Conference Session

Contemporary Practices in Engineering Management Programs

Collection

2009 Annual Conference & Exposition

Authors

Stanislav Karapetrovic, University of Alberta; John Doucette, University of Alberta

Tagged Divisions

Engineering Management

used in engineering courses orprograms. Examples of the related studies and applications can be found in Cheng et al. (2004)1,Shariff (2006)2, Sakhtivel and Raju (2006)3, Heitmann (2000)4 and other similar papers.However, a number of new standards now exist that can be deployed for the same purpose ofproviding quality assurance to students, professors, administrators and other stakeholders, butcan be much more easily applied than ISO 9001. Such efficient application is possible due totheir streamlined and effective focus on a single component of a quality management system, forinstance complaint handling and internal auditing5. Examples of these standards coming from theInternational Organization for Standardization (ISO) include the four

Conference Session

Engineering Management Program Design

Collection

2009 Annual Conference & Exposition

Authors

Stephen Raper, Missouri University of Science and Technology; Susan Murray, Missouri University of Science and Technology; Christa Weisbrook, Missouri University of Science and Technology; William Daughton, University of Missouri

Tagged Divisions

Engineering Management

years ago and it is one of only five ABET accredited undergraduateEM programs [1]. The initial degree program included a senior year of management courses inconjunction with three years of courses in common engineering disciplines such as mechanical,electrical, and civil engineering. In the 1990s the program underwent a major restructure andstudents combined core engineering management classes with an emphasis area inside thedepartment. Industrial, manufacturing, packaging, and quality engineering emphasis were addedas well as management of technology, while maintaining the ability to pursue traditionalengineering emphasis areas.Recently major changes were made to extend the set of core courses and to streamline thetechnical emphasis areas. The

Conference Session

Frontiers in Engineering Management Education

Collection

2009 Annual Conference & Exposition

Authors

Ertunga Ozelkan, University of North Carolina, Charlotte; Agnes Galambosi, University of North Carolina, Charlotte

Tagged Divisions

Engineering Management

the instructor are scheduled, or when first and last class sessions meet inperson in a classroom setting. For further details on online teaching techniques the reader canrefer to e.g. Bender[1].Scope:This paper tries to answer the following three research questions: 1. what are the students’preferences for different online delivery techniques?; 2. what is the perception of engineeringand engineering management students towards online courses compared to the traditional on-campus courses?; 3. Do factors such as previous exposure to online programs, differentengineering programs or different demographics affect the outcomes of the survey. In order toaddress these research questions, a survey has been conducted in the engineering college at

Conference Session

Engineering Management Program Design

Collection

2009 Annual Conference & Exposition

Authors

Ertunga Ozelkan, University of North Carolina, Charlotte; Agnes Galambosi, University of North Carolina, Charlotte

Tagged Divisions

Engineering Management

education delivery techniques.IntroductionMotivationBased on Gibbons[5], the number of Master’s-degree students enrolled in engineeringmanagement programs doubled between 2003 and 2006, despite an overall decrease of9% in engineering Master’s enrollment. In 1999, the total engineering managementMaster’s enrollment was about 1,767 students. In 2003, this number went further up to2,229 and it was up to 4,625 in 2006. This trend is also supported by the continuedincrease in the number of programs over the past 30 years. As reported in Alvear et al. [1],about 30 engineering and technology management programs existed in 1970s, andcurrently this number is over 160.According to the Bureau of Labor Statistics[4], the need for Engineering and NaturalScience

Conference Session

Contemporary Practices in Engineering Management Programs

Collection

2009 Annual Conference & Exposition

Authors

Ivan Lidon, University of Zaragoza; RUBEN REBOLLAR, University of Zaragoza; Palle Qvist, Aalborg University; Juan Luis Cano, University of Zaragoza

Tagged Divisions

Engineering Management

in groups while theydevelop their projects, in order to prevent possible failure once projects are completed.The Democratic Learning Questionnaire developed at Aalborg University, which studies thedecision-making process within project groups in order to obtain an indication of the degree ofstudent participation in a democratic learning system.The results obtained have confirmed the validity of the first questionnaire for the early detectionof teamwork functioning problems in groups. The second questionnaire has made it possible toestablish a correlation between a group's decision making process and the quality of itsfunctioning as a team.1. Introduction.A project can be understood as a temporary effort undertaken to achieve a particular aim

Conference Session

Contemporary Practices in Engineering Management Programs

Collection

2009 Annual Conference & Exposition

Authors

Gene Dixon, East Carolina University

Tagged Divisions

Engineering Management

] is a US GOCO overseen by agovernment agency. Operations and management of the site are contracted to a private services provider.These providers are usually, a consortium of major construction and engineering firms. Thecommuniqués in the case are a series of announcements from the management and operating (M&O)contractor’s president. For the time period covered by the case study, the M&O contract was managed bythe [company], a subsidiary of the [parent org].The issues addressed in the case are qualitative in nature and cover organizational structure, culture,finance and management. Table 1 provides a summary of issues that are addressed. The analysis of thiscase study, because of its construct as a series of company president letters

Conference Session

Frontiers in Engineering Management Education

Collection

2009 Annual Conference & Exposition

Authors

David Wyrick, Texas Tech; Adji Cisse, Texas Tech

Tagged Divisions

Engineering Management

others to constitute avirtual team” [1]. With the concept of virtuality, the notion of “working together apart” [2]very well captures the essence of what the virtual world presents to organizations. In fact,people no longer have to be confined in the same continent, let alone building or room, inorder to work on a project. The new face of organizations is that of a much decentralizedgroup, with diverse sub-groups dispersed all over the four corners of the world. Virtualteams and networked organizations are the latest stage in the evolution of organization [3].Virtual teams are a type of small group. They differ from other small groups in forms ofcommunication, number of relationships, and in the ability to create in a global context.The

Conference Session

Engineering Management Program Design

Collection

2009 Annual Conference & Exposition

Authors

Natalie Cherbaka, North Carolina State University; Jerome Lavelle, North Carolina State University

Tagged Divisions

Engineering Management

on the design of a proposed program. From this we describe and evaluatepotential proposals for an EM program at NCSU.1. Engineering Management TodayDefining Engineering Management: Engineering Management as a discipline is not tightlydefined, as demonstrated by a relatively wide variance among academic EM programs. Thediscipline is often grouped with Industrial Engineering, Systems Engineering, or Management ofTechnology. Although very few EM definitions exist, current discipline trends are representedby the following:  Engineering Management is the art and science of planning, organizing, allocating resources, and directing and controlling activities which have a technological component.2  Engineering Management is

Conference Session

Frontiers in Engineering Management Education

Collection

2009 Annual Conference & Exposition

Authors

Lenisha Gandhi, IBM

Tagged Divisions

Engineering Management

fundamental practices that will helpbuild this trust are:1. Building virtual relationships within the team will greatly help in building trust among the global team members. Nothing can replace the importance of a face–to-face meeting. However, in today’s economy and budget constraints, that is not always possible. But if at all possible, when an initial global team is formed, the first thing to attempt is to arrange a face- to-face meeting between the global team members and the leader of the project. For example, on a recent joint work effort between Germany and Silicon Valley, a face-to-face meeting between the German architect and the US team was not done until the end of the project. When the fact-to-face meeting happened, it was

Conference Session

Contemporary Practices in Engineering Management Programs

Collection

2009 Annual Conference & Exposition

Authors

Raymond Price, University of Illinois, Urbana-Champaign; Rose Mary Cordova-Wentling, University of Illinois, Urbana-Champaign

Tagged Divisions

Engineering Management

and multidisciplinaryfield that constitutes engineering in today’s global environment. Additionally, Manseur (2003) refers tothe need of a “broad education that goes beyond traditional engineering topics and includes areas such asethics, team work, oral communication, life-long learning, and an awareness of the impact of engineeringon society to name just a few” (p.1). Goldberg (2006) noted that preparing engineers for organizationaland people-related challenges assists them in being more effective throughout their careers. All theauthors mentioned above have brought attention to the human behavior related skills that engineers needin order to successfully apply their technical knowledge in today’s ever-changing and multidisciplinaryworld

Conference Session

Engineering Management Program Design

Collection

2009 Annual Conference & Exposition

Authors

Kathryn Abel, Stevens Institute of Technology

Tagged Divisions

Engineering Management

usedby the Engineering Management Program at Stevens Institute of Technology todemonstrate these concepts.Different data displays are used for varying reasons. For example, data displays ofaverage starting salaries are used to show that the Engineering Management Program wasnot standing still by having salaries stagnate, but was keeping pace with the nation byhaving graduates whose starting salary was comparable to those in the rest of the nation.Thus, Stevens Engineering Management graduates may be considered to be sought afterand competitive in the marketplace. See Table 1. Page 14.972.6 Table I: Career Profile and Salary Report of

Conference Session

Frontiers in Engineering Management Education

Collection

2009 Annual Conference & Exposition

Authors

Howard Eisner, George Washington University

Tagged Divisions

Engineering Management

The George Washington UniversityAbstract This paper provides an overview of Systems Engineering education in the context of anEngineering Management program. This program has successfully integrated systemsengineering into the broader perspective of engineering management. From a base of corestrengths and competencies in engineering management, the systems engineering courseshave grown in substance and acceptance in the marketplace. Combinations of thesecourses lead to Certificates and Master’s degrees. Further study in systems engineering,together with research and dissertation activities, can lead to a doctorate degree. Aspectsof the offerings discussed in this paper include: (1) system requirements, (2) the systemsapproach, (3) system

Conference Session

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

Cassandra Elrod, University of Missouri-Rolla; William Daughton, University of Missouri-Rolla (ENG)

Tagged Divisions

Engineering Management

obstacles, be creative, deal with all types of projects and people, worktogether, and perhaps most importantly, be flexible.Student FeedbackThere were two forms of student feedback directly pertinent to the undergraduateprogram. The first was a feedback form given to each student right after attending theEMSE department sessions. The students were asked to rate their interest in EngineeringManagement as a result of their experience. Over the three weeks there were 65responses with the results shown in Figure 1. The response ranges were from 1 = nointerest to 5 = very interested. Figure 1. 60 50 40

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Jerry Westbrook, University of Alabama-Huntsville

Tagged Divisions

Engineering Management

discipline and to develop standards thatmember schools could use to guide academic program development and content. Once standards(shown in Exhibit 1) were developed, ASEM decided to develop a certification effort to identifythose programs that met the standards. The certification process was developed to be similar toan ABET model, including a self-study and a site visit by an assessment team.The plan for certifying master’s programs was presented at the 2002 ASEM National Conferencein Tampa, FL. The ASEM Board of Directors studied the plan for one year. In October of 2003,at its National Conference in St. Louis, MO, ASEM authorized a pilot project to use theproposed certification standards on some of the better-known EM programs in the country

Conference Session

Program Delivery Methods and Real World Concepts

Collection

2006 Annual Conference & Exposition

Authors

Kathryn Abel, Stevens Institute of Technology

Tagged Divisions

Engineering Management

students who wereinstructed in a traditional whiteboard method.Hypothesis – Those students who took the computer-aided, powerpoint instructedclass will score higher in their final grades than those students who were instructedin a traditional whiteboard method. Null hypothesis H (0) - No difference in mean test scores between conditions (X=Y) Two-tailed T-test (95% confidence limit)Table 1 – Hypothesized Results Group X – Students who.. Group Y – Students who.. took the computer-aided took the traditionally instructed course course Final Grade X – Higher Final Grade Y – Lower Final GradeResults of Data AnalysisThe null hypothesis is

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Donald Merino, Stevens Institute of Technology

Tagged Divisions

Engineering Management

; Engineering Law; Mgt. Information Systems6. Engineering and Science CoursesA. Engineering CoursesTypical Course Names: any with “engineering” in title – except for EngineeringManagement; Systems Engineering and Industrial EngineeringB. Science CoursesTypical Course Names: Mathematics, Chemistry or Physics coursesEngineering Management Major Functional Definition; Sub Fields; TypicalCourse Names: Exhibit 1.Engineering Management programs (undergraduate or graduate) could becategorized by the above set of definitions. However, only a subset of the fieldsor areas represents EM’s contribution to a student’s or practitioner’s education. Inaddition, the topics/ fields chosen need to be consistent with already establishedaccreditation criteria.Exhibit 1

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Donald Merino, Stevens Institute of Technology

Tagged Divisions

Engineering Management

definable body of knowledgeby discipline. EM programs which are ABET accredited are at the University of Missouri atRolla, Stevens Institute of Technology and United States Military Academy at West Point.ABET lists other schools under EM but they combine other disciplines like IndustrialEngineering, etc. Two newly ABET accredited programs will be added in a later analysis.The above analysis was sent to the various schools for peer review. The results are reported inthis paper. Analyses of these topics and the weight they occupy in the curriculum are used as aguide in establishing an EM Body of Knowledge. They can also be used to help determine theweight of test questions to certify engineering managers.Overview of PaperIn a previous paper 1

Conference Session

EM in a Global Environment

Collection

2006 Annual Conference & Exposition

Authors

William Loendorf, Eastern Washington University

Tagged Divisions

Engineering Management

products. Basically there are three critical aspects oftime compression “(1) shortened product life cycles; (2) shortened development times; and (3)… decreasing payback periods” (Narayanan7, 2001, p. 48). It is becoming clear that product lifecycles are decreasing over time as new products are introduced at an accelerated pace increasingthe speed through which a product penetrates the market. In order to accomplish this task thetime to develop a new process or technology into a marketable product must also shorten. Finallythere is increased pressure from the capital markets to yield quick returns from investments indevelopment of new products and technologies. They demand decreasing payback periodsforcing a reduction in the cycle time for the

Conference Session

Program Delivery Methods and Real World Concepts

Collection

2006 Annual Conference & Exposition

Authors

Raghvinder Sangwan, Pennsylvania State University; Kathryn Jablokow, Pennsylvania State University-Great Valley; Matt Bass, Siemens Corporate Research; Dan Paulish, Siemens Corporate Research

Tagged Divisions

Engineering Management

beyond the first 100 metersAbstractMotivated by a real-world example from the domain of software product development, wediscuss some of the key factors that impact shared understanding among collaborating teams ingeneral, along with specific implications of those factors for asynchronous collaboration inparticular. Shared understanding is viewed through the lens of Kirton’s Adaption-Innovationtheory, a powerful framework for understanding problem solving that provides insights on thecreative behavior of individuals and the convergence and divergence of collaborating teams.Proposed research directions are suggested for the future, and implications of this work forengineering education are discussed as well.1. IntroductionIt is well known that

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Yesim Sireli, University of North Carolina-Charlotte; S. Gary Teng, University of North Carolina-Charlotte; Ertunga Ozelkan, University of North Carolina-Charlotte

Tagged Divisions

Engineering Management

meet therequirements of the future department. They consist of the following sub-categories: 1. Activities related to student recruitment/retention and teaching 2. Activities related to faculty recruitment/retention and research 3. Activities related to the recognition of the department 4. Activities related to establishing and maintaining close relations with the industryOur QFD approach utilizes only one QFD matrix instead of implementing separate matrices foreach sub-category listed above, because some activities belong to more than one category.Therefore, 25 potentially significant activities were chosen, which relate to all four sub-categories. A letter is assigned to each activity for ease of use in the QFD matrix (Table

Conference Session

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

William Peterson, Old Dominion University; Morgan Henrie, University of Alaska Anchorage; Shannon Bowling, Old Dominion University

Tagged Divisions

Engineering Management

by Hicks, Utley, and Westbrook6and focus on either: (1) classical concepts of management, (2) mathematical concepts, or (3)behavioral management. In developing its standards for certification, ASEM made twosignificant (to this paper) curriculum requirements7: (1) a balance between qualitative and Page 11.1449.2quantitative courses and (2) a requirement that at least one third of the coursework bemanagement and management-related. Thus, whether the student desires to acquire a master’sdegree to better qualify for or perform better in a managerial position or is looking to acquireskills to function as a better engineer in a technology driven firm

Conference Session

Program Delivery Methods and Real World Concepts

Collection

2006 Annual Conference & Exposition

Authors

Leroy Cox, University of Missouri-Rolla; Susan Murray, University of Missouri-Rolla; David Spurlock, University of Missouri-Rolla (ENG)

Tagged Divisions

Engineering Management

, and telephone calls were most often used to share information. The mean scores foreach technology are shown in Table 1 below. Table 1. Mean Ratings of Frequency of Use of Communication Medium Communication Mode Mean Email 3.96 Telephone Conference 2.65 Personal telephone call 2.22 Shared Databases 1.91 Voice Mail 1.35 Standard Mail Delivery 1.35 Video Conference 1.13

Conference Session

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

Robert Parden, Santa Clara University

Tagged Divisions

Engineering Management

increasing their knowledge ofthe global business systems in which their research, development, and design decisions will beutilized. To these goals we add leadership--leadership to reach next-level productivity in everyfacet of the knowledge-intensive firm.Historical Productivity StudiesProductivity is not a new concern. In 1974, Robert Ranftl reported for The Hughes AircraftCompany, an investigation of the way to improve productivity in Technology-BasedOrganizations.It is titled “R and D Productivity. (1) This study involved hundreds of contributors in theAerospace Industry. Their conclusions:1. Productivity improvement in virtually any organization is there for the asking.2. There are significant untapped resources in every individual.3. The

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Gordon Geiger, University of Arizona

Tagged Divisions

Engineering Management

their career, tosenior management at later career stages. For instance, in 1985 a major study wasundertaken by the National Research Council (1) which found that 44.6% of thosesurveyed, who described themselves as engineers, said that their primary activities weremanagement (28%) or production (16.6%). In 1995, a similar survey by NSF(2) found that only 38% of those in the U.S. workforcewith a B.S. in engineering actually work as engineers. An additional 48% say that theirwork is related to engineering, but that they are managers, patent attorneys, CEO’s,financial analysts, and entrepreneurs. In 1998, NSF published the results of its Engineering Workforce Project,(3) an ongoingeffort. It showed that in 1993 32% of respondents said their

Conference Session

EM in a Global Environment

Collection

2006 Annual Conference & Exposition

Authors

Halvard Nystrom, University of Missouri-Rolla

Tagged Divisions

Engineering Management

apply for grants both in engineering and businessschools. In addition, the broad nature of the Engineering Management disciplineprovides ample scope to find valuable experiences for all the stakeholders.This paper describes the Fulbright Scholar Program and the applicability to EngineeringManagement faculty. It describes how the selections are made and how faculty canenhance their probability for acceptance. It then describes a successful strategy that Ifollowed to: 1) investigate the opportunities within the Fulbright Program, 2) negotiatewith the local dean to shape the program description to provide a valuable and fulfillingagenda for both the college and me, and 3) the resulting experience in Oman. I taught oneclass and was utilized by the

Conference Session

Examining the Synergy between Eng'g Mgmt & Sys Eng

Collection

2006 Annual Conference & Exposition

Authors

Wade Shaw, Florida Tech; Muzaffar Shaikh, Florida Tech; Carmo D'Cruz, Florida Tech

Tagged Divisions

Engineering Management

, Systems Modeling, Engineering Economics and businessplanning, Systems Integration and business plan development, Systems Launch considerationsand product/business launch, etc. Concepts in strategy, team dynamics, and finance areintegrated into these courses focusing on Engineering Entrepreneurship. A unique “SEEntrepreneurship” program is being pioneered at Florida Tech.IntroductionThe emerging facts from successful organizations, including universities, indicate that the realsource of power in a knowledge economy is in combining technical prowess withentrepreneurship.1 A survey of business executives and managers indicated that highly successfulengineers are not only academically astute, but also possess entrepreneurial skills.2 TheEngineers of

Conference Session

Engineering Management Division Technical Session 2: Curriculum and the Classroom

Collection

2017 ASEE Annual Conference & Exposition

Authors

Sangarappillai Sivaloganathan, United Arab Emirates University; Essam K. Zaneldin P.E., United Arab Emirates University; Sarah Samir Sedra, United Arab Emirates university; khawla Mousa Alrayssi, UAEU ; Riham Mohamed Surkatti Ms, Graduate Student ; Haya Mohammed Al Nuaimi, UAEU

Tagged Topics

Diversity

Tagged Divisions

Engineering Management

the master’s degree in Engineering man- agement at UAE university which is the top University in UAE. This study was done in our first workshop in engineering process management.Miss khawla Mousa Alrayssi, UAEU Miss Khawla Alrayssi graduated as a Mechanical Engineer from UAE University in Jun 2010 and started her career in September 2010 at STRATA manufacturing in UAE. After being in the job as manufacturing engineer in aerospace field for 1 year she underwent training in material & process engineering & Non- destruction tests for aircraft parts t in Alenia Aermacchi in Italy for 7 months. On returning she joined the Quality team in STRATA as Non-destructive test engineer and works there for the past 4

Conference Session

Engineering Management Division Technical Session 2: Curriculum and the Classroom

Collection

2017 ASEE Annual Conference & Exposition

Authors

Andrew J. Czuchry, East Tennessee State University; James H. Lampley, East Tennessee State University; Addison Scott Karnes, East Tennessee State University; Leendert Menist Craig, East Tennessee State University

Tagged Divisions

Engineering Management

economic developmentinitiatives provided fiber optic internet to local schools, an engagement agreement was drafted inwhich an ETSU graduate student team was contracted to develop an improved deliverymethodology. This article presents a longitudinal case study and underscores the implicationsfor engineering management education.Background/IntroductionReference is made to a 2016 ASEE Conference publication: Strategic Alliances May BecomeKey Success Factors for Enhanced Experiential Learning: A Conceptual Framework forImplementation. 1 Building upon the successful strategic alliance formed in 2014 with themayors of Sullivan and Washington counties in East Tennessee, a common Workforce Readinesschallenge to economic development was addressed. Both

Conference Session

Industrial Engineering Division Tech Session 2, IE-ing the Classroom

Collection

2017 ASEE Annual Conference & Exposition

Authors

Dia St. John, University of Arkansas; Eric Specking, University of Arkansas

Tagged Divisions

Engineering Economy, Engineering Management, Industrial Engineering

engineering fields, especially industrialengineering. Most outreach literature, focuses on the recruitment of students, content, and theimpact on participants. In 2015, the authors, St. John and Specking, proposed a framework toadapt college-level lessons for outreach activities.[5] This work will 1) discuss a modifiedversion of the 2015 framework that emphasizes implementation, assessment, and continuousimprovement, 2) provide an example application that was successfully implemented at multiplesections of a University of Arkansas summer camp with assessment data, and 3) provide anadditional example of a previously implemented activity to emphasize the cycle ofimplementation, assessment, and improvement. The University of Arkansas used pre and

Conference Session

Engineering Management Division Technical Session 2: Curriculum and the Classroom

Collection

2017 ASEE Annual Conference & Exposition

Authors

Sandra L. Furterer, University of Dayton

Tagged Divisions

Engineering Management

300 College Park, Dayton, OH 45469 Phone: (937) 229-2475AbstractThis paper will describe and discuss the learning strategies applied in an EngineeringManagement Organizational Behavior course to enhance and encourage students to go beyondrote memorization and simple understanding of concepts to application, synthesis, evaluation andcreation for an organization. The learning strategies to be considered are: 1) research anddelivery of a real-world case study application of an organization applying the organizationalbehavior concepts; 2) within-class active learning exercises applying the organizational behaviorconcepts; 3) developing a written paper applying the concepts