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

AC 2009-1337: TEAM WORK AND DEMOCRATIC LEARNING IN PROJECTMANAGEMENT TRAININGIvan Lidon, University of Zaragoza MSc from the Engineering Faculty of Zaragoza University. He has worked as assistant at the Design and Manufacturing Engineering Department of the University of Zaragoza since 2004. His current interests are project management and product development areas.RUBEN REBOLLAR, University of Zaragoza MSc and Doctor from the Engineering Faculty of University of Zaragoza.. He is Associate Professor in the Design and Manufacturing Department at this university In his present academic career he is focused on teaching and researching in the areas of project management and product

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

the bridge between the engineering and management disciplines.6  The engineering manager possesses both the ability to apply engineering principles and a skill in organizing and directing people and projects.3EM programs are distinguished from systems engineering (SE) programs primarily by themanagement aspect. SE focuses on the development life-cycle from an operational andmathematical perspective with heavy emphasis on decision analysis, structured problem solvingapproaches, and the interaction/integration of systems. In contrast, an EM program focuses onmanaging SE efforts and engineering relationships with the rest of the organization. Along thespectrum of programs labeled as EM, those that rely heavily on industrial

Conference Session

Frontiers in Engineering Management Education

Collection

2009 Annual Conference & Exposition

Authors

Lenisha Gandhi, IBM

Tagged Divisions

Engineering Management

demonstrate when managing a global team. Thefollowing diagram10 translates each competency into specific skills that would be used by aglobal leader. Identify the key skills in the global team and utilize them such that you get the most value from the project: ≠ Which area is the best match for these skills? ≠ By whom are these skills offered?≠ Manage the ≠ Understand & global resources Manage Value in manage the different effectively and an Ecosystem of specializations in the

Conference Session

Contemporary Practices in Engineering Management Programs

Collection

2009 Annual Conference & Exposition

Authors

Gene Dixon, East Carolina University

Tagged Divisions

Engineering Management

subjectmatter experts will be created and made available to facility and project teams to help with the transitionimplementation.[Redacted]We are committed to safely simplifying, decentralizing and delegating responsibilities and authoritiesdown to the appropriate levels in the organization. We will continually seek and incorporate feedbackfrom all levels and communicate frequently on the change process.You are encouraged to continue use of the IDEAS program for new cost, schedule and productivitysavings supporting accelerated closure and new mission objectives. A new e-mail account, "SME," hasalso been set up to collect feedback on these initiatives. Your input is very important for a safe andsuccessful transition that maximizes the accomplishments of

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

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

. Understanding themselves andothers and being able to use that understanding to get better results in their interactions and in theirengineering projects is the ultimate objective. While there is certainly an intellectual and theoretical sideof the course, there is also a side of the course that demands practice, use, and skill acquisition. For manyengineering students the conceptual side is fairly straightforward, but the practice and skill building arequite foreign and somewhat daunting.While the topics of the course are described in Figure 2, the overall progression of the course follows askill development model outlined in Figure 3. The initial emphasis of the course on values results in thecreation of a personal mission statement that attempts to

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

of the Engineering Management Program are ableto analyze and solve complex problems utilizing:≠ a mastery of Engineering Management tools and techniques including those utilized in operations management, project management, management of technology, and supply chain management≠ in-depth knowledge in at least one emphasis area within Engineering Management≠ an understanding of the fundamental principles and concepts of engineering≠ sound business judgment≠ relevant analytical and modeling tools such as statistics.Finance: Graduates of the Engineering Management Program are responsible and financially aware managers andleaders who utilize basic finance, accounting, engineering economy, and risk analysis methods

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

AC 2009-1143: BENCHMARKING DISTANCE EDUCATION IN ENGINEERINGMANAGEMENT PROGRAMSErtunga Ozelkan, University of North Carolina, Charlotte Ertunga C. Ozelkan, Ph.D., is an Assistant Professor of Systems Engineering and Engineering Management and the Associate Director of the Center for Lean Logistics and Engineered Systems (CLLES) at the University of North Carolina at Charlotte (UNC Charlotte). Before joining academia, Dr. Ozelkan worked for i2 Technologies, a leading supply chain software vendor in the capacity of a Customer Service and Curriculum Manager and a Consultant. He also worked as a project manager and a consultant for Tefen Consulting in the area of productivity improvement for

Conference Session

Frontiers in Engineering Management Education

Collection

2009 Annual Conference & Exposition

Authors

Howard Eisner, George Washington University

Tagged Divisions

Engineering Management

Project and Systems Engineering Management”, 3rd Edition, 2008, John Wiley2. Sage, A. and C. Cuppan (2001). “On the Systems Engineering and Management of Systems of Systemsand Federations of Systems.” Information, Knowledge and Systems Management 2(4): 325-345 Page 14.1117.7

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

isexplicitly or implicitly expected”7.Following the “Guiding Principles” and the “Framework” provided in sections 4 and 5 of ISO10001: 2007, respectively, the objectives, processes and resources for the application of threeS2C2s, as well as the codes themselves, were planned and developed in accordance with section 6of the standard. The S2C2s included the “response” code, which guaranteed the professor’sresponse to a student inquiry within a set time, as well as the “review” and “schedule” codes,which promised prompt review of projects, assignments and exams, and conformance to the setlecture schedule, respectively. Subsequently, the first two codes were implemented in all fourcourses, while the schedule code was used in courses “A”, “B” and “D”. 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

AC 2009-1142: ASSESSING ENGINEERING MANAGEMENT STUDENTS’PERCEPTION OF ON-LINE LEARNINGErtunga Ozelkan, University of North Carolina, Charlotte Ertunga C. Ozelkan, Ph.D., is an Assistant Professor of Systems Engineering and Engineering Management and the Associate Director of the Center for Lean Logistics and Engineered Systems (CLLES) at the University of North Carolina at Charlotte (UNC Charlotte). Before joining academia, Dr. Ozelkan worked for i2 Technologies, a leading supply chain software vendor in the capacity of a Customer Service and Curriculum Manager and a Consultant. He also worked as a project manager and a consultant for Tefen Consulting in the area of productivity improvement

Conference Session

Engineering Management Program Design

Collection

2009 Annual Conference & Exposition

Authors

Kathryn Abel, Stevens Institute of Technology

Tagged Divisions

Engineering Management

Faculty E421 was changed to have different analytical models for different disciplines or tasks.29 (Contractors, consultant, project, process, etc.) Faculty, Spring Fall 2005 students 2005 TG 401 and TG 501 were added to the EM section of the ACE assessment website30 Faculty Fall 2004 Fall 2005 As part of the process of combining EM 366 with EM 365, space was opened up in the31 curriculum for a new course. The new course EM 351 Management of