manyuniversities.Excellence in teaching has always been a hallmark of Baylor. A recent growth in the graduateprogram prompted the School of ECS to develop a strategy to help faculty, especially researchactive faculty, see the importance of classroom teaching and to develop classroom skills. Thispaper will document the original plan to provide tools to enable faculty to grow in both theirresearch programs as well as undergraduate education, focusing on the series of FacultyDevelopment Seminars (FDSs) and end-of-semester workshops held every year since 2011.The purpose for this work has not changed - as we aspire to encourage innovation in ourclassrooms and instill a greater appreciation for Baylor, we must, ourselves, continue to grow inour development as faculty
University have begun a unique initiative in the area of entrepreneurship. TheEngineering Entrepreneurship Education Experience (E4) model brings entrepreneurship fromthe private sector into the undergraduate environment. It begins with the idea/concept process.At brainstorming sessions with private industry, faculty, and beginning capstone students, newideas for products and systems are identified for development. Student teams select ideas thathave strong industry support, and through two semesters of planning and implementationtransform them into fully functional prototypes. At the end of the second semester, the E4student teams deliver a combined technical/business/marketing presentation to invited privatesector and business development
plan. Themessage to students is that all their ideas are worthy of converting into detailed operatingdocuments. They are not. These ideas must be screened and assessed. The entrepreneur’s time,after all, is the most precious resource of all. There is no sense wasting it on an idea that has nochance of being economically successful. The good news is that there is increasing attentionbeing paid to—determining the feasibility of the business. More and more institutions arebeginning to look at teaching methodologies to assess the feasibility of a proposed new business.Our courses take the steps necessary to show students how to create entrepreneurial ventureswith significant business potentials (Figure 1). Further discussion of the phases laid out
sequence of two courses during the following academic year. The Silicon Valley programincludes living in the homes of entrepreneurs and interviews with financers, founders andCEO’s. During the academic year, students participate in a course taught jointly by the Collegesof Business and Engineering and work on interdisciplinary teams to prepare both prototypes andbusiness plans for their own entrepreneurial ideas. At end of the year each team competes in theWSU Business Plan Competition. The other parts of the program are an annual entrepreneurshipworkshop for graduate students and an elective course entitled, “Technology Ventures.”IntroductionIn December of 2003 with funding from Mr. Harold Frank, a 1948 Electrical Engineeringalumnus and founder
% of those submitting comprehensive business plans are actually given offer sheets byangel investors. Figure 1 offers a conceptual framework for teaching the business planningprocess. The first three steps are essential to get to a business plan with the necessary conditionsto be able to get to an offer sheet from an angel investor. These are documented in the right handcolumn of step four in Figure 1. The left hand column offers an improved list of relationshipfactors based upon our current research. These relationship factors are now taking on equalimportance to the right hand column. This is a fundamental contribution in the current article.Shawn Carson’s doctoral dissertation researched the angel investor process in the SoutheastUnited
AC 2012-3871: THE ROSE-HULMAN INSTITUTE OF TECHNOLOGYLEADERSHIP ADVANCEMENT PROGRAM: PREPARING ENGINEER-ING, MATH, AND SCIENCE STUDENTS FOR LEADERSHIP SUCCESSDr. Julia M. Williams, Rose-Hulman Institute of Technology Julia M. Williams is Executive Director of the Office of Institutional Research, Planning, and Aseess- ment and professor of English at Rose-Hulman Institute of Technology. Her publications on assessment, portfolios, and engineering and professional communication have appeared in the Journal of Engineering Education, IEEE Transactions on Professional Communication, Technical Communication Quarterly, and the European Journal of Engineering Education. She is also Co-founder of the Rose-Hulman Leadership
opportunity arose forproviding the first-year programming students (whom will now be referred to as “programmers”to help differentiate between the various student types referenced within this paper) with ameaningful client-driven design experience. In the 2013-2014 academic year, the authors testedthe hypothesis that teams of first-year programmers can gain a subset of the benefits associatedwith service learning by establishing a client relationship with a group directly involved with aservice learning project.4-6 The purpose of the project was to develop an interactive softwareapplication that would complement a lesson plan written by engineering education majorsparticipating with a campus organization that annually performed STEM teacher workshops
some participation in equity, but rarelydo they appreciate the value of entrepreneurial skills within the competitive corporateenvironment.This paper will focus on how we developed and delivered our year-long companion course,Senior Innovation, and how the following learning outcomes were achieved through delivery ofthis course: define business value propositions of the design project; estimate and identifyprospective revenue streams; analyze market viability for a given product/service; develop basiccomponents of a business plan; create an effective executive summary; and develop and deliveran effective pitch. From our 2016-2017 survey results of Senior Innovation, we can conclude thatcivil engineering students master the same learning
Automation. His research interests include manufacturing systems modeling, simulation and optimization, intelligent scheduling and planning, artificial intelligence, predictive maintenance, e-manufacturing, and lean manufacturing. He is member of IIE, INFORMS, SME and IEEE. Page 14.1228.1© American Society for Engineering Education, 2009 The Innovation Chase and Quest - A Case in Experiential Learning in Entrepreneurial CompetitionsAbstractThis paper describes experiences in participating in the competitions of the ChicagoEntrepreneurial Quest and Milwaukee Innovation Chase. Both
also the Director of University Entrepreneurial Initiatives. Page 14.1219.1© American Society for Engineering Education, 2009 The I5 Program: the Challenges of Implementing a Project-Based Summer Study Abroad Program that Integrates Technology and Entrepreneurship in ChinaAbstractLeveraging the seemingly conflicted constraints of inflexible degree plans, high-hourdegree requirements, and the increasing costs of higher education in the United States,the I5 program (Immersion Into International Interdisciplinary Innovation) has built asummer program in China adeptly able to provide to undergraduate engineering
“regular” option must complete132 credits to obtain their Bachelor’s of Applied Science in Engineering.A recent innovation in this option is the creation of the ADM3313 course. The course teaches,among other things, how to create a start-up company, technology assessment, the businessplanning process and how to create a business plan. Local entrepreneurs and professionals bringtheir experiences directly to the classroom. Page 14.580.4The Faculty of Engineering collaborates with the Telfer School of Management to maintain theoption and to make sure that it continues to meet the students’ needs. If the Faculty ofEngineering wishes to change the content
wereencouraged to continue to work together in the College of Engineering Senior Design I andSenior Design II courses with the intent of them being able to commercialize the design.Part of the faculty effort was to build and promote a culture of innovation among engineeringstudents; therefore as a follow up from the course offering in the spring 2013 the facultysupported two projects during their capstone senior design courses for the fall 2013-spring 2014semesters with a strong plan for commercialization of the product. These students weremotivated, self-driven and excited about their projects and the possibility of launching a businesssuccessfully by using our program, and taking advantage of the resources available to them fromour University’s Office
. Other universities in the US arepreparing regional or conference-wide competitions and initial planning for nationalcompetitions has begun in several countries.The competition engages students in the early stages of emerging technology commercialization.The competition website provides additional information and may be found atwww.ideatoproduct.org. Student teams prepare a commercialization assessment addressingtechnical status, intellectual property, market needs and market characteristics. The teams presenttheir assessments to a panel of faculty, business leaders and entrepreneurs. While severalexamples of technology licenses and the development of new companies illustrate the impact ofthe competition, the real value and focus of the
planning to form their own company. Fifty-two percent, of them, were studentsstudying engineering and technology, where problem based education fosters critical, creative,and innovative thinking. At that point, Wentworth did not offer support for these studentsinterested in forming their own companies. However, entrepreneurship is a mindset not onlyapplicable to those launching their own companies, but relevant for anyone seeking to reinvent,improve and advance in any organization. We realized these are qualities applicable to all of ourstudents. At Wentworth, education centers on interdisciplinary, experiential, and project-basedlearning. While these are an integral part of Wentworth’s curricula, an extended and moredisruptive approach was
included in this project is the definition of the modules andtheir content, and the labs, projects, practices that are recommended for implementation. Thisproject is partially funded by an NCIIA planning grant, and it is expected that it will serve as amodel for integrated modification of design in engineering technology programs..Keywords: Innovation, Entrepreneurial, Engineering Technology. Page 23.914.2INTRODUCTIONFor highly competitive and globalized markets there are a plethora of technical and humanitarianmethodologies and philosophies that have been developed or implemented [Gra], all of themwith the goal of providing a competitive advantage
- tical, access and data products developed by Fujitsu. Rodney was Chairman of the T1X1 Technical Sub-Committee (the organization responsible for SONET standardization) from 1990 through 1994. He has been active in SONET’s National and International Standardization since 1985. In addition, Rodney has published numerous papers and presentations on SONET. Rodney began his career with Fujitsu Network Communications in 1989 as the Director of Strategic Plan- ning. He also held the positions of Director of Transport Product Planning, Vice President of Business Management, Senior Vice President of Sales Management, Senior Vice President of Manufacturing, and c American Society for Engineering
curriculum.The two engineering entrepreneurship sections each met for 15 hours during thesemester, and extra time was provided for meetings with success coaches and peermentors. The six main areas covered in the sections are detailed below: • Academic Success- study skills, time management, finding help for classroom material, test-taking skills, and college survival skills. • Professional Success – career planning and effective presentations. • Engineering Information – career and advisement information and research presentations/laboratory tours. • Engineering Design and Problem Solving – creativity, effective teams, brainstorming, process design, and product design. • Societal Issues of Engineers – ethics
ambiguity. In addition, there aremany other elements in the entrepreneurial mindset including; communication, teamwork,leadership, opportunity recognition, persistence, creativity, innovation, critical thinking, andbusiness skills (including marketing, financial analysis, and strategic planning).6 Entrepreneurialthinking is important for individuals who may create a business as well as for those who willwork in larger organization as “Corporate Entrepreneurs” or “Intrapreneurs.” According toMorris et al., “Corporate Entrepreneurship” is a term used to describe entrepreneurial behaviorinside established mid-sized and large organizations.7 The term “Intrapreneur” was firstintroduced by Pinchot in 1985 as any dreamers who take hands-on responsibility
recognition; Project/QualityEngineering, Decision/Risk Analysis, 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. It appears thatEngineering Entrepreneurship has emerged as a Killer App for Systems Engineering and theSystems Engineering Entrepreneurship Course Series has emerged as an unique convergence ofthe Business and Engineering Realms in Academia.IntroductionThe emerging facts from successful organizations, including universities, indicate that the realsource of power in a knowledge economy is in
Entrepreneurship, establishing the fifteen-member Entrepreneurship Advisory Council, initiating the annual business plan competition, building external strategic alliances with local and regional business, and facilitating cross-disciplinary teaching and cooperation with college programs in engineering, sciences, and liberal arts. Dupree is a Professor of Entrepreneurship and chair of the Department of Entrepreneurship at Grove City College. He teaches core courses in both Business and Entrepreneurship. Dupree established the Entrepreneurship Advisory Council, consisting of fifteen executive-level Entrepreneurs who come to campus twice a year to advise the program. Furthermore, Dupree in
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. It appears thatEngineering Entrepreneurship has emerged as a Killer App for Systems Engineering.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 2020 will need to be educated as innovators, with
definition of ESTD,“to describe the technical and business activities required to develop a nascent technology into aclearly defined product or service whose specifications and business plan are matched to aparticular market. ESTD and invention-to-innovation transition are equivalent in our usage.”AMI’s goal was to establish an ESTD Assistance Center that would help entrepreneurs andexisting businesses to develop and commercialize new products and technologies. Theseactivities have now been conducted for more than two years and are fueling an expansion inAMI. Today, our operation has grown to the point of employing twenty-two full-time employeesand forty students. Our group includes two commercialization project managers, one industrialproduct
search for grant money from different sources. All these methods wereincorporated into a new course “Technology Innovation and Entrepreneurship” for Engineeringstudents that was offered in our department for the first time in the spring 2013 semester.This course consisted of a mixture of graduate and undergraduate multidisciplinary studentsworking on five projects; each project was unique, formed out of student or faculty ideas. Threeout of the five teams projects continued working on the assigned project during their capstonesenior design courses for the fall 2013-spring 2014 with a strong plan for commercialization oftheir product. These students were motivated, self-driven and excited about their projects and thepossibility of launching a
build a nationally recognized firm in affiliate marketing, if not a globalpowerhouse. While the vision was a bold one for a 21 year-old undergraduate student, success ofother Hinman CEOs and alumni provided precedence and support. This vision and commitmentto growth parallels the literature review. The importance of planning is evident with Anik.Contrary to the literature, the relationships with other firms have not played a role in AffiliateClassroom’s growth thus far. Page 11.289.8 7 Table 2. Comparisons and contrasts of firm attributes Our
integrates elements of entrepreneurship withengineering education and instills entrepreneurial mindset among engineering students; fostersinnovation and creativity in engineering disciplines; helps the students to develop business plansfor the entrepreneurial design projects and compete in the annual business plan competition, andpromotes new ventures creation. The program outcome is measured based on the percentage ofstudents impacted, faculty involvement, students’ participation in conferences, patents applied,commercial products developed, companies formed, and the feedback from graduating students.The students learning outcomes and their professional competencies are assessed using KEEN-TTI assessment tools.The expansion of this program through
technical research related to the GSSE project.2. Planning the STESE Course and ProgramIn its initial planning stages, the new program relied heavily on other existing strengths at CSUin international development, global sustainability, and an established record of transforminglaboratory research into innovative startup endeavors to benefit the human condition on a globalscale. Specifically, these areas include: A burgeoning undergraduate entrepreneurship curriculum within the College of Business, The newly developed School of Global Environmental Sustainability and The Global Innovation Center (GIC) for Energy, Environment and Health.Each of these resources is discussed briefly below.Entrepreneurship Curriculum within the College of
to communicate effectively with a range of audiences 4 an ability to recognize ethical and professional responsibilities in engineering situations and make informed judgments, which must consider the impact of engineering solutions in global, economic, environmental, and societal contexts 5 an ability to function effectively on a team whose members together provide leadership, create a collaborative and inclusive environment, establish goals, plan tasks, and meet objectives 6 an ability to develop and conduct appropriate experimentation, analyze and interpret data, and use engineering judgment to draw conclusions 7 an ability to acquire and apply new knowledge as needed, using appropriate
of all disciplines. The course will demonstrate, througha series of practical projects, how to assess your capabilities, find and communicate with your end-users and clients and correspondingly develop your product to fit their needs. Topics coveredinclude an overview of technology transfer, innovation models, customer discovery, lean startup,open innovation, and its implication, interview and analytical techniques, competitive intelligenceand competitive advantage, value proposition, elevator pitch, and other types of a business plan,presentation skills, and techniques.The second course (GE2030) seeks to develop in-depth knowledge and experience in prototypingby focusing on engineering processes and instrumentation that are used in
haveselected lessons specifically intended to embolden entrepreneurial attitudes of individuals withinlarger organizations.Rather than dedicating entire lectures or weeks to the topic of entrepreneurship, we havedeveloped a plan to include various entrepreneurial topics throughout the entire semester. It isour intention to weave these lessons and activities into the microcontroller topic at hand. Thisshould reinforce the applicability of the entrepreneurial lessons without distracting the studentsfrom the technical material at hand. For this purpose, we use a supplementary textbook, The Artof the Start: The Time-Tested, Battle-Hardened Guide for Anyone Starting Anything13. The veryname of the book speaks to the heart of what we expect to accomplish in
focused in the area of bioelectromag- netics, specifically designing electronics that can be used as medical devices. She obtained her B.S. and M.S. degrees at NDSU in electrical and computer engineering. Mary is also interested in STEM education research.Ms. Lauren Singelmann, North Dakota State University Lauren Singelmann is a Masters Student in Electrical and Computer Engineering at North Dakota State University. Her research interests are innovation-based-learning, educational data mining, and K-12 Out- reach. She works for the NDSU College of Engineering as the K-12 Outreach Coordinator where she plans and organizes outreach activities and camps for students in the Fargo-Moorhead area.Ms. Ellen M Swartz, North