? Development and Testing of a Prototyping Planning ToolAbstractA new prototyping planning tool guides designers in choosing between virtual vs. physicalprototyping strategies based on answers to Likert-scale questions. We developed this tool toaugment prior work in design methods seeking to facilitate prototyping strategy development.This new tool was tested with a pilot experiment in which engineering students were taskedwith optimizing the design of a four-bar linkage to be used to draw a specific shape. Thestudents were then instructed to use the new prototyping planning tool to decide whether tocreate a virtual or physical prototype of a four-bar linkage, with the goal of maximizing theperformance metric detailed in the design problem statement
enable the planned development anddeployment of families of related products whereas a traditional design processes optimize on asingle design. Product family design places an increased emphasis on management ofinformation due to the reuse aspect of having a platform. This has prompted a multi-prongedcollaborative research effort by four universities that covers many facets of the product platformrealm. The National Science Foundation’s Research Experience for Undergraduates (REU)Program was one of these research efforts. The REU Program gave five students from the fouruniversities the opportunity to discover platform design and participate in ongoing researchbetween the four universities. The students spent a month each at Bucknell University
Page 11.68.1 design competition activities of eight teams and guides the Center’s new engineering design and experiential learning initiative.© American Society for Engineering Education, 2006 A Method to Evaluate Relative Instructional Efficiencies of Design Activities for Product Platform PlanningAbstractProduct Platform Planning is markedly different from the traditional product developmentprocess and a relatively new development in engineering design. Different than optimizingproducts independently, it requires integration of principles from both management andengineering design for developing a set of products that share common features, components,and/or modules. To present the basic principles of
Environment in the College of Engineering and Applied Science: The impact of Educational Training on Future Faculty and Student-Centered Pedagogy on Undergraduate Students” was the first of its kind at the university. Whitney has been recognized by the National Technical Association (NTA) for her novel approach to studying students, specifically underrepresented minorities and women.Ms. Nandita Baxi Sheth, University of Cincinnati, College of Design, Architecture, Art, and Planning Nandita Baxi Sheth works at the intersections of Art, Education, and Community as Assistant Director Academic in the College of Design, Architecture, Art, and Planning at the University of Cincinnati. She works as DAAP’s Liaison to the UC/Hughes
AC 2007-1987: UNDERGRADUATE LEARNING EXPERIENCES THROUGHRESEARCH IN EMERGING AREAS OF ENGINEERING DESIGN: PRODUCTPLATFORM PLANNING AND DESIGN FOR MANAGING PRODUCTOBSOLESCENCERahul Rai, Virginia Tech Rahul Rai is a post doctoral researcher at Virginia Tech. He received his PhD in Mechanical Engineering at University of Texas in August 2006. His research interests include qualitative and quantitative sequential sampling, development of methodologies and theories for sustainable and eco-friendly artifact systems and methods to minimize costs and quality loss in a product family. He is a member of ASME and AAAI.Asli Sahin, Virginia Tech Biosketch: Asli Sahin is a PhD candidate in the Department of
sequence, faculty andstudent assessment, and resulting revisions to the project management techniques.Additions to Senior Project SequenceIn order to meet the needs revealed in the assessment process, project management techniqueswere added to the project documentation and a score card rating system was added to the designreviews.The Project Workbook is a document that contains the project planning and executiondocuments. The workbook contains three main sections: I. Project Management Plan; II. Requirements Documents; and III. Execution and Closing.Each of these sections will be described below. Page 22.230.2In the
the project management course inagile methods were encouraged to organize their teams and projects according to scrum.At the core of scrum is the notion of empowering the team to organize the tasks independentlytogether with the idea of quick prototyping for fast customer feedback. Formal methods, incontext, rely more heavily on documentation, planning and preparation. The hypothesis forthis study is that delegating the responsibility of project organization to the student teamwould motivate the students to take a greater responsibility for both the project and their ownlearning, and, that this would promote increased student learning by way of motivatingstudent responsibility.Students of the three scrum-teams took a large responsibility for
tools, equipment, and laboratories which they use to build their projects. After describing the structure of the courses and the facilities available, we detail the procedures that are used, in context relative to the current literature and similar programs at other institutions. Specific aspects presented here include machine shop training, exercises on the mill and lathe, procedures for checkout of tools, safety plans, and approvals of both engineering drawings and manufacturing plans. We offer suggestions for procedures that could be adopted by other academic institutions. Introduction Yearly, about one thousand students are at some point in our DesignBuildTest curriculum as they work towards their Bachelor’s degree in Mechanical
industry design model that can be summarized in terms of fivedesign reviews: systems requirement review, preliminary design review, critical design review,testing readiness review, and production readiness review. Overall, the first semester of theproject is focused on problem formulation, research, and planning with some teams being able tostart on the concept development design phase. At the core, for most capstone teams, the secondsemester focused on concept development and initial efforts towards prototyping and modeling,both of which continue into the third semester. Detailed designs are the culmination of efforts inthe third semester and accompany testing and evaluation efforts. For several teams, the fourthsemester continues to focus on
all departments and programs in the COE, form groups with three tofour students containing diverse talents that would be representative of a typical engineeringteam in industry. Page 14.245.3Students participating in the industry sponsored senior design program are expected to produceindustry-standard deliverables throughout the two-semester course. The following documentsare described in earlier papers1,2,3 and include: 1. Requirements and Capabilities 2. Planning (Work Breakdown Structure, Schedule (Gantt Chart), Risk Assessment and Mitigation Plan) 3. Financial (Project Budget, Bill of Materials, Purchase Orders) 4. Engineering
AbstractDesign tasks are ubiquitous, complex, ill-structured, and challenging to students and professionalengineering designers. Successful designing depends on having not only adequate knowledge butalso sufficient awareness and control of that knowledge, known as metacognition. Researchsuggests that metacognition not only enhances learning outcomes but also encourages students tobe self-regulated learners who are metacognitively, motivationally, and behaviorally activeparticipants in their learning process.This article evaluates the extent to which students‟ task interpretation of the design project isreflected in their working plans and monitoring/regulating strategies. Butler and Cartier‟s Self-Regulated Learning (SRL) model was used to evaluate the
introduction 1 ‚ Overview of the design projects ‚ Stages of team development ‚ Team leadership ‚ Project management overview 2 ‚ Quality Function Deployment ‚ Design process Key deliverable: Project Team Definition Report Preliminary Design Review Board for all teams 3 Key deliverable: Preliminary Design Review Board material and Initial Project Plan ‚ Review of computational thermal science educational software 4 ‚ Summary of thermal system design Key deliverable: Team Project Status Report ‚ Innovation in design 5 Key deliverable: Team Project Status Report and Team Self-Assessment Report ‚ Ethics in design 6 ‚ Economics in
sized the culvert4, ‚ specified the geotechnical and land surveys (completed by outside contractors), ‚ presented the preferred design alternative to City supervisory staff, ‚ fitted the designed culvert into the site and planned the grading and riprap placement, ‚ redesigned intersection, ‚ prepared the US Army Corps of Engineers 404 wetlands permit and Missouri Dept. of Natural Resources 401 permit applications, ‚ prepared the easement requests for right-of-way coordinator, ‚ generated a project and construction budget, ‚ produced a project and construction schedule, ‚ generated a set of construction drawings (see attached drawings): ̇ title/location sheet ̇ specifications and quantities
(i.e., task interpretation, planning strategies, cognitive strategies,and monitoring and fix-up strategies). The findings suggest Team strategies require a high levelof student involvement and effort, while time strategies and resource management strategies areemployed to a lesser degree, on average. Small differences were seen between male and femalestudents in average strategy expression. Students may be benefitted by interventions designed toimprove self-regulation for specific team management strategies employed by engineeringstudents in relation to project management activities. Needed improvements touching on variousstrategic actions, as well as monitoring and fix-up strategies, are described in this paper.Keywords: self-regulation
“…an ability to function effectively on a team whosemembers together provide leadership, create a collaborative and inclusive environment, establishgoals, plan tasks, and meet objectives.” This assessment is performed by measuring each of thecomponents of outcome (5): leadership, collaboration, inclusion, goal setting, task management,and an ability to meet objectives.ABET requires each program to be assessed independently without data from students of differentmajors, even if taking the same course. The capstone project sequence at Grand Valley StateUniversity (GVSU) is well-suited to assess students’ ability to work in a team; however, thecapstone class consists of multidisciplinary teams drawn from multiple engineering programs,making
disciplines. This paper reports on the iCubed project, a pilot effort exploringtraining in engineering entrepreneurship, in which project and course are modeled oncommercial product development. A massively interdisciplinary team design project at thesenior and graduate level was developed and executed with a team spanning seven disciplines inengineering, business, and architecture. We report on project planning, design, and outcomes,and offer a set of best practices distilled from this experience.1.0 IntroductionThe past several decades have seen fundamental changes in the way engineering is practiced inindustry and consequently, the skills and capabilities needed by the modern engineer. Steadilydecreasing time-to-market timeframes, globalization
prepare students for the capstone experience in electrical engineeringAbstractGeneral dissatisfaction with the quality of capstone projects led the UndergraduateCurriculum Committee (UCC) in the Electrical Engineering Department at The PennsylvaniaState University to adopt a coordinated sequence of design courses that will prepare studentsto make better use of the capstone semester. The goal for this re-definition was to revitalizethe capstone program by offering broader opportunities for students to find ambitious projectsaligned with their professional interests. In addition, there was a desire to breach the wallbetween graduate and undergraduate programs and to increase professionalism training.An assessment plan was
was not correlated to instructional format. While a majority of the students noted thatthey had a project plan change due to COVID-19, most still felt that they were able to completetheir project. There was no significant difference in self-efficacy of those that noted a projectchange and those that did not. The Fall 2020 survey data was then compared to a previous non-COVID-19 semester’s data. There was no statistically significant difference in engineeringdesign self-efficacy or effort put forth on the project between the two groups. Surprisingly, theFall 2020 COVID-19-affected group had a marginal increase in overall senior design projectsatisfaction.IntroductionIn the Spring 2020 semester, significant educational changes were made
topics, and many programs are under pressure toreduce the number of courses and credits required for graduation. For these reasons, the civilengineering faculty at Oregon Institute of Technology decided to introduce the topic ofsustainability at the senior-level in the capstone design course.Senior Design at Oregon TechIn order to address concerns related to insufficient team skills, lack of multidisciplinaryexperience, and poor communication abilities, a unique capstone design course was developed atOregon Tech8. This year-long, three term course sequence was designed to allow students toparticipate in the complete design and development process of a civil engineering project, frominitial conceptual plans to final engineering designs. The
students aware of our city’s 10-year Plan to EndHomelessness, to introduce a workshop on the root causes of homelessness, and to designsustainable, inclusive, affordable housing (Fig. 1).This presentation will focus on a hands-on design project for all first-year engineering students.In 24 teams of 28 students, they will design affordable housing that is structurally sound,sustainable, cost-effective, aesthetically pleasing, functional, meets the client's needs and hascommunity input. The 30-student team will be subdivided into 4-person groups. Each group willcover one of the following aspects: project management, urban planning, sustainability, interiordesign, building, costing, and architecture. Effective communication will be key to the success
AP BD+C and a CM-BIM holder.Prof. Silvana Polgar, California State University, FresnoDr. Wei Wu, California State University, Fresno Wei Wu, PhD, LEED AP, GGP, CM-BIM, A.M. ASCE, is an Assistant Professor in the Department of Construction Management in Lyles College of Engineering at California State University, Fresno. He received his Bachelor of Engineering in Built Environment and Equipment Engineering from Hunan Uni- versity in China in 2004, Master of Science in Environmental Change and Management from University of Oxford in the UK in 2005, and Doctor of Philosophy in Design, Construction and Planning from Univer- sity of Florida in 2010. Currently, Dr. Wu teaches courses in Construction Graphics, Design Build
-learning experience. Additionally, care must be taken toprovide sufficient resources for their success under highly constrained conditions, in addition to athrough review of literature and/or case studies involving similar efforts to avoid the shortfallscommitted by other groups in the past.IntroductionIntegrated Product Development (IPD) is a cross-disciplinary project development concept heldas a full semester course in various academic settings. This concept most commonly bringstogether students from various disciplines such as engineering, business administration and thearts. Students are divided into teams that would plan, design, construct and market productsbased on a common theme. Team diversity is emphasized in order to give each member
proposed course includenanorobotics, fuel cells, thermal energy storage, biotechnology, and piezoelectric energyharvesting. As various engineering fields and technologies progress, the details of the designcourse are structured to be adapted accordingly.The ideas and materials presented in this report are relevant to departmental administrators,potential instructors, and faculty involved with planning and directing engineering coursecurriculums. While the course proposed in this document is based on many references, threeresources form the primary core of the course's development: engineering education principlespresented by Dr. Goff in ENGE 5024: Design in Engineering Education and Practice at VirginiaTech [11], course development resources
Mean1) Please rate your students’ ability of setting clear goals for their projects. 3.22) Please rate your students’ ability of identifying clear tasks to achieve their goals. 3.193) Please rate your students’ ability of setting schedules for their tasks. 3.194) Please rate your students’ ability of constructing the budget for their projects. 3.45) Please rate your students’ ability of identifying the resources needed to accomplish their 3.38projects.6) Please rate your students’ ability of foreseeing potential risks involved in their projects. 2.757) Please rate your students’ ability of creating contingency plans. 2.58) Please rate your students
systems. Brent is currently in the process of completing his junior year of undergraduate study and plans to start his PhD immediately after graduation.Dr. Phil Blake McBride, Eastern Arizona College Dr. Phil McBride received a B.S. from the University of Arizona in 1986, a M.A.T. in 1989 from Northern Arizona University and a Ph.D. in Chemistry from Miami University in 2003. He taught high school in Northern Arizona for 5 years before moving to Eastern Arizona College in 1991 to teach chemistry. He was recognized by the EAC Student Association as the most admired faculty in 1993, received the Alumni Faculty Recognition award in 1996, the distinguished service award in 1997, and in 2008 received the Rocky Mountain
. c American Society for Engineering Education, 2020 Collaboration and Design Practices in First-Year Project-Based EngineeringFostering first-year project-based learning (PBL) environments helps to engage students inengineering design practices and broaden their participation pathways in engineering fields [1].PBL collaborative design activities provide unique opportunities for students to develop,negotiate, and finetune designs. These design activities represent several engineering procedures,from planning projects and improving a production process to developing new materials [2].However, the collaborative design process in PBL is not well understood. Although researchershave conceptualized engineering design process among engineering
AC 2012-5526: CULTIVATING T-SHAPED ENGINEERS FOR 21ST CEN-TURY: EXPERIENCES IN CHINAMiss Jingshan Wu, Zhejiang University Jingshan Wu, Ph.D. candidate, majors in educational economy and management. Her research interest is the cultivation of engineering talents. She has been working for ”Research on International Engineering Education: Frontiers and Progress” and ”Model Innovation on Engineering Education” recently.Prof. Xiaodong Zou, Zhejiang University Xiaodong ZouPh.D., Vice President of Zhejiang University, professor of Public Administration School, Zhejiang University. His research area is administration and strategic planning of science, technology and higher education, organization management, and innovation
advisor to tackle aMechanical Engineering design project. Engineering communication, such as reports and oralpresentations are covered. The course emphasizes a practical, hands-on experience, andintegrates analytical and design skills acquired in the companion ME courses. The courseobjectives are (1) design problem solving, creative thinking, project planning and teamworkthrough a challenging design and build project; (2) to provide experience in fundamentalengineering reporting and communication including project plans, design reviews, and projectreports. To address the transition of the three unit, one quarter design course into a six unit, threequarter Capstone Design course, an Academic Coordinator with over twenty-five years ofengineering
AC 2007-266: USING INDUSTRIAL ADVISORY BOARDS TO ASSESS CAPSTONEDESIGN COURSESStacy Wilson, Western Kentucky UniversityMark Cambron, Western Kentucky University Page 12.1551.1© American Society for Engineering Education, 2007 Using Industrial Advisory Boards to Assess Capstone Design CoursesAbstractThe electrical engineering program at Western Kentucky University (WKU) was created in 2001with a focus on project-based education. Faculty have developed a series of experiencesthroughout the curriculum to support this mission which culminates in a year long designsequence. In this sequence, students must plan, design, and
? Good Poor Good Excellent2. How many hours were put in last week by the team? 32 0 32 403. How many team members participated last week? 3 2 3 44. When was the last team planning meeting? (Date) 9/7/2007 14 7 Progress Metrics1. Where is the project compared to the plan? On Sched Behind On Sched Ahead2. How focused is the development effort? Focused Scattered Typical Focused3. How similar is the development