entrepreneurial mindset.Entrepreneurially minded engineers (EMEs) are characterized as this emergent class of engineersand act as the drivers of U.S. innovation and competitiveness. EMEs have not necessarily starteda new business (although they may have), they are, most often, working in established small- andmedium-sized firms, many work in Fortune 1000 firms [1].The Kern Entrepreneurship Education Network (KEEN), a collection of twenty-one privateengineering schools across the US, in partnership with Target Training International (TTI), aworldwide leader in personal and professional assessments, is undertaking the KEEN – TTIPerformance DNA Assessment Project. Three well-known and vetted assessments are beingused to identify current students’ skills
which they respondedpreviously. The same pre- and post-activities were used for each iteration of the course. Foriteration six, only data from the pre-activity are included in this study. Table III. Examples of Coded Design Elements from Participants Code Definition Examples Business Procurement and production costs, How many laborers will be involved in the project; target market segments, external find a way to expand outside North America; look at stakeholders, and training for testing and competitors; find a knowledgeable team. manufacturing Customer Target users’ experience and needs
13.1.1© American Society for Engineering Education, 2008 “…A Good Imagination and a Pile of Junk”AbstractThe engineering workplace is placing more emphasis on teamwork in interdisciplinaryenvironments, out-of-the-box thinking, creative engineering, and brainstorming. These skills aretaught to varying degrees in standard engineering curriculums, and often the most fruitfulopportunities exist for students to learn in venues outside of the classroom.This paper will show how building Rube Goldberg machines is a fantastic way for learners fromvarious disciplines to get hands-on project experience in a team environment. Intensebrainstorming and work sessions result in inventive and unique machines that are fascinating forboth
Paper ID #6565Bending Moments to Business Models: Integrating an Entrepreneurship CaseStudy as Part of Core Mechanical Engineering CurriculumDr. Mark Schar, Stanford University MARK SCHAR works in the Center for Design Research - Designing Education Lab at Stanford Univer- sity. He is also a member of the Symbiotic Project of Affective Neuroscience Lab at Stanford University and a Lecturer in the School of Engineering. Dr. Schar’s area of research is ”pivot thinking” which is the intersection of design thinking and the neuroscience of choice where he has several research projects underway. He has a 30 year career in
Technology program. B´arbara is a proud graduate of NMSU, she earned a Bachelor of Science in Elec- tronics and Computer Engineering Technology and a Masters of Science in Industrial Engineering with an emphasis on Engineering Management. Prior to serving NMSU, B´arbara served as a Software Engineer at one of NASA’s Tracking and Data Satellite System Ground Terminals where she provided real-time support, lead projects, and managed software deliveries. c American Society for Engineering Education, 2016 An Automated Entrepreneurial Team Selection Tool College of Engineering, New Mexico State University Dr. Rolfe J. Sassenfeld, Luke M. Nogales, and Barbara A
Activities in the Front-End andDevelopment Phases of the Innovation Process,” Licentiate thesis, Aalto University, Department of IndustrialEngineering and Management, 2013.31. Schön D.A. “The Reflective Practitioner – How Professionals Think in Action,” Aldershot AshgatePublishing Ltd., 1991.32. Taajamaa V. et al. Interdisciplinary Capstone Project, 41th SEFI Conference, Leuven, Belgium, 2013.33. Taajamaa, V. et al. “Dancing with Ambiguity – Design Thinking in Interdisciplinary EngineeringEducation,” Design Thinking conference, Shenzhen, China, 201334. Wesner J.W. and Dym C.L. “What We Have Learned at Mudd Design Workshop VI, Design andEngineering Education in a Flat World,” Int. J. Eng Ed., 24: 443-448, 2008
through a process of sharing challenges and reciprocally tapping into the collective wisdom of the group. Team leaders are strongly encouraged to attend and invite team members that might find the meetings useful.• Strategic Doing check-in calls take place monthly for the first 6 months and every four to six months thereafter. Check-in calls provide teams with an opportunity to update staff on the status of their project, and report on progress made toward their stated goals. Teams meet in peer groups of 3 to 5 schools with a Pathways representative, and review monthly strategic doing maps, used to track team plans and progress. Leaders are required to attend Strategic Doing check-in calls.• Topical Workgroups are comprised
], faculty development [17],and e-learning [18].While there are many pedagogical approaches to promote EM, Active Learning Pedagogies(ALP) are extensively cited as an effective approach [9], [10], [18], [19]. ALPs are defined bymethods of learning in which the student is experientially involved in the learning process andinclude practices such as problem-based, discovery-based, inquiry-based, and project-basedlearning. In addition to supporting EM, empirical evidence reinforces the value of implementingactive-learning pedagogies (ALPs) in STEM classrooms – from the positive impacts on studentlearning and performance to the reduction of achievement gaps in underrepresented groups [20].ALPs have been linked to improved self-efficacy and the
these events show significant interest in topics including engineeringand scientific innovation and projects in the developing world and environmental sustainability. Page 14.1289.2 This article explores entrepreneurship in the context of Kettering University, a small,private engineering focused university in Flint, MI. A large corporation originally owned theinstitution before it became private in 1982. The institution employs a co-operative model ofengineering education with students completing alternate terms of work and study. Currently,the university works with over 600 co-operative employers that employ its students. During thistime
, and an Associate Professor in the Department of Tech- nology Leadership and Innovation at Purdue University. She is responsible for the launch and develop- ment of the university’s multidisciplinary undergraduate entrepreneurship program, which involves 1800 students from all majors per year. She has established entrepreneurship capstone, global entrepreneurship, and women and leadership courses and initiatives at both the undergraduate and graduate levels. Prior to her work in academia, Nathalie spent several years in the field of market research and business strategy consulting in Europe and the United States with Booz Allen and Hamilton and Data and Strategies Group. She received a BA from the University of
engineering and technology students.For example, the following constitute a sample of effective practice furthering our students’propensity for, and capability with, technological innovation:Phase 1 Ideation: In an introductory freshman class using creative brainstorming of howtechnological problems are addressed differently in various regions of the world.Phase 2 Development: Implementing a vertically integrated capstone project that teams studentsfrom each year of the baccalaureate program on an industry-based problem. Senior studentsmentor junior ones to develop advanced skills.Phase 3 Realization: Students work with entrepreneurs, for example in the university’stechnology park or incubator, in implementing an innovationInteraction with Context
Engineering Education at Penn State. She holds a doctoral degree in educational psychology emphasizing applied measurement and testing. In her position, Sarah is responsible for developing instructional support programs for faculty, providing evaluation support for educational proposals and projects, and working with faculty to publish educational research. Her research interests primarily involve creativity, innovation, and entrepreneurship education.Prof. Elizabeth C. Kisenwether, Pennsylvania State University, University ParkD. Jake Follmer, The Pennsylvania State University D. Jake Follmer is a first-year Ph.D. student in educational psychology at The Pennsylvania State Univer- sity. He received his M.S.Ed. in 2013 from
competenciesrequired to innovate in the workplace. Contextual learning environments such as work-basedlearning, internships, case-based learning, and project-based learning were found to be the mosteffective classroom practice for developing innovation competencies with undergraduatestudents[10].Case-based instruction for innovation theoryLecture-based instructional methods often leave students unengaged, uninspired,[11] and canpresent topics without applying contextual meaning[12]. Because of the inherent passive style oflecture-based instruction, students are missing out on the opportunity to be active participants intheir own learning which could affect learning outcomes[12, 13]. More active instructionalmethods, such as case-based instruction, have
against the uncertainty of these assumptions.Milestone PlanThe remainder of DDP consists of establishing milestones and a plan forhow to reach them.Each milestone tests one or more of the key assumptions. DDP is a learning approach to newventures or projects so there is a studied re-planning based on the knowledge gain/uncertainlyreduction at each milestone. Careful design of the milestone program will permit minimum risk Page 15.58.7to be taken prior to commencing with final implementation of the Blue Ocean opportunity.7. DiscussionOur process has been unique in two dimensions. These tools are traditionally applied in industrycontexts, not academic
Engineering Education, 2019 EML Indices to Assess Student Learning through Integrated e-Learning ModulesIntroduction The University of New Haven has facilitated the development and integration of 18 e-learning modules on entrepreneurial topics into regular engineering and computer sciencecourses. In addition to faculty at the University of New Haven, over three years 77 faculty at 53other universities in the US have also integrated these modules into their courses. These modulesare designed so that students learn entrepreneurial content outside of class and then apply themto a class project or assignment (i.e., contextual activities). Instructors are also stronglyencouraged to engage students through
American Society for Engineering Education, 2018 Integrated e-Learning Modules for Developing an Entrepreneurial Mindset: Direct Assessment of Student Learning AbstractIn an effort to develop an entrepreneurial mindset in all our engineering and computer sciencestudents, the University of New Haven is embedding entrepreneurial concepts throughout the 4-year curricula in their majors. This is done with the use of several short e-learning modulesdeveloped by content experts. The modules are integrated into engineering and computer sciencecourses by faculty who reinforce concepts through a related activity, project, or assignment. Thee-learning modules, available online through course
Executive Committee and a Program Evaluator for both computer engineering and computer science. Estell is well-known for his significant contributions on streamlining student outcomes assess- ment processes, and has been an invited presenter at the ABET Symposium on multiple occasions. Estell is also a founding member and current Vice President of The Pledge of the Computing Professional, an organization dedicated to the promotion of ethics in the computing professions. Estell is Professor of Computer Engineering and Computer Science at Ohio Northern University, where he currently teaches first-year programming and user interface design courses, and also serves on the col- lege’s Capstone Design Committee. Much of his
the need to increase incorporation of the entrepreneurial mindset in theengineering classroom at every level, not simply within the capstone senior design courses.Due to the relative ease in implementation, a group of lead faculty determined that online classdiscussions (either through an online class or face-to-face class) would provide an ideal startingpoint for incorporating the entrepreneurial mindset. Creating, deploying, and managing an onlinediscussion can be accomplished effectively and efficiently with a relatively minor investment inprep work prior to deploying the online discussion [12-14] with limited classroom disruption.Furthermore, online discussions provide many benefits for both face-to-face classrooms andonline courses [9-11
Paper ID #22826Beyond Problem Solving to Creating Value: A Priority for Engineering Edu-catorsDr. William A. Kline, Rose-Hulman Institute of Technology Bill Kline is Professor of Engineering Management and Associate Dean of Innovation at Rose-Hulman. His teaching and professional interests include systems engineering, quality, manufacturing systems, in- novation, and entrepreneurship. As Associate Dean, he directs the Branam Innovation Center which houses campus competition teams, maker club, and projects. He is currently an associate with IOI Partners, a consulting venture focused on innovation tools and systems
training at the National Collegiate Inventors and In- novators Alliance (NCIIA). Babs is a serial entrepreneur and active in multiple entrepreneurial activities. She blogs about entrepreneurship on New Venturist. Babs taught entrepreneurship at Carnegie Mellon University (CMU) for 15 years, where she maintains an adjunct position. Formerly, Babs was embedded entrepreneur for CMU’s Project Olympus and innovation advisor for CMU’s Institute for Social Innova- tion. For seven years at the University of Pittsburgh, Babs taught the Benchtop to Bedside new technology commercialization course. Babs is President of Carryer Consulting and co-founder of LaunchCyte, which has a portfolio of five companies. Babs has a Masters in
homework, in class exercises and discussions,quizzes and exams. The EML was infused into the course by revising one of the homeworkassignments and turning another one into a class project. The two assignments combined targetthe entire course learning outcomes listed above.Implementation and RelevanceThe EML assignments were composed of an in-class activity and a follow up report, andreplaced the traditional homework assignments targeting the same course learning outcomes. Thefirst assignment was executed early in the semester in week 3; the second assignment wasscheduled towards the end of the semester, in week 11.Assignment 1:This assignment was designed to help students learn the fundamentals of descriptive statisticsand how to characterize a
core competencies of creativity through in-class activities and games, as well as assignedwork. In addition, the students study and implement various methodologies of creative problemsolving through various problems and product development assignments. Teamwork isemphasized and each student is given at least two opportunities to act as a team leader during aproblem solving or product development project. All students’ leadership skills are both self-assessed and assessed by each team member.On the first day of the course, the students were surveyed on their general perceptions ofcreativity, problem solving, teamwork , leadership, the role of creativity in engineering, and theirpersonal view on their own creativity. After the course, the same
– innovative design and entrepreneurship, engineering modeling, and global competency in engineering. She is currently associate editor for the AEE Journal.Dr. Nathalie Duval-Couetil, Purdue University, West Lafayette Nathalie Duval-Couetil is the Director of the Certificate in Entrepreneurship and Innovation Program, Associate Director of the Burton D. Morgan Center, and an Associate Professor in the Department of Technology Leadership and Innovation at Purdue University. She is responsible for the launch and devel- opment of the university’s multidisciplinary undergraduate entrepreneurship program, which has involved over 5000 students from all majors since 2005. She has established entrepreneurship capstone, global en
collaborate on multidisciplinary teams addressing real world challenges and with industry engagement. College signature programs include the Texas A&M I-Corps Site, Ag- giE Challenge, INSPIRES, and two annual Project Showcases. Magda is the Principal Investigator of the Texas A&M University I-Corps Site grant and has been active in promoting entrepreneurship both at the local and national level.Dr. So Yoon Yoon, Texas A&M University So Yoon Yoon, Ph.D., is an associate research scientist at Institute for Engineering Education and Innova- tion (IEEI) in College of Engineering at Texas A&M University and Texas A&M Engineering Experiment Station (TEES). She received a Ph.D. in Educational Psychology with
main components: a) thestudent’s computing-related major program; b) the entrepreneurship minor; and c) the culminatingentrepreneurship practicum. The requirements of the student’s major program, of course, varydepending on the particular major. For example, the CSE major consists of required and electivecourses in a range of topics from software design principles and practices to algorithms, fromcomputer systems and architectures to computer networking, from AI to computer graphics andvideo game design; and a culminating capstone project course which may, for example, consist ofdesigning and implementing a set of web services to meet the requirements of a real client.The entrepreneurship minor, offered in the business school, specialized for
. degrees from Massachusetts Institute of Technology (1981) and The Johns Hopkins University (1988). She worked in industry for 11 years with a defense contractor (HRB Systems/Raytheon), and then co-founded and worked for five years with a high-tech startup (Paragon Technology), which developed digital video add-in cards/modules for laptop and rugged portable computers. Since joining Penn State in 1999, Liz has taught design courses in the Mechanical, Electrical, and Civil and Environmental Engineering Departments, and in SEDTAPP. In 2001, she became director of the Problem-Based Learning in Entrepreneurship project (underwritten by the GE Fund), and in 2002 was named Director of the
Ph.D. in management and organization from the University of Oregon in 2002. Dr. Bryant has taught undergraduate, MBAs, graduate students in accounting, science and engineering as well as practicing technical managers. His primary focus is on improving people management skills including: personality, conflict, negotiation, motivation, supportive communication, and many more. He has conducted research projects at Microsoft, Nike, Planar and published articles in leading management journals. Scott’s recent research has focused on leadership, growth mindset and emotional intelligence.Dr. Brock J. LaMeres P.E., Montana State University - Bozeman Dr. Brock J. LaMeres is a Professor in the Department of Electrical &
Siddique is a Professor of Mechanical Engineering at the School of Aerospace and Mechanical Engineering of University of Oklahoma. His research interest include product family design, advanced material and engineering education. He is interested in motivation of engineering students, peer-to-peer learning, flat learning environments, technology assisted engineering education and experiential learning. He is the coordinator of the industry sponsored capstone from at his school and is the advisor of OU’s FSAE team. American c Society for Engineering Education, 2020WIP: Using neuro-responses to understand creativity, the engineering design process
components in the engineering professionand includes a multi-disciplinary capstone design experience for which teams are eligible forstudent venture grants administered by the institution. Several multi-year grants havestrengthened the program through workshops, keynote speakers, faculty curriculum awards,student venture grants, and faculty incentives to work with industry sponsored student teams.Specifically, the College of Engineering received an invitation to participate as part of a larger Page 23.266.2initiative to develop the Kern Entrepreneurship Education Network (KEEN). The invitation alsoprovided funding to develop and integrate
companies MatriLab and NovaScan. Mr. Thompson was part of the corporate new ventures group at Hughes Electronics where he worked with early stage companies in consumer electronics, broadband services and entertainment. His technology background includes managing software development projects and designing and launching communica- tions satellites as a system engineer at Hughes Space and Communications. c American Society for Engineering Education, 2018 Paper ID #21674 Mr. Thompson serves on the board of the Wisconsin Technology Council and has been active in fostering entrepreneurship in the Milwaukee