on the needs of the particular project. Most projects are externally sponsored, eitherby local industry or government agencies. Students also have the opportunity to propose theirown entrepreneurial clinic projects, and have them funded by the college, through the RowanVenture Capital Fund, which was created with the support of National Collegiate Innovators andInventors Alliance (NCIIA) grants and private donors.This paper focuses upon the Sophomore Engineering Clinic.Sophomore Engineering Clinic I and IIThe goals of the Sophomore Engineering Clinic consist of teaching engineering design principlesand technical communication (technical writing in the fall, public speaking in the spring). TheSophomore Engineering Clinics are integrated
in Engineering Education (FREE, formerly RIFE, group), whose diverse projects and group members are described at feministengineering.org. She received a CAREER award in 2010 and a PECASE award in 2012 for her project researching the stories of undergraduate engineering women and men of color and white women. She received ASEE-ERM’s best paper award for her CAREER research, and the Denice Denton Emerging Leader award from the Anita Borg Institute, both in 2013. She helped found, fund, and grow the PEER Collaborative, a peer mentoring group of early career and re- cently tenured faculty and research staff primarily evaluated based on their engineering education research productivity. She can be contacted by email at
products are listed as statements suchas “part is smooth with no burrs or sharp edges.” For each corresponding statement, a mark ismade reflecting where students’ work falls on this proficiency scale. These scales transparently 4telegraph the standards of excellence students should strive to achieve. At the end of eachassignment, students assess the work of their peers, identifying aspects of each product thatthey either like or would want to improve. This process is random and anonymized so studentsdo not immediately know whose work they are evaluating. This is designed to help studentsdevelop a critical eye for both giving and
students without early exposure to real-worldapplications of their major, that give positive insight into potential careers, do not always connectwith upper-classmen to use as successful peer role models. This research has shown that accessto peer role models increases academic persistence [1], [2]. It has also been shown that retentionof URM and women is increased through project-based learning or experiential learningpedagogies and techniques[3]-[9].Moreover, URM students often have a limited perspective of their contributions to improvingtechnology due to social issues such as a lack of exposure to engineering and science professionsand having personal role models in their local community who are scientists or engineers.Furthermore, when URM
-disciplinarydomain of new product development4. Therefore the importance of a teamwork approach wasparticularly emphasised and practised in this course. However, potential downsides ofteamwork in an academic environment are that some students attempt to take advantage ofteam arrangements in order to get a ‘free ride’, or to avoid certain types of tasks such as CADmodelling or report writing7,8. To eliminate these problems as much as possible, a range oftools such as confidential peer assessment, oral interviews and specific work and submissioninstructions for students were used in the course. A confidential peer review process wasapplied as a tool to discourage students from freeloading and cheating. Another importanttool used to facilitate the teamwork was
faculty. Typically, up to 20 minutes of in-class timeevery other week is spent educating first semester students about the basics of design: the designprocess, keeping a design notebook, writing a progress report, teamwork and leadership,fundamentals of oral and poster presentations, etc. In addition, outside experts are frequentlybrought in to discuss auxiliary topics that may be relevant to the students’ design projects, suchas designing human and animal experiments, protection of intellectual property, engineeringethics, or global engineering design. However, students’ enthusiasm for and interest in lecturetopics that are not of immediate importance is low. Additionally, there is resistance from bothstudents and faculty to substantially
for building educational resiliency and academic success of blacks,Hispanics, and women (Barton & Osborne, 1995; Borman & Overman, 2004; Brotman &Moore, 2008; Castro-Olivo, et al., 2013; Williams & Portman, 2014) all of whom are currentlyunder-represented in STEM fields.Specifically, the work being done in the field is not focused solely on biology (the context for thedesign challenges in this work). Unfortunately, statistics nationwide show that 81% of lifescience teachers do not feel very well prepared to engage classes in problem based learningactivities (i.e., engineering scenarios), while 92% did not feel very well prepared to have studentsmake the subsequent project presentations to peers (Lyons, 2013). These findings
between the TFAs and theirassigned teams. However, the class met as an entity a couple of times during the year to coverthe following topics: Course Administration, Documentation and Record Keeping; The DesignProcess; Leadership; Quality Functional Deployment (QFD); Scheduling, Gantt Charts andWork Breakdown Structures; Failure Modes and Effects Analysis (FMEA); Proposal Writing;Specifications Writing; and Ethics. Each lecture topic included an associated assignment.Senior design is considered a writing-intensive course and as such, several significant writingassignments were expected. These included individual monthly status reports, a letter of intent,monthly team status reports, a design proposal, and a final design project report
. Our goal through the design sequence is to provide the students with multiple opportunities to develop and practice professional skills as they work with their faculty advisors, peers, and clients.Overarching Goals and Objectives for Design CoursesEngineering design instruction in the form of modules begins in our first engineering course,Introduction to Engineering. In this course, we introduce students to engineering design throughboth reverse engineering exercises and a variety of design activities that span engineeringdisciplines. Some examples of these design activities in the past have included the design ofsolar tower, design of a water filter, design of a dorm room, et cetera. This is meant to providestudents with basic knowledge
door may be physically equivalent but carries social meaning that stigmatizes the user.So in this example the very act of separating someone from their peers and requiring them toaccess the system differently creates an additional effort and a disparity that must be considereda design flaw. The system designer needs to be cognizant that such disparities can arise ifaccessibility, in its fullest form, is not explicitly recognized as one of the basic goals in thedesign process. If we intend our designs to be bought and used by the widest possible user setthen we must make each of our intended users feel that the system, product, or service wasdesigned with them in mind; to meet their physical, psychological, and social needs.Taken as a whole we
experience bydesigning and fabricating adapted tricycles.Course StructureIn spring 2011 and spring 2012, the course met two times per week for a 75-minute lecture withan additional weekly two-hour lab time. Lecture time consisted of a combination of mini-lectures, self-directed group workshop problems and videos to support the technical content.Homework was due weekly and included originally developed real world design problems. Thesemester-long project comprised 40% of each student's final course grade (in lieu of a finalexam). Each team had a dedicated peer mentor, a senior Mechanical Engineering student whohad previously taken Component Design, who helped his or her team run team meetings, preparemeeting agendas, answer design questions, and
demonstrations), and by peerevaluation (students assess contributions of all their team members at the end of each project).Both the instructor evaluation and peer evaluations showed that students gained teamwork skills.One group reported having problems with a team member; comments from the peer evaluationshowed that despite some difficulties with team dynamics, students feel that they gained valuableexperience in dealing with a difficult team member.The structure of the course (which is broken down into 3 projects) also helps with thedevelopment of teamwork and leadership skills. With a 3 person team, each team member getsto serve as a group leader for a project, since leadership roles are rotated from one project to thenext. Team dynamics solidify as
following fiveimportant characteristics of a Capstone Design course: 1. Challenging design project done by students within teams. 2. Focuses on knowledge gained throughout the curriculum. 3. Encourages solving problems that represent real-life engineering. 4. Earns an understanding of the professional aspects and engineering culture. 5. Learns and practices project proposing, planning, and control.Besides team-based projects, including a wider range of technical skills such as presentations,report writing, requirements analysis, and programming increases student the learning outcomes[4]. These technical skills serve to increase marketability for engineering graduates. Ideallyintroduction to the technical skills begins at the
”(p. 52). Essentially, boundary objects are phenomena (i.e., information or knowledge)represented and/or understood in different ways by different participants (i.e., participants whohave varied experiences, varied perspectives, and associate the objects with varied meanings). Itis through this lens that we look at how processes (e.g., engineering design process) and tools(e.g., non-digital craft materials, digital technologies) serve as boundary objects as in-/pre-service teacher participants delve into the learning potential of a hands-on maker environment.Cross-Disciplinary CollaborationSimilarly, cross-disciplinary collaboration is important when considering a novice’s need to learnfrom one another through peer-to-peer interactions and/or
”Design based curriculum reform” and the 2013 Office of Learning and Teaching (OLT) Project ”Radical transformation: re-imagining engineering education through flipping the classroom in a global learning partnership” partnering with Stanford, Purdue, Pittsburgh, Sydney RMIT universities. He has received numerous nominations and awards for teaching including the UNSW Vice Chancellor’s Teaching Excellence Award in 2006 and has over 60 peer-reviewed publications in engineering educa- tion and design. He is regularly invited to speak on the topic of transformational change and innovative curriculum at Universities and Industry events.Dr. Lydia Kavanagh, The University of Queensland Since returning to academia from
a better leader, having strongerprofessionalism, interacting professionally with a liaison or advisor, not dwelling on “pettyhuman idiosyncrasies,” understanding the importance of clearly defined roles andresponsibilities, portraying ideas, communicating better, writing peer-evaluations, and learningteamwork in a group environment.Alumni interviewees varied in their ratings of the degree to which the IDEALS modules helpedthem produce a high quality design solution. Six of them indicated that the modules were of nohelp, two of little to no help, seven of little help, two little to moderate help, eight of moderatehelp, and three of great help. Many suggested the benefit gained was more indirect, in the formof team communication and the
discussion among theauthors, 32 papers were retained for the review. Fifteen of the articles were classified ashigh priority, eight priority, and nine low priority. Fifteen articles were obtained fromengineering education conference proceedings, 12 from engineering education-orientedjournals, four from design-oriented journals, and one from a communications journal.The complete set of articles retained for this review is identified in the bibliography.Most articles described techniques in assessment and their use in the classroom. A sampleof these purposes includes the use of standardized measures to assess content knowledgein design4; peer reviews, self assessments, and oral reports, all used to evaluate studentperformance as team members and
wide-access Internet-based e-Infrastructure for K-12 education. His research interest includes learning personalization, cognition and metacognition, multimedia content, e-Learning standardization, and distance learning.Raymond E. Boyles, Utah State University Raymond Boyles attended California University of Pa. where he received two degrees; BA in Information Science: and a MS in Technology Education. He also attended Pittsburgh Institute of Aeronautics where he received an Associate degree in Avionics. He has professional experience as an engineering assistant, computer programmer, and a Robotics instructor, as well as volunteer experience as a teacher, advisor, peer counselor, and a special needs coordinator. He
Development – semester 1, weeks 9-15Customer Discovery Process Learning OutcomesIn-class Peer exercise (week 9) 1. Using Customer Discovery template, create 1. Align idea & design with actual customer survey on problem idea addresses needs 2. Survey peers 3. Compile implications of peer feedback 4. Revise survey per implicationsSurvey 10 potential customers (weeks 10-13) 1. Using Customer Discovery template, survey customers 2. Compile data and implications 3. Revise idea per implicationsStage 3: Prototype Development – semester 2, weeks 1-15Client Validation Process Learning Outcomes 1. Meet with
, analyzing ideas objectively, discerning feasible solutions, developing strategies for action, and building consensus [21] • Strategies and skills for productive negotiation [22] • Giving and receiving safe and constructive peer feedback [23-25] • Reflection and self-assessment of teamwork [10, 26-27] • Developing shared understanding of expected team interactions (roles/responsibilities, information sources, interaction patterns, communication channels, role interdependencies, and information flow). [28]Davis et al. [9] summarized the many skills and attributes of effective teams into four areas ofperformance. Each area of performance is focused on producing a type of evidence of effectiveteamwork: team
design courses in thespring semester of 2003 with the addition of a communications instructor from the University’sCollege of Arts and Sciences.2 The impetus for the team-teaching model was tied to students'perceived weakness in their communication skills as documented in alumni surveys. Theintentional integration of engineering and communication paid large dividends in the preparationof students for employment immediately following graduation. ERAU AE alumni survey data inthe area of skill preparation in technical writing shows an increase from 28.2 percent “VeryGood” responses for the classes of 1999 through 2002 to 50 percent “Very Good” responses forthe class of 2004. 3The success of the team-teaching format encouraged the pursuit of other
technical contexts while making stronger connections to practice 1early in the undergraduate curriculum has been supported through numerous studies (Passow andPassow, 2017).The case for integrating oral and written communication curriculum into existing undergraduateengineering coursework is not a new idea (see ASEE Engineering Enhanced Liberal ArtsProject) with approaches that range from writing across the curriculum, to interdisciplinarycourses and integrated programs (Leydens and Schneider, 2009; Ford and Riley, 2003; Nutman,1987). The teaching of communication skills in ways that will more effectively transfer to futureworkplace expectations to learners is a widely recognized objective among
notes taken from traditional lectureenvironments.Project-based learning activities featured in Cornerstone environments include:collaborative/cooperative/peer learning in that projects are typically team-based andparticipative; just-in-time instruction in the form of lectures and class interactions that addressissues instructors anticipate students will soon address; topic integration in that students mustcall upon many skills to diverge/converge towards their design solution; problem-based learningin the many smaller problems they encounter through the course of completing their project; anda context which mimics that of the professional environment in which most students willeventually find themselves. Students involved in these projects find
the use of designtools, mathematical modeling, and creative engineering problem-solving and (b) practicingstudio learning through peer critique and reflection. The art instructor engaged undergraduatestudents from an origami class to provide an opportunity for collaborative learning experiencesbetween the engineering and art students. This art course involved a capstone project ofinstalling an origami-inspired structure on the premises of a church. Based on initial designpresentations by the art students to their engineering counterparts, six out of 24 engineeringstudents were chosen to collaborate with the art students in the final design and physicalinstallation of the origami-based structure. All other engineering students were required
backgrounds, and various contextual influences.The proposed framework capitalizes on the use of existing survey tools and course data toconduct a mapping of faculty mentor beliefs/practices against student perception and recognitionof those practices. In conjunction with student reflective memos containing self-evaluations oftheir project and team experiences, interactions with faculty mentors, and overall satisfactionwith their educational experience, this data will combine to provide a multifaceted assessment ofwhich factors are influential and are value-added to the program. The mixed methods approachwill include quantitative statistical analysis of programmatic data, qualitative social networkanalysis-based assessment of peer evaluations, and
; ≠ familiarize the students with basics of engineering design; ≠ promote interaction with engineering faculty and staff; ≠ develop technical writing and communication skills.2. Course OrganizationThe course is scheduled as a 6 hour laboratory, meeting three times per week for two hours persession, with four faculty instructing. As the course supports a large number of students (96students at most in the current organization), and large class sizes would limit student-facultyinteraction, the students are distributed into six approximately equal smaller groupings. On anygiven day of the week, these six groups are distributed among three classrooms and activities,each of which has a different emphasis: ‘learn’, ‘plan’, and ‘do’. The two groups in
identification through an adapted entrepreneurship framework [7]. The lecture taught problem-centric design with an emphasis on choosing a market, identifying relevant problems, and developing a solution aligned with the competencies of the group. 2. All groups (MTE, ME, ECE) also participated in a field experience to the fourth-year capstone symposia. These are public events in which engineering students present their final designs at the conclusion of their capstone design projects. Visiting the symposia was intended to provide the third-year students with an opportunity to practice applying the need finding strategies by looking critically at the work of their older peers in the program. 3. Two
their own set of rules. This paper reports on theeffect of team rules and the concomitant consequences that were developed by the students onteam functioning.Results of a multivariate analysis of variance shows that students perceived that they followedthat rules significantly more than the other members of their group, that they were assigned morework than their peers, that they completed more work that their groups members, and the qualityof their own work was higher. Interestingly, when asked about issues of rule-breaking that aroseout of their groups, many individuals cited issues but ultimately failed to follow the agreed uponprocedures for addressing those incidents.IntroductionTeamwork has long been considered an important element of
information. With the help and support of library and academic writing staff, we insist uponsources beyond the Wikipedia or simple web resources. Through the nature of Innocentivechallenges, students quickly find that none of the familiar simple Googling searches are effectiveto provide high quality detailed information. This stage of the project opens up an opportunity toshow the value and depth of really good quality academic review papers or engineering journals.The Assignment: IdeationOnce students have submitted their reports on background research into the problem, we meetduring class and the class is broken into groups of students according to their chosen designchallenge. Depending upon the preference of the instructor, some groups are
models in how we address such challenges. Thefocus and the mission of capstone leaders is to maintain the quality of project deliverables andthe integrity of client/sponsor relationships while still offering the capstone experience andmeeting program and ABET Objectives.In many ways this is a chance to be creative, embrace the currently evolving and newly emergingtechnologies, and rethink some legacy protocols. Vander Ark (2020) notes “Large integratedprojects build agency—the knowledge and confidence that you can contribute.” [1] Theseprojects teach project management, research, problem solving, writing, and presentation skills.Team projects develop collaboration skills and learners will have the opportunity to gainexperience in remote working