, decision-making,communications skills, and graphical demonstration.The authors wanted to know what our Arab engineering students knew about sustainability.What were their perceptions about their responsibilities as engineers in the 21st century? Didthey care? What’s being done to foster awareness in this part of the world? Shouldenvironmental sustainability and global stewardship be at the core of our engineering designprogram? How could we introduce our students to humanitarian engineering? The answers tothese questions along with data collected over two semesters are discussed in this paper.The Fall 2006 STEPS II project involved the development of a Plastics Recycling Plan for thePetroleum Institute, with applications locally and globally. The
capabilities of students, and (4) to work with developingcommunities on appropriate sustainable solutions to environmental problems.Three student teams, each composed of two American engineering students (oneundergraduate, and one mentoring Ph.D. student) and two Bolivian engineering students,partner with a Bolivian NGO and Bolivian community members to assess, plan, design,execute, re-assess, and communicate research related to a sustainable developmentproject for the community. The American undergraduate engineering students areselected from a recently started Certificate in International Sustainable DevelopmentEngineering program, the doctoral students from a Graduate Certificate in Sustainabilityprogram. The Bolivian students will come from the
projects.Challenges and benefits experienced by the students during project formation, planning, andimplementation will be considered. Attention will be paid to the viability of student perceptionson roles of students and faculty mentors. It is suggested that these projects are most effective asan educational tool when sufficient responsibility and accountability is placed on the studentsduring all phases of the project. A detailed analysis of past projects is necessary in order toimprove the potential benefits of international service projects to students.IntroductionIn a traditional engineering education, course work is typically either from a book or isolates acertain stage of a project, or a certain component of a technology. The Accreditation Board
, just prior to the ASEEGlobal Colloquium for Engineering Education. A planning committee has been formedand a delegation of its members will be meeting with ASEE staff on January 11/12, 2007in Washington, DC to continue to define IFEES’ direction. The four vice presidents havebeen asked to take the lead in conceptualizing four key strategic directions for theorganization. This task will hopefully be completed in January, in time for the nextmeeting of the Executive Committee.It is important to share the vision that Claudio Borri holds for IFEES. Claudio sees thatIFEES’ role is to “change the world and that science, technology and engineering canmake powerful contributions to build overall prosperity for all and contribute to thesurvival of all
describes three projects and presents some of the lessons learned in forming,orchestrating, and delivering meaningful learning experiences for students from the viewpoint ofthe faculty advisor. Both positive and negative lessons can be found in areas such as projectorganization, management, and ultimately in delivery; proper reconnaissance and trip planning;advisor attitude and expectations and how they may differ from those of the students; andassessment of real-versus-perceived benefits from the perspective of educational benefit to thestudent. We conclude that international, service-learning projects are a valuable pedagogical toolfor educating engineering students when expectations are fully communicated and transparent.Proper assessment of
, and the opportunity that these challenges presented for engineering and technologyeducation at BYU. Subsequent discussions used the principles taught in “Good to Great4” toformulate a plan for moving ahead in a direction aligned with our strengths and the universitymission. Additional activities aimed at encouraging faculty involvement included presentationsto the faculty, faculty workshops, and the involvement of key senior faculty members on acollege strategic initiatives committee.Strategic Planning Initiatives Advisory CommitteeA college committee was formed to direct the development of educational outcomes thatcharacterize graduates capable of meeting the opportunities and demands of engineering andtechnology in the 21st century. This
, andbridge building around the investments in human capital needed to compete – as people,companies, or nations [5, 6].This initiative, being carried out by multiple stakeholders is focused on developing plans forenhancing engineering education and practice throughout the continent. The OAS Ministers ofScience and Technology issued a mandate in the Lima Declaration in support of this capacitybuilding effort at their meeting in Lima, Peru in November, 2004.A subsequent symposium held in Lima at the end of November 2005 attracted over 200participants from the corporate sector, universities, national governments, professionalassociations, and civil society organizations, from throughout the hemisphere. Funding wasprovided by the U.S. Trade and
(2001-2004)Source: http://www.tntech.edu/planning/Assessment/FrequencyIDEAGoalsSelected.pdf Figure 2 Progress on IDEA Objectives at Tennessee Tech University (2001-2004) Page 12.292.5Source : http://www.tntech.edu/planning/Assessment/ProgressonIDEAGoals.pdf 4Frequencies of IDEA objectives selected by instructors of Manufacturing and IndustrialTechnology as well as instructors of Marketing at Tennessee Tech University between 2001 and2004 were provided in Figure 3 and Figure 4, respectively. Instructors of Manufacturing andIndustrial Technology put a
module, BSc AutomotiveTechnology and BSc Engineering Design and Innovation. It has been traditionally taughtover 2 semesters, with keynote lectures and laboratories/ tutorials in semester 1, followed bycase studies in semester 2. However, learner autonomy is not explicitly developed withinthese case studies and so a new learning and teaching methodology has been used under theCPLA development work.The main objectives of the project were: • To develop learner autonomy in engineering first year students. • To link individual critical review of knowledge and skill development of the students and relate this to their Personal Development Planning (progress files) through the use of project and problem based learning. • For
defined by a setof attributes that characterize study abroad programs. We use these attributes to strategicallydevelop additional opportunities for our students. We believe the broader and more diverse theportfolio, the better chance we have of getting students to participate.In planning our expansion of programs available to students in the BCoE, we consider thefollowing program attributes from a college of engineering perspective. These attributes becameapparent as we researched other programs to look for ideas and partners. 1. ownership: who has direct responsibility for the program in terms of content, recruiting, logistics, etc. a. internal: college of engineering or department b. external: another unit on campus
of the sameschool. The first activity of the new Dean was to devise the School’s Strategic plan for thefollowing 5 years. This plan was prepared with an innovative and highly participativemethodology (all the faculty, important alumni and students actively worked in it).This plan identified 90 projects for the improvement of the school’s activities in different areas(undergraduate and graduate teaching, research, continuous training, internal administrativemanagement, infrastructure, etc.), receiving an ample backing by the university authorities (Thedetailed methodology used in it, and the main features of the strategic plan will appear in aforthcoming article that is in preparation.) The plan considered a total increase in
this grassroots capacity building process. The model consists of these steps, which proceed not only sequentially but also in parallel: (1) Start with your own passion and find others who share it; (2) Find partner organizations where at least one individual shares your passion and commitment and can commit the organization at least in name; (3) Form a Page 12.813.3 core team to plan a small workshop or conference to expand the conversation to local stakeholders who can guide it to align with and enhance current ongoing local and regional efforts and organizations; (4) Articulate the largest vision you see to inspire, shape and be
SIGGRAPH. Currently she serves as Executive Vice President and as Vice President of Research of the Latin American and Caribbean Consortium of Engineering Institutions; Member-at-Large on the Board of the Minorities in Engineering Division and Secretary/Treasurer of the International Division of the American Society for Engineering Education; and is on the Executive Committee and Strategic Planning Committee of the newly formed International Federation of Engineering Education Societies. Her email is petrie@fau.eduClement Sankat, University of the West Indies Dr. Clement Sankat is the Dean of Engineering at University of West Indies, Trinidad & Tobago and is Regional Vice President of the
test results, engineering September, 2005changes, and launch production of field test unitInitial testing of field test units October, 2005Field test controller development October, 2005Establish field test sites and test plan November, 2005Develop remote data acquisition plan December, 2005Laboratory testing and evaluation of field test January, 2006prototypesFabrication of field test controller and data February, 2006acquisition unitsLaboratory testing and design refinement March, 2006Installation and initiation of WHD field tests
AC 2007-2805: CULTURE, CREATIVITY, AND CONFIDENCE: SYNTHESIZINGTHE INTERNATIONAL EXPERIENCECarolyn Percifield, Purdue University Carolyn Percifield is Director of Strategic Planning for the College of Engineering at Purdue University; helped found and continues to co-advise two engineering student organizations; and created two study abroad courses for engineering students.David Bowker, Purdue University David Bowker is the Director of Undergraduate Engineering Recruitment at Purdue University. He has a bachelor’s degree in organizational leadership and supervision, a master’s degree in higher education administration (both from Purdue University), and has worked in college recruiting and
credit, be embedded in Indian culture, and to create bridges between faculty andinstitutions for future collegial endeavors.Six students and one professor were the pilot group to determine the viability of an engineeringstudy abroad in India program. Program planning was initiated in September 2005 forimplementation in July 2006. Due to the low number of students in the pilot program, the costper student was relatively high. $50,000 was budgeted for a six-week experience that includedall student tuition and fees, housing, meals, all travel to and within India (including allexcursions), Indian faculty salary, UofA faculty travel and living stipend, visa, insurance andprogram administration. This budgeted amount did not include the UofA professor
how outcome will be assessedCourse delivery project, on the other hand, involves project planning and project monitoring2. Page 12.414.3In order to utilize project management techniques in delivering courses we took the followingsteps: 1. Identify objectives and desired outcomes for every course. 2. List all topics that need to be covered within a course. 3. Consider each topic as a task and identify all activities that need to be completed such as lectures, posting assignments or projects. 4. Define all assignments or projects elements clearly such as research activities, deliverables, due dates
concrete action plan for the world to reverse the grinding poverty,hunger and disease affecting billions of people. Headed by Professor Jeffrey Sachs, theMillennium Project is an independent advisory body and presented its finalrecommendations, Investing in Development: A Practical Plan to Achieve the MillenniumDevelopment Goals to the Secretary-General in January 2005. The Millennium Projecthas been asked to continue operating in an advisory capacity through the end of 2006.”“Investing in Development proposes straightforward solutions for meeting theMillennium Development Goals by the 2015 deadline. The world already has thetechnology and know-how to solve most of the problems faced in the poor countries. Todate, however, these solutions have not
cognizance within the United States has gonelargely unmet. Study and work abroad programs are driven by the priorities and plans of aneducational institution, and when there is cooperation among universities, it is usually only adhoc at best.There is, however, a growing realization of the inadequacy of the United States’ approach. Inthis paper, we present how publications such as ABET’s Engineering Criteria 2000 and theNational Academy of Engineering’s The Engineer of 2020 are bringing attention to globalizationin engineering. Additionally, we offer the results of a recent non-scientific survey performed tohelp characterize how universities are attempting to increase their numbers of engineeringstudents studying abroad.2 Globalization in
health program by promoting better health practices among the public.To help achieve the third one Uganda needs to provide more applied science personnel in thebiology area to interact with the general population.The solution to the problem of building the infrastructure in rural areas in the non-health sectorhas two components: • The first is to develop a sound plan (an engineering solution). • The second is to obtain government approval and find financial funding (grants, community input, and government input).To obtain the needed technical and labor personnel – engineers, technicians and skilled labor –one would select from the available pool (an educational matter). So the governmental sectormust provide support for educating
Vice President of Research of the Latin American and Caribbean Consortium of Engineering Institutions; Member-at-Large on the Board of the Minorities in Engineering Division and Secretary/Treasurer of the International Division of the American Society for Engineering Education; and is on the Executive Committee and Strategic Planning Committee of the newly formed International Federation of Engineering Education Societies. Her email is petrie@fau.eduRamiro Jordan, ISTEC-ECE-UNM Dr. Ramiro Jordan is a Professor of Electrical and Computer Engineering at University of New Mexico, and is Vice President of Strategy and Planning of the Ibero American Science & Technology Education
in advance to study abroad. They basically prepare their course plan foreach of their academic terms until they graduate. Typically, they do study abroad duringtheir Junior – II term. One of the main functions of the faculty advisor is to make surethat the courses offered at the host school transfer back (with a Pass or Fail grade). Due tohigh demand for study abroad in the Mechanical Engineering at Kettering, the minimumcumulative grade point to apply for study abroad as well as to pass a course at the hostschool has been raised from a mere Pass grade (D Grade) to Fair grade (C grade).Currently, more than 80% applicants have their GPA above 90%. Students typically takeup to 16 credits (4 courses) including the social science course that is
maintenance andindustrial management. Curricular structure is strongly based on Mathematics and Physics.The adequacy of the course revealed the need to reinforce practical knowledge application, tointensify the use of problem based learning, to design new laboratorial strategies, to promoteteam work and to develop the fundamental skills in engineering formation.The new course design also resulted from the analysis of similar courses in referencecountries in engineering, such as Germany, the United Kingdom, the United States, France,Swiss, Spain, Denmark, Sweden and Finland. It was compared mainly in terms of duration,curricular plans, credit system units and strategies adopted. The new Mechanical Engineeringdegree is comparable in structure with the
Mayor played an integral role in the efforts to implement traffic engineering inMexico and in 1966 was asked to organize the Traffic Engineering Commission at the Ministryof Public Works. He headed the Commission until 1972 when he was appointed Director of theTraffic Engineering and Transportation Department of the Federal District (Mexico City). In1978, he organized his own consulting firm and continued to use the lessons he learned duringhis Fellowship regarding planning, traffic, and transportation studies and design until his illnesswhich lead to his untimely death in 1987.Rafael Cal y Mayor was the founder of the first chair in traffic engineering in the School ofEngineering at the University of Mexico. A Fellow in the Institute of
totalcapacity of 120Gb/s and 5.8 million simultaneous phonecalls.The 27850 km fiber communications ring network projectis the third of its kind since 1964. The first project wasSAT-1which was coaxial cable connectivity that linkedSouth Africa and Europe. SAT-1 was replaced with SAT-2in 1993. The SAT-2 was designed to work in tandem withan existing satellite system. Safe routing path was verycritical for the submarine fiber installation, as such,extensive planning and marine engineering was used toscan the ocean floor to identify areas of activity such asfishing, shipping, mining and etc.As indicated in figure-1 below, the SAT3/WASC/SAFE isdivided into two segments. The SAT3/WASC networksegment links Sesimbra in Portugal, Cape Town in SouthAfrica
students couldstudy and reflect on their role as a citizen of the increasingly interconnected world.The expanded themes of global economy, sustainable development, and responsible globalcitizenships guided the lesson plans for the 2005 and 2006 GTI Study Programs. In addition,studies on the cultural, political, and economic issues that deepen students’ understanding ofChina and Taiwan were included in the study program.2.2. Study Program Student SelectionIn selecting student participants, preference was given to student leaders with strong academicrecords, with the expectation that these students would more readily disseminate what they hadlearned from the study program and, consequently, influence their peers. As for the class ofparticipants
other models previouslyinvestigated9: • Students will understand the challenges involved in pursuing engineering projects in developing countries (including technical, social, economic and political considerations). • Students must work in a multidisciplinary team to identify solutions to one or more complex problems involving water resources in a developing country.In addition, the LTR includes learning objectives that were common to at least one, but not all, ofthe previous models: • Students must comprehend and incorporate non-technical considerations in their development of a project plan for a water resource project in a developing country. • Students must gain significant appreciation for graduate-level research
staff in each of the designteams, and were open to all staff interested in PBL across the university. A challenge presentedto all those delivering the training sessions was to simultaneously satisfy both those with regularattendance and those with no prior knowledge of PBL.From July 24th to 28th 2006 Associate Professor Moesby delivered a PBL based workshop “Pre-planning for a change towards Project Oriented Problem Based Learning (POPBL)”. It hadoriginally been intended that this workshop be conducted during December 2005, but itspostponement was necessary because of staff workloads and other commitments at that time.Although delayed until after the completion of the first semester of PBL based program delivery,this workshop again proved to be
; quality assurance inengineering education; and national planning for financing of upgrades to engineering education.The 2005 Engineering for the Americas Symposium final report8 calls for educational reforms atthe regional level that include the needs of the productive sector and preparing new engineerswith attributes certified by transparent accreditation systems, which will further professionalmobility, investments levels, and therefore economic development. The final report urges theacademic sector to boost its collaboration with industry to develop a change in paradigm toeducate the engineers of the 21st Century, which they describe as world class engineers, leaders
, research methodologies and teaching and learning in technical education. Page 12.627.1© American Society for Engineering Education, 2007 ENGINEERING: THE UK CHALLENGEAbstractThis paper reviews experiences of the development of teamwork and leadership skills,personal reflection, planning and other transferable skills within engineering bachelorsdegrees within the UK over the last 15 years, illustrated by examples from one particularUniversity. It provides a picture of the current state of UK engineering education, and reflectsupon strengths and weaknesses. Comparisons are drawn with both European and NorthAmerican provision