development goals Plan (UN, 2018), The Santander(Colombia) Development Action Plan (Plan de Desarrollo Departamental 2016) and the Future ofJobs (World Economic Forum 2016). Also, various interviews with: government advisors, regionalentrepreneurs, and the Executive Director of the Cluster of Information Technology Industries ofSantander – Colombia, were considered as a reference in order to identify the challenge´s subject.Main findings related to work with experts is shown in Table 2. Interviews were held on a semi-struc-tured basis, and they lasted 1 hour on average. The questions included: (a) In the current context,what is your opinion regarding the competences of young engineers? Do they match the marketneeds? (b) As things are now, do you
be piloted with a handful of consortium members.As it was key to the VIP program from the beginning, the 2014 Consortium Planning Meetingparticipants articulated a key element for learning outcomes that focus on the development ofboth disciplinary and professional skills. In VIP teams, students apply skills from theirrespective disciplines to advance their projects, and at the same time, learn and applyprofessional skills in planning, teamwork, communication and conflict resolution. The large-scale, long-term projects mirror situations students will encounter in the workforce. As they joinlarge ongoing projects, they will be on-boarded by peers, but will also take responsibility fortheir own learning as they get up to speed. They will deal
) using the required tools and set the machine in operation and (ii) record the necessary observations as planned in the design stage. 3. Analyzing the Data: Analyzing the data starts with proving the validity of the method of analysis. Then follow the rough idea developed in the design stage to analyze the data using mathematical tools for finding out the desired process characteristics or responses. This may lead to establishing characteristics using the results 4. Interpret the Data: To draw conclusions from the findings of the analysis.2.4 Instructional Materials and ActivitiesThe instructional method used, comprises of the three components (i) pre-class guidedlearning (ii) in-class discussion and
racial understanding), self-efficacy,leadership (leadership activities, self-rated leadership ability, interpersonal skills), choice of aservice career, and plans to participate in service after college. “These findings directly replicatea number of recent studies using different samples and methodologies.”(p.i) 7 They found that S-L to be significantly better in 8 out of 11 measures than just service without the courseintegration and discovered “strong support for the notion that service learning should be includedin the student’s major field.”(p.ii) 8Eyler and Giles9 in a classic study included 1500 students from 20 colleges/universities in astudy of the effect of S-L. Service-learning was found to impact positively: tolerance fordiversity
Vice President of Research of the Latin American and Caribbean Consortium of Engineering Institutions; Member-at-Large on the Board of the Minorities in Engineering Division and Secretary/Treasurer of the International Division of the American Society for Engineering Education; and is on the Executive Committee and Strategic Planning Committee of the newly formed International Federation of Engineering Education Societies. Her email is petrie@fau.eduRamiro Jordan, ISTEC-ECE-UNM Dr. Ramiro Jordan is a Professor of Electrical and Computer Engineering at University of New Mexico, and is Vice President of Strategy and Planning of the Ibero American Science & Technology Education
than one course. Thirty-seven full-time engineering faculty members havetried service-learning at least once so far, just about half the faculty.Faculty were recruited via personal contacts and through workshops offered in the summer andfall of 2004. All engineering faculty were invited. The summer workshop was an all day affairwith presentations by Dwight Giles as well as community partners and breakout discussions;Dwight Giles is a well-known researcher in service-learning9 and was a consultant on the project.A second workshop was about 3 hours and focused on assessment, and again Dwight Gilespresented. A planning grant from NSF allowed faculty to develop S-L courses throughminigrants and graduate student support, and a part-time S-L
same time (they do not know how to prioritize or are not prepared to make personalsacrifices); (c) are not used to studying and working at a constant pace and following a plan, (d)are relatively unaccustomed to learning by themselves, either particular contents from the first-year courses or specific skills such as necessary software programs, (e) are unused to dependingon others for obtaining a mark; etc. Certainly, it can be said that fourth-year students’ main taskis to facilitate first-year students’ change to new learning and work habits by influencing,motivating and inspiring them, that is, by demonstrating leadership competence.7The purpose of this paper is to describe the system of enabling and assessment processesimplemented in the
andAmerican Standard air conditioning, Goodyear tire, and oil production plants located inand around Tyler, it was only natural to develop electrical and mechanical engineeringprograms to support the largest local industries. It was at this same time that UT Tylerbegan to accept freshmen and shed its previous role as an upper-level University that onlyaccepted students who had completed an associate’s degree at a community college. Asthe College enrollments grew so did the planning to grow the college by adding a civilengineering program.The Department of Civil Engineering began hiring faculty and admitting students in 2005.The students who made up the first graduating class in 2008 were actually admitted into
through in-class analysis, data gathering using SECinformation available in the library, and, in some cases, through interviewingappropriate personnel. All students are required to analyze all aspects of the theorytaught in the class relative to their projects; however, detailed attention is given toone particular area of the materials covered in class (e.g. product planning orproduct marketing). Page 2.64.6 6 The students are given several basic financial valuation problems as homework assignments. A case study (similar to a Harvard Case Study approach) is included to test a
system.Table 2 is an example of a task planning sheet for the Fireplace Heat Recovery Project. The planshows a completion date selected for each task. By the end of the fifth week of the semester, forexample, a CAD model is to be developed. Also included in the task planner (although notshown in Table 2) is the name/initials of the individual responsible for completing the task.Each group member maintains a notebook or diary of all tasks completed for the project. Thediary contains any and all details of the work done by that particular member on the project. Thiswould include something as short as a phone call, or as detailed as calculations to predict when apump will cavitate.The Project Director meets with the course instructor on a weekly basis
the Initiating, Planning,Monitoring, Executing, and Closing Process Groups, with the primary focus on the PlanningProcesses and very minimal focus on the Closing Processes. The second half of the semester isdedicated to the same Economics topics covered in the original course, but are covered in a muchmore concise way.Guidelines for project acceptance criteria were formalized. Among other things, it wasdetermined that more emphasis was needed on developing industry-sponsored andmultidiscipline projects. In order to increase the availability of true multidiscipline projects, aformal agreement was formed with the Mechanical Engineering Senior Capstone program tocreate official multidiscipline teams in which both groups of students now report to
students, andexamples of classroom application as well as select student artifacts from this class are includedfor illustration. However, the instructional ideas presented are expected to be broadly applicable.JustificationCritical thinking is defined by characteristics such as “interpretation, analysis, evaluation,inference, explanation, and self-regulation” (Facione, 1990, 2011; Romkey & Cheng, 2009). Itis linked with responsible decision making and the level of intellectual curiosity and inquirynecessary to research societal challenges, solve complex problems, and discover new solutions(Facione, 1990; Schafersman, 1991). Effective critical thinking incorporates other higher-levelskills such as planning, written and verbal communication, and
undergraduate careers,2) students who were enrolled in traditional engineering majors before an industry experience(either engineering or education) convinced them to switch into the E+T (or just teaching)pathway, and 3) students who were enrolled in E+T but then left the program for a traditionalengineering major. After Table 4, short narrative statements for each of the interviewees provideadditional detail on how they tell the stories of their E+T involvement. Table 4. Summaries of spring and fall 2016 interview participant trajectories. Trajectory to E+T Status in E+T Plans Immediately Following Student Degree Pathway Program
identified in Lean Manufacturing. 18.4% What are the 5 major goals or principles of lean manufacturing? 15.4% What does 5S stand for? 11.2%In the first survey only a small number of students were able to apply actual lean manufacturingideals to their project. Most of the responses stated that teams could reduce material waste andscrap, design for easier manufacturing, or make cost effective decisions when procuringmaterials. Additional responses also included being more environmentally conscious, makinglightweight designs, and planning more effectively.Overall, the results from the second survey demonstrated that comprehension was muchimproved when
and structural engineering courses at VMI and enjoys working with the students on bridge related research projects and with the ASCE student chapter.Craig N. Musselman, A & E Consulting Craig N. Musselman, P.E. is a practicing civil and environmental engineer and is the Founder and Pres- ident of CMA Engineers, a consulting engineering firm with offices in New Hampshire and Maine. He holds B.S.C.E. and M.S.C.E. degrees from the University of Massachusetts and has more than 35 years experience in the planning, design and construction administration of public works facilities. Mussel- man is a former member of the New Hampshire Board of Licensure for Professional Engineers and was actively involved in the
also interested in improving teacher education programs in the sciences by studying how teachers plan and structure learning using c American Society for Engineering Education, 2018 Paper ID #23995various methods. She has a BA in Biology and a M.Ed. in middle and secondary instruction from theUniversity of North Carolina at Charlotte. Her interests developed during her time in the science class-room, having worked in both comprehensive and early college high schools. Leadership experiences at theschool and county levels challenged her to study how teachers and students interact during learning. Shehas presented at
Systems Engineering Failures Finding(s) Causal Action Discussion/Explanation The mine operator Pike River Mine explosion: “The original mine plan specified decided to change an two main fans located on the mountainside next to a ventilation aspect of the ventilation shaft. Two planning changes were made. Pike decided to relocate system design
provide a description of ourmethods, which includes the site where the intervention was conducted, the design of theintervention, the data collection process, and the data analysis approach. Then, we present theresults of the intervention and provide a summary of the conclusions, implications, andrecommendations for our planned next steps in this research direction. The results of this studyare meant to inform a more thorough, mixed methods assessment of the simulation game’s nextimplementation, as well as to refine and iterate the game’s design.BackgroundContemporary engineering work primarily involved solving problems related to decision-makingamong alternatives, troubleshooting malfunctioning systems, and design, all of which requiresome level
instruction wall is a physical play structure.Children can enter the structure and climb between three levels, delivering colored balls to tubeslabeled with each of the three animals. Robot costumes allow children to be further immersed inthe role of a robot. The children are meant to weigh the benefits of different paths through the maze-likestructure, eventually choosing and “delivering the medicine” to the three animals along theoptimal route. On a station separated from the rest of the exhibit, labeled “Plan It!” on one sideand “Test It!” on the reverse, two-dimensional maps of the play structure can be used to plan andtest a route before physically entering the structure. To the right of the play structure, the exhibitfeatures a wall of
times they were meetingduring the week, how their tasks were being split up, and how they were planning for eachdesign phase. Appendix A provides the questions for each interview. Interviews were transcribedand analyzed by the primary author of this study.Results & DiscussionResults of the pre-survey are summarized as follows. Teams in group A were mechanicalengineering students who identified as makers and had taken a traditional engineering designcourse. One of the students in team A2 (which belonged to group A teams) had prior experiencewith the faculty’s design competition teams that were similar to his team’s capstone project.Teams in group B were students who identified as makers and participated in engineering designcourses that had
Founder and Owner of Integrated Resilience, LLC, he is a former Fluor Fellow, Director of Resilience Solutions, and Secretariat of the World Economic Forum – Disaster Resource Partnership (WEF DRP). He founded and spearheaded development of Fluor’s Business Continuity and Disaster Management Services which helped Clients build resilience by mitigating risk to natural disasters. He has more than 25 years of project management experience in diverse industries, including pharmaceuticals, chemicals, oil and gas, steel mills, microelectronics, water treatment, and contingency operations. His experience in rapid deployment, planning, disaster management, and reconstruction is a culmination of his work in support of the U.S
disregard criteria of functionality or feasibility, opting instead to repurpose craftmaterials in imaginary ways (e.g., “laser beams”) or focus on using the “right”vocabulary terms (e.g. “hexagon” and “rhombus”)23. We have noticed these differencesemerge within and across groups and change dynamically as students interact in theirlocal environment: in one moment, students may evaluate their solution for clients’needs, and in another, they may fill out a planning worksheet with little research orforethought, instead focusing on how they will be evaluated. The variations in students’abilities in the literature and within our project have raised many research questions forus, mainly in understanding the dynamics of student engagement and what has
Engineering. He is also a faculty member in the Department of Anesthesiology & Pain Medicine and the Graduate Program of Neurobiology and Behavior at the University of Washington. In addition to performing basic neuroscience research, Eric works with other neuroscientists and classroom teachers to develop educational materials to help K-12 students learn about the brain.Dr. Laura J Collins, Center for Research and Learning Dr. Laura Collins, from the Center for Research and Learning, has extensive experience of over 20 years in program evaluation and research. Her work includes proposal design, evaluation and research plan- ning, needs assessment, data collection, both qualitative and quantitative analysis, and tailored
. The possibility that children have a nurturing space toplay and learn through football went from possibility to an afternoon soccer camp forchildren. Page 26.89.6The next step to make possibility happen is to enroll people into possibility and together workon a project. The newly declared possibility is shared with others in a way that inspires themand enrolls them into this possibility. Inspired by this possibility, people gather to brainstorma project, event, program or initiative. Teams are formed, a plan is laid out, and people getinto action driven and motivated by possibility.2.3.3 The steps to create possibilityThere are six steps to
mindsets. We encourage them to embrace the state of struggle that exists on thespectrum of learning new material rather than taking it as a sign that they should giveup. We cultivate a more profound sense of responsibility in the students for their owneducation. For instance, during the last day of the intensive, students complete and sign aformal-looking document titled, “My Personal Contract for Success in Math 4 andBeyond,” and supply eight things they will do as part of their study plan for the upcomingsemester. Some of the study plans include, “I will ask for help when I need it,” “I will notgive up,” “I will have fun,” I will become a PREP TA after next semester.”For both the Energy Academy and the PREP intensive, each four hour day included
and partnerships.Mr. Victor Manuel Camara-Poot, Yucat´an Ministry of Education Camara-Poot is Head of Planning and Strategic Projects at the Department of Higher Education in the Ministry of Education, Government of the State of Yucat´an. For six years he has worked in the field of higher education, first with projects within universities, and then with the government, to develop programs and policies at the state level. He seeks to boost the development of human capital in the region and increase the knowledge of science and technology. He has been part of teams that are working on ways to increase opportunities for young Yucat´an and Mexican students to have international experiences, ranging from short stays to
Commercialization 5X 2X 4. Project Management 1X 6X 5. Legal, Regulatory Issues, IP, and 5X 2X Important and need to Ethics be aware of it but isn’t generally a focus point 6. Strategic Planning 1X 3X 3X 7. Team Management 2X 5X 8. Professional Communications 1X 6X (written/verbal) 9. Entrepreneurship 4X 1X 2X This can be good or
solutions, creating simple solution prototypes, and testing the prototypes,iteratively ideating, prototyping, and testing to reach the best solution. This paper describes thedevelopment of the course enhancements to infuse design thinking throughout, including new in-class design activities. This paper also describes the associated assessment plan for evaluatingstudents’ creativity and execution of the design thinking process, perceptions of the activelearning and their own creativity, practice of sustainability in their design solutions, oralpresentation skills, and other developmental outcomes related to their engineering careers. Someinitial results are presented, including the very preliminary result that the use of design thinkingmay be
) formed its Engineering Licensure QualificationsTask Force, which included members from societies representing a range of engineeringdisciplines, including environmental, mechanical, and electrical. The National Society ofProfessional Engineers (NSPE) issued its own Policy Statement endorsing the concept ofadditional academic requirements prior to engineering professional licensure in 2002. TheNational Academy of Engineering (NAE) also acknowledged that future engineers wouldneed education beyond a Bachelor’s degree [3]. The ASCE, NCEES, and NSPE havecontinued actively updating and modifying plans and visions to ensure that professionallylicensed engineers have strong qualifications. Each state licenses engineers, and may havediffering
a different innovative idea gaining public support. This cycle Proceedings of the 2018 Conference for Industry and Education Collaboration Copyright ©2018, American Society for Engineering Educationhappens because the innovation (a) requires more effort than was initially expected, (b) theinnovation supporters depart, (c) the personnel performing the ongoing maintenance of theinnovative idea lack formal maintenance training, or (d) funds run out. In an effort to overcomethis typical innovation lifecycle, P-20 leaders must carefully plan for the implementation ofinnovation. Especially if the innovation is a new concept and disruptive to the education process.When implementing changes to the P-20 education