% participated in college servicebreak trip; 36% participated in service learning and another one-third performed communityservice as part of a class. Service to others is part of the departmental culture. The departmentprovides student many opportunities for service including a Civil Engineering specific servicelearning course, service-related capstone design projects, and service extracurricular groups.Again, the values of these women most likely play a very strong role in their participation, andthis department affords these women many opportunities to do so.Conclusions and Applicability to Other ProgramsThe analyses of the incoming student survey, focus group discussions, and senior exit surveyindicate that the overall culture of a program is
Page 15.115.1 Director in the Department of Civil and Mechanical Engineering at West Point where he teaches and supervises five senior level design courses. His current areas of emphasis are infrastructure analysis, protection, and resiliency, capstone course development, and integrated structural analysis and design. He is currently teaching a new course in Infrastructure Analysis and© American Society for Engineering Education, 2010 Protective Design and is supervising a faculty team developing another new course in Infrastructure Engineering.James Ledlie Klosky, United States Military Academy Led Klosky is an Associate Professor and acting Deputy Head in the Department of Civil and
the students they focus on and the types ofproblems they address. Many, if not most civil engineers are familiar with the Steel Bridge and Concrete Canoecompetitions. The first national level steel bridge competition was held in 1992 and continuesthrough today. It is sponsored by the American Institute of Steel Construction and the AmericanSociety of Civil Engineers and its mission is“to supplement the education of civil engineeringstudents with a comprehensive, student-driven project experience from conception and designthrough fabrication, erection, and testing, culminating in a steel structure that meets clientspecifications and optimizes performance and economy” (14). In this competition, the all bridgedimensions are set and the
.” These terms describe the relative degree to which a given course contributes to an outcome based upon the breadth and depth of relevant subjects covered in the course. The following guidelines are used in determining the ratings.∀ ≠ minor: The topic is introduced in course lectures, laboratories, homework assignments, Page 15.653.4 projects, etc. Lecture time devoted to the topic is on the order of one week during the 3 semester. The topic is covered on tests and exams, but
of Colorado (CU) Boulder [6] concluded that a hands-on approachto engineering education greatly benefited overall retention, particularly in underrepresentedpopulations. The researchers implemented a course called First-Year Engineering Projects,which required hands-on design experience which emphasized teamwork and successfulimplementation of a student-researched plan [6]. Traditionally, such an experience would notoccur for engineering students until the final year of their program, in the form of a SeniorDesign or Capstone project. Alternatively, low retention rates in engineering curriculum have been attributed todifficulties insufficient support in non-engineering core math and science courses required to betaken by engineering
project objectives targeted at specific levelswithin the domains.In addition to expectations of institutional and department mission statements, the authorsbelieve that the engineering education profession is setting an expectation for studentdevelopment in both the cognitive and affective domains as evidenced in the American Societyof Civil Engineers (ASCE) Body of Knowledge 2 (BOK2) 7. Additionally, the departmentmission statement emphasizes design and innovation and the authors agreed that thedevelopment of the requisite skills must begin at the beginning of the curriculum and be taught inconjunction with technical content. This paper focuses on recent innovations primarily intendedto more effectively address program outcomes #2 and #8 early
scenarios, namely six for this course, for teams to execute the business and beevaluated both on their performance operating the business and on their leadership andteamwork. For each scenario, the authors provided the teams with a mission document thatdefined the problem and established objectives for the scenario. In all scenarios, the objectivewas to maximize net income for the firm. As the course progressed, the scenarios became morecomplex with added decision-making variables. Figure 2. The Simulation Learning ProcessWith the mission clearly defined, the student teams we required to develop a business plan thatincluded a projection of net income for the company during the simulation, which lasted for onesimulated
Page 15.1094.2aimed at reaching a pre-established goal, and not by listening to an instructor in a lecture.Advocates of learning-by-doing stress the role of doing as part of preparing to perform in aprofession. According to Schon 3, the main features of reflection in action are learning by doing,coaching rather than teaching, and creating a dialogue between coach and student. Effectiveforms of learning by doing in real laboratories have been implemented in Engineering Education,especially for capstone courses 4. Alternatively, a methodology of building a simulated scenario,in which the student can learn-by-doing while interacting with fictitious characters (some ofwhom provide coaching), has been proposed by Schank 5 as an effective form of
structural engineering courses, en- joys working with the students on undergraduate research projects, and has research interests in concrete bridges, materials, and engineering education.Dr. Kacie Caple D’Alessandro, Washington & Lee University Kacie Caple D’Alessandro obtained her B.S. and M.S. degrees in Civil Engineering at Clemson University before obtaining her Ph.D. in Civil Engineering at Virginia Tech. Kacie is currently an Assistant Professor in the Department of Physics and Engineering at Washington and Lee University. She teaches engineering mechanics, engineering design, and materials science courses at W&L, and her research interests include ultra-high performance concrete, concrete structures, and
AC 2012-3360: A HALF BRAIN IS GOOD: A WHOLE BRAIN IS MUCHBETTERDr. Stuart G. Walesh P.E., S. G. Walesh Consulting Stuart G. Walesh, Ph.D., P.E., Dist.M.ASCE, D.WRE, and F.NSPE, is an independent consultant provid- ing management, engineering, education/training, and marketing services. Prior to beginning his consul- tancy, he worked in the public, private, and academic sectors serving as a Project Engineer and Manager, Department Head, Discipline Manager, marketer, legal expert, professor, and Dean of an engineering college. Walesh authored or co-authored six books and many engineering and education publications and presentations. His most recent book is Engineering Your Future: The Professional Practice of En
Page 12.664.2knowledge acquired in two pre-requisite courses, “Environmental Science” and“Introduction to Fluid Mechanics,” and develops new skills which are specifically 2applicable to the department’s capstone design classes. The general objective of applyingskills used by successful practicing professional engineers, critical (reflective) thinking, isaddressed throughout the course and is the primary focus of the process of supplementalinstruction (SI).SI has been conducted for this class since Spring 2003. The purpose of the SI is to guidethe student’s development of critical thinking skills through: • Identifying confusion or lack of
York. Dr. Barry holds a Bachelor of Science degree from Rochester Institute of Tech- nology, a Master of Science degree from University of Colorado at Boulder, and a PhD from Purdue University. Prior to pursuing a career in academics, Dr. Barry spent 10-years as a senior geotechnical engineer and project manager on projects throughout the United States. He is a licensed professional en- gineer in multiple states. Dr. Barry’s areas of research include assessment of professional ethics, teaching and learning in engineering education, nonverbal communication in the classroom, and learning through historical engineering accomplishments. He has authored and co-authored a significant number of journal articles and
construction management, innovative project delivery systems, and construction automation and robotics. He received a B.S. degree in civil engineering from the University of Cincinnati and M.S. and Ph.D. degrees from Purdue University, and is a registered Professional Engineer in Wiscon- sin. Russell began his academic career in 1989 as an Assistant Professor in the CEE Department. Over the past 22 years, he has earned a reputation as a leader in education, research, and service to the civil en- gineering profession through championing diversity, leadership, innovation, and enhanced education for future civil engineers.He is Co-founder of the Construction Engineering and Management program at UW, Madison, one of only seven