Paper ID #15994Cross-Disciplinary Collaboration and Innovation for Engineering and Busi-ness Student TeamsDavid G. Alexander Ph.D., California State University - Chico Dr. Alexander’s research interests and areas of expertise are in teaching pedagogy, capstone design, renewable energy systems, thermal sciences, vehicle system modeling and simulation, heat transfer, new product development, entrepreneurship, and technology transfer. He is PI and adviser of the Department of Energy Collegiate Wind Competition 2016. He is also working on an undergraduate research project modeling solar cells using a thermodynamics approach and
responsible for the structural and thermal analysis of payloads. She served as Director of the Space Engi- neering Institute and in 2010 she accepted a position with the Academic Affairs office of the Dwight Look College of Engineering where she oversaw outreach, recruiting, retention and enrichment programs for the college. Since 2013, she serves as the Executive Director for Industry and Nonprofit Partnerships with responsibilities to increase opportunities for undergraduates engineering students to engage in experiential learning multidisciplinary team projects. These include promoting capstone design projects sponsored by industry, developing the teaching the Engineering Projects in Community Service course, and developing
creates a variety of logistical problems.Monitoring the teams is difficult and problems are easier to hide. Also the initial versions of thecourse were technical electives; they did not satisfy major capstone degree requirement. Everystudent was in the class because they were really interested in the material. Now I have studentswho enroll only to meet their senior design requirement.Despite the problems and frustrations, I enjoy teaching this course and consider it one of themost important experiences our students have. Most seem to agree. The great projects make it allworthwhile, and the good ones are fine too.References 1. Carlson, L.E. and Sullivan, J.F. Exploring Entrepreneurship through Product Development, ASEE 2002 2. Gorman, M
mindset education, creative problem solving, and innovation. He is an author of a fluid mechanics textbook. c American Society for Engineering Education, 2016 Fostering an Entrepreneurial Mindset through a Sophomore Level, Multi- Disciplinary, Engineering Design Studio ExperienceAbstractFirst year, project-based, engineering design courses have become common within engineeringcurricula across the country. In our first year course, we intentionally lay the foundation for thedevelopment of an entrepreneurial mindset within the context of traditional project-based designexperiences. In addition, engineering programs have traditionally incorporated a capstone designproject during the senior year and this
NationalCenter for Engineering Pathways to Innovation (Epicenter). Epicenter is funded by the NationalScience Foundation and directed by Stanford University and VentureWell (formerly NCIIA). Oneof the elements of participation involves redesigning the capstone senior design curriculum tomake it more innovation and entrepreneurship oriented and as such have a positive impact onstudent satisfaction. This paper details the expectations of students beginning a two-coursesequence in the capstone curriculum. The student survey data led to a rebalancing of the curriculumto one that was solely based on “how-to-do” senior design projects to one that still includes “how-to-do" lecture themes but now includes lecture themes in innovation and entrepreneurship
Paper ID #17396Approaches to Entrepreneurship and Leadership Development at an Engi-neering UniversityMrs. Galina Burylina, Kazan National Research Technological UniversityDr. Phillip Albert Sanger, Purdue University - West Lafayette Dr. Sanger is a professor in the School of Engineering Technology in the College of Technology of Purdue University. His focus and passion is real world, industry based, senior capstone experiences both domes- tically and internationally. He has successfully developed this area at Purdue and at Western Carolina University. Prior to his career in academia, Dr. Sanger had a successful 30 year
having computing professionalsperform the development or using service learning as part of a capstone design course tocomplete the project.12-13 Having a real-world end user in the form of elementary school childrenchanged the perspectives of the programmers; for example, these are some of the remarks madein the post-activity survey: “This program was geared towards kids from fourth to sixth grade so we had to keep that in mind. It wasn't just a game that we were trying to do, the overall outcome of the application was for the kids to learn from it.” “[The program was] a real program to be used by real people, and not being shoved into some archive where it will never see the light of day.” “We had to think differently
production 2. Lawbooth Makes legal consultation easy with an online platform 3. GoodEats Meats Brings local, high-quality, smoked barbecue to our Boulder and beyond 4. Innate Introduces information display to your bathroom mirror 5. Kitables Puts all of the components for your next DIY project in one, organized container shipped to your door 6. Pallas, Inc. Mitigates hair loss in chemotherapy patients with a novel cold cap technology 7. Surya Conversions Produces hybrid conversion kits for auto-rickshaws in developing countries 8. Vektor Tech Automates the
strong basis in mathematics and science4,7. Whether this is the current case or not,even conventional curriculum relies heavily on the design process, as most of the sub-disciplinesin engineering require the practicality of design skills in modeling and converting ideas intorealities. Additionally, ABET (specialized accreditation agency for programs for engineeringworldwide) has encouraged the existence of capstone project-based courses to ensure thatgraduates are prepared for real-world, practical applications of engineering principles inindustry8,9,10. Beyond the importance of science and mathematics fundamentals, global efforts are changingengineering education by emphasizing professional skills and active learning. In 1997, ABETchanged to
approach includes three cohortsof graduates who are running their own companies, are working as key team members in start-ups, are innovating in more established companies and are working at organizations that providesupport to entrepreneurs. This impact of this dedicated approach has also received nationalrecognition for its role in talent development by the University Economic DevelopmentAssociation (UEDA).Building a new Master's of Engineering in Technical EntrepreneurshipLehigh University, a private research university located in Bethlehem, Pennsylvania has anational reputation in engineering, as well as entrepreneurship. Looking back almost twodecades, the undergraduate Integrated Product Development (IPD) capstone course sequence inthe P.C
thisquestion began more than ten years ago and has led to the development and implementation ofmany initiatives to create a culture of innovation and development of a cohesive I&E ecosystemsurrounded by a robust resource network.Founding I&E ProgramsExperienced-Based Learning in an Entrepreneurial Setting - In 2000, Michigan Tech launchedan innovative undergraduate curriculum, The Enterprise Program. Initially funded as an NSFAction Agenda pilot program (EEC-9872533), Enterprise is an extensive multi-year,multidisciplinary design experience and is offered as an alternative to senior capstone design. Allparticipants complete an Enterprise curriculum which includes a minimum of 12 credits.Students join specific “enterprises” which are structured
the Georgia Institute of Technology.Edward F. Morrison, Purdue University, West Lafayette Ed Morrison is Regional Economic Development Advisor for the Center for Regional Development at Purdue University. Ed has been developing a new approach to developing strategies for complex col- laboration in open, loosely connected networks. Called ”strategic doing”, this methodology emphasizes the strategic value of collaboration in today’s global economy. For over twenty-five years, he conducted strategy projects throughout the U.S. His work won the first Arthur D. Little Award for excellence in economic development presented by the American Economic Development Council. Prior to starting his economic development work, Ed
majors since 2005. She has established entrepreneurship capstone, global en- trepreneurship, and women and leadership courses and initiatives at both the undergraduate and graduate levels. Prior to her work in academia, Nathalie spent several years in the field of market research and business strategy consulting in Europe and the United States with Booz Allen and Hamilton and Data and Strategies Group. She received a BA from the University of Massachusetts at Amherst, an MBA from Babson College, and MS and PhD degrees from Purdue University. She currently serves on the board of the United States Association for Small Business and Entrepreneurship in the role of Vice President for Research. She is also a Senior
not well defined; embrace innovation and entrepreneurship; evaluate ideas using both qualitative and quantitative analysis tools; implement potential solutions using a variety of advanced prototyping techniques; have both a global perspective and an eye for detail; and lead when leadership is called for. Inworks MHCDI students complete a minimum of 23 credit hours, essentially completingthe certificate, plus two additional courses in a focus area of their choice and a capstoneexperience. MHCDI students must choose between two capstone options. The first is a moretraditional team-based semester-long project. In the second option, teams of students envisionand create a
orIndignation in Complaint Stories.” Pragmatics, 2, 2010 .229-277.60. Scherer, and Ekman, Approaches to Emotion, 1984.61. Schön D.A. “The Reflective Practitioner – How Professionals Think in Action,” AldershotAshgate Publishing Ltd., 1991.62. Taajamaa,V. M. Eskandari, B. Karanian, A. Airola, T. Pahikkala, T. Salakoski, “O-CDIO: Emphasizing Design thinking in CDIO engineering cycle”, IJEE, June 2016 (Accepted forprint).63. Taajamaa V. et al. Interdisciplinary Capstone Project, 41th SEFI Conference, Leuven, Belgium,2013.64. Taajamaa, V. et al. “Dancing with Ambiguity – Design Thinking in Interdisciplinary EngineeringEducation,” Design Thinking conference, Shenzhen, China, 2013.65. Trott, P. “Innovation Management and New Product Development”, FT Prentice
Technology program. B´arbara is a proud graduate of NMSU, she earned a Bachelor of Science in Elec- tronics and Computer Engineering Technology and a Masters of Science in Industrial Engineering with an emphasis on Engineering Management. Prior to serving NMSU, B´arbara served as a Software Engineer at one of NASA’s Tracking and Data Satellite System Ground Terminals where she provided real-time support, lead projects, and managed software deliveries. c American Society for Engineering Education, 2016 An Automated Entrepreneurial Team Selection Tool College of Engineering, New Mexico State University Dr. Rolfe J. Sassenfeld, Luke M. Nogales, and Barbara A
through a process of sharing challenges and reciprocally tapping into the collective wisdom of the group. Team leaders are strongly encouraged to attend and invite team members that might find the meetings useful.• Strategic Doing check-in calls take place monthly for the first 6 months and every four to six months thereafter. Check-in calls provide teams with an opportunity to update staff on the status of their project, and report on progress made toward their stated goals. Teams meet in peer groups of 3 to 5 schools with a Pathways representative, and review monthly strategic doing maps, used to track team plans and progress. Leaders are required to attend Strategic Doing check-in calls.• Topical Workgroups are comprised
engineering and technology students.For example, the following constitute a sample of effective practice furthering our students’propensity for, and capability with, technological innovation:Phase 1 Ideation: In an introductory freshman class using creative brainstorming of howtechnological problems are addressed differently in various regions of the world.Phase 2 Development: Implementing a vertically integrated capstone project that teams studentsfrom each year of the baccalaureate program on an industry-based problem. Senior studentsmentor junior ones to develop advanced skills.Phase 3 Realization: Students work with entrepreneurs, for example in the university’stechnology park or incubator, in implementing an innovationInteraction with Context