) broader issues such asdissemination of project information
complex cognitive skills. This is particularly true since knowledge is operationaland working within a social and attitudinal environment. The development of students’ criticalthinking ability, however, depends on willingness and an awareness of own thinking (self-reflection), as well as foundation skills as explained earlier10. The following illustration describesa project-based critical thinking activity implemented in CE 4883 Engineered EnvironmentalSystems, a senior design elective course and the student experiences and opinions from theevaluation survey (Fig. 2). SWPPP Exercise Your consulting firm has been asked to generate a construction storm water pollution prevention plan (SWPPP) for the proposed civil and
and laboratory materialdevelopment, 3) Establishment of an open development community environment. This paperprovides an overview of the MISL partnership, the educational and research activities that havebeen successfully conducted to date, the lessons learned, and the move forward plans for thespace qualified rack-and-stack hardware development platform. IntroductionThe rapid product development demands on hardware prototyping tools continue to increase.These tools need to accommodate a diverse selection of embedded intelligence, sensors,actuators, communications and data storage technologies to create fully functional prototypesquickly and with higher levels of integration. In addition, the turn
materials producers. Because these materials find themselves as partof a product they are dependent on product cycles and market conditions of a downstreamcompany. While students learn that the basics of product planning and the innovation cycle thatestablishes incumbent and emerging companies in the marketplace, the intent is to have studentunderstand that these downstream market influences greatly influence the upstream materialsupply and value chains of a materials producer.Factors and Policies Influencing Materials InnovationMaterials do not move easily from invention to the marketplace and thus can take severaldecades.1 Furthermore, once in use, a technological innovation is subject to diffusion pressuresas copies or similar competing products
Paper ID #12328The Impact of International Research Experiences on Undergraduate Learn-ingDr. Cheryl Matherly, The University of Tulsa Dr. Cheryl Matherly is Vice Provost for Global Education at The University of Tulsa, where she has responsibility for the strategic leadership of the university’s plan for comprehensive internationalization. Dr. Matherly’ co-directs the NanoJapan program, funded by the National Science Foundation in order to expand international research opportunities for students in STEM fields. She is the recipient of two Fulbright grants for international education administrators (Germany and Japan
the constructionindustry for that task. They were also provided with ‘none of these’ and ‘don’t know’ optionsfor each task. The list of tasks they were to respond to included: Plan Reading Estimating Planning & Scheduling Contract Management Budget Management, Cost Control, Accounting Internal Communications (within company) External Communications (outside of company) Safety Equipment Management (small tools, like a hammer) Equipment Management (large equipment, like a bulldozer) Surveying & Project Layout Materials Selection & Construction Procedures Management of Changes 3D ModelingIn most instances, there was very little difference in the responses to the
adding four additional key safety management techniques,management commitment, staffing for safety, worker involvement, and subcontract management[3]. Nelson (2005) asserts that safety training can occur only when management and employeesare taught how certain tasks must be accomplished in order to prevent injury, including specifictraining on how to develop an adequate work-execution and pre-task safety plan [18].Typically, construction companies faced several challenges associated with safety training thatthey need to be overcome. For instance, the extent to which workers' learning experiences areaffected in safety training sessions and the extent to which workers learn safe practices intraining sessions is among these challenges [6]. In
assistant professor in the Department of Civil Engineering at the Univer- sity of Idaho, where he is focusing on traffic operations and safety, transportation security, and engineering education. Prior to his current position, Kevin was a traffic engineer with the King County Department of Transportation where he managed the Traffic Management Center and supervised the implementation of neighborhood transportation plans, livable communities, and pedestrian and school safety programs. Kevin is the current Chair of the ITE Transportation Education Council, Chair of the TRB School Trans- portation Subcommittee, member of the TRB Safety Management Committee, and Past President for the Washington State Section of ITE. He is
26.1327.1 c American Society for Engineering Education, 2015 Reinforcing Communication Skills through Participation in a Team-based Weekly Innovation ChallengeIntroduction The Weekly Innovation Challenge (WIC) is an opportunity for students, staff andfaculty to engage in competition while honing their ability to think, act and pitch new ideas.WIC leaders plan and run the competition to help participants learn important lessons in teamcollaboration, communication, innovation and opportunity recognition. These four themesconstitute the fundamental learning objectives envisioned for WICs. This team-based competition has been an ongoing event at the engineering school of aprivate
develop our plan for spreading the use of our educational ideas (in our case Mobile Hands-OnLearning). Included in the process is a requirement to test out our hypotheses (e.g. our valueproposition, possible income streams …) through a minimum of 100 customer interviews. Theprocess ran throughout January and February and was nearly a full-time effort. After February,we have continued to work on the plan we developed (to create a new division at ASEE to bringsome structure and support to MOHS pedagogy). There was also a one day workshop at ASEE inwhich the 9 pilot groups presented to help educate and recruit the next cohorts. Based on thesuccess of the pilot, the decision was made to expand I-Corps to include learning. In addition tohelping us
learning styles as assessed by the Myers-‐Briggs Inventory [3]. Additionally, when considering the external obstacles and characteristics of NT students, it cannot be assumed that students are largely isolated from worldly concerns. Students may have learned to recognize “A” level mastery of the subject matter, and have a good idea of how long it will take to achieve it, but still have their plans interrupted by externally imposed changes in work schedules, by sick children (especially in single parent households) or other non-‐academic factors. These constraints are less severe with traditional students however divergent constraints are greater
. Entrepreneurship education has evolved since it was first taught in business schools in themid-1940s. As it continues to be incorporated across disciplines, entrepreneurship education hasseen a number of innovations and has benefited from advances in student learning6.Entrepreneurship education has expanded well beyond single business plan classes. Recently,engineering colleges have been the most aggressive at incorporating entrepreneurship at differentlevels, from individual course development, certificate creation, to program development3,4,7. In2010, over 50% of ASEE engineering programs offered entrepreneurship opportunities to theirstudents and approximately 25% had a more structured opportunity, such as a minor7. While thecurriculum and delivery
methods. For example,house plans are distributed to students, and in a problem-based approach, students “red line”drawings to meet the IRC. In a case-based module, students identify solutions to grey-watersystems that do not meet current local codes. Course modules were developed with an advisorycommittee including building code officials, architects, construction managers, disastermitigation experts, and academic faculty. Advisory members anonymously submitted feedbackfor each module. Feedback was compiled, discussed and course content edited. This review-discuss-edit process was repeated until a final version was agreed upon with the advisorycommittee. The course and content is a free resource for educators. Over thirty modules, houseplans and
students and the shortcomings of the less successful students tocreate a list of ways to earn bragging points. We also added an option for them to impress us inways that we had not foreseen.The list of opportunities for Bragging Points is given below, along with the points available foreach. Approximately 70 points were available. We planned to track points earned during thesemester and report them on a leader board in the lab once a week, such as shown in Figure 1. Creating a team logo (1 pt) Having no safety violations (1 pt per lab day, 6 lab days) Leaving the lab clean (1 pt per lab day, 6 lab days) Everyone in the team arriving on time to lecture, lab, or calc session (1 pt per session, 17 sessions) Submitting a
toolkit components. The afterschoolexperience culminates in a showcase event where each school’s team shares their afterschoolexperience and demonstrates their exergame innovation in competition inspired by FIRSTRobotics.2TECHFIT planning began in fall 2013, and the first summer professional development programswere offered in summer 2014. The first afterschool programs were offered in fall 2014 with theshowcases occuring in December 2014. A total of 22 teachers from 8 schools in 2 states (Indianaand South Carolina) completed the summer programs.RecruitmentTECHFIT is offered in both Indiana and South Carolina. Different methods of marketing theopportunity were employed in the two states. However, both states required interested teachers
Moses, Brigham Young University Samuel Moses is a research assistant and lab manager at Brigham Young University in the Cyber Security Research Lab. He is graduating with a Bachelors in Information Technology this year, emphasizing in the fields of System Administration and Cyber Security. After graduation, Samuel Moses is planning on continuing his education at Brigham Young University studying for a Masters in Technology emphasis in Cyber Security. Page 26.301.1 c American Society for Engineering Education, 2015 Building a Vulnerability Testing Lab in an
. Page 26.352.2The Green-BIM teaching method developed by the author with the support of the NSF TUESprogram provides students with building models containing integrated architectural informationto implement sustainability practices that goes beyond both conventional 2D solutions usingelectronic drafting board and 3D modeling for purely visualization purposes. Students areexpected to enhance their learning ability of sustainability practices through an innovative virtualapproach using BIM. The course taught using the Green-BIM teaching method seeks to deepenthe knowledge and skills for BIM technology in order to deliver the state-of-art skills andknowledge of sustainability. As one of the assessment plans, there is a need to assess the impactof
of students in science and mathematicsthroughout the day. Graduate students who support elementary level teachers are assigned tosupport up to three teachers throughout the academic year while graduate students who areassigned to support middle school are assigned up to two teachers per academic year. The levelof support (5 versus 7.5 hours per week per teacher) is determined based on the specialization ofthe teacher with whom the graduate student works and the amount of classroom time dedicatedto science and/or mathematics. Graduate students support the participating teachers byidentifying or developing appropriate instructional science and engineering lesson plans,assisting the teachers with scientific or in-class engineering experiments
Presidential trainingprograms for engineering staff, which in addition to training employees at the universityprovides industrial internship in Russia as the second phase and internship abroad as the thirdphase. The realization of the proposed program includes the following steps.1.The study of the innovative development plans of the enterprisesincluded in the cluster. Thiswouldhelp to define the theme, the direction of development of innovative models ofprofessional education not only of separate businesses, but of the cluster as a whole.2.Next phase of model is choosing an educational, research and engineering center. Theselection can be based on the contacts of the enterprise with foreign partners - suppliers orconsumers of goods or
the two tables below, we present demographicdata on the students in each engineering major and rates of graduation. All data presented in thefollowing tables can be found on the GT Institutional Research and Planning website,www.irp.gatech.edu. Page 26.860.3 Native American Hawaiian Indian or Black or or Other Two or Alaskan African Hispanic Pacific MoreMajor Gender Native Asian American or Latino
semester-long projects by the end of the term. Formany years, non-completion of projects or personality problems within teams was rare – perhapsone out of a hundred per semester. Recently, more teams have been having trouble, and thecourse has been growing as well. For instance, we had 15 cases of non-completion in Fall 2013and 11 cases in Spring 2014. In our summer 2014 planning meetings, we decided that somethingneeded to be done to address teamwork as a learnable skill because it is such an integral part ofengineering.In our opinion, the higher rate of non-completion was mostly due to current students havingdifficulties with communicating face-to-face; the skill set required to discuss how to jointly dotheir projects is sorely lacking in
performed an initial evaluation ofthe impact of an REU program in bioengineering for students transitioning between theirfirst and second years in college [14]. As this program was targeted towards studentsearly in their collegiate programs, the researchers planned to track the students as theycontinued their studies. Such data can enhance our understanding of the impact of a UREon retention.In addition to these studies, Hathaway et al. considered 291 students involved inundergraduate research at the University of Michigan from a wide range of disciplines.They found that structured programs led to more positive results than unstructured UREs,in terms of pursuing graduate studies and that students with a wide range of abilities canbenefit from a URE
. Simple Communication Radio Controllers.The course activities were then mapped to the desired project lab development and outcomes.Specifically, the process for integrating inquiry techniques into the lab projects, contained thefollowing phases: • Determine faculty goals and objectives; analysis of potential students (students, who take the course are juniors and do not have a prior knowledge in the field of mechanical design and it’s applications); • Determine faculty role in the learning process and develop an instructional plan; • Design lab activities, assignments, and assessments that are congruent with four major desired student outcomes: (a) improved critical thinking, (b) greater capacity for
that the engineering and scientific workforce is still made up of 51%white males2despite continued efforts on the part of academic institutions, professionalorganizations and other stakeholders to address this issue.As part of the ASEE’s “Year of Action on Diversity”, the Chemical Engineering divisionassembled a committee to perform a review of the state of diversity within its division and toidentify opportunities where improvements could be made and a plan for accomplishing thesegoals. The diversity committee performed preliminary analysis of the Chemical Engineeringdivision’s membership information and compared it against diversity data for engineering facultyand the overall engineering workforce. Chemical engineering divisions’ membership
WTP.There were other doctoral students produced by the Department of Transportation and UrbanInfrastructure Studies. Their research projects were related to driving simulation, transit orienteddevelopment and highway safety. After graduation, many of them are working at transportation-consulting firms and state government transportation-related agencies. 6. Outcome Assessment on MSU Graduate Students Participating in NSF S-STEM GrantsAs a premier minority-serving institution, Morgan is transitioning to a doctoral researchuniversity, which is a primary goal promoted in our ten-year strategic plan. To contribute toinstitutional goals, a scholarship program funded through the National Science Foundation wasdeveloped, which aims to significantly
educational objective of the E-Lead degree is to developengineers into leaders with engineering domain knowledge, broad leadership knowledge, and theability to inspire and lead others. But E-Lead goes well beyond being a program, an initiative, ora cluster of classes added to a degree plan. The E-Lead program also develops a culture wherestudents actively contribute to their own education and where individual contributions are valuedand important. E-Lead students strive for excellence because they have a sense of ownership andpower over their own education. Building this new discipline has inherent challenges, especiallywithin a large public university.To help minimize having to “reinvent the wheel” in starting an ambitious student-centereddegree
development (Figure 4). Thecorrected and coded data is analyzed against semi-anonymized demographic data in order todetermine how various identities affect the ways in which students evaluate and are evaluated bytheir peers. Teamwork Professionalism Core Performance Behaves with Integrity &Is an Effective Listener Trust Is a Fast Learner Is effective at TimeMotivates Others Management Demonstrates Creativity Is Action-Oriented &Is Friendly & Approachable Enthusiastic Has Effective Planning Skills
, diplomas and certificates in 201410. Currently, more than 25 public and private schools have Guaranteed Admissions Agreements with the VCCS where approximately 56% of graduating students are in transfer programs planning to pursue a bachelor’s degree10. Figure 2 shows that more than 40% of Virginia Community College System students enrolled in the 2010-‐11 Academic Year transferred to a 4-‐year institution by 2014. Figure 2. Percent o f students enrolled in 2010-‐11 Academic Year
throughimplementation. Data resulting from the pilot projects over a period of two years reveals thevalue of the introduced strategy in motivating faculty to come up with innovative solutions toassist engineering students meet their learning objectives. ApproachExploring the drivers of change and planning accordingly is often seen as key to the futuresuccess or even survival of an organization. In education, the drivers of change have beenthoroughly researched and documented in literature10, 11, 12. Technology is increasingly beingtouted as an innovative cost-effective solution to address the drivers of change in universitiesaround the world13. Employing instructional technologies in conjunction with sound
invited speaker for many technical and non-technical forums. He has mentored over 30 Masters, PhDs and Post Docs. Anshuman works with industry and global organizations and has extensive experience negotiating contracts and executing projects globally such as Pacific Islands, Africa, Asia and the Caribbean. Ambika P. Adhikari is Program Manager (Research) at the Office of Knowledge Enterprise and Develop- ment at Arizona State University (ASU). At ASU, he is also a Research Professor (affiliate faculty) at the School of Geographical Sciences and Urban Planning, and Sr. Sustainability Scientist at the Julie Ann Wrigley Global Institute of Sustainability. Ambika was Sr. Planner and Impact Fees Administrator at SRPMIC