universityresearch projects in socially impactful Big Data and Data Science. We have examined theperspectives on learning of three key site groups: the computer scientist principal investigator,the secondary STEM teachers participating in the RET, and the graduate research assistants whomentored the teachers in original research projects. Teachers also translated their researchexperience into curriculum incorporating the engineering practice of mathematical andcomputational thinking and described the lessons they learned from the research process throughfocus group interviews, seminar presentations, and lesson plans. Preliminary findings suggesteach of the site groups saw their own work and their role in that work, from a differentperspective. Members of
systems” that will addressmajor societal needs and challenges of the 21st century. NEET alumni will be prepared towork as entrepreneurs, innovators, makers, and discoverers, through learning and practicingthe NEET Ways of Thinking: cognitive approaches that help students think, plan, and learnmore effectively and efficiently on their own and within teams. Student enrollment in theprogram steadily increased from 28 in Fall 2017, through 52 in Fall 2018, to 83 in Fall 2019,making the program significantly larger than most new academic programs in the past, andlarger than many majors. Starting in Fall 2018, NEET began to pilot the Ways of Thinking(WoT) through cross-school initiatives at MIT, where faculty and colleagues in the School ofHumanities
Tecnologico de Monterrey. c American Society for Engineering Education, 2020 A CONTINUOUS IMPROVEMENT MODEL TO ENHANCE ACADEMIC QUALITY IN ENGINEERING PROGRAMSAbstractOne of the main challenges in all areas of education is to ensure that the academic quality of theteaching – learning process is enhanced continuously. In this work, we present a continuousimprovement process based on Deming´s Plan-Do-Check-Act (also known as PDCA) continuousquality improvement model which was implemented in the School of Engineering and Sciencesat Tecnologico de Monterrey campus Puebla. This model encompasses a one-year cycle, it startsin August and ends in July. Faculty of the Academic Departments participate in the
Mean1) Please rate your students’ ability of setting clear goals for their projects. 3.22) Please rate your students’ ability of identifying clear tasks to achieve their goals. 3.193) Please rate your students’ ability of setting schedules for their tasks. 3.194) Please rate your students’ ability of constructing the budget for their projects. 3.45) Please rate your students’ ability of identifying the resources needed to accomplish their 3.38projects.6) Please rate your students’ ability of foreseeing potential risks involved in their projects. 2.757) Please rate your students’ ability of creating contingency plans. 2.58) Please rate your students
from lower to middle income families. This particular institution employs aPaideia teaching philosophy. The lessons created by Project STEP fellows attempted to adhereto this philosophy by providing students opportunities to explore and reflect on the activitiespresented. To aid the students in their quest for self-learning, class work and projects were oftenconducted in a group style format. The following activities were presented between September and December of 2005: Environmental Science Algebra 2 The Water Recycler (TWR) Cincinnati Evacuation Planning (CEP) The Bengal’s Oily Mess (BOM) City Planning (CP) Each lesson was presented
planning, scheduling, estimating, and management.Bruce Gehrig, University of North Carolina-Charlotte DR. BRUCE GEHRIG brings over 15 years of industry experience and 6 years of university level teaching experience to the program. His academic preparation includes three degrees in civil engineering including a M.S. in water quality and water/wastewater treatment processes and a Ph.D. in water resources planning and management and the delivery of public works projects. He is a licensed professional engineer in both Colorado and North Carolina.Anthony Brizendine, University of North Carolina-Charlotte DR. ANTHONY BRIZENDINE currently serves as Department Chair and Professor, Department of Engineering
feedback and intervention capabilities, and the design and operation of qualitymanagement programs. The consequences of these decisions are far-reaching and have strategicimplications.While the world has been changing dramatically, ironically few major changes have been madeto the baccalaureate-level industrial engineering curriculum that is common to most ABET-accredited U.S. programs. In addition, the research suggests that traditional pedagogy may beinconsistent with the teaching practices that work best in engineering education. Clearly there isa critical need to develop a comprehensive plan to reengineer the design and delivery ofindustrial engineering education.A decade ago, two independent studies (Myers and Ernst (1994) and Board of
community colleges, in the military, or in private and other publicsectors.The ECU program grew out of strong needs for affordable, graduate, DE based, hands-ontechnology programs in information technology for students who would not otherwise be able tophysically attend a college or university due to work load, family commitments, distance, orother limitations. To that end, the online programs at ECU are designed to provide maximumflexibility for the working professionals, allowing them to take courses, conduct hands-on labactivities and projects, and collaborate with their classmates in their available time.For on-line or Internet-based programs to be successful, however, several key issues must beaddressed. These include advanced planning
project such that itcould be successfully accomplished with the resources that were available to the student team.Year 1999-2000: “Optimization of a Helicopter Engine Exhaust System”The team was comprised of four Leeds students and two ASU students with one of the Leedsstudents in residence at ASU. The objective of this project was to optimize an existing helicopterengine exhaust system. Goals included reducing the weight of the exhaust system by 10%, a 2%reduction in fuel burn, and a reduction in the cost of ownership by at least 10%.A multitask plan was developed by the team in order to accomplish the goals of the project. Thefollowing task breakdown is presented to show how broad the scope of the project was:• Phase 1 1. Characterization of
alumni are a common approach taken by departments to collect evidencedemonstrating how educational objectives are being met for the purpose of continuousimprovement of the program (ABET Criterion 4). While survey administration tools havebecome widely available and easy to navigate, researchers must still address the challenges ofdesigning not only a concise survey instrument but also an effective deployment plan that resultsin a high response rate among targeted respondents.To explore these issues in a real world context, this paper draws upon first hand experiencesrelated to the planning of the Pathways of Engineering Alumni Research Survey (PEARS) whichwas piloted with geographically distributed engineering alumni from four institutions in
Opportunity, the Director of University Planning and Analysis (the university’soffice of institutional research), and the Assistant Vice Provost for Faculty and Staff Diversitywas formed and met for ten months in 2007. A retreat with an outside facilitator forced us toclarify our goals and our understanding of which goals might be drivers of change in increasingfemale faculty presence. Through this process it emerged that having women in leadershippositions and in senior faculty roles within the department changed the tone of departmentconversations and was key to hiring and retaining more women. That became the first principleof the D3 project.The grant proposal was developed by a subcommittee of the Task Force on Women Faculty,which included social
continuing togauge. While assignments like the Mars Rover lab have proven to be an excellentexperience for students, other labs, like the path planning and motion lab, which directlyreflected content taught during the lectures, allow for better control over what studentslearn. We believe that both types of assignments are very important to the course. Studentsappreciated both types of assignments, but recognized that even the more constrainedlecture-related assignments allowed for more creativity than many of their past labexperiences: “The way to differentiate these labs from the labs that students typically do in engineering courses is that there wasn't a list of numbered instructions handed out to students giving a
previouslylearned in the class. In the fall 2000 semester, students were presented with a cart used in anindustrial setting. The assignment involved the redesign of the cart to be safer and easier for theworkers to use and more space efficient than the original at a reasonable cost.9II. Problem Solving Methodology and Application to Engineering DesignComputer science and engineering share much common ground; problem solving is afundamental skill necessary to succeed in both disciplines. Many methods of problem solvinghave been developed. One popular approach was proposed by the mathematician George Polya,10who defined a four-step process for solving a problem: understanding the problem, devising aplan, carrying out the plan, and looking back. Each step
Session 1125 Applying Theory of Constraints to Solicit Feedback and Structure Improvements to a Capstone Design Experience Dan Gerbus, Edwin Odom, and Steve Beyerlein University of Idaho Mechanical Engineering DepartmentAbstract A transitional step in engineering education is the capstone design experience, whichideally emphasizes all phases of product realization as well as positive team dynamics. Thispaper describes an assessment and planning exercise used by capstone design instructors at theUniversity of Idaho for the last
focus on planning and administration. Itidentifies and lays out common considerations one must make when delivering an MCI course,including maintaining equity across cohorts, contextual differences across cohorts, contentdelivery and student activity planning, communication, IT resources, human resources (teacher’sassistant, TA), and scheduling. Preferred presentation style: Traditional lecture1 IntroductionMulti-campus instruction (MCI), also known as distributed learning or cross-campus instruction,is an instructional format that involves a single, main instructor in a classroom at one location(the “local” cohort) synchronously teaching “local” and “remote” cohorts of students that aresituated at other campuses. Students in the “remote
information informs the program’s continuousimprovement practices. Progress towards meeting SOs is typically assessed by having facultystrategize, collect and evaluate data that document student performance. While there are noparticular requirements regarding data quality, the data should be of high enough quality (i.e.,consistent, complete, statistically significant) to demonstrate achievement of SOs and thedevelopment of continuous improvement plans. Generally, directly acquired data are morecommon2 than indirectly acquired data, and are also considered to be better indicators ofperformance.Progress towards meeting SOs is generally assessed through several steps. First, direct andindirect evidence of student performance is identified, usually by
, funds to support innovative teaching and curriculum changes, significant financialrecognition of effective teaching), while others lack even the most basic support elements.Rather than trying to define a “one-size-fits-all” faculty development model, we have attempted Page 4.21.1to identify key FD program elements that should be in place at each institution and to offerexamples of forms the elements might take. In this paper we outline the model and giveexamples of its implementation on three SUCCEED campuses. Since we are now only in thesecond year out of the five we have planned for full implementation of the model, what we reporthere should be
clarity of the tasks to be done.Introduction and PurposeUndergraduate engineering programs are discovering the benefits and costs of continuous [1-10]improvement. Since the 2006-07 accreditation cycle ABET has required programs toimplement a Continuous Improvement Process (CIP). The plan must demonstrate evidence of Page 15.1152.2actions which improve the program based on the assessment and evaluation of a program’sobjectives and outcomes. In the 2009-10 accreditation cycle the ABET Criteria for AccreditingEngineering Programs established Criterion 4 Continuous Improvement as a separate [11]criterion.Long before ABET
range of building projects. Currently a Co-Academic Direc- tor, for Health and Care Infrastructure Research and Innovation Centre (HaCIRIC). Andrew’s research focuses on measuring and improving the socio-economic aspects of built environment performance, in- cluding construction value, sustainability, performance improvement, total quality management (TQM) and benchmarking. His early research focussed on construction productivity and the motivation and de- velopment of human resources. At present, he is researching innovative planning and design solutions for health and care infrastructure, continuous improvement and the project management of large construction projects. Andrew has authored 5 books and published over
, vehicular delay, travel time, and travel time variance, to name afew. The extent of data available to the student and researcher now allows for flexibility andcreativity that was not always available in a standard classroom environment.IntroductionPortland, Oregon is known for its unique multimodal transportation system, and thereforestudents are drawn to study here, with the advantage of a laboratory right outside the classroom.Current students of Civil and Environmental Engineering and Urban and Regional Planningprograms at Portland State University may someday hope to plan, design, manage and/or buildthe transportation infrastructure necessary to provide adequate mobility in our cities. It is criticalthat we educate and train a new generation of
Engineering Education include team learning, virtual teams, and team decision-making.Mr. Francisco Cima Francisco Cima is a PhD student of Engineering Management and Systems Engineering at Old Dominion University. He obtained his Masters in Business Planning and Regional Development from the Technological Institute of Merida. His areas of interest are innovDanielle Marie Rhemer, Old Dominion University ©American Society for Engineering Education, 2024 Reflections of Undergraduate Engineering Students Completing a Cross-Disciplinary Robotics Project with Pre-Service Teachers and Fifth Graders in an Electromechanical Systems CourseAbstract. Engineering is becoming increasingly cross
wanted to ensure that students develop skills in not only project management but alsoworking in teams. The literature shows that Project Management Education needs to include apractical, hands-on project where students can use the theory they are learning to plan, manage,and execute a project with real stakeholders. Van der Horn and Killen found in their research inproject management education that courses in project management require more than justknowing the theory but rather having “lived experiences” and challenges for effective learning[1]. In addition, input from the university’s and department’s advisory boards demand thatstudents have project management skills that they can employ straight out of school.As part of redefining the course
running in parallel based on their respective immediateinputs, a feedback control data flow will continuously update the system priorities to adapt with theenvironment and in their decision making. The overall system architecture and its data flow are illustratedin Figure 2.1. Figure 2.1. Overall system architecture of Highlander Racing. In the Environmental Awareness Module, the outside world is continuously monitored by anarray of sensors whose outputs are weighted and fused according to the current mission state andcombined to provide static and dynamic mappings of objects. The Route Planner and Field of ViewPlanner can handle the objectives of advanced navigation by dynamically planning appropriate paths tocomplete
constructing world-class universities or disciplines, and has far-reaching nationalstrategic implications. The Chinese central government has successively implemented 211 Project,985 Project, 2011 Plan and Double First-rate Initiative, and is committed to constructing world-classuniversities and first-class disciplines. 211 Project was officially launched in 1995 after approval bythe State Council of PRC. 211 Project refers to the construction of about 112 colleges and universi-ties and a number of key disciplines in the 21 st century. 985 Project was officially launched in 1998.In May 1998, the Ministry of Education of PRC decided to support the construction of world-classuniversities and high-level universities in Peking University, Tsinghua
., analyzing the effects of a curriculum revision and assuming no courses aretransfer-friendly. To address this gap in the literature, we adapt the curriculum complexityframework to capture challenges vertical engineering transfer students may encounter in theirpathway to a four-year degree. IntroductionSuppose we wanted to quantify how much more accessible a curriculum becomes whenremoving a prerequisite to a particular course. How would we do it? We could wait a few yearsto calculate the typical metrics related to retention, observing the flow of students through thatportion of the curriculum. On the other hand, a method drawn from graph theory does not requireus to wait. In fact, all we need is the plan of
conducting lab experiments with materials sent directly to their homes, somecompleting their experience fully online, and some completing portions of lab work in person oncampus. Each teacher developed an engineering lesson plan based on the corresponding center’sresearch to be implemented either in person or virtually during the 2020-2021 academic schoolyear. Research posters, created with support from graduate student and faculty mentors, werepresented to industry partners, education partners, center members, and the NSF. Support for theteachers as they implement lessons, present posters, and disseminate their developed curricula,has continued throughout the year. Common survey and interview/focus group protocols,previously designed specifically
projects give little consideration to the cognitive and behavioralprocesses such as team building, clarifying goals and expectations, planning, communication,consensus building and conflict resolution; which hold the key to successful collaboration.5,6 Arecent review of research on engineering student teams suggests that our understanding of howbest to cultivate collaboration amongst remote teams of students is largely underdeveloped7.Others have noted an opportunity to capitalize on much of the life-long learning that can occurthrough team dynamics and interaction.6Web-based scaffolds that include technologies and team activities help enhance virtual teamcollaboration by providing support for online collaboration. A team scaffold is a stable
environment” as students in the Gulf Region. The paperdwells on those strategies, believed to be appropriate for the development of a “positiveteaching-learning” environment; and in particular, those activities that are more relevant to theArab Gulf States. Strategies pertaining to:(i) planning courses, (ii) conducting courses, and(iii)developing positive learning environment, in and outside the classroom, are discussed andsupplemented with general advice and suggestions based on the experience of the author. It isalso argued that “reformation” and “active learning” ought to start within the public schoolsystems of the Region, where existing “traditional” teaching methods tend to suppressindependent thinking, and have failed in equipping students
development of suchcompetencies of both students and teachers for active learning. We want to use the data to seekevidence of better practice in promoting student learning in engineering core courses, especiallythe traditional lecture-based ones.Course structureThis study has been conducted in a sophomore-level Biothermodynamics class for two semesters(2022 Spring and Fall). Previously, the course was taught with lecture-based materials relying onnote-taking and individual homework traditionally. Under the new design, students will receive adetailed content structure at the beginning of the semester, shown in Appendix, Figure 1.Students will obtain a general view of the course content, types of assignments/exams, and theirdue times from this plan
leanstartup style "build-measure-learn" cycles [12, 14] but tailored for curricular innovation. Thissummer innovation workshop can itself be considered as an “incremental innovation” and seekto answer a key question: "whether and to what extent the innovation training workshop seriescan help faculty with framing/planning their curricular or pedagogical changes". We then seekto use the evidence gathered to re-examine our assumptions and to suitably modify ourworkshop. This Evidence-Based Practice seeks to provide our preliminary insight into thisquestion.Methods1. Initiation of Educational innovation teamsTCORPS recruited its first cohort of instructors in March 2021 and the second cohort in April2022 for participation in the summer 2021 and summer