prototypes that require access to specificlaboratories and equipment.In the Spring 2020, Universities across the US shut down to prevent the spread of COVID-19and transitioned to remote or virtual courses. The objective of this study was to investigate theimpact of the transition to remote and virtual courses on senior design or capstone courses inBiological and Agricultural Engineering to find lessons learned and help plan for futuredisruption in these courses. Four Senior Design Capstone Course instructors from differentBiological and Agricultural Engineering departments were interviewed to gather theirperspectives and experiences regarding changes in instruction; student projects’ management andoutcomes; as well as students’ learning and
learning objectivesand activities associated with an entrepreneurial mindset were previously described in [8].Throughout a capstone project, students must collaborate with diverse individuals in a teamenvironment, which makes it also an important venue for teaching and assessing teamwork. Themost recent ABET criteria for engineering programs explains that a team “consists of more thanone person working toward a common goal and should include individuals of diversebackgrounds, skills, or perspectives” [9]. The Student Outcome 5 states that students will have“an ability to function effectively on a team whose members together provide leadership, create acollaborative and inclusive environment, establish goals, plan tasks, and meet objectives” [9
. Proceedings of the 2011 North Midwest Section Conferenceprogram, the following sections highlight specific program developments or milestones on a yearlybasisInitial Planning Years (2005-2008)Although final approval of the UW-Stout Computer Engineering program came in August 2008,activity started long before that. Initial planning for the program began in approximately 2005 andinvolved the following steps: Meeting with on-campus faculty, administrators and selected employers regarding the need and feasibility of establishing a Computer Engineering at UW-Stout. Completing a needs survey to determine employer demand (i.e., verify if jobs will be available for graduates). Developing an industrial advisory board for input on
qualified studentsfrom historically underrepresented groups pursuing engineering degrees. MEP also provides afoundational support system and programs that encourage students to find solutions to technicaland social challenges. In addition, the college has had an active Women in Engineering, or WiE,program since 2011. Both programs have focused on foundational support systems and events.They have been highly successful at increasing retention and graduation rates of underrepresentedstudents. The percentage of women and underrepresented minorities has increased. However, therehad also been a lack of broader cultural change in the college. Based on this context andprecipitating events, a Diversity and Inclusion Town Hall was planned for the College
bring CT into classrooms. This study sought to identify CT awareness in different educational roles to suggest a plan to promote CT in Kuwait education institutes. The promoted plan employs the CT Systemic Change Model, developed by ISTE. We utilize the model with the outcome of our CT awareness surveys to recommend a plan that fits the regulations and roles in Kuwait education. The survey derived from the technological pedagogical content knowledge framework; It investigated CT awareness of content knowledge (knowledge of CT concepts), pedagogical knowledge (knowledge of CT purposes, values, and aims), and technological knowledge (knowledge of the technologies and resources that support CT
accounts of the racist history andfoundation of US engineering programs but rather focus our attention on what has been done, isbeing done, and should be done to undo racist anti-Black policies and practices within USengineering programs. For example, the graphic in Figure 2 provides concrete steps on how to become an anti-racist individual. Within higher education, DEI-focused strategic plans have been developed at institutionssuch as the University of California, Berkeley in 2009, MIT in 2010,the University of Michiganin 2016, the University of Toledo in 2016, the University of Wyoming in 2017, and theUniversity of Colorado, Boulder in 2019, to name a few [11]-[17]. Existing strategic plansinvolving DEI provided us with example templates
Spring2020 was certainly not the semester we had planned due to disruptions from COVID-19, we areoverall quite pleased with this initial offering of the course.What worked well?First and foremost, we should acknowledge we had a small and highly engaged group of 18students enrolled in this course. During the first weeks of the semester, students were able tobuild a strong bond with each other and the instructor. This served as an excellent foundationwhen we transitioned to emergency remote teaching (ERT) roughly halfway through thesemester. We capitalized on the opportunity to explore students’ response to COVID and ERTas well as their response to the course itself [1].One lesson we took from our research into CSPs was the importance of connecting
Assessment Straightforward: A Case Study on the Successful Implementation of ABET Student Outcomes 1-7AbstractIn recent years, many engineering programs have begun planning for the change from the previousABET Student Outcomes (a)-(k) to the current ABET Student Outcomes 1-7. In addition, due tothe current COVID-19 pandemic, many of these programs will participate in a virtual ABETreview and site visit. Depending on the success of these virtual visits, the author theorizes thatfuture ABET accreditation reviews may continue to be remote, given the accessibility of videoconferencing tools and the various savings manifested in costs, time, and environmental impactsfrom reviewers not needing to travel to the institutions.Despite
directed project teams to ensure product excellence and programhealth. How effectively students applied these tools and processes was then assessed by panels ofindustry and faculty judges at three team design review events throughout the course.To ascertain the effectiveness of the teachings and enable continuous improvement to thecurriculum, we examined student survey responses, quantitative scoring and comments by judgesduring team design reviews, and student teams’ performance in their respective competitions. Inaddition, we incorporated feedback from experts in the aerospace field in response to courseteachings and outcomes.Finally, this paper outlines future plans for scaling the curriculum to a full hands-on, lab-basedexperiential learning
teachers tobe able to develop understanding of BID and its integration into engineering design process togauge students’ interest to utilize natural world elements as inspiration for their design, and toimplement BID focused high school engineering courses.The first PL for the project was planned for Summer 2020. Our original idea was to provide thefirst PL experience for the participating teachers as part of six-week-long summer internships inperson at the university research laboratories focused on biology and bio-inspired design. Thegoal of these internships is to improve engineering teachers’ knowledge of bio-inspired designby partnering with cutting-edge engineers and scientists to study animal features and behaviorsand their applications to
engineers.BackgroundResearch indicates that many faculty at U.S. Colleges and Universities have not adoptedevidence-based approaches to teaching engineering students [1], [2]. And yet, the professionalformation of engineers is largely reliant on faculty to enhance course-specific and broaderdevelopmental outcomes. We know that “high-quality teaching is essential to retain qualifiedengineering students” [3] and decades of effort have resulted in many evidence-based approachesfor achieving these technical and broader developmental outcomes; still, these approaches oftenremain unused. Recently, research has been conducted to try to understand characteristics ofpedagogical innovations and dissemination plans that lead to adoption of new practices amongfaculty (Table 1
classroom presentations again. We found that on-linecourses require more time and hardware than traditional classes. There are more costs, somehidden, which also must be considered when developing or converting on-line classes. There arealso problems concerning copyright infringement and exam security. This paper provides a casestudy which discusses reasons for the original conversion, reasons for changing back, andlessons learned concerning presentations, time involved, student progress assessment,scheduling, and results. Information is presented to help departments considering web-basedcourses with the planning and resource development needs.Advantages of Web Courses – Why Courses were Converted to On Line DeliveryTwo Manufacturing Engineering
department level a newDirector of DEI position was created and filled by Prof. Rob Carpick (one of the authors of thiswork). This person has also created a DEI Task Force within the Mechanical Engineering &Applied Mechanics (MEAM) department (on which the other author is serving). While the fullmandate of the DEI Task Force is still taking shape, the main goal is to tackle pressing issuesrelated to DEI in the department, and to develop a longer-term action plan to address theseissues. This will begin as a descriptive research project to take an honest look at where we are asa department to generate baseline data against which future interventions can be compared.Over the past year there have been several curricular and extra-curricular efforts
sector investment back to the gap Basic R&D Commercialization 4 The Institute Design Creating the space for Industry & Academia to collaborateInstitute Framework Design published January 2013 5 Manufacturing USA Strategic Goalshttps://www.manufacturingusa.com/resources/national-network-manufacturing-innovation-nnmi-program-strategic-plan 6 Manufacturing USA Institutes Regional Hubs with National Impact
and setting. In that customization, three factors were identified for consideration whenadapting the collaboration framework: the existence of a course structure to support suchcollaboration, the ratio between the students in the two courses, and the ability to schedule regularinteractions between these students.1 IntroductionSoftware project management (SPM) is a key knowledge area in the Software Engineering Bodyof Knowledge [1] and for project managers, in general, in the Software Extension to the ProjectManagement Body of Knowledge [2]. However, teaching key SPM skills such as projectinitiation, scope definition, planning, estimation, measurement, and control is challengingbecause practicing them requires management of non-trivial
the Spring" was aimed at sharing stories of success andchallenge from the recently concluded semester. The second session titled "COVID in the Fall" askedparticipants to share plans and concerns about the fall 2020 semester. Other sessions at the 2020Annual Conference which were focused on the pandemic included : • “After COVID-19: The role of Engineering Schools in the Post Pandemic Era” • “Challenges and Potential Solutions for Engineering Education posed by the COVID-19 Pandemic” • “Diversity Roundtable: The Impact of COVID-19 on Underrepresented Engineering Students” • “Diversity Roundtable: COVID-19 Impact on Faculty and Academic Careers”This paper documents the themes that emerged from the two round-table
. Fiveyears of implementation and continuous quality improvement following the inaugurationculminated with ABET accreditation in summer 2020. The degree plan features a four-year spiral curriculum. There is an iterative revisiting ofengineering topics, innovation and entrepreneurship subjects, business acumen, and leadershipengineering themes throughout the courses. The first year introduces core concepts in design,innovation, and entrepreneurship, the second year brings engineering modeling and simulations,and measurements to incorporate technical engineering practices, the third year focuses onentrepreneurship, people, and products, and the capstone year drives innovation in practice,through culminating team-driven projects. The
consumption and efficiency of mill 4. Alternative fuel sources for lime kiln process 5. Heat energy and water efficiency pulp plantThe teams performed research, developed, and designed a proposed plan in which Suzano canbecome more sustainable in the designated sector. This project required the students to gaintechnical knowledge on their sector’s processes and the impact their sector has on the sustainabilityof the company and its goals. The teams then collaborated to innovate new solutions and developa plan for the company to be more sustainable, looking at its resources and needs. They appliedengineering concepts and discussed international policies that impact the company’s sustainablegoals. Teamwork was particularly important for the
teaching workshop to support online and remote instruction.However, in the spring of 2020, as many of us were thrown into a new teaching environmentbecause of COVID restrictions, this became a priority for the university. Most of us had littleexperience or preparation for online or remote teaching. However, the principles of goodteaching have stood the test of time: organize the content, plan the presentation and activities,communicate clearly, create intellectual excitement, and engage students. These principles haveendured for centuries, and they will endure into the “new normal”—whatever that turns out tobe.We embraced this idea at our university, developing a weeklong workshop to prepare faculty forremote and online teaching based on an
thatincorporated the history of rockets and space exploration and arts activities into the physics andengineering design curriculum followed by community presentations at the SAMFA Family Day.With the onset of COVID-19, camp organizers were challenged to deliver a similar outreachprogram to local families given the new confines of health and wellness restrictions. The goals ofthe 2020 camp offerings were for 70 percent of participants to come from underrepresentedminority groups, and for 65 percent of participants to complete their rocket design and build andattend a launch session.COVID ProgramThe planning started with a meeting of camp organizers to discuss alternatives to accommodate thesafety restrictions accompanying the global pandemic. The
the University of Pittsburgh, a center charged with creating a national network for STEM precollege programs and a local network of undergraduate STEM programs designed to broaden participation. Dr. Allen has a Bachelor of Science degree in physics education from Lincoln University of Pennsylvania, a Master of Education degree in policy, planning and evaluation and a Doctor of Education degree, both from the University of Pittsburgh. .Dr. Jennifer Iriti, University of Pittsburgh Jennifer Iriti, Research Scientist and Director of the Evaluation for Learning Group at the University of Pittsburgh, designs and manages mixed-methods evaluations of education initiatives in PK-20 settings to support educational
pilot institution has beencollected and assessed at the institutional, departmental, and for different educator rolesincluding faculty, support staff, and administrative leaders to produce inputs towards developinga detailed plan of action. Early results from baseline data, visualizations, planning responses, andinitial project activities for student work experiences and faculty professional development willbe reported in the submission. The impact of Covid-19 to Year 1 activities will also be discussed.Expected long term results of the project include: development of sustainable mechanisms tofoster cross-sector partnerships; increased student retention and workforce readiness; andmeasurable successes for STEM students, particularly Hispanic
executing the designedexperiment by being prepared and using the limited time wisely. The instructor providesfeedback on a drafted procedure usually during the initial lab period but at least 48 hours prior toperforming the experiment in order to anticipate pitfalls and elicit more details as needed. Thelast learning objective of correctly analyzing the results is assessed in a final presentation. Thechallenge in the spring of 2020 was to translate this to an off-campus experience.The experimental design process changed from pervious semesters because the challenges toimplementing a procedure were different from the controlled lab environment. Previously thestudents had to work with resource and time limitations as well as plan a procedure without
Paper ID #34254Framework for Engineering Faculty Competencies: The Case of anEngineering School in Latin AmericaDr. Ang´elica Burbano, Universidad Icesi Angelica Burbano C.,holds a Ph.D. in Industrial Engineering from the University of Arkansas. She holds a MSOM from Universidad Icesi and a BS in industrial engineering from Pontificia Universidad Javeriana both in Cali, Colombia. She is a Fulbright Scholar 2007 and a fellow AOTS, Japan 2000. Angelica has previous experience (six years) in the food manufacturing industry (experience related to inventory man- agement and production planning and control, also information
- sity. She has four years of experience as a process engineer in industry and more than fifteen years of experience in education and career counseling. American c Society for Engineering Education, 2021 How and why women leave engineering careers: Towards an integrated framework of counseling and organizational psychology career theories.AbstractWomen leave the engineering profession at higher rates than men; thus, exacerbating theirunderrepresentation in the field. The purpose of this paper is to increase our understanding ofwomen’s engineering career decisions, including how and why their career plans change overtime
development of improvement activities. Generally, instructorstaught the same courses year after year resulting in relative consistency in assessment practiceswithin these course outcomes over time. However, there were no program-wide benchmarkingprocesses. While the expertise of the program’s faculty aligned with many of the learningoutcomes, for other student outcomes, such as the ability to acquire and apply new knowledge,the program would benefit from bringing in expertise in this area from outside the program.The Institution-Wide Assessment Council (IWAC) is responsible for the assessment ofinstitution-wide academic student learning outcomes. The charge of the council is to “implementthe Assessment Plan according to a four-year calendar and
) changing the baselinedata collection from the 5th grade statewide Science Test to the 5th grade statewide ScienceReleased Exam. The first two changes align with social distancing procedures. The third changeis due to a lack of 5th grade statewide End-of-Grade (EOG) Science Test administration or scoresfor spring 2020. As such, the researchers planned to use the released exam as a proxy for 5th gradeEOG.It should be noted that even with these pivots, the team continued to experience additional ad hocchallenges throughout Year 1. For example, the student assent and parent consent process wassignificantly delayed due to several compounding factors including not being able to send studentsand families consent forms prior to the course start, students
-wide with more than 2500 codes from more than 1500organizations [1]. The list is of interest in that it is not an engineering society exclusive list,there are many professional organizations beyond those associated with engineering that havesome written rule of ethics. The list is not limited to professional organizations but includesprivate industry and their interpretation of guidelines for use in conducting business [2]. It isinteresting to note that in the case of industry, the code may extend beyond guidelines forconducting business, and may include what form of punishment will imposed in the case ofviolation of the guidelines such as termination of a contract or employment [2].For engineering programs planning to submit a request for
the communities or do not always provide theexpected long-term benefits to communities. For example, in water, sanitation, and hygiene(WASH) projects, the extensive monitoring, evaluation, and maintenance required for effectiveWASH interventions decrease the likelihood student-led projects will be successful in positivelyimpacting a community’s health over the intended design life [8], [9]. Furthermore, theconstraints of the academic calendar and the high turnover rate of students from year-to-yearoften results in students only being engaged for a single year, while many infrastructure projectstake multiple years to complete from planning to construction to monitoring and evaluation.As a result, it is often a challenge to identify service
followed by a series of plans which saw rapid ad-vancements in industry, agriculture and education. Engineering enroll-ments increased to over 75,000 each year. Engineering schools were ex-panded at home, and in addition, students were sent to study in Russianuniversities. At the same time, the government developed its philosophyof education. Mao s support during the liberation depended on the peasants and 1workers and while Mao recognized the need for an educated populace, hewanted to place restrictions on the development of an intellectual class.The result was that the state or rulers took the right and responsibilityto improve society by using education to improve the moral conduct of thepeople. While this may mean many different