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

, Cellular Manufacturing Systems: Design, Planning and Control, which was published in 1996. Page 11.180.1© American Society for Engineering Education, 2006 An Effective Framework for Teaching Supply Chain ManagementAbstractTo survive in today’s competitive business environment, companies strive to adopt thestrategies of supply chain management. Thus, supply chain management has become anintegral part of the engineering management curriculum. This paper discusses aframework that can be helpful for teaching and managing supply chains effectively. Theframework that is named the “Supply Chain Management Process Map” establishes

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

to choose, but the practice of management in the academicsetting would be difficult.First, it was recognized early in the program planning that the professional behaviors observedby UA students during their undergraduate/graduate careers are overwhelmingly academic innature. As in every profession, current academic professional behaviors have developed over thelast fifty years under the influence of the academic reward and recognition systems that havegrown over that same time period. The rewards to faculty at the UA are similar to typicalsystems in PhD granting institutions, in that they focus on tenure and promotion with a largeelement of the assessment function concentrated on research attainment and publication.Even with an increased

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

. Aresponsibility matrix, identifying the role of each of the team members and a work plan withassigned completion dates and milestones were created.As a key step in improving the current pre-application process, the team developed a detailedstakeholder or customer analysis. Stakeholders can be identified as managers of the process,people in the process, customers, suppliers, upstream people in the process and downstreampeople in the process (Rath and Strong, 2000)2. Five major participants within the pre-application procedure were identified, consisting of domestic applicants, international applicants,the Office of Graduate Affairs staff, the departmental graduate coordinators, and the technicalsupport team designated to the pre-application database. All

Conference Session

EM in a Global Environment

Collection

2006 Annual Conference & Exposition

Authors

Halvard Nystrom, University of Missouri-Rolla

Tagged Divisions

Engineering Management

school as an external consultant. I facilitated numerousfaculty meetings exercising a new strategy that utilized faculty participation anddeveloped a strategic planning document based on those interactions. In addition, Ihelped them to start planning for an international conference that they want to sponsor.My experience at the Modern College of Business and Science in Muscat, Oman offereda valuable, safe and interesting break that provided an excellent reference frame to betterunderstand what we do and how we generate value.The Fulbright ProgramFor more than 55 years, the Council for International Exchange of Scholars (CIES) hashelped administer the Fulbright Scholar Program, the U.S. government's flagshipacademic exchange effort, on behalf of

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

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

Robert Parden, Santa Clara University

Tagged Divisions

Engineering Management

systems approach creates the greatest productivity improvements.4. The best approach is to deal with counterproductive factors.These include: Insufficient management attention to productivity Ineffective planning, direction and control Poor communications Limited knowledge sharing Technological obsolescence Operational over-complexity--red tape Lack of people-orientation in management Lack of manager developmentORGANIZATIONAL GOALS Page 11.975.3The following goals are typical for most knowledge-intensive organizations:CreativityTo bring into being from one's thoughts. The current leadership challenge

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Jerry Westbrook, University of Alabama-Huntsville

Tagged Divisions

Engineering Management

classical management concepts- planning, marketing, accounting, etc. Thesecond group focused on mathematical concepts- operations research, probabilistic models, linearprogramming, etc. and the third focused on behavioral management- motivation, projectmanagement, leadership, etc. This research found that there was no agreement on the type ofcourses that should be in EM programs. Some of the EM programs were formerly existingprograms in Operations Research or Industrial Engineering. The lack of agreement of programcontent allows any university or private company to define EM independently.The American Society of Engineering Management (ASEM) was presented with this informationand realized the serious implications of an ill-defined but popular

Conference Session

Program Delivery Methods and Real World Concepts

Collection

2006 Annual Conference & Exposition

Authors

Keith Plemmons

Tagged Divisions

Engineering Management

Page 11.1321.2to follow professional development programs associated with grade descriptions, experience, andprofessional registration. A common and often used model for this career advancement is theASCE Professional Grade Descriptions 3. Each grade, from Engineer I to Engineer IX, isdelineated by the general characteristics, directions received, typical duties and responsibilities,and typical position titles. Using the professional engineer (PE) registration as a discriminatorbetween Grade III and IV, practicing engineers are not normally expected to “plan, schedule,conduct, or coordinate detailed phases of engineering work in part of a major project or in a totalproject of moderate scope” until becoming an Engineer IV as a registered

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

: Page 11.300.2‘...increasingly flexible and truncated careers. Hence graduates have to be more ‘flexible’ intheir attitudes towards work and more ‘adaptive’ in their behaviour in the labour market.They require a broader portfolio of technical, social and personal skills than...wereemphasised in the past.’ 3Therefore, the type of graduates we need to produce are those that are business-aware as wellas possessing the traditional engineering skills. However, the lack of fully efficient linksbetween university and industry means that we don’t always produce the type of graduatesthat industry really requires. And, in fact, we have been slow to respond to its changingrequirements.In many universities, course planning is largely an internally driven

Conference Session

EM in a Global Environment

Collection

2006 Annual Conference & Exposition

Authors

William Loendorf, Eastern Washington University

Tagged Divisions

Engineering Management

concerning who the organization can effectively compete against in the globalmarket. It is a key component for determining the value perception of its customers.Basically, the customer centered organization is better able to identify new opportunities,determine a strategy, and be competitive. This is accomplished by monitoring the perceivedvalue expected by its customers and setting a long-term course to satisfy those expectations. Inmany cases, it is all too easy for organizations to become fixated on their competitors actions andlose sight of its customer focus. These competitor centered organizations plan their moves basedupon their competitors’ actions and reactions while customer centered organizations focus on theneeds and wants of their

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

regards to thetask and development. The amount of external supervision required in a SMT is at a minimum.Team members learn to take responsibility for themselves in all aspects of their work. Animportant characteristic of a SMT is the power of people. Fisher [17] says that people are thecompetitive advantage. Commitment by members results in their empowerment andconsequently creates an effective self-managing team. “Self-directed work teams are the mostadvanced form of empowerment” (p.14). Cummings [16] offered a characterization of self-managed teams that is appropriate forthe purposes of this study. Self-managed teams are responsible for the whole task they areassigned. The whole task includes (but not limited to) planning, scheduling

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

to understand theconcepts of staffing, organizing, planning, leading and financing projects. Cadets have theopportunity to attend an Advanced Individual Academic Development experience during asummer training period to see the real-world application of their discipline. These are popularbut voluntary limited summer internship programs primarily with Department of Defense (DoD)agencies. Finally, the integrative experience or capstone design courses provide cadets theforum to apply what they have learned in the program in solving a problem for a real DoD orindustry client. They integrate concepts learned through all their USMA experiences to providevaluable analysis and recommendations concerning an issue for a project client. TheEngineering

Conference Session

Emerging EM Areas

Collection

2006 Annual Conference & Exposition

Authors

Erin Brown, Valparaiso University; Doug Tougaw, Valparaiso University

Tagged Divisions

Engineering Management

stated earlier, the most effective recruiting tool for Valparaiso University’s graduatemanagement programs has been a personalized communication plan for each prospectivestudent. While time consuming, this communication plan allows the Assistant Director of theMBA Program to understand the wants and needs of each student looking to enroll in a graduatemanagement program. This assessment then allows Valparaiso University to hone the needs ofthe program toward the needs of the majority of its students and to continue the personalizationthroughout each student’s planned curriculum. This recruitment strategy has been used since thebeginning of the graduate management programs but has been better tailored over time tomaximize its effectiveness. Now

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

themarketing and production of a Palmtop type product, and the second covered theproduction of a car in a “Monster Garage” scenario to serve a target market. These twoactivities would expose the students to the concepts of teamwork, decision making, andtypical product management activities such as planning, marketing, logistics, andproduction.The Palmtop, Inc. Simulation was crafted by the EMSE department for the Introductionto Engineering program. The goal of this simulation is to enable the students toexperience decision making in an uncertain business environment and to shed light on thejob functions that EMSE graduates often execute. This simulation is run forapproximately 60 minutes and does not require specific knowledge of technical orbusiness

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Donald Merino, Stevens Institute of Technology

Tagged Divisions

Engineering Management

28 +1 Yes3A and 3B 20 21 +1 Yes4A and 4B 18 17 -1 Yes5A 15 16 +1 YesTotal 100 100 0Appendix A. ABET Criteria for EM programsSource: ABET:Criteria for Accrediting Programs in Engineering in the US, 2003 -04Program Criteria for Engineering Management and Similarly Named EngineeringPrograms1. Curriculum. The program must demonstrate that graduates have: an understanding of the engineering relationships between the tasks of planning, organization, leadership, control, and the human element in production, research, and service

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

implementation beginning with the definitions and lists of the requirements andactivities.2.1 Requirements and ActivitiesRequirements (or objectives) are defined as selected factors that are important for healthyestablishment of the Systems Engineering & Engineering Management Department as follows. Student recruitment Student retention Competitive curriculum Effective learning environment Faculty recruitment Faculty retention Research portfolio development Domestic recognition of the department International recognition of the department Establishing and maintaining close relations with the industryActivities, on the other hand, are defined as planned and unplanned actions to

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

develop a pilot study to see if in deedthe question we have is relevant. If it is, we plan to proceed to try and answer our underlyingquestions: 1. How much management do engineering management students need? 2. How do we best teach management to engineering management students?These are not simple questions. We fully expect them to be complex and largely related to theexpectations of the students and the objectives of the specific programs.Bibliographical Information1. Department of Engineering Management and Systems Engineering, Old Dominion University, http://eng.odu.edu/enma; retrieved 1/18/062. Kotnour, Timothy, and John V. Farr, “Engineering Management; Past, Present, and Future”, Engineering Management Journal, Vol. 17

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

theirperspectives on technology and complex system development. This paper has summarized ten ofthe specific case studies which the authors use with a brief discussion of how each one relates tospecific topics and learning objectives of the courses. This case-based approach has beenapplied to separate, semester long courses in Systems Architecture and Systems Engineering aswell as a condensed version of those two courses into a single semester course entitled SystemsArchitecture and Systems Engineering.Future WorkThe authors are continually looking for additional topics around which to develop case studiesand plan to develop new case studies and updating existing ones on a regular basis. In addition,the authors plan to further strengthen the connections

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Gordon Geiger, University of Arizona

Tagged Divisions

Engineering Management

, with the largest group categorized as Juniors, since many students hit theirfirst courses in ME, EE, etc. and decide they don’t want to do that the rest of their lives.(This should not be surprising, since practically no freshman engineering student has any 6idea what an engineer does: their parents have told them that engineers make goodsalaries (which is not really true a few years out, unless they have gone intomanagement!)) Because of the use of many existing courses throughout the College of Engineering,we are essentially a Virtual Program. Four part-time faculty teach the engineeringeconomics and finance, project management, human resource management, planning,legal, and sales and marketing

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

Page 11.865.4related to individual work, or from a list of topics as offered by the instructor; the other classmembers were all to develop projects with the theme of aiding in the recent tsunami relief effort.Each group had to develop a proposal that incorporated a statement of purpose; the opportunity,problem, or need addressed; the method the project team intended to use to address this need; theplan and benefits of the plan; a schedule and proposed start and termination date; basic neededresources; and key risks and obstacles that could hinder the successful completion of the project.Upon acceptance of the proposal, each team was allowed to work on its project, and had tosubmit milestone reports throughout the semester, culminating in a

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

critical paths “slipped” their schedules, it had a cascading effect, leading to disruptions in the overall schedule for the development of the system and an extensive re-planning effort. Another related issue was the sheer number of inquiries from remote team members to the central team, overloading them with questions of clarification. The central team became a bottleneck, affecting productivity and, in turn, delaying the schedule. The remote teams sought clarification even when work packages delivered to them by the central team consisted of well-written specifications. The purpose of many inquiries turned out not to be an issue of clarification, but rather, an attempt by the remote team members to