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

EM in a Global Environment

Collection

2006 Annual Conference & Exposition

Authors

Ertunga Ozelkan, University of North Carolina-Charlotte; Divakar Rajamani, University of Texas-Dallas

Tagged Divisions

Engineering Management

arelation between the end-to-end supply chain processes and the strategic, tactical andoperational decision phases of a supply chain. An example from the soft goods supplychain is presented to illustrate the proposed framework.1. IntroductionSupply chain management (SCM) education has become an important part of themanagement and engineering management curriculum. This is due to many companiesrealizing that eliminating supply chain inefficiencies such as excessive inventory levels,poor customer service, high operating costs, long order cycle times, and inefficient assetutilization can save millions of dollars. Based on the State of Logistics Report5, over $1trillion (10% of Gross National Product – GNP) is spent on supply-related activities inthe

Conference Session

Examining the Synergy between Eng'g Mgmt & Sys Eng

Collection

2006 Annual Conference & Exposition

Authors

Timothy Trainor, U.S. Military Academy; Heidi Hoyle, U.S. Military Academy

Tagged Divisions

Engineering Management

curriculum.Introduction The United States Military Academy (USMA) at West Point has a unique role in oursociety among institutions of higher learning. Our mission is: “to educate, train and inspire theCorps of Cadets so that each graduate is a commissioned leader of character committed to thevalues of Duty, Honor, Country, and prepared for a career of professional excellence and serviceto the nation as an officer in the United States Army.”1 USMA fulfills this mission throughrigorous military, physical and academic programs. The Dean of Academics (Dean’s) vision isthat the academic program “educates cadets to be Army officers of character who anticipate andrespond effectively to the uncertainties of a changing technological, social, political, andeconomic

Conference Session

EM in a Global Environment

Collection

2006 Annual Conference & Exposition

Authors

Michael Bramhall, Sheffield Hallam University; Steve Lawson, Leeds Metropolitan University; Ian Robinson, Sheffield Hallam University

Tagged Divisions

Engineering Management

responsibly and take on leadership roles as required.• People to be responsive to customer demands and able to move more quickly when faced with changing environments.It is interesting to note the distinction in focus between managers, who look to the specificactivities of the here-and-now and leaders who have a clear vision for the future.However, although the four themes of Marketing, Quality and Project Management, HumanResources, and Leadership are clearly important, we have not been given the whole picture.We believe that two vital themes have been missed: those of Strategic Management andKnowledge Management. These themes, together with the previous four, are represented asslices of a cake in Fig 1

Conference Session

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

Erin Brown, Valparaiso University; Doug Tougaw, Valparaiso University

Tagged Divisions

Engineering Management

resultsof these efforts and lessons learned over several years of recruiting engineers to becomeengineering managers.2. Benefits of Engineering Management Education for Engineering StudentsIt has been recognized for a number of years that every engineering graduate should possesssome knowledge about the world of business, and that those competencies can serve to help themadvance their careers.1-2 The benefits of learning about the fundamentals of engineeringmanagement are numerous, including developing skills in leadership and teamwork that arevaluable to the student even in other undergraduate courses.3,4 Furthermore, developing skills inthis area can promote entrepreneurship, which is a natural complement to engineeringmanagement skills.5

Conference Session

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

Carmen Zafft, University of Nebraska-Lincoln; Stephanie Adams, University of Nebraska-Lincoln

Tagged Divisions

Engineering Management

, managing resources,and defining goals. Members of self-managed teams hold a variety of skills and play a variety ofroles pertinent to the goals of the team. Lastly, compensation and feedback is made available tothe team as a whole. For the purposes of this study, the definition of a SMT developed by Adams [1] will beutilized: “A small group of individuals responsible for planning, scheduling, evaluating, andcontinually improving themselves and their work” (p.21). Page 11.228.6 Self-Managed Team Outcomes Typically, positive outcomes for self-managed teams are most noticeable in performanceand employee relations [1]. SMTs increase

Conference Session

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

Carmen Zafft, University of Nebraska-Lincoln; Maria A. Perez, University of Nebraska-Lincoln; Stephanie Adams, University of Nebraska-Lincoln

Tagged Divisions

Engineering Management

order to fully utilize the TEQ, a scoring system is necessary to facilitatecalculating and interpreting results. In choosing the norm reference standard score, T-score, we analyzed and evaluatedseveral other scoring categories such as: content reference, criterion reference, and normreference. The decision to use the T-score type was made after analyzing and evaluating thecharacteristics, objectives and/or intentions of the various types. The standard T-score wasselected because: 1) it would not report negative values, 2) people are familiar with a 0-100 scalewhich would allow for easier interpretation, and 3) this type will allow individuals to comparetheir responses with the norm group. The use of a standard score will minimize

Conference Session

Examining the Synergy between Eng'g Mgmt & Sys Eng

Collection

2006 Annual Conference & Exposition

Authors

Jonathan Weaver, University of Detroit Mercy; Michael Vinarcik, University of Detroit Mercy

Tagged Divisions

Engineering Management

final examination (the lead author chose instead to use the weekly quizzes toencourage the students to remain up-to-date in their studies). In addition, a premium was givenfor early completion of work. Three deadlines were assigned for every case study and project:110%, 105%, and 100%. Each student’s assignment score was multiplied by the appropriate Page 11.333.3value based upon when it was submitted.1 No group assignments were given.The University of Detroit Mercy uses BlackBoard web-based instructional software; the MEMstudents were required to use it for assignment submissions, quizzes (if they were traveling), andon-line discussion board

Conference Session

Program Delivery Methods and Real World Concepts

Collection

2006 Annual Conference & Exposition

Authors

Rosida Coowar, University of Central Florida; Sandra Furterer, University of Central Florida; Temitayo Akinrefon, University of Central Florida; Ala` Battikhi, University of Central Florida; Ana Ferreras, University of Central Florida; Kelvin Gibson, University of Central Florida; Ramamoorthy Lakkoju, University of Central Florida; Katherine Meza, University of Central Florida

Tagged Divisions

Engineering Management

variation, and eliminate waste. It hasbeen used successfully in the automotive, chemical, healthcare, high-tech, financial and retailindustries. The Industrial Engineering and Management Systems Department at the University ofCentral Florida has incorporated service experiential learning opportunities into the curriculumwithin a Total Quality Improvement course. This course teaches the Six Sigma body ofknowledge together with Lean Principles and provides hands-on Six Sigma project experience.This paper describes how a team of faculty and students used the Lean Six Sigma Technology todocument and improve the pre-application process used by the College of Engineering andComputer Science at the University of Central Florida.1. IntroductionIn the Fall

Conference Session

Program Delivery Methods and Real World Concepts

Collection

2006 Annual Conference & Exposition

Authors

Keith Plemmons

Tagged Divisions

Engineering Management

addresses the requirements for Outcome 13 in the following statement, “Outcome 13(includes “understanding the elements of project management”) should be taken to Level 1(recognition) in the B and/or M/30.” The “B and/or M/30” refers to a Bachelors degree and/or aMaster’s degree or 30 credits, and represents to the total post-secondary education expected tofulfill the requirements for professional licensing and practice in civil engineering4.Level 1 or recognition is associated with the lower two levels of Blooms Taxonomy -Knowledge (memorization and recall) and comprehension. Knowledge “consists of facts,conventions, definitions, jargon, technical terms, classifications, categories, and criteria.Knowledge is necessary but not sufficient for solving

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Ron Foster, University of Arkansas; Ken Vickers, University of Arkansas

Tagged Divisions

Engineering Management

year extension, a NSF Partnership for Innovation(PFI) grant and then follow up PFI grant, and a five year NSF Material Research Center forScience and Engineering Center (MRSEC) grant with a just awarded second five yearcontinuation.The specific elements for microEP students’ career preparation were (1) academic excellence incourses that would directly support a student’s professional performance, (2) research excellencein an area that would provide practice of the academic knowledge being gained throughcoursework, and (3) operational excellence in both the execution of graduate research and inmanagement skills needed in early professional careers.This paper will not address the first two elements of the microEP Graduate Program, but

Conference Session

Examining the Synergy between Eng'g Mgmt & Sys Eng

Collection

2006 Annual Conference & Exposition

Authors

Jonathan Weaver, University of Detroit Mercy; Michael Vinarcik, University of Detroit Mercy

Tagged Divisions

Engineering Management

context of our courses: Systems Architecting: The mapping of function to form via concept.1 Systems Engineering: An interdisciplinary approach and means to enable the realization of successful systems.2The architecting activity is critically important; that is the time to fully understand the problemand to search for creative alternative architectures that optimally map the system’s requiredfunctions to form (hardware and software). Well-executed architectural explorations will resultin the most competitive and successful systems because no amount of systems engineering ordetailed design can overcome a fundamentally flawed architecture. It is most often poorjudgment during the architecting phase of system