Paper ID #11209Integrated Active Learning Tools for Enhanced Pedagogy in a Software En-gineering CourseDr. Sushil Acharya, Robert Morris University Acharya joined Robert Morris University in Spring 2005 after serving 15 years in the Software Indus- try. His teaching involvement and research interest are in the area of Software Engineering education, Software Verification & Validation, Data Mining, Neural Networks, and Enterprise Resource Planning. He also has interest in Learning Objectives based Education Material Design and Development. Acharya is a co-author of ”Discrete Mathematics Applications for Information
“Critical Engineering Challenges”, I thinkit is problems in today’s society. I thought I would be working in a team of 3-4, working onsome sort of project that saves gas. I thought I would be doing lots of planning & engr. des.work.”Q2. Confidence and Success.A2. “Having an idea that I will be working on a motorcycle mademe a little scared due to my lack of motorcycle knowledge. I felt that I wouldn’t be THAT greatat building/machining b/c I’ve done only a little work with mechanical engineering. I did havesome confidence because I helped build a tricycle in engr. des. when I originally had no tricycleknowledge. I had about 50% confidence.”Q3. Faculty Mentoring. A3. “Initially, I thought I would be spending all my time with theresearch advisor
. This new program resulted from transitioning anexisting program in Manufacturing Engineering Technology along with its option in CAD/CAM.This new program accepted its first class of students in 2014 and plans to graduate 24 engineersper year starting in 2017. As part of the development of the curriculum for this new program,faculty in the department focused heavily on the recommendations from the Curriculum 2015initiative conducted by the Society of Manufacturing Engineers (SME).3-4 Its primary goal was toexamine the state of manufacturing education in the US and to develop a plan for revising andimproving it. Included in the sixteen recommendations were two that encouraged the furtherdevelopment of SME’s Four Pillars of Manufacturing, and its
across all 26-items for all three strategies (i.e., 78 itemscollectively). However, VECTERS can be considered as three sub-instruments addressing thestrategies of formative feedback, real-world applications, and student-to-student discussion.Therefore, Cronbach’s alpha coefficient calculations were applied to each of the three sub-instruments. As recommended by DeVallis 16, Cronbach’s alpha levels of 0.7 or higher weredesired.Construct validity. VECTERS construct validity was evaluated by examining relationshipsbetween respondents’ self-reports of extent to which the three strategies are currently beingimplemented and are planned to be implemented. For each strategy, a 2x3 matrix was produced;these indicated the relationship between
and Technology(CET) at Northern New Mexico College (NNMC) has implemented a comprehensive strategyand work-plan to increase the retention rate and eventually the graduation rate of severelyunderprepared aspiring Engineering majors. The institute serves underrepresented minoritystudent population; nearly two-thirds of whom rely on Pell grants and more than 50% of themare first-generation college students. The institution’s struggle to retain general studentpopulation is evident from the following data: 78% retention from first to second semester, 66%retention from second to third semester, and the retention rate drops to 50% by the fourthsemester.The major goals of the project include: 1) Improve Engineering learning and learningenvironments
, project management, strategic planning, preconstruction, and sustaining the built environment. At Purdue, Benhart also leads the Healthcare Construction Management program and works with the first ASHE (American Society of Healthcare Engineering) student chapter. His position allows him to further develop construction education in the built environment and be an in- dustry advocate for the next generation of builders. He is also very involved in field supervision training programs, both at Purdue and on the national level. He focuses on the sustainability of our industry by mentoring the retiring baby boomers with new foremen and superintendents. Benhart also has an exten- sive resume in industry. His previous position
Fortune magazine had pictures of 12 executives that had failed as CEO (12).The article inside went on to ask the question why they failed and sparked some questions thatmight be useful for an MBA class such as did the CEOs have vision, had they implementedstrategic planning, were they engaged in a marketing program, did they have a systematicapproach to manufacturing, had they used lean thinking and six sigma and the list goes on. The Proceedings of the 2018 Conference for Industry and Education Collaboration Copyright ©2018 American Society for Engineering Education Session ETD 435answer was they all had strategic vision
, including: 1. Who would be the target audience? Would we include only UD faculty or open it up to other campuses? Would we accept faculty from all ranks or target specific levels? Would we accept non-t/tt faculty? 2. What would be the cost to participants? 3. How would the program be financed? 4. How would we recruit and select participants in a way that would be fair and also ensure diverse representation?The UD ADVANCE leadership team discussed these questions with our colleagues in the Lerner Collegeover the course of several months. To help us align our plans with the specific needs of our faculty weexamined the results of a recent (2016) faculty climate survey [17] (UD ADVANCE conducts such asurvey every two
modules into courses was done gradually and 4 of the modules aredeployed in an elective course.“Business Principles and Entrepreneurship for Engineers and Scientists” is an elective course thataims to foster an entrepreneurial mindset and also introduce business, finance, and marketingknowledge and skills. This course incorporates 4 e-learning modules that cover business topics inrelation to entrepreneurial thinking, and provides experiences in identifying ideas that aredifferentiated from others, describing the potential for value creation, and communicating a visionthrough a business plan to stakeholders.The optional extracurricular activities consist of the following:• 24 Hour Imagination Quest: A two-day event, originally developed at
preparedness and response planning; and to building a pipeline from middle school to highereducation that develops future Emergency/Disaster Management professionals, AtmosphericScientists/Meteorologists, Psychologists, and Journalists who effectively disseminate publicinformation. In addition to natural disasters, the CCR will provide public safety response training insteadof man-made disasters that may occur during or after a natural disaster/major weather event, specificallyfor responders serving underserved communities in this engagement in practice paper. 13Introduction:Natural disasters have a significant and lingering impact on our nation and
ofacademic and scholarly pursuits for centuries. Utilizing a structured active learning approach tothe planning and execution of a traditional weekly lecture series, students took full ownership ofeach week’s lecture. Faculty involvement shifted from active planner and host to merely keepinga list of lecture details provided by students. This shifting of responsibility to the studentschanged the focus of the lecture series experience from a passive weekly event to a student-centered activity, the goal of which was to make their week of hosting successful.At the conclusion of the lecture series, students were asked to complete a brief questionnaireregarding: 1) The lecture topics; 2) The key active learning tasks, and; 3) Their perceptions abouthow
breech while ensuring necessary operationalservices are maintained. The competition is open to all students to promote a multidisciplinaryapproach since the information infrastructure is a multidisciplinary space. Teams participating inthe exercise develop and implement security plans that safeguard their users and secure theirnetworks. The students have several weeks to design and implement their defenses based on ascenario. The student teams (blue team) must then defend their network for 18 hours against ateam of security professionals (red team). The students maintain a usable network and provideservices to a group of users (green team). The green team provides a way to get others involvedin the competition even if they are not computer
ABET Outcomes Assessment is to view theassociated indicators, measurements, and corrective action as a quality control (QC) system.This paper is a case study of how an IE program planned, designed, and implemented such asystem consisting of 91 performance indicators, with measurement obtained via six distinctinstruments. Measurement of these 91 indicators are captured at time intervals varying fromsemester-to-semester to every three years, and entered in archival spreadsheets, programmed topresent the cumulative data in the forms of tables and line graphs. These informative graphs arereviewed annually by an Outcomes Assessment Committee, which rates each indicator into astatus of red, yellow, or green. Red indicators call for immediate action
with anintensive 4-day summer workshop (including a community college faculty member), whichresulted in action items including plans to alter specific courses. We also describe theDepartment of Education funded grant that is supporting this work to incorporate sustainability,service learning, and advances in educational technology in all STEM programs at ouruniversity.Unique features of these community and university efforts include the involvement of all facultymembers in our department in the project and as authors on this paper and the increasinginvolvement of engineering faculty and students in our community‟s sustainability efforts.IntroductionIn the Department of Engineering at Colorado State University-Pueblo, we are increasing
andadjusted a structured Professional Plan to assure that ME graduates truly experience keyareas of the engineering profession and demonstrate the ability to perform in a professionalmanner. The ME curriculum delivery is guided by this plan, which defines and organizeshow students acquire design tools and skills, integrate their evolving competencies inmathematical and technical analysis to the project experiences, teach and reinforce effectivecommunication in all forms, and couple the design experiences with methods to makeprofessionally ethical decisions. The four Professional Components are defined: Engineering Design (teaching and practicing design skills) Professional Communications (conveying designs and interacting with peers
respondents in the baseline survey, and over 71% of thestudent respondents in the post-survey.In both the baseline survey and post-survey, SOCHE asked the students about their future plans inorder to collect information regarding student interest in continuing within the STEMpipeline.17,18,19 In both surveys, SOCHE asked the students to indicate whether they: (1) plan tograduate with a STEM degree; (2) are uncertain about their major; (3) plan to attend graduateschool in STEM; (4) plan to attain a Ph.D. in a STEM field; and (5) feel confident in theirresearch knowledge. 100% of students responded that they plan to graduate with a STEM degreein both the baseline survey and post-survey. Moreover, the results show that none of the studentsare uncertain
. We also provide a brief overview of the other two case studies. .3.1. The Crist Power Plant case study. We worked closely with the Gulf Power Company to create a written case study, video,and CD-ROMs as part of our project. The objectives of the Crist case study were to teach thestudents:(a) the technical and project management details involved in planning and implementing a real-world project,(b) the importance of developing and prioritizing project criteria in analyzing alternatives, and(c) how to embed an expert system in the decision-making process. The authors discussed with the plant manager the maintenance and planning schedules of aturbine-generator unit in the plant in several
one of the few ABET accredited engineering programs in the United States thatexists outside a college of engineering. Housed in the College of Architecture andEnvironmental Design, ARCE resides with the departments of Architecture (ARCH),Construction Management (CM), Landscape Architecture, and City and Regional Planning. Thecollege has a 60 year tradition of collaboration between the engineering, architecture andconstruction disciplines. Several decades ago, all students in the college took a common twoyear curriculum prior to separating into their respective disciplines. Although that model nolonger exists, there is a commitment to interdisciplinary collaboration at the lower division level.ARCE students take three architecture studios side
been defined as a “project simulation consisting ofthe 3D models of the project components with links to all the required information connectedwith the projects’ planning, construction or operation, and decommissioning” 1. It is a digitalrepresentation of physical and functional characteristics of a facility providing accurate 3Drepresentation of a building and the capability to affiliate attributes and data to the componentsand objects that form the model 2. Similarly, the National Institute of Building Sciencespublished the following definition: “Building information models, or BIMs (are) digital, easily managed and shared representations of physical and functional data that define buildings throughout their life cycles—are
offered ageneral technical writing course, but never on a regular basis. The College of Technologycontinues to offer a technical communications course, but because it is geared toward anothercollege’s majors, and based on their curriculum, it is considered inadequate for engineeringstudents. Technical communications training in the College of Engineering has been more or lessthe task of individual faculty members in discrete courses. Laboratory courses usually requirewritten and sometimes oral lab reports. Typically, design classes have a reporting component:students develop, manage, and execute the work of a project, writing periodic documents thatboth aid in the planning process and model reporting to clients. In both cases it is the
possible, the teams are composed of four students each. Informational andtechnical support for each team is provided by a client or “engineer-in-charge” (whoproposed and financially supports the project) and a faculty consultant (a faculty memberwho volunteers to provide technical assistance, sometimes an instructor for the capstonecourse). The instructor’s official role is that of a team facilitator. (The instructors alsohandle all the organizing, planning and grading for the class as well as serving in the roleof the client and consultant as needed.) In the current course the instructor can expect tobe “responsible” for about twelve teams each year working on ten or eleven differentprojects. For example, in 2003 (spring and fall semester
an educational methods course,an advanced course in instructional technology, and by serving as teaching assistants andtutors in guiding summer academies for middle and high school students. Project STEPis also receiving partial support from the Directorate for Engineering.This paper seeks to discuss in detail one activity developed by Fellows in Project STEP.It is hoped that by detailing the planning, implementation, and success of the project,other educators may use it to help teach specific science and social science conceptsrelated to the community effects of power generation to their own classes. Because theproject was designed for one specific high school program, but was implemented in two,a qualitative comparison between the
the “Guaranteed 4.0Plan” by Donna O. Johnson3 during the Spring 2006 semester. Up until that time, even with timemanagement instruction, students noted on their evaluation of the course that the program wasnot helping them academically. The 4.0 Plan is the only system that has been researched andproven to work if students will follow all of the steps of the program. The program is called“guaranteed” because Ms. Johnson has promised to give $100 to any student who follows herprogram completely and does not receive straight A’s. The most difficult part of the program isto get at least 8 hours of sleep every night. It is well known that adequate rest and a good dietare instrumental for the success of a student. Although some students can pick up
curriculum.A recruiting and retention plan is also being developed as part of the new curriculum design. Thedevelopment of this plan is considered to be a crucial and fundamental component of the overallEE program. One of the biggest concerns is the recruitment and retention of underrepresentedgroups in the engineering field.This paper describes the planning and development of the new Electrical Engineering program atEWU including the significance, infrastructure, goals, objectives, laboratory needs, programrequirements, and curriculum.IntroductionThe EE program was conceived on the basis of three factors: industrial demand within the regionand state, the small number of qualified graduates available to enter the workforce, and theincreasing pool of
readings, discussions, and self-designed projects, students explore materials science concepts alongside the social, cultural, andenvironmental factors that shaped technological and scientific history. Although some formal in-class activities are planned, many class sessions are flexible, allowing students to engage inindividualized learning approaches. The projects are loosely framed, enabling students todevelop key competencies while investigating topics of personal interest and controlling projectfocus and direction. In this paper, we discuss the processes and motivating factors that led to theinitial design and continued development of the Paul Revere: Tough as Nails course block. Wedescribe the philosophical and practical benefits of the
needs of the community and meet instructional objectives using action andcritical reflection to prepare students for careers and to become meaning members of a justand democratic society”. 2 The interdisciplinary aspect of the course is carefully planned out. There are 12college students in the course. Six of these students are from Chemical engineering, andthe others are from multiple disciplines such as biology, communication, geology andgeophysics. The multi-leveled nature of the course is due to the partnership of theAcademy of Math, science and Engineering (AMES) and the 12 high school students whoattend the class for college credit. AMES draws students from grades 9-12 from two different school districts. It isaligned with
evaluator provided focused assistance by facilitating thedevelopment of a student assessment system. This work included the construction of a variety ofassessments for engineering design, development of scoring criteria to evaluate student work,and evaluation of technical characteristics of the assessment, such as inter-rater reliability.For the opto-electronics and IGERT projects, an eclectic evaluation strategy was employed,strategically applying a variety of quantitative and qualitative data collection methods. Theevaluations for these projects differed as the evaluation plans responded to unique programcomponents and outcomes in each project. All stages of the opto-electronics project wereevaluated, including planning and implementation phases
Session # 3613 Making Memories The Penn State Bioprocessing Cluster Program 2000-2002 Alfred Carlson Rose-Hulman Institute of TechnologyAbstractAs part of a larger National Science Foundation grant to Penn State, I ran a special hands-on, “real life” educational program in bioprocessing for senior chemical engineers. Thestudents took all of their courses for the spring semester, senior year, from a singleinstructor and pooled them into a seamless laboratory project to produce a recombinantprotein at pilot plant scale. The students were able to learn how to design experiments,plan and execute runs, and operate a
approach to curricular integration includes pre-college outreach, freshmanprojects, curricula support, capstone projects and graduate projects. The educationalenvironment includes a Campus Center for Entrepreneurial projects; an entire building designedto support students project teams. This paper will discuss the design and implementation ofthese programs, our assessment and evaluation methods, lessons learned and future plans forimproving this environment.1. IntroductionThe engineer as inventor is certainly not new. Many innovative products that we enjoy todaywere invented and created by engineers, but what about the engineer as entrepreneur? Textbookauthors write and students study engineering design, concurrent engineering and design in abroad
and keep their learningat the center of our teachings. Many instructional strategies are provided in the literature toreach students with various learning styles (Felder & Silverman, 1988; Felder, 1993). It is alsoimportant that we take student intellectual ability into account as we teach. For example, adistribution of student intellectual ability at Stanford is different as compared to a communitycollege. Correspondingly, instructional methods should consider these differences. However,being learner-centered does not mean being lenient. In fact, one of the NG Principles (#11) is toset appropriately high standards and have high expectations from students. Being learner-centered includes planning and delivering instruction such that