AC 2007-775: CONTRIBUTION OF ENGINEERING MANAGEMENT & SYSTEMSENGINEERING CONCEPTS TO ENGINEERING DESIGNYesim Sireli, University of North Carolina-Charlotte Yesim Sireli is currently an assistant professor at the Engineering Management Program at the University of North Carolina at Charlotte. She earned her Ph.D. degree at the Department of Engineering Management & Systems Engineering at Old Dominion University, Norfolk, Virginia. She holds M.S. and B.S. degrees in electrical engineering, and has worked as an R&D engineer and a product development engineer. Her research interests include customer-oriented product innovation, design and development, decision analysis, business
“common core” curriculum requirement. After these common core curriculums wereestablished, they were compared between degree programs to assess similarities and differences.Results & DiscussionAfter mining the definitions and descriptions of the B.S.E.M. institutions, the most commondescriptive terms for this degree program were: engineering, management, systems, projectmanagement, people, business, problem solving, organizations, cost/finance, communication andmanufacturing/production. The most common terms in the M.S.E.M. degree program were:technology, management, engineers, and organizations. Majority terminology for the B.S.I.E.degree program included: design, engineering, systems, manufacturing/production, information,people/human
, and organizational development. She worked for manufacturing companies in the Human Resource area prior to her academic career. Page 12.793.1© American Society for Engineering Education, 2007 GROUP WORK ASSESSMENT IN ENGINEERING MANAGEMENT CLASSESStatement of the problemThe Industrial Engineering Department at The National University of Tachira (UNET) is incharge of managing the engineering management area. Engineering management courses areoffered to Industrial, Mechanical and Electronical engineering programs Faculty in this area usesthe group work approach as learning strategy in the
productivity improvement for Hitech firms. Dr. Ozelkan holds a Ph.D. degree in Systems and Industrial Engineering from the University of Arizona. His teaching and research is on supply chain management, production control, lean systems, decision analysis and systems optimization. Dr. Ozelkan is the recipient of IIE’s 2006 Lean Division Excellence in Teaching Award.S. Gary Teng, University of North Carolina-Charlotte S. Gary Teng is Professor and Director of Engineering Management Program and Center for Lean Logistics and Engineered Systems at the University of North Carolina at Charlotte. He holds B.E., M.S., and Ph.D. degrees in Industrial Engineering. Dr. Teng holds a P.E. license in the State
Enhancing Transition” IEEE USA Sep 2002 Page 12.717.1127. D’Cruz, Carmo, Ken Ports and Muzaffar Shaikh, “Florida Tech Senior Design Commercialization and Entrepreneurship Program.” Proceedings of the Portland International Conference on Management of Engineering and Technology (PICMET 2003), Portland, OR, July 200329. NCIIA: Curricular Models for Entrepreneurship (2003). . http://apps.nciia.net/WebObjects/NciiaResources.woa/wa/View/CurricularModel?n=1000032 APPENDIX Module 1: Systems Engineering EntrepreneurshipCourse Overview:This is a very resourceful course for skilled
AC 2007-291: ACHIEVING SUCCESS FOR THE DEVELOPMENT OF A SYSTEMSENGINEERING DEGREE PROGRAMS. Gary Teng, University of North Carolina-Charlotte S. Gary Teng is Professor and Director of Engineering Management Program and Center for Lean Logistics and Engineered Systems at the University of North Carolina at Charlotte. He holds B.E., M.S., and Ph.D. degrees in Industrial Engineering. Dr. Teng holds a P.E. license in the State of Wisconsin and is an ASQ-certified Quality Engineer and Reliability Engineer. His research interests are in engineering system design, analysis and management, supply chain management, Lean systems, and quality and reliability management.Ertunga Ozelkan, University of
program in Computer Science,and AACSB accredited programs in Business Administration and in Accounting.Since 1976, UE has offered a BS degree in Engineering Management which is a combination offundamental engineering courses and fundamental business courses, together with electives. Thedegree was not designed to be ABET accredited and has never been submitted for evaluation.There were two “ideal” candidates for the degree; students who sought a career at the interfacebetween engineering and business (e.g. technical sales, construction management) and studentswho wanted a second degree to compliment a degree in engineering or in business.In recent years, faculty interest in the program has been lukewarm and student demand has beenvery light. Often
program development to the specificsof developing the MS Systems Engineering program (MSSyE) at National University’s Schoolof Engineering and Technology. Most particularly, the focus will be on incorporating principlesof engineering management into the MSSyE curriculum. This answers the question regardingwhich specializations, if any, should be included in this new curriculum, and why engineeringmanagement should be one of them. It also shows how this was accomplished according to alimited body of graduate curriculum design knowledge.Systems Engineering and Engineering Management Relationships Systems engineering, by its very nature, is not specialized and even seems to be difficult todefine. According to Blanchard and Fabrycky1, “to this day
, and business management, TIM studies and teaches its students how the use ofinformation technology can lead to more effective management of enterprises (to achieve“competitive advantage”), and more generally, addresses problems in the design andmanagement of complex systems involving people, technology and organizations.Research and teaching programs combining technology, systems, and management are muchneeded especially today, as firms deal with more complex decisions in a global environment, andaddress such topics as “out-sourcing” and “off-shoring” of many of the traditional technologyenterprise functions and engineering and support tasks to lower cost regions and countries suchas India and China
firm in both their Houston and New York City offices. In addition, he practiced tax & corporate law in Austin, Texas. Page 12.480.1© American Society for Engineering Education, 2007 Developing a New Construction Management Program In Southeast Texas and throughout the globe there is an increasing demand forconstruction managers. Specifically, in the golden triangle area, plans for enlarging variouspetro-chemical plants and the establishment of a number of liquid gas terminals will require thehiring of many new construction managers. In fact, currently in Southeast Texas, $13.00 out ofevery $100 earned is
Technology Management Program and co-directs the Legal Studies in Engineering Program at Oklahoma State University and is an Associate Professor of Industrial Engineering and Management. He is a licensed professional engineer and holds a M.S. and Ph.D. in industrial engineering from Virginia Tech. Page 12.643.1© American Society for Engineering Education, 2007 Engineer ing Malpr actice: Avoiding Liability thr ough EducationIntr oduction Not many engineers consider malpractice when they receive their engineeringdegrees or, for that matter, give it much thought during their employment. Most degreedengineers are
AC 2007-116: FINDING APPROPRIATE DATA FOR ABET SELF-STUDYSECTIONS B2 AND B3 FOR ENGINEERING PROGRAMSKathryn Abel, Stevens Institute of Technology Dr. Kate Abel serves as the Director for Undergraduate Studies in the School of Systems and Enterprises at Stevens Institute of Technology. She holds a Ph.D. in Technology Management and Applied Psychology. She teaches courses in Total Quality Management, Engineering Economy, Entrepreneurial Analysis of Engineering Design, Statistics for Engineering Managers, Engineering Management and Senior Design. Her research areas include knowledge engineering, as well as, knowledge and information management. She has published over 15 refereed journal
Management from The University of Alabama Huntsville. Page 12.1368.1© American Society for Engineering Education, 2007 Teaching Project Management with International CollaborationAbstractGlobal project management is a natural context for training engineering students to meetchallenges of the global economy. This paper describes the methods employed in an innovativeproject management course integrating lecture seminars with international engineeringcounterpart faculty in China, Czechoslovakia, and the United States. The US’s East CarolinaUniversity’s engineering program entered into reciprocal agreements with the Czech TechnicalUniversity
: (423) 979-3158 Fax: (423) 979-3160 Email: Hriso@etsu.edu W. Andrew Clark Associate Professor of Technology East Tennessee State University College of Business and Technology Engineering Design Graphics Division Page 12.1203.2 Project Management through Experiential LearningAbstractClassroom-based projects are insufficient, in of themselves, when preparing students forpositions in the digital media field today. David Kolb and Roger Fry argue that effective learningentails the possession of four different abilities: concrete experience, reflective observation,abstract conceptualization and active
improve students’ skills in reading, listening, written, and verbalcommunication. The WCS accomplishes this while students are involved in existing engineeringacademic programs (Baren & Watson, 1991). Another example is the Department of IndustrialEngineering and Management Systems at the University of Central Florida, which offer anintroductory engineering course that covers professional development communication skills(e.g., oral, presentation, written, active listening). The introductory course is designed to exposestudents to the various engineering technical skills that they will need to develop during theirentire program of study and to teach them some of the professional skills they will need tosucceed in the workplace (Pet-Armacost
Directors. Page 12.1390.1© American Society for Engineering Education, 2007 The BIO Market for Engineering ManagementIntroduction Due to new genetic engineering breakthroughs, the aging of “Baby Boomers” in theUnited States, and increased business opportunities in the application of life sciences, thebiomedical field is one of the fastest growing segments in engineering. This level of growthsuggests that there might be great opportunities for growth within Master’s degree programs inEngineering Management. The questions are: Who are these new engineering and sciencestudents that might gain from an Engineering
AC 2007-417: TECHNOLOGY ENABLED SUPPORT MODULES FORENGINEERING MANAGEMENTStuart Kellogg, South Dakota School of Mines and Technology Stuart D. Kellogg, Ph.D., Dr. Kellogg is a Professor of Industrial Engineering at the South Dakota School of Mines & Technology where he currently serves as coordinator of the Industrial Engineering and Technology Management programs. In addition to pedagogical issues related to engineering education, his research interests include applied and numerical probability models in the industrial environment. He has published works Mathematics and Computers in Simulation, Proceedings of IIE Research Conference, Quality Engineering, and Proceedings of the Joint
asmanagerial skills. The Master of Project Management (MPM) program at NorthwesternUniversity has been established in response to this specific need in the construction industry.The program’s multidisciplinary approach combines essential components of civil engineeringdesign with concepts of business management and behavioral science to develop technicallyqualified individuals for responsible management roles in the design, construction, and operationof major engineering projects. The particular features that make this program particularlyresponsive to this need are (a) it is taught almost exclusively by a faculty of more than 20 high-level practitioners, (b) the student body is truly global to enhance the multicultural aspects of thecurrent market
aerospace, large computer systems, and electronics industries, with positions including project manager, project engineer, and preliminary design engineer. Her publications include papers in Industrial Management and Journal of Behavior and Information Technology, as well as the Proceedings of the Decision Sciences Institute, Portland International Conference on Management of Engineering and Technology (PICMET), Institute of Behavioral and Applied Management (IBAM), Association of Management, Association of Employee Policy and Procedures, and others. Page 12.647.1© American Society for Engineering
and her MBA degree from Saint Joseph's University, Philadelphia, PA. She has worked in several information technology and organizational reengineering projects prior to joining the PhD program at Stevens.Anithashree Chandrasekaran, Stevens Institute of Technology ANITHASHREE CHANDRASEKARAN is a Doctoral Candidate in Systems Engineering and Engineering Management at Stevens Institute of Technology. Her research interests includes Rapid Systems Development and its processes, Development process reengineering, Risk Management and Modeling, System Integration, System Design and Architecture. She obtained her B.E. in Electrical and Electronics Engineering from P.S.G. College of Technology
of 9hands on opportunities, i.e., live, real time case studies6 or projects. Live, real time case projectsimply opportunities for project success and opportunities for project failure where potentially themost learning may occur. This is sometimes referred to as situated learning7. When projectmanagement is tied with experiential learning and service-learning the curricular design providesfor retained learning from several theoretical processes.East Carolina University (ECU) has initiated an engineering program based on the concepts ofintegration and collaboration. As with many undergraduate engineering programs, thecurriculum includes a three semester credit hour course in project management. The EngineeringDepartment is now in its third
, analyze, design,in the course, and the Certified Six Sigma verify” process. Each of the letters correspondsBlack Belt committee members at the to a name of a step in the process. TheUniversity of Nebraska-Lincoln. Results following defines each of the steps in theindicate that using the database provided methodologies (Simon, 2000).insights on how an engineering manager wouldmanage these specialists in this environment. DMAIC 1. Define the project goals and customer1. Introduction (internal and external) deliverables Six Sigma is a methodology for 2. Measure the process to
AC 2007-131: DISTANCE EDUCATION MBA PROJECT MANAGEMENTPROGRAM: A CASE STUDYKam Jugdev, Athabasca University Dr. Kam Jugdev is an Associate Professor of Project Management and Strategy in the MBA program at Athabasca University in Alberta and an Adjunct Professor at the Schulich School of Engineering, University of Calgary, Alberta. Her specific areas of interest and research include project management as a source of competitive advantage, project lessons learned, project management maturity models, project success/failure, project management education, and distance education. Dr. Jugdev actively contributes to the advancement of academic and professional communities of management practice
thedesign process from conception to a computational model of the design to the creation of aphysical prototype. The loop is closed by requiring each team to test their prototype based ondesign requirements developed earlier in the design process.In the summer of 2006, the College of Engineering and the College of Business Administrationoffered their first course in a new Master of Engineering Management (MEM) program. Aunique aspect of this program is the MEM 625/626 course sequence. In this pair of courses,MEM graduate students become project managers for the senior design teams in theundergraduate, multidisciplinary senior design course described above. This has had numerousbenefits for both programs. Undergraduates are now given an experience
) innovation • Enterprise process innovation • Enterprise strategy innovation • Enterprise management innovation • Enterprise asset innovation • Enterprise design innovation • Enterprise business model innovationThe Engineering Systems Innovation and Management program allows professionals theopportunity to enhance their leadership abilities, analytical thinking, and bring value to theirorganization and professional advancement. In today's global environment, business execution isbecoming increasingly competitive. Managing resources, products, and customers across theglobe magnifies the organizational challenges and requires more sophisticated systems, tactical
(CSUN) offers Master’s Degrees inEngineering Management. The program is offered both in residential mode and online mode.Students in both programs must satisfy the same admission requirements and must fulfill aculminating experience course. This culminating experience is individually designed betweeneach student and his/her faculty advisor. Each student selects two case studies from a pool ofdeveloped case studies. These case studies have been designed to allow students to demonstratetheir ability to utilize and apply the knowledge and skills gained throughout the Master ofScience in Engineering Management degree program. This paper describes the process thatstudents go through during the culminating experience course and expresses how the case
, network engineers are often managed in a fashion that drivesthem to job dissatisfaction and leads them to pursue other job opportunities. Thispaper covers some of the challenges that network administrators face and how“Theory X” and “Theory Y” affects their job satisfaction in addition to how anengineering manager can improve performance through job satisfaction.IntroductionNetwork engineering is one of the most dynamic and challenging careers in theInformation Technology (IT) industry. Network engineering has evolved in thepast few years due to the yoke of the IT industry and the globalization ofeconomy. As network engineers seek to provide better designs andimplementations of computer networks, they also have to take into considerationcertain
AC 2007-2201: SELF-MANAGEMENT OF COGNITION IN A TEAM-BASEDENGINEERING DESIGN PROJECT: A CASE STUDYOenardi Lawanto, Univ Of Illinois-Urbana Champaign Page 12.1264.1© American Society for Engineering Education, 2007 SELF-MANAGEMENT OF COGNITION IN A TEAM-BASED ENGINEERING DESIGN PROJECT: A CASE STUDYDespite little direct guidance and instruction received from their professors, working on an open-ended task such as designing an engineering artifact is expected to be a rich learning experiencefor students. In order to be successful on such a task, students need to set reasonable goals forthemselves and adopt intrinsic standards for success so that they will be able to
AC 2007-1679: CURRICULAR MIDDLE MANAGEMENT: THE ROLE OF AGRADUATE STUDENT INSTRUCTOR IN A SENIOR-LEVEL DESIGN COURSEJeffrey Ringenberg, University of Michigan Jeffrey Ringenberg is a lecturer and a former graduate student instructor in the Department of Electrical Engineering and Computer Science at the University of Michigan. His research interests include methods for bringing technology into the classroom and studying the effects of social networking on learning.Elliot Soloway, University of Michigan Elliot Soloway is a professor in the School of Information, the School of Education, and the Department of Electrical Engineering and Computer Science at the University of Michigan. He
or Customer Service Principles and Practices Tools and Techniques Customer Focus & Satisfaction Information Technology Management Commitment Management Tools Leadership Statistical Process Control Worker Involvement Experimental Design Supplier Partnership Quality Control Benchmarking Concurrent Engineering Training Cross Functional