root of entrepreneurship, whether in emerging or existing enterprises, as “Managing Discovery for Wealth Creation.” ‚ Entrepreneurship is widely recognized as an academic field in its own right, with a huge research literature that spans, inter alia, organizational management, technology management, engineering management, economics, finance and marketing. The American Academy of Management has an entire division devoted to entrepreneurship. The American Society of Engineering Education does too. Babson College has become the leading undergraduate business program in the nation by focusing on an integrated curricular approach to entrepreneurship. The large number of existing educational
assessment from section to section, and the fact that thetutorials cover a relatively small fraction of the course topics at present. Work is in progress togreatly expand the scope of the tutorials and to optimize student learning in the existing ones, asdiscussed below. Future assessment will likely be based on experiments using the software itselfto do pre- and post-testing, to allow a consistent measurement of student learning under differentexperimental conditions within the software environment.4. Formative Assessment Using Log File DataAs mentioned above, the large quantity of data from our log files can prove very useful tounderstand how the tutorials are working. This is particularly true for the data from Fall 2013,where we began logging
to beincorporated in the current iteration of the grant. Topics of this paper include actions taken tofoster better gender diversity in the program, evolution of grant-activity goals as a response tofruitless efforts, lessons learned with respect to identifying external partners, and lessons takenabout assessment of student progress (along with warning signs of imminent trouble) along withplanned actions to improve student success outcomes.Section I: Overview of Gannon University Demographics in EngineeringGannon University is a private, primarily undergraduate institution (PUI) offering associate's,bachelor’s, master's, and doctoral degrees and certificates, with approximately 4,350 students(3100 undergraduate). The Carnegie Foundation
body of about 6400 students, mostly undergraduates,had 54% URM and 50% were first generation students.2 The program planned to target thesegroups preferentially. UNCP also had a large pool of high-talent, financially needy students whowould benefit significantly. For example, 58% received Pell grants. COMPASS enrolled studentsin three cohorts over three years, beginning in Fall 2014. The goal was for 100% of scholars togo on to graduate school or STEM careers within six years. The program creators predicted thatCOMPASS would increase the number of STEM professionals in this rural region of NC, whosediverse background should result in enhanced innovation in STEM fields. Two and a half yearinto the program, we report strong progress towards our
, andhelped coordinate the selection and continuation of the 2010 Innovators.This paper will present the background of the program, the assessment of the first year of theprogram and its impact on student learning, and future expansion of the program. We will alsodiscuss lessons learned and best practices, including the necessity of working across disciplinaryboundaries and the importance of administrative support.IntroductionBilly Vaughn Koen in his book, “Discussion of the Method,” describes the process ofengineering as finding the best change within limited resources in an environment of uncertainty.1 He provides two examples. Both the statements 1. “The chess master engineered the perfect countermove”, and 2. “The clergy in Iran engineered
comprehensive list of university/Navy R&D Center connections. We have focused on onecenter and (mostly) on one university, and, even at that, this list is admittedly incomplete.Consequently, we request both our university and Navy readers to help us add to this list. It is thehope of the first author (EFB) that we can acquire additional examples of successful collaborativeprograms. By gathering a large sample of such programs, we can assist our Navy colleagues inidentifying the features which such programs have in common. From this baseline, we can defineplans for a National approach to future collaborative programs. Obviously, with such connectionscome opportunities for university faculty to acquire additional research funding. In short, asfaculty
circuits, programming,and communications technologies. It is posited that they will also gain hands-on skills,expertise, and understanding of IT tools and concepts consistent with ITEA Standards forTechnological Literacy, ISTE standards, and 21st century workforce skills.2,3,4Particular emphasis has been made to enlist schools with large populations of disadvantagedstudents. Seventy-one middle and high school teachers and 144 students representing 36geographically, socio-economically, and ethnically diverse schools are directly participating inthis three-year initiative. In total, approximately 2,625 middle and high school students will beimpacted by BUILD IT classroom activities over the lifetime of the project.This paper will describe the goals
evidence from that activity.In trying to evaluate the effectiveness of these industrial based Masters TrainingProgrammes, such as IGDS, it is of interest to course funders & providers to review theeffectiveness as a whole of these forms of programmes. Since they were based around aprinciple of CPD and industrial relevance, what interests us most are the deliverables atthe end of the course.As such, it is “impact” that we would like to measure rather than “did you enjoy thelecture?”To assess impact, Kirkpatrick's [13] four levels of evaluation of the training program isconsidered to be relevant, i.e. consisting of(1) Reaction, (2) Learning, (3) Behaviour, & (4) Impact or ResultsThe results we developed in 2002 [14] suggest
as well as to provideinteraction with industry and provide real-world, practical experiences useful for their future careers.Feedback from student focus groups indicate that the students appreciated the real-world nature of theproblems being solved during the case-study assessments, and they benefited from interacting with industrymembers in these assignments. It seems a balance could be achieved in executing the case studies bothwithin each course and perhaps across the program as a whole so as to equalize the workload of theassignments and provide continuity. REFERENCES[1] Mills, J.E., and Treagust, D.F., “Engineering Education—Is Problem-Based or Project-Based Learning the Answer
. Note thatthe design reviews are done in conjunction with the student team partners, faculty advisors, andother interested entrepreneurial board members.Once the final design is selected, the team details the manufacturing, packaging and assembly,and shipping requirements to arrive at a realistic selling price for the new product. The last stepin the process consists of developing a marketing and business plan to facilitate the potentialstart-up of a successful company venture.Entrepreneurial BoardThe dual degree program involves the cooperation of 20 public and private partners, includingOak Ridge National Laboratory (ORNL), large corporations, small start-up corporations, andstate and local officials. All aspects of the product development
furtherquestions regarding the policies that create AM program evaluations.Challenges and PrioritiesLeaders and faculty from each AM program consistently map their own programs top prioritiesto also presenting as their top challenges. This finding suggests that the top priorities AMleadership identifies are also perceived as a considerable challenge to accomplish. From ourinterviews, we learned that the programs had all been founded for a range of locally-drivenreasons and included different stakeholders in their planning processes. All of the programleaders were challenged by building and maintaining appropriate credentialed and qualifiedfaculty, and as a result, struggled with small faculties who were expected to cover large numbersof courses and duties
inexpensive, hands-on projectsemphasizing introductory design and manufacturing in Statics and Dynamics (3 hrs lecture, 1 hrlab per week), a mainstream course in mechanical engineering (ME) and other related disciplinessuch as engineering mechanics, and civil & aerospace engineering. Some BSME programs inthe US offer labs associated with an introductory course in Statics and/or Dynamics, while othersroutinely do not. Within the BSME program at the University of St. Thomas, most coursespossess a significant lab component and emphasize applied aspects that complement the moretheoretically oriented material studied in lecture.1-2 Collectively, the projects described belowpromote the development of creative, hands-on prototyping skills in the context
Paper ID #8825Laboratory Development for Dynamic Systems Through the Use of Low CostMaterials and ToysDr. Benjamin Reed Campbell, Robert Morris University Ben Campbell holds a BS in physics and MS in electrical engineering from Penn State and a PhD in engineering from Robert Morris University. For the first decade of his career, he worked as a laser engineer at the Penn State Electro-Optics Center. In 2011 he joined Robert Morris University as an Assistant Professor of Engineering. He has been supporting RMU’s biomedical engineering program and also teaching dynamics, circuits, and introduction to engineering. Since
event, werecritical to its design and implementation. A one-credit, pass/fail course withapproximately 40 students from a wide variety of majors focused on the design andconstruction of the musical instruments. Students in this class were also required todevelop lesson plans for the small group sessions. Students in a senior-level ElectricalEngineering audio technology course developed, together with the faculty member, aseries of demonstrations for the museum-like portion of the event.There is currently a growing interest in K-12 programs that integrate STEM educationwith the Arts, commonly known by the acronym STEAM.1, 2, 6, 9, 10 Even as the nationadvocates for advances in K-12 STEM education to spur greater employment andeconomic
possible. Student teams were formed by mixing students from both partner institutions. The original problem description was deliberately written with multiple unknowns, towards encouraging collaborative active research and inquiry from the international student teams. 34 students from three different programs: mechanical, metallurgy, and mining engineering; and 6 faculty from both institutions and similar backgrounds than the students participated in this 5- week program in the summer of 2021. The program was held entirely online, and the officiallanguage was English. The course was a requirement for graduation for all students. Assessment was performed by implementation of the Intercultural Development Inventory (IDI) before and after
Paper ID #26149Pathways of Students’ Progress through an On-demand Online CurriculumDr. Jim Morgan P.E., Charles Sturt University Jim Morgan is the father of two daughters and the spouse of an engineer. Before joining Charles Sturt University as Professor of Engineering and Inaugural Course Director in 2015, he was on the faculty in civil engineering at Texas A&M for over 30 years. Jim has been active in the freshman engineering program at A&M for nearly 20 years; was an active participant in the NSF Foundation Coalition from 1993 to 2003; also has received funding for his engineering education research from the
increasing mutually productive interactions between facultyand students of the Clark School and companies in Maryland. The first programs thatbegan operations were: a consulting service to strengthen Maryland manufacturers, anon-campus incubator for technically-oriented start-up companies, and a biotechnologyprogram to help biotech companies through training and productivity enhancement and toscale up processes from research lab levels to commercial scales. In 1987 a technologytransfer program was started which facilitates faculty and graduate students performingcommercially-oriented R&D for Maryland companies. While these programs are notpurely entrepreneurship, the experience gained from interacting with small and startupcompanies laid the
observation and earlyfeedback results are discussed at a post-observation meeting. New faculty also observe, in smallgroups lead by a faculty development specialist, an excellent teacher in engineering. Details ofthese four components are provided below. While this is a large overall time commitment fornew faculty, the program is spread over an entire year and the weekly seminars provide freelunch so the additional daily and weekly commitments are fairly minimal. Whether in theprogram or not, faculty need to eat lunch, right? Why not connect and learn while sampling freefood.It should be noted that all of the assessment aspects of the program are kept between the programstaff and the individual instructor. They are not shared with department or
fashion to fabricate serviceable parts. This type ofprocessing allows for the manufacturing of small to medium scale production and repair parts,which would be either impractical or impossible through standard manufacturing processes.Missouri S&T has multiple research labs dedicated to researching additive manufacturingprocesses, techniques, and materials. The Research Experience for Undergraduates (REU) programs are summer researchprograms in the United States, sponsored by the National Science Foundation (NSF), and locatedin several universities. Students work closely with university faculty, staff, and graduate studentsto both further the understanding of a scientific field, and to participate in an academic research.Each year
at UC Davis is investigating the feasibility of using small-scale anaerobicdigesters treating campus food waste, as an alternative to the larger, centralized AD facilities.They are using community-scale AD systems to produce electricity, heat, and fertilizer fromfood waste collected within a 50-mile radius of the campus [20].This paper describes an ongoing university/K-12 partnership whose primary focus is to operate asuccessful food waste separation program in the school cafeteria, and treat the food waste in anearby anaerobic digester to recover energy and fertilizer. Diverting FW from the waste streamon a large scale will require a cultural shift so that organic waste streams of high enough qualitycan be generated. Like the majority of
assets in the classrooms, reduces the safety risks to the minimal,and the most extent, maximizes the chance to study the small-scale, sophisticated space,dangerous, or highly valuable/sensitive objects. To the purpose evaluate and promote theapplication of VR in colleges, this paper will investigate the scope of virtual reality, its benefits,the need for education in college technical training programs, application areas in training, and thechallenges in implementing VR in classrooms.Scope and philosophy of VRVirtual reality (VR) is a three-dimensional, computer-generated representation of physical worlds.The principles are the same for all the VR technologies to enable a user to be immersed in asimulated environment created by three-dimensional
programming language (i.e., Alice) into anintroductory engineering course (called “Engineering Exploration”) at Virginia Tech are presented. TheAlice system, provided freely (www.alice.org) as a public service by Carnegie Mellon University,provides a completely new approach to learning programming concepts. This is the FIRST large scaledeployment of Alice (1260 engineering freshmen learnt it in fall 2004) in an introductory engineeringcourse. One particularly challenging aspect of this was implementing mathematics into the Alice problemspecifications. Two examples of simulating the Solar System and projectile motion of an object usingAlice are briefly discussed. Qualitative analysis of instructor and student experiences are discussed alongwith
addition to the required program capstone experience, during the spring semester.Student assessment from the handful of students who could participate in previous years not onlyhighlighted the value of the experience, but also the excitement they felt in providing a service toa real client. Therefore, all possible projects were evaluated and developed to produce abalanced list of projects consisting of the three general project classifications: service-based (i.e.,USMA, the Army, local community), competition-based (i.e., steel bridge, concrete canoe,timber bridge), and research-based. The key is that all are client-based projects.II. ProjectsThe Department of Civil and Mechanical Engineering is extremely proud of the variety andnumber of projects
Performing Arts, a position she has held since 2001. Initially hired as Education Director in 1997, her primary responsibility is the creation of programs which link the artists on the Center’s season to various facets of the community, including Penn State University students, students in grades K-12, senior members of the community, and the community-at-large. Her primary goal is to create a mutually enriching experience for both artists and their audiences by providing the knowledge and tools necessary to fully engage in the artist’s work. Additionally, she works closely with the Center director in programming the season, with her special area of focus being family and children’s program- ming. She has served as
Aeronautics andAstronautics (AIAA), the National Aeronautics and Space Administration’s Goddard SpaceFlight Center (NASA GSFC), the Air Force Office of Scientific Research (AFOSR), and the AirForce Research Labs Space Vehicles Directorate (AFRL/VS). The objectives of the NS-3program are to educate and train the future workforce through a national student satellite designand fabrication competition and to enable small satellite R&D, payload development, integration,and flight test. Also important to the program is the ability to fly new technologies to validatetheir operation in a space environment. There are 13 universities participating in NS-3. Alluniversities were provided grants of approx. $100k over two years as seed money for theirsatellite
AC 2008-1387: GECKOMAN – AN INTERACTIVE GAME BASED ON THEPRINCIPALS OF NANOSCALE FORCESJacqueline Isaacs, Northeastern University JACQUELINE A. ISAACS is an Associate Director at the Center for High-rate Nanomanufacturing (CHN) and an Associate Professor in the Department of Mechanical and Industrial Engineering at Northeastern University in Boston, MA. At the Northeastern location of CHN, she is responsible for education and outreach activities as well as research on societal implications. Her research focuses on economic and environmental assessment of manufacturing.Jay Laird, Metaversal Studios JAY LAIRD is Assistant Director of Game Design Programs at Northeastern University. He
demonstrate how to manage projectand its resources efficiently. It provides different levels of functionality and efficiency even Page 15.758.7though there is always a trade-off among those attributes. Resource-constrained and multi-project scheduling software has specific functions, powerful graphic features, and particularlybudget features. Resource management software can manage from small to large scale projectswith certain resources extending over many months. Resource management software can managecertain number of tasks involved in those projects and share resource control information acrossmultiple projects. Resource management software can show
, in Columbus, MS (approximately 25 miles from theMississippi State campus) has joined in a program for providing research experiences for juniorand senior high school students. Three students participated in the program in the fall 2005semester. The goals of the program include recruiting high school students to consider programsof study in chemical engineering or related fields at Mississippi State and to increase students’technological literacy by participating in active research projects. Of the three participants forfall 2005, one has declared his intention of studying chemical engineering at Mississippi State.The authors felt that the program objectives were met for helping students to become morefamiliar with our program and curriculum
feedback on STEMWorks developed lessons.Dr. James Van Haneghan, STEMWorks, LLC James Van Haneghan is a consultant for STEMWORKS, LLC and Professor in the College of Education and Professional Studies at the University of South Alabama where he teaches courses in research meth- ods, assessment, and learning. He has research interests in the areas of program evaluation, problem- and project-based learning, mathematics education, motivation, and assessment. He has been at the University of South Alabama since 1995. Before that he held positions at Northern Illinois University and George Peabody College of Vanderbilt University. His doctoral training was from the Applied Developmental Psychology Program at the University of
assessment: All team members were required to complete an assessment of theirteam members and themselves. This was done twice during the quarter. The firstassessment was done early enough in the quarter to determine if any team wasdysfunctional, thereby giving the instructor's time to provide intervention, if needed. Theassessment also helped track individual member's performance and was particularlyuseful to determine if any team member was working below the team's expectations. Thefinal assessment was also used to assign small shifts in grade depending upon if amember excelled or was deficient in the opinions of their teammates. A copy of the teamcitizenship form used for this assessment is included as Addendum 3