- Rapid Brainstorming Sessions - Design Thinking Workshops - Idea Sparking Fun Activities (Targeted Trivia, Karaoke) Day 2 - Saturday, 8 AM – 9 PM - JHU/APL Based Technical Talks - Pitch Making, Networking, & Presenting Skills Workshops - Networking Mini Challenge - Idea Sparking Fun Activities - Open Office Hours for Challenges - Open Working Times Day 3 - Sunday, 8 AM – 12 PM - Idea Sparking Fun Activities - Open Working Times - Open Office Hours for Challenges - Event Conclusion, Posters Due August 1 for Print
the collaborativetechnology theme, both in the industrial application and academic research arena. The'Equipping' stage targets uplifting students' hands-on ability by providing the necessarytechnical competencies for prototyping innovative solutions to industrial problems. The'Showcasing' stage emphasizes professional practices of students by engaging them inintensive partnerships and collaborative work with industrial partners. Additionally, itinvolves building a platform for students to disseminate their findings and innovations toindustrial collaborators and other stakeholders through knowledge exchange activities. Figure 1 General timeline for implementation of the IES framework and the categories of related events during
each senior designgroup, judges provided feedback via a google form with numerical assessment of eachperformance indicator and open-ended comments (see Appendix A), before moving on to thenext group. In Spring 2022, 19 industry responses were completed and submitted; in Spring2023, 41 industry responses were submitted. Performance indicators with distinct skill subsetsfor engineering design, presentation skills, professional and self-management skills, such aspersistence, motivation, and innovative thinking were assessed (18 total performance indicatorsfor each year, see Fig. 1 and Fig. 2).Data AnalysisWe utilized the results from judges' assessments on various aspects of the senior design posterpresentation and discussion session on BE-Day
communicateand coordinate and manage the skills needed for a successful engineer that meets the marketexpectations.Skill portal architecture and description:The architecture is based on three main components, namely: a database, a web application, anda smart engine.Web application with user interface for different user groups will help manage the data related tousers, employers, certificates, and university. A smart engine will work in the backend of theapplication to generate matches between positions, skills, students/engineers, and plannedcertificates/training programs.User Groups: 1) Students 3) University 2) Admin 4) EmployersUser interfaces:For every user group there is a dedicated Graphical User Interface (GUI
their work life. Industry practitioners can help immenselyby adopting more inclusive language toward professional skills and providing internshipopportunities to incorporate these skills for students to gain real-world experience.Tags: curriculum, professional skills, real-world experiences, “soft skills,” workforcedevelopment1. IntroductionIn 2011, at the ASEE annual conference, the Educational Research and Methods Division (ERM)Division ran a conference session titled “They're Not "Soft" Skills!” [1] with the tagline,“There’s nothing "soft" about these difficult skills.” This session was hardly the first time thiscase had been made. Since that session in 2011, over ten years ago now, a casual search on theterm “soft skills” on the ASEE PEER
resources.Recruitment begins in the Fall semester through on-campus and virtual information sessions (Fig-ure 2). Often, trailblazing students have confidence gaps or imposter syndrome, which may preventthem from applying 14,15,16 . Thus, we actively engage with student groups including professionalsocieties (e.g., SWE, NSBE, SHPE), multicultural associations, and organizations that supportfirst-generation and low-income students for applicant recruitment. We also reach out to depart-ments with technical areas of interest to candidate projects.In contrast to many internship programs, CIRCUIT students are admitted to the program priorto being matched with a project. This is particularly significant because many of our studentscome in with fewer technical skills
engineers.Figure 1: INCOSE Certification Path and RequirementsFigure 2: Academic Equivalency administrative requirementFigure 3: Academic Equivalency technical requirementWhy certifications matterProfessional certifications are a way to confirm and communicate an individual’s abilities andinterests. Holding a certification means both that an individual can pass an assessment (usually atest) and that they cared enough to attempt it. Professional assessment is so commonly used thatthe Association of Test Publishers (ATP) and Institute for Credentialing Excellence (ICE) holdmultiple, international conferences and meetings annually to bring together certification programmanagers from the fields of accounting, dentistry, personal training, and water treatment
workforce, there remains a clearneed for targeted training, mentorship, and resources to maximize its impact. By addressing thesechallenges, Ansys can continue to empower the next generation of engineers and innovators,driving innovation and excellence in the field of engineering. We hope that by sharing this work,we encourage more industry/academia collaborations in this space.AcknowledgementsWe at Ansys want to thank the members and alumni of Panther Racing for their contributions tothis exploration study. Specifically, we want to thank Lucas Ramsey, John Luc Chadam, DaneSavo, Oscar Gerber, and Matthew Renda from University of Pittsburgh and James Shaw fromFastway Engineering for their time for the interview.Appendix: Interview Questions 1
valuable foundation for ongoing investigations into thepotential benefits of incorporating career competencies in engaging engineering students andbuilding lifelong learners.IntroductionCareer skills are one of the key learning outcomes students hope to gain during their academiccareers. The narrative many university programs rely on is that getting a degree will lead to betterwork outcomes 1 . As faculty, we are the second most likely source of career advice for students 1 .By discussing career skills in the classroom, we can create more equal opportunities for studentsthat may not have existing professional networks from their family and friends. Specificallyaddressing perceived career barriers to first generation college students 2 .Connecting
participants per table. Theparticipants started the workshop after a brief introduction to the Strategic Doing process and the3 Cs of the Entrepreneurial Mindset.The workshop started with Rule 3 (refer to Figure 1) and in Group 2, there was some difficultygenerating projects by linking the assets as a part of Rule 4. Group 1 followed the traditionalformat of generating projects based on the assets available. This was resolved by going into adivergent process where the participants listed all the possible projects that are possible about theappreciative framing question. This list of projects was narrowed down to something achievablewith the available assets in the Group as a part of Rule 4. Three projects were selected from thetotal list of these
themes. Both sets of codeswere compared, and similar codes were grouped and re-titled based on coding themes. Inter-rateragreement was reached during the analysis.Results and DiscussionPreliminary analysis suggested eight emergent themes: (1) problem-solving, (2) transferability ofknowledge, (3) ethical consciousness, (4) sustainability, (5) self-efficacy, (6) knowledge,information, and literacy, (7) gaps and improvements, and (8) misconceptions. Table 1 shows thethemes and examples of participant responses for each theme. The frequencies of codes relatedto each theme are also provided. Of the total number of codes generated for each theme, thenumber of codes generated by males (M) and females (F) are also shown.Table 1. Themes and examples of
engineeringfield. As the mentor communicates with the engineering student, the mentor performs the mentalassessments necessary for planning the success of then next generation of engineers entering thefield. Therefore, as employers demand candidates with proficiency of technical, interpersonal, andadaptation skills, the mentor prepares the students for those expectation while becoming fluent incommunicating as management does. As an outcome of the experience, the mentor isconsequently qualified to assume the responsibilities and challenges associated with acceptingmanagement roles.6Importance of bridging the gap between academia and industryThe evolution of the traditional brick-and-mortar engineering curriculum of theoretical knowledgeand fundamental
questions and provide feedback on the team’s work. The feedback can cover thespectrum of relevant material, including technical work, customer engagement, projectmanagement, and more. These reviews serve a quality-control function, ensuring that thedeliverables generated by the team will be of high quality and meet the needs of the communitypartner. To facilitate reviewers from a large geographic range, remote conferencing capabilitiesare utilized as a hybrid in-person and remote meeting.The logistics of conducting design reviews for a large program are complex, including theprocess of recruiting and registering design reviewers. Over years of recruitment, the EPICSprogram has generated a database of volunteers, including members of local industry
during this timeframe. [1] [2]This disruption significantly impacted relationships with advisory boards. On many campuses,advisory boards aid capstone design courses. Advisory board members sponsor senior designprojects, provide technical assistance to students on projects, and provide input to engineeringprograms on the larger, strategic directions the programs should be taking. Some advisory boardmembers also help with assessment and continuous improvement in the programs. When thepandemic hit, much of this stopped, as interaction was limited to impersonable virtual meetings.For many campuses, the timing could not have been worse, as it occurred midway into the springsemester, right as many advisory boards were preparing to meet and students
. Although in general, AI/AN studentsshare a collectivist culture, there is often conflicting self-reliance and distrust in non-tribalorganizations that impede students from seeking help in college. The study presented amovement from a deficit perspective to a capacity-building perspective of AI/AN persistence inSTEM. 1) The transculturation premise allows students to use their ethnic identity as an emotional anchor. The question is how to engage in the STEM/institutional culture without having to assimilate. 2) There is a transculturation threshold that is an important marker. It is a point at which students make conscious decisions as to the balance between ethnic pride and professional selves. 3) Students can
, ephemera, and other stories: Feminist methodology and collaborative research. Journal of Advanced Composition, 14, 21-51.Cabrera, D., Cabrera, L. L., & Midgley, G. (2023). The four waves of systems thinking. Journal of Systems Thinking, 1-51.Dam, R., & Siang, T. (2018). How to Select the Best Idea by the end of an Ideation Session. The Interaction Design Foundation. https://www. interaction-design. org/literature/article/how-to-select-the-best-idea-by-the-endof-an-ideation-session.Durante, P. G. C. (2022). Strengthening Collaborative Research Practices In Academia: Factors, Challenges, And Strategies. Problems of Education in the 21st century, 80(4), 531-546.Ervin, E., &
inalignment with team science-based strategies. MTS are comprised of individual teams with theirown goals, tasks, and mandates that are interconnected and work collaboratively toward a larger,common goal [1]. Attitudinal (cohesion, trust, commitment), behavioral (coordination,communication, shared leadership), and cognitive (situational awareness, shared mental models)competencies support MTS effectiveness [2], [3]. Multisector MTS are even more complex, asteam members bring aspects of their organizational culture as well as their personal andprofessional lived experiences into the MTS, and if priorities and practices are not well aligned,team function and effectiveness can suffer. Thus, for multisector MTS to work, they must beginwith a foundational
senior challenging project, which are designed drawingon key topics around leading-edge technologies.Regarding the internal interaction of “STEP”, the four elements intertwine with each other andcontribute to not only educational collaboration but also the innovation of university-industryrelations (Fig. 2). Around the node of level 1 technology, distinguished industry supervisorplays an overall coordination role in identifying cutting-edge scientific and technical problems,and are responsible for selecting industry supervisors; then they provide joint supervision interms of the design of study plans, the innovation of pedagogies and curricula, as well as theevaluation of student outcomes. At the same time, university cooperates with
. Through narrative inquiry and a novel,boundary-spanning framework, we explore the career stories of women who have leftengineering after having worked in industry. We make sense of the participants’ career decisionsby considering their career journeys through the lens of the unfolding model of turnover, a theoryfrequently used by organizational psychologists yet not fully applied to the study of women’sengineering career decisions. In this paper, we describe the engineering career journey of Louise,one of three participants from our larger study [1]. We invite you to come alongside us as weexplore Louise’s engineering career story through the shocks (jarring events), scripts (plans ofaction), and image violations (violations of goals and values
, and financial aid, working with the faculty and administration of two major public university systems and their urban and flagship campuses. He has published well over a hundred technical papers, and received 7 patents, supported by over $12 million in external grants from NASA, NIH, NSF, Rolls-Royce, and others. He pioneered research in novel pressure-gain combustion systems. He also pioneered project-enhanced active learning in gateway STEM education, with federal grants for pedagogic research and student training. He previously led research and development at two small companies, and he founded a new start-up to commercialize his research. He is an Associate Fellow of AIAA, and he has served overseas as
unique, 8 new Total 240 56 30On the first day of class, the faculty advisor for each project gives a pitch presentation of theirone or two projects, followed by a short Q&A session. The presentations use a standard template,and coaches do not compare projects or suggest unique workload expectations. The standardtemplate of the pitch presentation slides with a pseudo-example is illustrated in Figure 1. Eachproject pitch slide is encoded with a set of descriptive Engineering Keywords specific to theproject. “Engineering Keywords” are defined as words related to engineering theories,technologies and skills related to executing engineering tasks. The authors of this study
. Coupled with the U.S. semiconductor manufacturing market sharedropping significantly over the past two decades [1], the U.S. government has passed the CHIPSand Science Act [2], dedicating $52.7 billion to U.S. semiconductor research, manufacturing,development, and workforce development. Included in the $52.7 billion allocated in the CHIPSand Science Act is $13.2 billion dedicated toward research and development and workforcedevelopment in universities across the nation [2]. Although many students have valuabletechnical skills and experiences when approaching employers looking for employmentopportunities [3], many students still struggle to properly communicate and relate their skills andexperiences to real-world experiences when meeting with
U.S.semiconductor production, is just one example of recent U.S. investment in the microelectronicsworkforce and supply chain [1]. Given this, a public-private-academic ecosystem was recentlyformed to generate partnerships between the U.S. government, industry, and academia, with thegoal of further developing the U.S. microelectronics workforce. This workforce developmentprogram focuses on motivating and preparing students for entry into the microelectronicsworkforce with the necessary professional and technical skills. A workforce needs assessmentwas conducted to assess the needs of the microelectronics workforce.The purpose of this Work in Progress (WIP) Paper is to describe one finding from a largermicroelectronics workforce needs assessment study that
Paper ID #37267Board 47: An Analysis of the Existence of Metrics forUniversity/Industry CollaborationDr. Carolyn Kusbit Dunn, East Carolina University Carolyn Kusbit Dunn is an Assistant Professor in the Department of Technology Systems at East Carolina University. Dr. Dunn teaches Technical Writing and Technical Presentations, and centers her research on the pedagogy of technical writing, crisis and risk communication, and the ethics of crisis and risk communication.Dr. David L. Batts, East Carolina University David Batts, Ed.D., is an assistant professor in the Department of Technology Systems at East Carolina University
effective professionals [21].Some of these soft skills include the ability to work in multidisciplinary teams, effective oral andwritten communications, and innovative thinking. Buonopane (1997) notes that engineers spendmore time communicating than on generating answers to engineering problems [22]. This isincreasingly the case as more calculations previously done by hand are computerized. Sageevand Romanowski (2001) surveyed engineering graduates and found a direct correlation betweenthe amount of technical communication instruction they received as students and their futurecareer advancement [23]. However, they argue there is overwhelming evidence that graduatingengineers are not adequately equipped to meet the need to convey technical
thesuccessful implementation of a PBL curriculum [16].MethodsFor this pilot study, a three-week program is offered at SUSTech, a top research university inChina during summer 2021 and 2022. Upon completion of the program, students are expected to:(1) execute design process from problem conceptualization to prototyping using a diverse set ofstrategies; (2) conduct systematic research on the problem to identify suitable design strategies;(3) practice as a motivated professional designer with ethic, discipline, leadership andresponsibility; (4) communicate ideas effectively with oral and written communication assisted bydigital tools; and (5) apply technical knowledge and skills to generate new ideas and evaluatefeasibility of the design concepts with
classroom environments. Dr. Menekse is the recipient of the 2014 William Elgin Wickenden Award by the American Society for Engineering Education. He is also selected as an NSF SIARM fellow for the advanced research methods for STEM education research. Dr. Menekse received four Seed-for-Success Awards (in 2017, 2018, 2019, and 2021) from Purdue University’s Excellence in Research Awards programs in recognition of obtaining four external grants of $1 million or more during each year. His research has been generously funded by grants from the Institute of Education Sciences (IES), the U.S. Department of Defense (DoD), Purdue Research Foundation (PRF), and the National Science Foundation (NSF).Mahdi Hosseini, Northwestern
, and faculty. Table 1 providesan overview of participants. To maintain anonymity, pseudonyms were used for all participants,departments have been given a letter pseudonym, and titles have been generalized to theparticipants’ overall area of expertise. Pseudonym Department/Unit Area of Expertise Amy A Advising Mia B Academic administration Billy C Academic administration Mary D Corporate engagement Tom E Faculty James E Faculty John F Corporate engagement Wendy
fulfillingeducational experience for both the students and the liaison. This paper presents a comprehensiveset of guidelines to ensure a positive and productive experience for the students and liaisons.These guidelines are produced through the collection and analysis of insights into provenpractices that contribute to the success of these collaborations. This paper describes a three-phasemethodology for collecting the insights through 1) a literature survey of industry sponsoredengineering courses, 2) interviews and surveys conducted with experienced industry liaisons, and3), student evaluations from two capstone courses from two institutions. Students have diverseexpectations for their liaisons including their consistent availability, honesty, and