by faculty and administrators as adding value Page 1to their programs. Faculty members may also expect that good assessment will help themimprove their teaching effectiveness.ABET provides the criteria but it has been somewhat reluctant to define what constitutes goodpractice for assessment and improvement. It does, however, provide guidance through activitiessuch as workshops for faculty on engineering assessment practice.5 It also provides guidance onassessment planning through a section on the ABET web site maintained by Gloria Rogers.6There have been numerous sessions and papers at ASEE regional and national meetings dealingwith assessment. ASEE started early with its report on assessment
care in particular.Biomedical engineering applied with an early large emphasis on the maintenance, electricalsafety, and electronics aspects of medical equipment. This encouraged the consideration ofbroader safety aspects in health care.Biomedical Engineering Professionals who divides into two main categories: the ClinicalEngineers (CE) or Biomedical Engineers and the Biomedical Engineering (Equipment)Technicians (BMET) required a special training to be qualified to be very trusted technicians.In Saudi Arabia, as a developed country, the Government spends billions dollars annuallyexpenditure on the health sector. The Ministry of Health has finalized plans to establish newhospitals and renovate and expand 324 existing hospitals and 1750 primary
, Page 12.191.5skating robots, building sand diggers for children with disabilities and medical equipment. Themost recent project involved designing multi-functional platforms for small rural communities inGhana. These implements were run from exercise bikes to simulate a ten horse power dieselengine found in Ghanaian villages. This project was moderately successful but the distance ofGhana and the lack of resources for the student researchers making the multi-functional platforma difficult design project. Students felt that their designs would make little difference in a countryso foreign and far away from them and no plans went past the prototype stages. The lack offeedback from the Ghanaian community made measuring the success of student
and student outcomes. Also of interest wasthe degree to which various learning tools are used and their relative use based on learningstyles. The ultimate goal was continuous improvement with plans to share findings of interest tothe engineering economy and hybrid on-line class communities. Another desire was to be able torecommend learning tool strategies based on actual student experience.An initial study was conducted using data collected Spring 2002, Fall 2002, and Winter 2003.Spring 2002 was taught using the traditional face-to-face format. Fall 2002 was a transitionquarter, and Winter 2003 was taught in a hybrid on-line format. Throughout the paper this isreferred to as the 2003 study period8. Subsequently, data was collected for nine
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
,summarize the results of evaluations by the student participants in and judges of thiscompetition, and describe plans for the development of these programs. Section 2 providesbackground on EPICS and the EPICS Entrepreneurship Initiative. Section 3 describes how theNational I2P® has been extended to encompass social entrepreneurship efforts in addition toEPICS. Section 4 summarizes the results of evaluations by the students and judges whoparticipated in the 2006 National I2P® Competition for EPICS and Social Entrepreneurship.Section 5 describes future plans for these efforts, including the 2007 competition and the creationof the Innovation Initiative for Social Entrepreneurship as the new umbrella for all of theseactivities
decisions, and cost-benefit analysis, 2.0 Embodies a system baseline for evolutionary development in spiral phases with exit criteria for each phase, 3.0 Features an entrepreneurial component to assess marketability, profitability, intellectual property, financial risk, business plan development, and tech transfer, 4.0 Contains a methodology for feasibility analysis, trade-off studies, and risk assessments, 5.0 Takes a holistic approach to project development considering the entire project over its life-cycle The system engineering entrepreneurship approach is especially beneficial for technicallydiverse, dynamic projects or programs that span departments, colleges, or universities andrequire the integration
and engineering; environmental sciences; andhuman factors & industrial/organizational psychology. In a mere 40 years, WSU has risen tothird among public institutions in Ohio in research expenditures (over $60 M annually); the firstcapital campaign has just exceeded the $100 M mark. The distinctiveness of WSU includes:Kaplan/Newsweek College Catalog’s recommendation as one of 26 universities nationwide for“high level of individual attention from faculty”; and its recognized leadership in accessibleprogramming for people with disabilities as evidenced by the recent NSF IGERT award tosupport a new interdisciplinary Ph D. concentration in Learning with Disability. WSU’s currentStrategic Plan (2003-2008) “On the Horizon, Building our Future
generaland health care in particular.Biomedical engineering applied with an early large emphasis on the maintenance, electricalsafety, and electronics aspects of medical equipment. This encouraged the consideration ofbroader safety aspects in health care.Biomedical Engineering Professionals who divides into two main categories: the ClinicalEngineers (CE) or Biomedical Engineers and the Biomedical Engineering (Equipment)Technicians (BMET) required a special training to be qualified to be very trusted technicians.In Saudi Arabia, as a developed country, the Government spends billions dollars annuallyexpenditure on the health sector. The Ministry of Health has finalized plans to establish newhospitals and renovate and expand 324 existing hospitals and
fundamental science and math courses (See Appendix A) 3. Provide a program with a very specific core of existing engineering and business courses that provides approximately 16 credit hours for specialization in either engineering or business using existing courses. It seemed that this option could eventually lead to accreditation. 4. Provide a program with a very specific core of existing engineering and business courses and an additional set of four to five new courses typically found in industrial engineering and manufacturing programs such as Facilities Planning and Design; Page 12.1238.3 Production
the Hillman Entrepreneurs Program, an educational, team-building andmentoring program that provides four-year scholarships for entrepreneurial students fromMaryland, who otherwise may not have the financial capacity to pursue a college degree orcompete well for financial aid. The Hillman scholarship enables students to go to school full-time and take a rich set of specially designed entrepreneurship and leadership courses. Theprogram includes out-of-the-classroom activities and mentoring to help them develop asentrepreneurs within a community of entrepreneurs. The program supports a full-time mentor ateach educational institution, who is charged with guiding the Hillman students with theirventures and planning the community activities that
AC 2007-109: PROJECT MANAGEMENT APPLICATIONS FORSERVICE-LEARNING IN ENGINEERINGFrank Giannelli, Lafayette College FRANK R. GIANNELLI graduated from Lafayette College in Easton, PA in May 2007. He received his B.A. in Engineering with a minor in Economics and Business. He is interested in project management and plans to pursue a career in engineering management.Sharon Jones, Lafayette College SHARON A. JONES is an Associate Professor at Lafayette College in the BA Engineering Program. Her research includes environmental and infrastructure policy. Dr. Jones received a BS Civil Engineering from Columbia University, and a PhD Engineering and Public Policy from Carnegie Mellon University. She
multiple functions in Understanding of PD costs and economy creating a new product (e.g. marketing, finance, industrial design, engineering, production). Ability to work out project plan and schedules, manage resources, manage risks, complete a Ability to coordinate multiple, interdisciplinary project successfully, and communicate and tasks in order to achieve a common objective. document effectively. Reinforcement of specific knowledge from other courses through practice and reflection in an action-oriented setting
exams and solve even complexproblems using Excel only. This approach should prove to be valuable to the students when theyenter the working world, where finding textbooks and business calculators are an exception forthe engineer, but having computers with Excel or any other spreadsheet software is commonplace. With an eye toward the needs of a changing student population, presentation and deliveryof course materials have also been redesigned to enhance interest and learning, and to makecourse materials more accessible than previously possible. This paper discusses the need forchange in the teaching of engineering economy, specific technological and pedagogical methodsused, the quantitative and qualitative testing and results of changes, plans
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
battle between the Eloi and the Morlocks. Failing to convince them, George returns to the future in the time machine, and ... David, George’s friend: It's not like George to return empty-handed. To try to rebuild a civilization without a plan. David: He must have taken something with him. Housekeeper: Nothing…. Except three books. David: Which three books? Housekeeper: I don't know. Is it important? David: I suppose not. Only…...which three would you have taken?This scene from The Time Machine captures the essence of education, and in particular, teachereducation. Our goal, as teachers and teacher educators, is to build civilizations. The question wecontinually ask is: “What knowledge merits
University of California, Berkeley. He is currently an Assistant Professor of Biomedical Engineering at California Polytechnic State University, San Luis Obispo. Dr. Crockett is a specialist in technology development and commercialization of advanced materials and manufacturing processes. Prior to joining Cal Poly, he was founder and President of Xeragen, Inc., a San Luis Obispo-based biotechnology startup company. He has also served as an Assistant Professor at Milwaukee School of Engineering and was employed by McDonnell Douglas Space Systems Company, where he was a lead engineer and Principal Investigator on projects to develop technology evolution plans for the Space Station
of jobs openings in STEM areas is five times the number of US studentsgraduating in STEM. The National Science Foundation’s (NSF) “Strategic Plan: FY 2003-2008” acknowledges that tapping the potential in “previously underutilized groups” will becritical for sustaining the technological lead the U.S. enjoys throughout the world (NSF, 2006).National concern has been expressed about the status of the U. S. science and engineering base-specifically the human talent, knowledge and infrastructure that generate innovations andundergird technological advances to achieve national objectives. Analyses have shown that theremay be a significant shortage in the entry level science and engineering labor pool, and thatscientific and technical fields could
test conducted in autumn of 2006, some usability input from faculty, and ourfuture plans for using the rubric.BackgroundA few years ago, the College of Engineering at MSU began offering a multi-disciplinarydesign opportunity for the senior design project. This program, the “No Walls” program,offered students a multi-disciplinary experience as a substitute for their discipline’scapstone course(s). No Walls project teams were composed of students from at least twodifferent programs in the college, including computer science. During the 2005-2006academic year, a group of faculty, led by the second author, conducted a study of how tomove forward with multi-disciplinary education in the college. The result of that study isthat we will be requiring
is based on a facilitator development workshop that is offered in two parts, a five-day and a four-day segment. During these two segments participants are trained to conduct threeprofessional development workshops, the Teaching Skills Workshop (TSW), the TeachingDemonstration workshop (TD), and Teaching in the Community College (TICC).The Teaching Skills Workshop focuses on a specific set of instructional skills, which are the basisfor planning and implementing any successful lesson. The workshop creates opportunities forfaculty members to practice and develop these specific skills. Teaching Demonstration reliesmore heavily on mentoring. A full-time faculty member meets with a group of adjuncts tofurther discuss the lesson structure and
many political leaders in the U.S. As highlighted by the 2005American Society for Civil Engineers (ASCE) Infrastructure Report Card1, the United States’infrastructure is in very poor condition, and was given an overall grade of D. Because ofthese infrastructure needs, civil engineers of the future will need to be skilled at maintainingand upgrading in-place infrastructure in addition to the current emphasis on creating new in-frastructure. Unfortunately, the influence of civil engineers in infrastructure management andplanning has been waning in recent years.2To better prepare our students to participate in the planning and management of public works,we (the faculty of the Civil and Environmental Engineering Department at UWP) are revamp-ing
students with hands-on experiences, with a focus on career planning, to prepare themto attain a co-op or internship position. Representatives from the Career Center talk with GUIDEstudents about creating a good résumé. Students write and submit a viable résumé to the CareerCenter and participate in a résumé review as well as a mock interview. After the résumés andinterviews are completed, the students receive feedback and are provided with information aboutco-op and internship positions. Students attend the fall and spring on-campus career fairs wherethey meet with prospective employers, submit their résumés, and potentially set-up interviewsfor summer positions.The GUIDE program has evolved from being a scholarship/mentoring program to one that
mentors will meet with the students two times eachsemester and will explain what they do as an engineer because many freshmen and sophomorestudents do not understand the role of an engineer. They will explain the importance of math intheir engineering profession and encourage students to successfully complete their math courses.Lastly, they also will provide career advice such as examples of projects they’ve worked on andsuccesses and struggles they’ve had in their career. This mentoring by engineers in industry willprovide motivation to remain in engineering and obtain summer internships later in their collegeeducation, possibly with the same company of the industrial mentor.Assessment:The plans for this project will include ongoing internal
knowledge by peers situation is resolved customer or user Undesirable or Needs analysis, Inconsistencies or uncomfortable definition of incompleteness of Starting Point situation requiring specifications current knowledge change Remedial action plan Tested artifact, tool, Theory, model, or that can often be or process with answer to research End Product generalized supporting question submitted documentation for peer review Time
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
innovation and its commercializationcalled the “Technopolis Phenomenon”.This paper reviews research done on creation of Technopolis communities and highlightsexemplary best practices from Technopolis communities around the world such as SiliconValley, Boston, Austin, Ireland, Bangalore, Taiwan, Sophia-Antipolis, and others. The role ofacademia-industry-government collaboration in creation of Technopolis communities isdiscussed in detail. This involves sustained, collaborative efforts by academics, industryrepresentatives, Entrepreneur Support Organizations (ESOs), Economic DevelopmentOrganizations (EDOs), engineers, entrepreneurs, investors, and other practitioners to developinitiatives, plans, methodologies, infrastructure, and action items for
Engineering Design for the First-Year CurriculumAbstractBuilding a tower out of straws has been used as an activity for many years at all educationallevels. In general terms, teams of students are provided with a fixed number of straws andfasteners (such as paper clips or straight pins) and are instructed to build a structure as tall aspossible within a limited amount of time. Sometimes a constraint is added, usually that the towermust be able to bear a specified load or withstand other mechanical disturbances such as wind orvibration. Lesson plans for this activity are readily available on the Internet; the majority of thempresent the building of a tower of straws by a team of students as a methodology for developingcooperative learning skills
math teacher two days a week during the school year. The Fellowsalso enroll in a one hour graduate level course focused on teaching strategies. They spend 10hours working in the classroom per week, 1 hour in planning with the teacher-partner, and 5hours in activity preparation.Each summer, our GK-12 program culminates with a workshop for middle school math andscience teachers. There has been research focused on and related to professional developmentthrough engineering, science, and math workshops for teachers2, 3, 4, 5, 6, but few report outcomesbased on participant’s subject area. This paper aims to describe the implementation and Page
(Program Outcomes and Assessment),we have developed an overall assessment plan to measure program outcomes. The assessmentplan is shown in Table 1 and the schedule for assessment activities is shown in Table 2. Theassessment plan includes a mix of direct and indirect measures of program outcomes. The directmeasures are (1) course-embedded assessment and (2) a scoring rubric for the senior designproject. These two direct measures are described in more detail below. The two indirectmeasures are end-of-course student surveys and a graduating senior survey.Our assessment plan has several characteristics worth noting. First, we listed all of our program
program include a two-quarter course sequence entitled“Multidisciplinary Senior Design (MSD) I&II,” which constitutes the “design-build” core of theprogram; and a third course entitled “Design Project Management (DPM),” which trains selectedstudents for project management roles in MSD I&II and facilitates early-stage planning anddevelopment of a project readiness package (PRP) for each project. The DPM course has beeninstrumental in reducing the startup time for design teams, but further discussion of redesignefforts in this paper will be limited to the MSD I&II courses. Below is a more detaileddescription of the courses. Page