to the project. Teams areexpected to meet outside of lab to develop a project plan.Students work in teams of four to design and implement experimental plans that answer thequestions posed by Chemprojects. Typically, there is time to only run three Chemprojects in asemester. Five Chemprojects that have been implemented in our General Chemistry course (notall in one semester) are described below. Chemprojects are structured so that the students mustunderstand the principles covered in lecture in order to accomplish the project. An underlyingpremise of this approach is that creating this “need to know” will enhance student motivation forunderstanding General Chemistry principles.• The Synthesis, Characterization, and Scale-up of a
structures and methodologies of systems engineering as a holistic basis for managing complexity and sustainability in engineering practice. 2.2 e) Applies formal systems engineering methods to address the planning and execution of complex, problem solving and engineering projects. 2.3 a) Proficiently applies technical knowledge and open ended problem solving skills as well as appropriate tools and resources to design components, elements, systems, plant, facilities and/or processes to
evolution is not without barriers to entry andassociated risks.The objective of this paper is to share the experiences of three established civil engineeringfaculty and their mentor who are within two years of receiving their first NSF grants to supportEER projects at their home institution. Barriers to entry, challenges, and the lessons learnedassociated with their growth as emerging engineering education researchers are discussed.Strategies and resources are provided to assist new engineering educators to: lobby forinstitutional support, secure initial extramural funding, initiate collaborations, formulate short-and long-term career plans, build an Individual Development Plan (IDP), and develop aneffective mentor-mentee relationship with an
. When we formulated the structure of the workshop, wetherefore built the topic of intersectionality into our plans, and attempted to live out thoseprinciples in our design.Workshop GoalsWith this in mind, we sought to bring together experts across a range of computing, engineering,and related technical and data-based disciplines as well as experts from other fields in the socialsciences, including education and the learning sciences, to build an agenda for inclusive policy,practices, and research for TNB computing students. Our specific goals were to: ● Define near- and long-term agenda items for intersectional research about the inclusion of TNB learners in computing for the Computing Education Research (CER) community ● Advance
this competition. An initial investmentpurchased 10 robot kits and a competition field. This outfits a class size of 25 students workingin 5 teams. The first-year implementation cost was approximately $1200 per student and thesecond and third-year cost under $400 per student. With the outbreak of the COVID pandemicand safety restrictions occurring just prior to the first year of implementation, this choice wastimely and allowed the college to provide a capstone project for a full class of students. Facultyhad the ability to control and adapt the project as needed. During the second-year, restrictionseased, and faculty again adapted the project. All students were required to participate as amember of a team. Each team planned, designed, built
course up a level.The teaching pyramid can also be used as part of assessing the teaching center. Are thereprograms that support faculty at each level? Do the programs help faculty or courses move up alevel over time? Are any faculty consistently in the lowest level and how is that beingaddressed? Are there any patterns of courses or classrooms often showing up at the lowest levelsand what support is needed to make changes?In summary, this paper shares a teaching pyramid framework for thinking about teachingimprovements, for planning programming to meet faculty where they are with enable actionablenext steps in moving towards teaching excellence, and for assessing the teaching center.IntroductionThe mission of our teaching center is to improve
onengineering and applied science. In fact, most educators trained in humanities, arts, and socialsciences work in a single department.We planned these activities in response to significant recent interest in pedagogies inflected bySTS for engineering students [1, 2, 3]. Such efforts are often strongly interdisciplinary, crossingboundaries between engineering and humanities fields. There are some signs that engineeringeducation, on the whole, considers interdisciplinary education to be useful for students: evidenceof these considerations include ABET criteria [4], curricular and co-curricular requirements ofengineering degrees, and pedagogical activities in which different disciplinary knowledgessupport the integration of “sociotechnical” themes [5, 6
allow students to give backto the community, such as local volunteering or STEM initiatives for younger students. Stressrelief events were defined as those intending to increase the mental well-being of students, suchas yoga or painting. And finally, general information events were defined as anything outside ofthe defined categories such as financial planning or other specialty topics.We also asked open-ended questions about what students would hope to gain from participatingin a GradWIE group, what types of resources or graduate school information they wish theyknew when they started their degree, and if there was anything else they wanted to share. Thecomplete survey can be found in the Appendix.ParticipantsThis survey was sent to a pre
“welfare”, “global”, and “cultural” were added. Thesechanges indicate that ABET shifted focus regarding what is expected of students in the designprocess, which appears to align with The National Academies of Sciences’ EnvironmentalEngineering Grand Challenges for the 21st Century [6]. (6) For the transition between SO (d) to SO 5, the concept of “multi-disciplinary” waseliminated and instead replaced with team-related concepts of “leadership”, “collaborative”,“inclusive”, “goals”, “tasks”, and “objectives”. Additionally, the student actions “provide”,“create”, “establish”, “plan”, and “meet” were added. These changes indicate that ABETredefined how it expects graduating engineering students to function on a team. These changescan also be
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students through a series of activities and resources todevelop research skills and knowledge [46]. AMPP selected four of the manuals’ core principlesas focus areas of training: developing effective communication in the mentoring relationship,aligning expectations between mentors and mentees, fostering mentees’ research independence,and promoting mentees’ professional development. AMMP’s unique approach is at the program design. The program is organized into aseries of five parallel training sessions for mentors and mentees, each session addressing a singletraining theme: (1) effective communication, (2) researcher independence, (3) expectationalignment, (4) networking, and (5) individual development plan. Mentors are introduced to thetopic
Paper ID #37291Designing International Research Experiences to EngageUnderrepresented Minority Undergraduates and IntroduceThem to Graduate SchoolMichael Preuss (Co-founder and Lead Consultant) Michael Preuss, EdD, is the Co-founder and Lead Consultant for Exquiri Consulting, LLC. His primary focus is providing assistance to grant project teams in planning and development, through external evaluation, and as publication support. Most of his work is on STEM education and advancement projects and completed for Minority-Serving Institutions. He also conducts research regarding higher education focused on the needs and
Paper ID #38326S-STEM: Creating Retention and Engagement forAcademically Talented Engineers - successes and challengesIndira Chatterjee (Associate Dean of Engineering)Kelsey Scalaro (Graduate Student) Kelsey is an engineering education Ph.D. student at the University of Nevada, Reno. She has a master's degree in mechanical engineering and 5 years of experience working in the aerospace industry. Her research focuses on identity development and motivation. After graduation, she plans on teaching project-oriented mechanical engineering classes or returning to industry working in training or retention.Ann-Marie
solidunderstanding of professional and ethical responsibilities.Civil Engineering Program Learning OutcomesThe program learning outcomes set to help graduates of the civil engineering program to gaincompetence, and to apply the knowledge of mathematics, science, and engineering. The plan wasdesigned to enable students to gain the skills to design and conduct experimental testing,simulate, analyze, and interpret data and can design a system to meet the set needs withinrealistic boundaries such as environmental, social, economic, political, ethical, health and safety,and sustainability. Students are expected to have the capacity to work effectively onmultidisciplinary teams, to develop the skills to classify, articulate, and solve engineeringdiscrete problems
University with specializa- tion in Construction Management. His research focus is in the area of contract administration on heavy civil projects. His teaching areas include 1. introduction to the built environment and construction man- agement, 2. construction materials and methods, 3. construction equipment, 4. building construction cost estimating, 5. heavy civil construction cost estimating, 6. project planning, scheduling, and control, 7. temporary structures, and 8. contract changes and claims management.Mr. Chris Souder, M.S. Chris Souder graduated with an undergraduate degree in Construction Management in 1988 before going to work for Kiewit Pacific Co. in Northern California. Chris had a successful sixteen year
and schooladministrators when planning TPD [2], [16]. While there is general consensus regarding thenecessary features for effective professional development, proving which individual orcombination of components in producing the largest effect can be elusive. Research indicates themost effective type of teacher professional development (TPD) involves a sustained and ongoingexperience, which is coherent, job-embedded, and involves active participation by the learnerand includes a learning community [2], [3], [4], [5]. However, most teachers continue toparticipate in episodic workshops [3]. Expenses related to TPD is another reason districts areresorting to shorter duration, incremental TPD, as these types of experiences are less expensivethan
our design. The solution to our problem was the addition of a lipon the front of the propeller component that could fit into a gap in the hubcap which kept thepropellers from being pushed off of the axis. Figure 1: The Solidworks assembly of our design.MotorThe motor of our prototype is the “Underwater Thruster 16V 300W Brushless Motor with CW 3-Blade Nylon Propeller for RC Bait Tug Boat Nest Ship Submarine,” which we bought fromAmazon. [22] Another concern to us was waterproofing the electrical parts, so we opted to buy amotor that was already waterproofed. However, after significant testing, we realized that the motor,when used as a generator, did not create as much electricity as we had originally planned.[23
wouldpractice the principles of design for manufacturability (DFM). This paper details a plan for aproject-based course conceived to accomplish exactly this while maintaining a realistic scope interms of safety and available resources. This plan includes curriculum additions such as reviewof DFM case studies, a hands-on casting lab, and machining observation, although the majorityof the course would be self-paced and taught through computer-aided manufacturing (CAM)software tutorials and computer projects. Avoiding the mistakes of past attempts to incorporatemanufacturing topics into mechanical engineering education by instead narrowing the vision forthe course to the practical context of enhancing students’ design skills, the proposed content
easy enough for a single person to operate. A finalizeddesign of a new zipline tower for the camp needed to be completed in the fall, while the newzipline tower was to be built during the spring semester. The implementation of the design wouldallow the camp to resume using the zipline, with hopes of increasing demand and usage of thenew facility.The project's scope of work is shown in Figure 1, which includes the tasks to be completed inthree phases throughout the year: scheduling (pre-design), planning (design), and construction.To kick off the project, students contacted the client and set up a site visit to examine the existingzipline setup and the space for new constructions. Three preliminary design ideas weredeveloped and sent to our
developing the High-QualityEngineering Guidebook [15].This qualitative research aimed to assess the effectiveness of four TaLENt fellows, who areschool-based teacher leaders, as in-school change agents for educators who are inexperiencedin engineering design. Notably, this study's term "novice teacher" does not exclusively refer tofirst-year teachers. Instead, it pertains to educators who have yet to attempt to integrateengineering design into their lesson plans. Literature ReviewThis literature review aims to provide an overview of the research conducted on teacher-ledprofessional development for engineering design, the use of action-based research in K-12settings, and the advantages of adopting an asset-based
facultyAbstract In engineering, most contingent faculty positions are held by minoritized groups such asbut not limited to Black, Indigenous, People of Color of all intersecting identities (BIPOCx)representing a missed opportunity to broaden participation. Since many of these professionalsdirectly support minoritized students in fundamental undergraduate courses, it is imperative tounderstand how to professionally develop and mentor these faculty. As part of a National ScienceFoundation Broadening Participation hub called Raíces Institute for Transformative Advocacy(RITA), the authors seek to facilitate a mentoring hub to train, mentor, and equip BIPOCxcontingent faculty to form their own grassroots transformative advocacy plans for
’ solutions. In 2022, we heldworkshops in March and October, with 32 and 47 participants, respectively, which includedstudents from 9 different institutions spanning five states and territories.Throughout critical points in the program, students evaluated their learning and provided surveyfeedback. The program organizers also performed a direct assessment of the student projects.From these data, we found that student learning progressed throughout the workshop. We plan tocontinue hosting these workshops and believe they positively impact student development andchange perspectives in engineering design, allowing them to understand culture’s influence onengineering design better.MethodsApproval: This study was carried out with Institutional Review
Paper ID #37718Engineering Learning Community Introduction to ResearchAbroad A 5 year AssessmentMaria Claudia Alves (Senior Director, Halliburton Engineering GlobalPrograms) Dr. Maria Claudia B. Alves serves as Senior Director for Engineering Global Programs at the College of Engineering at Texas A&M University. In this position since July 2012, she developed and implemented a multi-year strategic plan on global education programs that led to measurable outcomes such as increase in student participation and learning, as well as faculty engagement in global programs in the College of Engineering. Some of her most
incorporation of Responsible well-being in faculty and students (undergraduate and graduate). Through an innovative research-based assessment plan, they determined the levels of moral development achieved by participants. In the past two years, Santiago has incorporated theories on social cognitive career choices and student attrition mitigation to investigate the effectiveness of institutional interventions in increasing the retention and academic success of talented engineering students from economically disadvantaged families. Finally, the latest project explores the relationship between the institutional policies at UPRM and faculty and graduate students’ motivation to create good relationships between advisors and
end of thesurvey only in 2021 asking: “To what extent has COVID impacted your ability to help the Centerbecome more diverse and inclusive?” on a 5 point scale including: none at all, a little, a moderateamount, a lot, and a great deal. There was an optional final comment box to explain.In future, we plan to include a question assessing if any factors (e.g., COVID-19, impactful societalor personal life events) influenced their ability to engage in diversity and inclusion-relatedactivities. The survey ended with one last optional opportunity to provide “other comments.”ResultsThe Culture of Inclusion survey instrument was deployed in April of 2020 and again in April of2021. In 2021, the survey was sent to 126 people; 91 people completed the
materials for the capstone class included an AmericanInstitute of Architects consulting agreement with attached exhibits (prime agreement,architectural program, and the architectural solution) and a sample solution for a comparablebuilding. The course materials were shared through the Moodle LMS. At the end of the courses,the student received a final comprehensive PDF coursepack of the materials.The introductory lecture courses were commonly taught in a classroom and the capstone coursewas taught in a design studio. The classroom capacity was about 45 students with the typicalclass size either 18 or 36 depending on the number of sections. The floor plan proportion wasapproximately 1½:1 (width:depth). The room had one whiteboard of about twenty-feet
has completed 18 post graduate credits toward his doctorate degree from Point Park University, Pittsburgh, Pa. American c Society for Engineering Education, 2021 The Road to Strengthening 2-year Hispanic-Serving Institution Participation in the NSF ATE Funding ProgramAbstractHSI ATE Hub is a three-year collaborative research project funded by the National ScienceFoundation (NSF) that joins two successful programs. Mentor-Connect mentors 2-year collegefaculty to develop competitive proposals for the NSF Advanced Technological Education (ATE)Program, and KickStarter facilitates strategic STEM assessment and planning to drivecompetitive STEM proposal
/engineering curriculum for thefollowing school year. In line with NSF goals, the program offers strong support in curriculumdevelopment, thanks to the introduction of a “mentor teacher”, who is a former RET participant(who attended the program twice) with expertise in curriculum development. The mentor teacherserves as a role model and helps during the lesson design. NASCENT organizes weekly cohortmeetings where teachers share their ideas, receive feedback on their lesson plan and networkwith other RET participants and NASCENT faculty and staff. Cumulatively, NASCENT has supported 51 teachers over the past seven years, affectingan estimated 5,000 students. To date, these teachers created 33 lessons posted on the NASCENTwebsite, 8 of which have
limited to students enrolled in oneengineering course.The first administered survey, intended for Cohort 1, consisted of ten open-ended questions. Question 1: Mention the importance of delegating responsibilities and meeting frequently with your group members? Question 2: What did you learn about leadership roles and communication in a group setting? Question 3: How did you manage different ideas and opinions in the group? Question 4: What were the challenges of working in a group setting? Question 5: What was the planning process of developing and completing your project ideas? Question 6: After your experiences with the project, would you prefer group work, or independent work, and why? Question 7: Do you feel your ability
; • an overview of the process by which this task committee has reviewed the current CEPC and formulated the update; • the current draft CEPC update (as of February 2021); • a detailed explanation and justification of the proposed CEPC changes; • the task committee’s plan to solicit, obtain, and assimilate feedback on the draft CEPC update from a broad array of stakeholders; and • a summary of the remaining tasks required to complete the criteria development and approval process, along with the associated timeline.The authors of this paper are currently serving as the Chair, Secretary, and ASCE Staff contactfor the ASCE Civil Engineering Program Criteria Task Committee.BackgroundSince 2002, the American Society of Civil