Session 1354 The Entrepreneurship Marathon José Antonio L. Siqueira, Celso M. Furukawa, Marcelo Massarani Centro Minerva de Empreendedorismo Escola Politécnica da Universidade de São Paulo, BrazilIntroductionThis paper describes an unusual experience aimed at motivating undergraduate students at theUniversity of São Paulo, Brazil, to behave in an entrepreneurial way. The experience has beenrepeated every month since October 2003. The original point of it is that it was developed towork with attitudes and motivation, rather that with skills and abilities
• 2004, American Society for Engineering Page 9.815.9Table 3Steps Toward Entrepreneurship: Before and After Workshop Now plan Previously planned ChangeN = 267 to Pursue or PursuedStart a business 44.8% 74.9% -30.1%Network in business circles 66.7% 56.6% 10.1%Network in academic circles 62.0% 55.6% 6.4%Attend classes
members to attend virtually every class. One of them is the classleader for the day, but the other actively participates in the discussion and delivery as well.Students have expressed a clear preference for the second model, but without being critical of thefirst. Finally, elements of the curriculum that are essentially 100% engineering or 100% businesswere designed by one professor from the appropriate discipline and are taught by that oneprofessor, since an integrated learning experience was unnecessary.The program accepted its first group of students in the summer of 2001, and offered only onetrack entitled Technology Entrepreneurship. It was open to all engineering disciplines, and 30 ofthe 42 credits required were of the integrated type
.15 Barber, et al.16describevarious approaches to implementing an integrated business core curriculum. However, noneseem to be as focused on entrepreneurially oriented, active learning elements as Adventures inEntrepreneurship.Why Entrepreneurship? Interestingly, entrepreneurship was not originally considered as a major component ofAdventures in Entrepreneurship. Nevertheless, introductory entrepreneurship classes emphasizethe application of skills from most if not all of the core disciplines to the development of abusiness plan. Hence, the standard pedagogical model in entrepreneurship is built on anintegrated, cross-functional platform. An understanding of this model led the faculty team toembrace entrepreneurship as the primary
the College of Business.The course teaches the fundamental principles of invention, innovation, and entrepreneurship. Aversion of the class has also been taught to groups of K-12 teachers who in most cases havecarried the information they learned back into their respective classrooms. Even though thecourse has already been reported several times in the open literature, there still seems to be agrowing interest in hearing about the success and failures that are characteristic of such adynamic and changing topic.This course necessitated the establishment of several collaborative relationships between theUniversity Colleges of Engineering, Business, and Education, and with the Washoe CountyPublic School System. Forming such collaborative
structures one thin layer at a time byspraying the binder in successive layers of powder that can be as thin at 0.003 inches. Thissystem has been used to introduce design concepts to three very different levels of students.The rapid prototyping system was used in a special topics course to introduce rapid prototypingtechniques to our junior level engineering students in the desire to equip them with some skillsthat they might use in their senior design classes. The purpose of the course was to provide anintroductory course on various rapid prototyping techniques and allow the students to acquiresome hands-on skills using some of the facilities that are available within our college. Thestudents were trained on using the Z406 rapid prototyping system
Engineering" 2004_1612ConclusionA traditional entrepreneurship curriculum might include classes on business instead ofproduct development. Entrepreneurship takes the right combination of inventiveness,,solid business advise, encouragement, and above all, a healthy environment thatfosters experimentation. We feel that this trial program was successful on severalfronts. The students became excited about fuel cell technology and the potentialbenefits of a fuel cell product. This program gave the students a true sense of what itmeans to work in interdisciplinary teams to design complex functioning systems. Wefeel that this program provides undergraduate students with the
Session 3454 The Development of a Technology Entrepreneurship Culture And Lessons Learned David Barbe, Karen Thornton Maryland Technology Enterprise Institute University of Maryland1. IntroductionThis paper discusses activities of the Maryland Technology Enterprise Institute(MTECH) of the Clark School of Engineering at the University of Maryland to fostermutually beneficial interactions with technology companies and an entrepreneurshipculture. MTECH started operations in 1984 as an initiative by the college’s board ofvisitors with the purpose of
their classes.The classes currently participating in MIMIC are: • CAD 2208 – Engineering Design Projects, a capstone course in engineering, which enables students to use their skills to design products for production and supervise production as project managers. Proceedings of the 2004 American Society for Engineering Page 9.878.1 Education Annual Conference & Exposition Copyright © 2004, American Society for Engineering • ELT 2204 – Digital Microprocessor: Principles and Applications, an introduction to basic logic gates and design procedures
Session 2609 The Biomedical Engineering Partnership Program An Integrated Educational Approach to Biomedical Innovation and Entrepreneurship Ofer Amit, Richard Schoephoerster, Alan Carsrud, Vish Prasad Florida International University, Miami, FL 33199AbstractSince its inception – four years ago as the Biomedical Engineering Institute – the FloridaInternational University (FIU) Department of Biomedical Engineering (BME) has adopted abroad definition of its role as part of South Florida’s largest academic institution. In addition tothe mission of excellence in
courses, students are alsograded on their performance in periodic project reviews, class participation and thecomprehensive end-of-term team project and business plan presentations.This formal training program is supported and supplemented by other activities and programs ofthe University of Central Florida Technology Incubator (UCFTI), The College of BusinessAdministration (CBA) and the College of Engineering and Computer Science (CECS) such as:Excellence in Entrepreneurship Workshop: which is an intense seven-week program thatprovides entrepreneurs with the business strategies needed to start-up, enhance, grow andstrengthen their businesses –culminating in the development of business plans.Industry Executive for the Day Program: which places
instruction was motivated by several factors. One is therelatively new emphasis at Louisiana Tech University on entrepreneurship. This emphasis has acentral focal point on campus, the Center for Entrepreneurship and Information Technology, orCEnIT. The mission of this center is to create an innovative entrepreneurial culture at LouisianaTech University. In order to change a culture, it is reasonable to begin with new members of thatculture. Another factor is the authors’ desire to see an improvement in the senior design projectsfor the capstone mechanical engineering design course sequence. These projects could benefitby attempting to have a marketable product as a final result. A third factor is the belief thatentrepreneurship begins by having ideas
Session 1754 Description and Assessment of a Business Plan Competition and New Venture Fair at San José State University By Malu Roldan, Ph.D., Asbjorn Osland, Ph.D., Michael Solt, D.B.A., & Burton V. Dean, Ph.D. College of Business, San Jose State University Abstract: After the first business plan competition, in May 2003, San José State University (SJSU) faculty and community entrepreneurs serving on the university’s Silicon Valley Center for Entrepreneurship (SVCE) concluded that the process should be spread over an academic year. Hence, the New Venture Fair (NVF) was born, which was held Dec. 16, 2003. The feedback from all sources has been very
successful studententrepreneurial endeavors including the creation of Google, Inc. and a popular collegewebsite, www.homestarrunner.com. The presentation was both entertaining andeducational, and led to student realization that they have the ability to be successfulentrepreneurs while undergraduates. The revolution then headed to the classroom.Engenius Solutions sponsored projects in courses such as The Entrepreneur andTechnical Communications, relating real-life entrepreneurship to pre-existing courses.The CEO was also involved in giving lectures to nine sections of College and Life Skills.A mock activity was devised where the class acted as their own entrepreneurial ventureinvolved in evaluating technology, developing it, protecting the
vehicle. Thestudents have found this project very interesting as it is more hands-on than a designproject selected from a graphics text. Moreover, it is very I open ended giving thestudents a chance to generate many solutions to a given design problem.Entrepreneurship MinorThe Engineering Entrepreneurship Minor (E-SHIP) is an interdisciplinary, cross-university minor open to all students but designed for engineering, business and IST(Information Sciences and Technology) students who aspire to be innovation leaders fornew technology-based products and companies. 2 The courses in the minor use aproblem-based teaching methodology. The classes are setup in such a way such thatengineering and IST students will learn basic business principles and
studentsparticipate at every stage. In addition, the majority of financial assistance that the Incubatorprovides to a small company is in the form of employment of graduate and undergraduatestudents to work on development of prototypes to meet the company’s needs.In addition to other early indicators of success, two companies formed around graduate studentsthat had completed a management course in Intra/Entrepreneurship of Technology have hadrecent success in obtaining SBIR and follow-on funding.This paper is a continuation of the paper delivered at ASEE 2002 conference entitled “Launchingan Innovation Incubator in a University Setting” by Vickers, Salamo, Loewer and Ahlen. In the2004 conference, we will discuss early progress indicators and recommendations
of iterative processes (also called evolutionary orspiral processes)3,15, in all aspects of development. A second, related theme is the value of peerreviews16,29. For example, the product proposal is developed in the following sequence: 1. The class works together to brainstorm a wide variety of product ideas. 2. Students work alone or in pairs on a concept proposal and presentation that describes a Page 9.858.1 product’s major functions and requirements (not design or implementation). Proceedings of the 2004 American Society for Engineering Education Annual Conference & Exposition
prototype was ready to undergo a market analysis. These steps wererepeated three times to generate simple, intermediate, and complex tail light prototype. Figure 1shows the final prototype of the intermediate design. Figure 1: Complete intermediate design.Throughout the design and fabrication process of the three prototypes, the students learned andimproved on many skills. The process allowed the students to utilize the concepts and theorylearned in previous classes. Furthermore, the students learned additional skills such as printedcircuit board design, layout, and fabrication; surface mount pick-and-place population; andmechanical CAD design and CNC fabrication. All of the previously mentioned skills will beused
was commissionedto help the committee determine who was interested in studying entrepreneurship andhow many courses interested students were willing to take.In designing the survey, the faculty began with business and engineering. Theexpectation was that in-class surveys would be used. It became obvious that this was fartoo narrow an approach and, like many previous studies, the population would be limited.The results would probably generate to some extent what the faculty already knew. Itwould not provide the committee with the big picture of the potential forentrepreneurship in the university. In the end the challenge became to find amethodology that would allow all students in the university an equal opportunity toprovide express their
, short of enrolling in Accounting 101, appears to be difficult atbest. Fortunately, there are materials which can convey the concepts required tounderstanding accounting principles, processes and underlying concepts at a level thatwill enable engineers to work productively with the bankers, investors and accountantswho will play a huge role in any new venture. These materials can accomplish that in afinite numbers of class sessions through the use of case materials. Cases based upon anentrepreneurial scenario both motivate and energize class discussions. This paper willreview the materials available to develop financial literacy and explain their use in athree-session module which could be included in an entrepreneurship course or a seniordesign
balance between a number of opposingforces. A minimum of fundamentals in science and math are required to prepare students fortheir sophomore engineering coursework, and exposure to the nature of engineering and itsopportunities is needed to enable students to identify an appropriate career path. However, theacademic rigor of the first year in engineering is overly challenging and even shocking for manystudents. Still, calls for engineering education reform speak of educating students in areas ofcommunication, ethics and professionalism, design, working in teams, leadership,entrepreneurship, and global understanding (to name a few), all of which vie for curriculum time.As we seek to transform the first year we also need to keep an eye to current
, the scholarship ofintegration, and the scholarship of teaching. He concluded that knowledge is acquired throughresearch, through synthesis, through practice, and through teaching.Within the field of engineering education, the scholarship of discovery, the scholarship ofintegration, and the scholarship of teaching are all relevant and seamlessly bound. To focus onlyon teaching is to trivialize the work and contributions of leaders in this field and the potential forthe field to catalyze significant engineering education reform. While the term scholarship ofteaching has come to mean more than the knowledge gained from preparing for and participatingin one’s classes and the earning of a reputation for excellence in the classroom, it does not
companies.Florida Tech’s engineering management curriculum offers innovative courses in technicalmarketing, high tech product strategy, fast cycle time product development & launch, andengineering entrepreneurship. In these case study courses, students develop real world marketingand business plans for commercializing innovative new products and technologies. Some of theinnovative product development and technology commercialization ideas have won accolades atregional business idea pitching competitions.Concurrently, Florida Tech’s intensive undergraduate engineering programs (in ECE, CS, ME,CE, ChE, AE and Ocean Engineering) have resulted in a number of outstanding crossfunctionalSenior Design Projects. The Florida Tech Senior Design program has
option to comment. Selected post-surveycomments follow.“A good experience, I would do it again.”“I believe service learning should be required for graduation, but not necessarily a part ofevery class…..possibly a separate 2 or 3 credit hours of service learning as a class.”“Such a program would encourage students to become involved in their communities. Itis important for well-rounded citizens to recognize that they are a part of a community.”“I support service-learning because it helps those you are mentoring / helping, and it canbuild values in collegiate students.”“I benefited from this because I forced myself out of my normal routine of classes, Proceedings of the 2004 American Society for Engineering Education Midwest Section
assignment should be a formal part of job responsibilities• The liaison should have adequate authority to make timely decisions on project issues• The liaison should have willingness to work with college students• The liaison should understand that his/her role is to support, but not conduct the investigation• The liaison should provide focus towards the project goals, while offering flexibility to accept unanticipated situations during the course of the projectProject Assignment. All projects selected for the program are presented to the class. If possible,the sponsor is invited and encouraged to participate in presentations. Next, teams are formed andprojects are assigned using the following procedure. Each student is assigned a total
curricula and havedeveloped a variety of specialized programs in order to achieve that goal. These educationalopportunities can be classified into several categories: engineering management, systemsengineering, engineering entrepreneurship, and leadership, internship, and other multi-disciplinary programs. Most of these programs are designed to introduce engineers to thebusiness world through courses, project teams, and interaction with business enterprises andbusiness leaders. Most schools also offer minors or individual courses designed to introducestudents of all majors to technology and its impact on business. Overall, schools try to offer avariety of courses and extracurricular activities that allow students to gain a well-roundededucation
: Advanced Project Management Management & Control of Quality Manufacturing Management: Organisational Behaviour Management Skills Development Principles of Technical & Professional Communication Basic Tools for Technology Transfer Strategic Management of Technology Technological Entrepreneurship Financial & Managerial Accounting Logistics & Supply Chain Management Manufacturing Business Strategy International Business Business-to-Business MarketingGenerally, courses are not delivered on the campus of the presenting university but in theexcellent training facilities of a major consulting engineering firm and a conference centerlocated in the centrally-located Sheridan Science & Technology Park in
communication are keyexperiential components of the program. Supplemental topics in innovation, entrepreneurship,and contemporary issues in product development, are fostered through lectures and workshops.The capstone program is coordinated by a team of faculty representatives from each participatingdepartment. A standard set of assessment tools is employed by the coordinators, faculty teammentors, project sponsors and external reviewers.The design of a state-of-the-art 8,500 sq.ft., multi-disciplinary design workshop is underway. Itwill provide team work spaces as they develop and analyze concepts, and support for assemblyand testing. This facility is made possible by recent gifts from local foundations and industries.At steady state, approximately
order to be successful.In traditional science/engineering graduate programs students are not given any academicpreparation or any practice in entrepreneurship. This lack of knowledge, including not evenunderstanding the scope of what they don’t know, creates an emotional barrier to manytechnology students when considering commercialization prospects of the intellectual propertycreated in their own research.To overcome this shortcoming of traditional programs, the microEP graduate program wonfinancial support from the National Collegiate Inventors and Innovators Alliance Page 9.913.5(www.nciia.org) to create a course co-taught by Prof. Vickers
curriculum and the way courses are taught. The school reevaluated itsfaculty and courses, introduced new courses and expanded old ones to give students new skillsand exposure to business implications within most courses. As an important change, weintroduced new interdisciplinary elective courses in entrepreneurship, operations and projectmanagement, ethics, business law, and global technology management. Based on the success ofour graduates in the past several years, both in the companies where they work, and in the typeand caliber of graduate studies they pursue, we think that our new educational emphasis is payingoff.The Global Perspectives in Technology Management Course (EID-372) This is the course I would like to discuss in more detail