REU has had the added importance of being a research“eye-opener” experience. Often an unstated factor is the benefit for graduate students togain research project management (including research project planning with timelinesand budgets, personnel supervision, technical assessment and leadership, and mentoring).WIMS LSAMP REU Primary Component --- Research Projects with MentoringThe WIMS LSAMP REU is structured with the primary goal of a research projectexperience. Each student has a research project with a strong involvement with one of theresearch thrust teams, working directly with an advanced graduate student or post-doc orsystem integrator (usually in meaningful daily contacts) under the direction of a WIMSfaculty member. Each REU
video) in order to put them in a more‘readable’ format, but the outcomes were essentially the same. For instance, the answer to onequestion regarding assumptions for an air tank purging question was: “Assumptions: Shape of tank, Location of valves: hot air input top right, cold air output left bottom. It has quantitative temperatures. We have five temperature measuring devices throughout the tank. One at input, output, and three inside. Plan: Create a flow control valve on input and output. Use the flow control valves to regulate input and output volume. We have reached our equilibrium when the output temperature is the same as the input temperature
AC 2008-2064: AN INTERNATIONAL UNDERGRADUATE RESEARCHEXPERIENCE IN SUSTAINABLE ENGINEERINGCurtis Larimer, University of Pittsburgh Curtis James Larimer is a senior undergraduate majoring in Engineering Physics in The University of Pittsburgh's Swanson School of Engineering. He expects to graduate in the spring of 2008 and plans to go on to pursue a graduate engineering degree.Michaelangelo Tabone, University of Pittsburgh Michaelangelo Tabone is a junior at the University of Pittsburgh majoring in Chemical Engineering. While in school, he works as resident assistant in on-campus housing, volunteers as a teaching assistant of Organic Chemistry, and has served as a paper reviewer for the
building.B) The Hazelwood Initiative (HI) is an organization whose Mission and Goal is dedicated to the betterment of the Hazelwood neighborhood. HI was the driving force that lead to the development of the "Master Development Planning in Hazelwood and Junction Hollow" document which set forth a plan to work towards their goal. It's office is located at 5125 Second Avenue in Hazelwood. The project was to help design a system to make the Hazelwood Post Office handicap accessible.C) Hill House Association. The Hill House Association is located in the Hill District of Pittsburgh and provides a comprehensive array of services to the surrounding neighborhoods. The Hill House Association is currently working with Denys Candy, the managing
signed thelegislation authorizing the new university. In 1992, the Board of Regents selected a 760-acre sitein Lee County (between Naples and Ft. Myers) that had been donated by Alico, Inc.(www.alicoinc.com). FGCU opened its doors in August 1997 with 2,584 students (1602undergraduate, 295 graduate, and 687 non-degree seeking) and grew to a total of 7,223 students(5,972 undergraduate, 763 graduate, and 488 non-degree seeking) in fall 2005.From its beginning, long-range plans for FGCU included a School of Engineering to complementareas of specialization within the university. A 2000 Area Educational Program NeedsAssessment Report conducted by MGT of America (Tallahassee, FL) stated that there waswidespread interest throughout SW Florida for civil
. These testimonials are anonymous to faculty mentors.Industry mentoring is the last component of our mentoring plan. The objective of the PSH’sIndustry Mentoring Program is to create a mutually beneficial connection between industrymentors and current STEM students at PSH1, especially with students near graduation. Typically,industry mentors present mentees with a range of options in terms of networking, jobopportunities, and professional development. Most the industry mentors were invited to NSFSTEM meeting sessions, where they gave short presentations, followed by engaging studentsthrough a dialogue and networking opportunities. The benefits of this type of mentoring werealso expressed through scholars’ journals.Finally, one of the other big
teaching modulesWe have previously described the first two developed modules (Hurst et al., 2016); since then,we have further refined those modules and piloted and implemented two more (Al-Hammoud etal., 2017), and are well on our way to producing all six planned modules in the series. Thepurpose of this paper, however, is not to outline those modules in detail; rather, we aim to reflecton the inner workings of our team, as experienced by us as team members. More generally, thisis a case study on the processes of a multi-disciplinary team, presented in the context of recentand influential literature on teams and team performance.We recognize that our team is unconventional: it was created from a group of self-selectedvolunteers who believed in a
, which focuses ondifferent tools and techniques commonly used in project management. The instructor observedthat a disconnect exists in his course between learning about the various project managementtools and techniques and how these are applied in engineering technology professions underconstraints such as cost, quality, safety, etc. Although the students learn how to create schedules,budgets, and risk management plans, they never learn if these management plans work becausethey don't get the opportunity to implement them. This type of exercise could be described ashalf learning. In order to close this gap, an innovative instructional module based on ProjectBased Virtual Simulation Tool was developed and implemented. It was anticipated that
complex problems.Moreover, metacognition increases individual and team performance and can lead to more originalideas. This study discusses the assessment of metacognitive skills in engineering students byhaving the students participate in hands-on and virtual reality activities related to design andmanufacturing. The study is guided by two research questions: (1) do the proposed activities affectstudents’ metacognition in terms of monitoring, awareness, planning, self-checking, or strategyselection, and (2) are there other components of metacognition that are affected by the design andmanufacturing activities? The hypothesis is that the participation in the proposed activities willimprove problem-solving skills and metacognitive awareness of the
-based wearable computing. c American Society for Engineering Education, 2020Curricular Complexity as a Metric to Forecast Issues with Transferring into a Redesigned Engineering Curriculum AbstractThis paper details quantifying the interconnectedness of a curriculum. We draw from Heileman’sCurricular Analytics tool and the curricular complexity metric. We extend this metric tohighlight how it can be used to forecast issues in transfer student experiences in redesignedcurricula. We focus on structural complexity in this paper by consolidating transfer studentpathways using plans of study from the Department of Electrical and Computer
make a specific step-by-step plan to achieve my goals. I used tothink I could never be a leader. I am not afraid to think about myself as a leader, I started toimagine that I could be a leader now.” The value of the course is to develop leaders to excel in adiverse workforce. It provides students with an awareness of the barriers, biases and challengesto diversity in engineering, and provides strategies that can be used to improve satisfaction in theengineering workplace and in academia.Keywords: Engineering management, engineering education, leadership, diversityIntroduction:Last Spring semester, 2017, an Associate Professor in the Department of EngineeringManagement, Systems and Technology (EMST), and five engineering students piloted a
ChallengeAbstractASCE’s Grand Challenge to civil engineers is to significantly enhance the performance andvalue of infrastructure project over their lifecycles. [1] ASCE wants to drive transformationalchange in infrastructure projects from planning to design to project delivery. How does ASCEmove from the strategic vision to the detailed implementation? The paper’s objective is toanswer that question in part by highlighting the role played by proposed changes to the civilengineering knowledge framework, specifically, ASCE’s Civil Engineering Body of Knowledge(BOK) as it undergoes revision for a Third Edition.Knowledge may be the most strategically significant resource the profession can possess. Thetraditional view of civil engineering has always been about the
Paper ID #27613Capstone Prepares Engineers for the Real World, Right? ABET Outcomesand Student PerceptionsDr. Kris Jaeger-Helton, Northeastern University Professor Beverly Kris Jaeger-Helton, Ph.D. is on the full-time faculty in the Department of Mechanical and Industrial Engineering at Northeastern University (NU) teaching Simulation Modeling and Analy- sis, Human-Machine Systems, and Facilities Planning. She is the Director of the Galante Engineering Business Program as well as Coordinator of Senior Capstone Design in Industrial Engineering at NU. Dr. Jaeger-Helton has also been an active member of Northeastern’s Gateway
, international relations in the sphere of transport communications, iternational logistics and supply chain management, sustainable development and ecology.Mrs. Karalyn Clouser, Western Transportation Institute at Montana State University Karalyn Clouser is a GIS and planning specialist with the Western Transportation Institute. She has expe- rience editing and managing spatial data to support transportation planning and implementation projects, and offers skills with numerous GIS tools and platforms. At WTI, she has provided GIS and planning support to the Paul S. Sarbanes Transit in Parks Technical Assistance Center, which assists with the de- velopment of alternative transportation on federal lands. Her experience includes
learning in a senior/graduate mechatronics course. In [19], theauthors showed how virtual software and hardware environment can provide enhanced learningopportunities for mechatronics engineering technology majors. The project-based approach ofteaching mechatronics was presented in [20]. Development of a senior mechatronics course formechanical engineering students was described in [21]. In [22], the authors presented thedevelopment of an introductory mechatronics course for the students who had completed theirsecond year at the community college and planned on pursuing a bachelor’s degree in anengineering field. In [23], the authors investigated the use of agile methods enhancingmechatronics education through the experiences from a capstone
teaching plan to incorporate what they learned into their own teaching. Atthe end of the academic year, faculty participants are tasked with completing a final reflection. Inthis paper, we will report the content of the workshops as related to the overarching goals of theISE-2 program, along with how the coffee conversation topics complemented the workshopmaterial. Lastly, we will explore the role of the teaching plans and final reflections in changinginstructional practices.IntroductionImproving Student Experiences to Increase Student Engagement (ISE-2) focuses on a facultydevelopment program designed to reduce implicit bias and increase active learning in order toincrease underrepresented minority (URM), women, and first-generation students
, safety and quality management. His academic research and writings have been on concrete repairs, structural plastics and flash track project management were funded by the American Society of Civil Engineers and the Construction Industry Institute. Dr. Austin’s teaching and research interests cross the spectrum of the construction management, with a current focus on project management, construction equipment, planning and scheduling and research and teaching methodologies. c American Society for Engineering Education, 2019 Paper ID #22689Tailoring Construction Management Instruction to the Emerging
planning and execution of the faculty development program.Dr. Louis A Martin-Vega, North Carolina State University Dr. Martin-Vega joined NC State University as its Dean of Engineering in 2006. He has also served as Dean of Engineering at USF in Tampa, Florida, as Chair of the Department of Industrial & Mfg Systems Engineering at Lehigh University, as the Lockheed Professor at Florida Institute of Technology, and as a tenured faculty member at the University of Florida and the University of Puerto Rico at Mayaguez. He has also held various positions at the National Science Foundation including Acting Head of its Engineer- ing Directorate. He is currently President-Elect of ASEE and his research and teaching interests
projectbooklet. Page 26.727.7Figure 4 Engineering Activity RubricCATEGORY 4 3 2 1 ScoreConstruction Project plan and Project plan is neat Project plan is not Project plan andManagement: structure is neat and and orderly, but the neat and orderly, but structure are notDesign orderly. structure is not. the structure is. neat and orderly.Construction Building is complete Building is Building is Building isManagement: and per architectural
stateand the region will have a significant economic impact.This paper presents: • An overview of the online MFS program, including the curriculum, enrollment requirements, and graduation requirements. Also discussed is some historical background on face-to-face MFS education at the university. • A faculty training program offered by the university for online delivery of courses. • A discussion of hybrid, or blended, course delivery of two of the program’s courses in Fall 2014 as part of the process of converting them to an online format. • Assessment data from the course blended course delivery in Fall 2014, and assessment plans for future fully online courses
Nephrotex, we developed a coding schemebased on Safoutin and colleagues’ (2000) design attribute framework, which stems from ABETstudent outcome criterion 3c. Their original coding scheme consisted of fourteen elements: needrecognition, problem definition, planning, management, information gathering, idea generation,modeling, feasibility analysis, evaluation, selection/decision, implementation, communication,documentation, and iteration. We selected and modified 7 of the 14 codes that were applicable toNephrotex (Figure 5). We removed need recognition and modeling because students are giventhe needs statement and the modeling tools within the internship program. We removed ideageneration and implementation because students do not create a novel
Paper ID #11209Integrated Active Learning Tools for Enhanced Pedagogy in a Software En-gineering CourseDr. Sushil Acharya, Robert Morris University Acharya joined Robert Morris University in Spring 2005 after serving 15 years in the Software Indus- try. His teaching involvement and research interest are in the area of Software Engineering education, Software Verification & Validation, Data Mining, Neural Networks, and Enterprise Resource Planning. He also has interest in Learning Objectives based Education Material Design and Development. Acharya is a co-author of ”Discrete Mathematics Applications for Information
“Critical Engineering Challenges”, I thinkit is problems in today’s society. I thought I would be working in a team of 3-4, working onsome sort of project that saves gas. I thought I would be doing lots of planning & engr. des.work.”Q2. Confidence and Success.A2. “Having an idea that I will be working on a motorcycle mademe a little scared due to my lack of motorcycle knowledge. I felt that I wouldn’t be THAT greatat building/machining b/c I’ve done only a little work with mechanical engineering. I did havesome confidence because I helped build a tricycle in engr. des. when I originally had no tricycleknowledge. I had about 50% confidence.”Q3. Faculty Mentoring. A3. “Initially, I thought I would be spending all my time with theresearch advisor
. This new program resulted from transitioning anexisting program in Manufacturing Engineering Technology along with its option in CAD/CAM.This new program accepted its first class of students in 2014 and plans to graduate 24 engineersper year starting in 2017. As part of the development of the curriculum for this new program,faculty in the department focused heavily on the recommendations from the Curriculum 2015initiative conducted by the Society of Manufacturing Engineers (SME).3-4 Its primary goal was toexamine the state of manufacturing education in the US and to develop a plan for revising andimproving it. Included in the sixteen recommendations were two that encouraged the furtherdevelopment of SME’s Four Pillars of Manufacturing, and its
across all 26-items for all three strategies (i.e., 78 itemscollectively). However, VECTERS can be considered as three sub-instruments addressing thestrategies of formative feedback, real-world applications, and student-to-student discussion.Therefore, Cronbach’s alpha coefficient calculations were applied to each of the three sub-instruments. As recommended by DeVallis 16, Cronbach’s alpha levels of 0.7 or higher weredesired.Construct validity. VECTERS construct validity was evaluated by examining relationshipsbetween respondents’ self-reports of extent to which the three strategies are currently beingimplemented and are planned to be implemented. For each strategy, a 2x3 matrix was produced;these indicated the relationship between
and Technology(CET) at Northern New Mexico College (NNMC) has implemented a comprehensive strategyand work-plan to increase the retention rate and eventually the graduation rate of severelyunderprepared aspiring Engineering majors. The institute serves underrepresented minoritystudent population; nearly two-thirds of whom rely on Pell grants and more than 50% of themare first-generation college students. The institution’s struggle to retain general studentpopulation is evident from the following data: 78% retention from first to second semester, 66%retention from second to third semester, and the retention rate drops to 50% by the fourthsemester.The major goals of the project include: 1) Improve Engineering learning and learningenvironments
, project management, strategic planning, preconstruction, and sustaining the built environment. At Purdue, Benhart also leads the Healthcare Construction Management program and works with the first ASHE (American Society of Healthcare Engineering) student chapter. His position allows him to further develop construction education in the built environment and be an in- dustry advocate for the next generation of builders. He is also very involved in field supervision training programs, both at Purdue and on the national level. He focuses on the sustainability of our industry by mentoring the retiring baby boomers with new foremen and superintendents. Benhart also has an exten- sive resume in industry. His previous position
Fortune magazine had pictures of 12 executives that had failed as CEO (12).The article inside went on to ask the question why they failed and sparked some questions thatmight be useful for an MBA class such as did the CEOs have vision, had they implementedstrategic planning, were they engaged in a marketing program, did they have a systematicapproach to manufacturing, had they used lean thinking and six sigma and the list goes on. The Proceedings of the 2018 Conference for Industry and Education Collaboration Copyright ©2018 American Society for Engineering Education Session ETD 435answer was they all had strategic vision
, including: 1. Who would be the target audience? Would we include only UD faculty or open it up to other campuses? Would we accept faculty from all ranks or target specific levels? Would we accept non-t/tt faculty? 2. What would be the cost to participants? 3. How would the program be financed? 4. How would we recruit and select participants in a way that would be fair and also ensure diverse representation?The UD ADVANCE leadership team discussed these questions with our colleagues in the Lerner Collegeover the course of several months. To help us align our plans with the specific needs of our faculty weexamined the results of a recent (2016) faculty climate survey [17] (UD ADVANCE conducts such asurvey every two
modules into courses was done gradually and 4 of the modules aredeployed in an elective course.“Business Principles and Entrepreneurship for Engineers and Scientists” is an elective course thataims to foster an entrepreneurial mindset and also introduce business, finance, and marketingknowledge and skills. This course incorporates 4 e-learning modules that cover business topics inrelation to entrepreneurial thinking, and provides experiences in identifying ideas that aredifferentiated from others, describing the potential for value creation, and communicating a visionthrough a business plan to stakeholders.The optional extracurricular activities consist of the following:• 24 Hour Imagination Quest: A two-day event, originally developed at