. Kenneth A. Bright, University of Delaware, College of EngineeringDr. Rachel Davidson, University of Delaware Professor, Dept. of Civil and Environmental Engineering Associate Dean for Diversity, College of Engi- neering Core Faculty Member, Disaster Research Center University of Delaware Newark, DE c American Society for Engineering Education, 2017 Engineering (verb) Diversity: Using the Engineering Design Process to Develop and Implement a Strategic Plan of Action for Undergraduate Diversity at the Institution LevelJenni M. Buckley, PhD1; Amy Trauth-Nare, PhD2; Kenneth Bright, BA1; Michael Vaughan, PhD1; Rachel Davidson, PhD1 1
of BIM. This paperpresents a newly-developed BIM course which aims to help CM students better understand theBIM workflow and focuses on advanced uses of BIM in construction projects. The course isdivided into three modules: BIM workflow, basic BIM applications, and advanced BIMapplications. The BIM workflow module discusses how BIM is addressed in project deliverymethod, contract, the execution plan, and team building. The basic BIM applications moduleexplains the typical BIM applications in 3D coordination, 4D scheduling, 5D estimating,logistics, visualization, etc. The advanced BIM applications module demonstrates the latesttechnology advances in the AEC industry that utilize BIM applications, including laser scanning,virtual reality, and
Tennessee atChattanooga--that this positive evaluation took place in the first semester in which the new criteriawere effective is regarded as particularly notable. While an earlier version of this work describedthis process as a partially implemented strategy [1], the plan has now been completely detailed,implemented, and validated by the ABET visit which found no shortcomings. This paper describesthe assessment processes, along with the two-year cycle of the assessment schedule, and givesexamples of assessment artifacts and rubrics. The paper also describes some common assessmenterrors and misconceptions, and recommendations on how to avoid them. While each programshould thoughtfully develop its own assessment plan based on its curriculum, its
experience of the new doctoral students and postdoctoralresearchers. Given the high attrition rates in graduate education, the retreat was also designed tofoster retention by integrating attributes of the Workforce Sustainability model.The retreat was framed around four objectives: (1) build community, (2) communicate groupnorms and expectations, (3) develop individual strategic plans, (4) and introduce research skills.The retreat encouraged individual and collective reflection on goals, deliverables, andexpectations. The experience was guided by the notion of beginning with the end in mind and, inthis case, meant aligning individual professional development plans with that individual’s long-term career goals and vision of the research group. The
mission and goals.Next, the students spent several weeks drawing the existing building in a building informationmodeling software program, while also completing a thorough building code study. Studentswere tasked with completing a building design that was both functional and aestheticallypleasing. Students also had to develop a one word concept, which could be seen in alldimensions of the project. Figure 2 provides an example of a concept board, as created by onestudent.Figure 2: Example of Student Conceptual WorkOnce the students completed a building code study, to ensure code compliance, the class metwith the community partner to present preliminary color plans. Students received critique fromthe client regarding both positive and negative
Project Planning and Development 4. Learning from failure* 5. Establishing the cost of production or delivery of a service, including scaling strategies* Project Management and Engineering Economics 6. Determining market risks* Applied Engineering Statistics Transport Operations II Mechanics and Structures Lab 7. Designing innovatively under constraints Software Project Analysis and Design Junior Design Laboratory Fundamentals of Mechanical
jointly with the S-STEP advisory board, and theemphasis has been on providing updates for both programs, the progress of incorporatingcomponents of each project into a comprehensive and coordinated plan, and the academicsupport of the STEP project via supplemental instructions. One of the primary recommendationsto both programs was to collect and analyze the academic outcomes of participants in theprograms.CONCLUSIONS AND FUTURE PLANSOverall, the Pathway Scholar Program is rated very highly by current students, and the programis delivering on its promise of supporting the students financially so they can focus more on theireducation, and connecting the students with others in their field to promote networking.Additionally, the Pathway Scholars
), and onebrave sophomore (1).BackgroundAs described by Hoople and Choi-Fitzpatrick in a work in progress at ASEE in 2017 [16], thecourse that these students participated in was organized around objectives that included studentlearning about working in teams and collaborating while building drones.The output of each team was a jointly-constructed drone and a team-designed plan for a “pro-social drone”—that is, a design that would somehow have a positive impact on society. Studentswere challenged to wrestle with what it means for something to be pro-social. In the syllabusstudents were alerted to the ways that this class was likely to be different than others that theyhad taken before.As Hoople and Choi-Fitzpatrick describe it, the course was
process to beperformed in the organization for the institutionalization of a process:1. Establish an Organizational Policy 7. Identify and Involve Relevant Stakeholders2. Plan the Process 8. Monitor and Control the Process3. Provide Resources 9. Objectively Evaluate Adherence4. Assign Responsibility 10. Review Status with Higher Level Management5. Train People 11. Establish a Defined Process6. Control Work Products 12. Collect Process Related ExperiencesInstitutionalization of ABET Metrics at California State University, FullertonData plays a key role in any improvement effort since it shows the areas that
incirculation (including ten official translations), the PMBOK Guide is globally recognized as thecommon lexicon for the project management profession. Around this comprehensive standard,Project Management Institute (PMI) conducts a certification program; regional, national, andinternational conferences; and a global organization comprising 219,622 members with 212,704certified project management professionals (PMP)15.The PMBOK Guide organizes the elements of a project in terms of five process groups:Initiating, Planning, Executing, Monitoring and Controlling, and Closing, and nine knowledgeareas: Integration, Scope, Time, Cost, Quality, Human Resources, Communication, Risk, andProcurement management. The PMBOK Guide also serves as a foundational
in the business world, the use ofentrepreneurial internships to help students gain experience beyond the classroom,the presence of entrepreneurial societies or clubs, the importance of businessknowledge, and learning from the advice of practicing entrepreneurs. In addition,each school uses different methods of teaching creative thinking. This competencyis one which is difficult to teach in traditional curricula.Baylor University: • Through the entrepreneurship program at Baylor University, students are able to take a hands-on approach to learning entrepreneurship. • Through the Venture Assistance Program, student help with pre-venture planning, start-up problems, consulting on operation problems, product and
, business, and government. The important policy changein the ATE program was that the grantee institution would be either a two-year college, or otherassociate degree granting institutions, or a consortium of two-year colleges along with thepreviously mentioned partners. Thus, two-year colleges or associate degree offering institutionswere specifically targeted by the ATE program and, as a further consequence, community collegefaculty were being afforded greater opportunities for grant funding and the actual planning andadministration of the grant [1].The focus of ATE projects would be on curriculum development, faculty or teacher development,instructional materials development, or instrumentation and laboratory improvement. Also,considered for
Modeling (BIM). Current projects include technology and collaboration strategies for green building design and construction, global virtual teams, and applications of BIM and COBie in operations. She has received funding from the National Science Foundation, U.S. Army, U.S. Department of Edu- cation, Mechanical Contractors Association of Western Washington, University of Washington Royalty Research Fund, University of Washington Capital Projects, and the College of Built Environments’ BE Lab and was awarded the College of Architecture and Urban Planning 2007 Dean’s Development Fund. Page 25.898.1
infrastructure. Appropriate decisions will need to be made to accommodate bothobjectives. The Axis powers need to accomplish only one of the objectives for victory. Thuscareful analysis of the methods for achieving each of these objectives must be considered andcompared before a plan of action is chosen.Step 3. Problem Solving In this step, the possible means of meeting the objectives is exhaustively explored. Oftenthis means that meeting the objectives will be realized and will present complete problems thatneed to be additionally considered. These problems then need to be evaluated using the iterativedecision making process as listed in Step 2. In this important element of the decision makingprocess, additional questions are asked, possible
Engineering and industry in the State of Maryland. Initialprograms included: • On-campus incubator opened in temporary buildings and moved to a permanent building in 1998 • Program to establish industrially oriented laboratories • Manufacturing extensionIn 1987, a new program was added to facilitate R&D projects for Maryland companies, carriedout on campus by faculty and graduate students – Maryland Industrial Partnerships (MIPS).Since 1999, Mtech’s entrepreneurship programs have evolved significantly with the followingtimeline:1999 Hinman CEOs residential program for juniors and seniors2001 Technology Startup Boot Camp University of Maryland Business Plan Competition
that provide opportunities fordiscovering new knowledge; (2) to mentor a diverse team of undergraduates; (3) to promotegraduate study as a future professional goal; and (4) to provide instructive and appealing learningcomponents. Undergraduates in the program attain three learning outcomes: design, conduct,and document a research experiment; function effectively on a multidisciplinary research team;and summarize both the technical and experiential aspects of the research experience. Theprogram assessment plan and initial program results are discussed in the paper. The researchteam assessed and evaluated specific performance metrics defined under each outcome, where aperformance metric represents a skill or ability that the undergraduate
introductory communications course. ATC and IFF systems are presented to explain theirpurpose and illustrate the substantial overlap in function (ATC is civilian, IFF is military).8The major emphasis in the systems material is on radar, which is used extensively in EWoperations and is perhaps least familiar to the students. The introduction includes radar’spurpose, antenna type(s), continuous wave (CW) vs. pulsed, and monostatic vs. bistatic.6,1,9 Thistopic was initially planned for two lectures, but was stretched to three lectures because thestudents struggled with the material. After the intro, pulsed and CW radars are treatedseparately, including range calculations for pulsed radar and Doppler shift for CW radars.Finally, radar ranging is covered
Engineering degree; the program willseek accreditation under the ABET general engineering criteria. The new engineering programis being developed from a clean slate by a founding team that will begin implementation with itsinaugural freshman class in Fall Semester of 2005. Elements of the design process discussedinclude: a preliminary planning process that focused on data gathering and feasibility assessment;the design process for student and program objectives and outcomes; the development of brandidentity; design of a curricular structure; design of required engineering competencies that form acommon foundation experience; and the design process for identifying program concentrations.Some observations and next steps are also
Capstone Designproject. The design experience and course experience includes defining the problems to beaddressed with formal Design Requirements and identifying how the problems will be solvedwith a formal Project Plan. As the design and the project evolve, the course experience includes aDesign Review and an Engineering Report. For those students that have not had the benefit ofprofessional work experience or internships, these course deliverables provide an initiation andfoundation for their professional engineering careers.Objective assessment of the course deliverables is difficult for Capstone Design projects andcourses. There is excellent published literature that provides guidance based upon learningoutcomes and the design process. The
design process. Once the teachers completed the summer workshop,they developed a six-week unit that included grade appropriate, standards-based engineeringlearning modules they would instruct during the school year.Data collection and analysisData were collected via teacher interviews (n = 2 interviews per teacher; 6 interviews total),implementation plans (n = 1 plan per teacher; 3 plans total), informal classroom observations (n= 10), and supporting documents (e.g., lesson plans, teacher-developed lesson materials, andstudent work). Data analysis entailed the use of grounded theory and content analysis. The firststep entailed open coding of the data, specifically transcripts from interviews and field notes andteachers‟ implementation plans
emphasized by the experientiallearning approach, where students interact with and formulate these connections personally in adynamic system. Specifically, the experiential learning iterative cycle used in this workshop isDeming’s plan-do-check-act (PDCA) cycle[4]. By combining the SOLO relational andexperiential learning approaches as a methodology for the workshop, a learning space is createdfor each student to challenge, test, find, question, and create project management relationships ina dynamic system. This combination yields the opportunity for each learner to developsituational awareness – a critical trait of a dynamic project manager and decision-maker (and atrait rarely discussed in the engineering education literature).MethodologyAfter
skills are deemed lacking and also to know student attitudesand perceptions to effectively devise teaching methods that will enhance skills whilesimultaneously shifting attitudes to match situational reality. The results will be drawn from asurvey of freshman having just begun their undergraduate engineering studies at a major urbanUniversity.BackgroundTo both identify the key soft skills perceived to be important and not currently being learned bythe students and to then codify classroom techniques for enhancing these skills, a multistepapproach for this investigation was started.1 A multistep approach is used because each stepdirects the next, and although these are seen as the steps now in our plan, our research may alterthese. The steps are
2024 ASEE Midwest Section Conference Program Level Assessment of Undergraduate Engineering Communication for ABET Accreditation Kimberly J. Cornett John Brown University & Mississippi State UniversityAbstractEngineering communication has been shown to be an essential professional competency forengineers and an ABET required student outcome for engineering programs. This paperevaluates the current assessment practices of an undergraduate engineering program and presentsa proposed assessment plan for the communication student outcome. The program-level outcomeis broken into two competencies (written and oral
transfer students shows that different groups of transfer students need different kindsof assistance in order to succeed at their new college or university ([10] and references therein).Factors affecting transfer student success include: • Emotional factors (feeling of isolation, transfer shock, lack of sense of belonging), • Financial factors (cost), • Educational planning factors (credits earned, time to completion, clarity on credit transfer), • Academic factors (GPA, academic preparedness, required remedial courses), • Institutional factors (size of school, distance of school).Research on the STEM transfer pathway involves two sides of efforts: On the side of communitycolleges, they mainly focus on factors that can
been symbiotic with SantaClara University students gaining design experience and the Walden West camp gettinginfrastructure built. Now this strong ongoing relationship is becoming self-sustaining withstudents brainstorming ways of integration for more efficient use. For example, during the designphase, the two teams of this academic year are planning to build an energy storage system thatcombines the solar power generated from “Make it Rain” with the wind energy harnessed from“Blades of Power”.STEM Outreach Component of the Projects Walden West’s camp program is operated on the premise that students learn best throughinvolvement in hands-on educational activities. “The mission of the Walden West SchoolFoundation is to inspire every
for grades K-6 classrooms. Fundamentalunderstanding of the engineering profession is an essential key for elementary teachers toimplement this curriculum. The presented approach is an initial effort targeted at increasing theengineering knowledge of prospective K-6 teachers. This step involves developing a course titledEngineering Literacy, taken by those undergraduates who typically plan to enter the credentialprogram for elementary teaching (i.e., Liberal Studies majors). Engineering Literacy is a three-unit combined laboratory and lecture course. Hands-on activities are coupled with lectures onengineering topics. Expected outcomes of Engineering Literacy are aligned with the generalbody-of-knowledge in both engineering and liberal studies
. IntroductionIn a review of recent research, Gaff reported in his article “The Disconnect Between GraduateEducation and Faculty Realities” that graduate students are not equipped for the faculty positionsthey accept and have little exposure to other career paths outside the academy 1. Graduatestudents reported not having enough information to help them choose or plan for a career. Oneresponse for this lack of information is the Preparing Future Faculty (PFF) program launched in1993 by the Association of American Colleges and Universities and the Council of GraduateSchools. The PFF program is designed to expose students to the teaching profession and provideinformation about academic careers. Several research universities have Preparing Future
Professional Maturation, Autonomy, and Responsibilities in Engineering Practice for Responsible Technology Leadership_____________________________________________________________________________________Stages of Growth Typical Responsibilities-Autonomy-JudgmentENGINEER IX An engineer-leader at this level is in responsible charge of programs so extensive and complex as to require staff and resources of sizeable magnitude to meet the overall engineering objectives of the organization.ENGINEER VIII An engineer-leader at this level demonstrates a high degree of creativity, foresight, and mature judgment in planning, organizing, and guiding
ASEE: Session 2004-782 Transportation Education at Colleges and Universities in the Mountain States Wayne D. Cottrell, Assistant Professor Department of Civil and Environmental Engineering 122 South Central Campus Drive, Room 104 University of Utah Salt Lake City, Utah 84112-0561 (801) 587-9015 (phone); (801) 585-5477 (fax) wcottrel@eng.utah.eduAbstractThis study investigates transportation engineering and planning education
member of ASEE for over 30 years, Dr. John K. Estell was elected in 2016 as a Fellow of ASEE in recognition of the breadth, richness, and quality of his contributions to the betterment of engineering education. Estell currently serves as chair of ASEE’s IT Committee; he previously served on the ASEE Board of Directors as the Vice President of Professional Interest Councils and as the Chair of Professional Interest Council III. He has held multiple ASEE leadership positions within the First-Year Programs (FPD) and Computers in Education (CoED) divisions, and with the Ad Hoc Committee on Interdivisional Cooperation, Interdivisional Town Hall Planning Committee, ASEE Active, and the Commission on Diversity, Equity, and