Entrepreneurship in Capstone Design: Has the Pendulum Swung Too Far?

The author supports entrepreneurial education for all interested students, but not at the expense of design education. He thinks we should develop business literacy among all of our students to prepare them for work in start-ups and established medical device companies, and provide opportunities for interested students to add entrepreneurial literacy to better prepare them to create new companies, either upon graduation or later in their careers. Capstone design courses should focus on helping students develop solid design skills and providing opportunities to apply the analytical tools learned in previous courses. Students should be encouraged, not required, to consider commercializing the results of their capstone projects, and interested students should be provided with support for doing so

Space-Based Capstone: Public-Private-Academic Partnership in the Making

The Electronic Systems Engineering Technology (ESET) Program at Texas A&M University provides a recognized undergraduate program with an emphasis in electronics, communication, embedded systems, testing, instrumentation and control systems. The program combines engineering and industrial knowledge and methods to develop, design, and implement new innovative products through a two-semester long Senior Capstone Project. Capstone is designed to prepare future engineers by bridging the gap between the classroom and industry. Students are required to form teams of two to six members which allows them to develop the skills necessary to succeed in a diverse industry setting. Each team is required to use their knowledge and skills to design, develop, document, and deliver a real-world project equivalent to the assignments they will soon receive as professional engineers. Following NASA’s approval for funding the development of a research facility named Hermes, a Capstone team, named Microgravity Automated Research Systems (MARS), was sponsored by T STAR, a local space commercialization company, to develop the electronics portion of the facility. Hermes will reside on the International Space Station for five years in the hopes of streamlining the development of experiments that require extended periods of time in microgravity environments. The Hermes facility will host and manage up to four experiments at a time while allowing for the downlink of experiment data to an Earth station, and the uplink of commands to change experiment parameters. Experiments will adhere to a power budget and communication standard established by MARS so that experiments can be swapped out during the facility’s lifetime. MARS will work with the Mobile Integrated Solutions Laboratory (MISL), an undergraduate applied research lab, in order to prepare them to maintain support for Hermes in the future.Cockrell School of Engineerin

Lessons Learned from a 10-Year Collaboration Between Biomedical Engineering and Industrial Design Students in Capstone Design Projects

Engineers and industrial designers have different approaches to problem solving. Both place heavy emphasis on identification of customer needs, manufacturing methods, and prototyping. Industrial designers focus on aesthetics, ergonomics, ease of use, manufacturing methods, and the user’s experience. They tend to be more visual and more concerned with the interaction between users and products. Engineers focus on functionality, performance requirements, analytical modeling, and design verification and validation. They tend to be more analytical and more concerned with the design of internal components and product performance. Engineers and industrial designers often work together on project teams in industry. Collaboration between the two groups on senior capstone design projects can teach each to respect and value the unique contributions each brings to the project team, result in improved design solutions, and help prepare students for future collaboration in industry. Student feedback and lessons learned by faculty and students from a ten-year collaboration between engineering and industrial design students from Marquette University and the Milwaukee Institute of Art and Design, respectively, are presented. Students learned to communicate with people in other disciplines, appreciate the complementary skills of each discipline, and value different approaches to problem solving

Concept paper on a curriculum initiative for energy, climate change, and sustainability at Boston University

[Summary] Boston University has made important contributions to the interconnected challenges of energy, climate change, and sustainability (ECS) through its research, teaching, and campus operations. This work reveals new opportunities to expand the scope of teaching and research and place the University at the forefront of ECS in higher education. This paper describes the framework for a University-wide curriculum initiative that moves us in that direction and that complements the University’s strategic plan. The central curricular objectives are to provide every undergraduate the opportunity be touched in some way in their educational program by exposure to some aspect of the ECS challenge, and to increase opportunities for every graduate student to achieve a focused competence in ECS. The initiative has six cornerstone initiatives. The first is the Campus as a Living Lab (CALL) program in which students, faculty and staff work together and use our urban campus and its community to study and implement ECS solutions. The second is a university-wide minor degree that helps students develop an integrated perspective of the economic, environmental, and social dimensions of sustainability. The third is one or more graduate certificate programs open to all graduate students. The fourth is an annual summer faculty workshop that develops new ECS curriculum and CALL opportunities. The fifth is web-based resource that underpins the construction of a vibrant knowledge network for the BU community and beyond. Finally, an enhanced sustainability alumni network will augment professional opportunities and generate other benefits. The learning outcomes of this initiative will be realized through the collaborative work of faculty, students, and staff from all 17 colleges and schools. The initiative will leverage existing BU student resources such as the Thurman Center, Build Lab, and Innovate@BU. Benefits of this initiative, beyond the curriculum, include acceleration towards the goals of our Climate Action Plan; improving the “sustainability brand” of BU; enhancing the ability to attract students and new faculty; strengthening our alumni and campus communities; deepening our ties with the city of Boston; and the potential to spin off new social and technological innovations.Published versio

Evaluation of team dynamic in Norwegian projects for IT students

The need for teaching realistic software development in project courses has increased in a global scale. It has always been challenges in cooperating fast-changing software technologies, development methodologies and teamwork. Moreover, such project courses need to be designed in the connection to existing theoretical courses. We performed a large-scale research on student performance in Software Engineering projects in Norwegian universities. This paper investigates four aspects of team dynamics, which are team reflection, leadership, decision making and task assignment in order to improve student learning. Data was collected from student projects in 4 years at two universities. We found that some leader's characteristics are perceived differently for female and male leaders, including the perception of leaders as skilful workers or visionaries. Leadership is still a challenging aspect to teach, and assigned leadership is probably not the best way to learn. Students is are performing well in task review, however, needs support while performing task assignment. The result also suggests that task management to be done in more fine-grained levels. It is also important to maintain an open and active discussion to facilitate effective group decision makings

Information technology team projects in higher education: an international viewpoint

It is common to find final or near final year undergraduate Information Technology students undertaking a substantial development project; a project where the students have the opportunity to be fully involved in the analysis, design, and development of an information technology service or product. This involvement has been catalyzed and prepared for during their previous studies where the students have been told and shown how to develop similar systems. It is the belief that only through this ‘real’ project do they get the chance to experience something similar to what is expected of them when they embark on their chosen profession; that is, as an information technology professional. The high value of ‘near real life’ educational experience is recognized by many universities across the globe. The aim of this paper is to present examples from three countries - Australia, United Kingdom and South Africa, of the delivery of these team, capstone or industrial experience projects; their curricula and management processes. Academics from institutions in each of the countries share experiences, challenges and pitfalls encountered during the delivery of these information technology projects within their institutions. An overview of each institution’s strategies is provided and highlights specific issues such as the selection of projects, allocation of teams to projects, legal requirements, assessment methods, challenges and benefits. The pedagogies presented here are not exhaustive; however, the three institutions do have in common the implementation of a combination of constructivism with a community of practice approach in delivering the project unit. The three universities recognize the need for industrial experience and learning of applied skills, and therefore make these projects a compulsory part of the curriculum. The projects tend to be real life business problems which are solved over a period of two semesters, and in the case of Cape Town it could be two consecutive years of two semesters each. These projects tend to involve practical development (for example databases and web sites). The process of project-to-team allocation is generally similar in all cases. Despite their differences, team work related problems are quite similar in all three cases presented, and seem to appear as a result of team work complexity, and the number of stakeholders involved. The intention of this paper is not to propose solutions to these problems (as these would be context dependent), but to draw the attention to the main problem categories for similar schemes, these are; • project selection, • management of students, • management of academic staff, • student team motivation, • equality and diversity, • passengers, and • assessment. Furthermore, it is not the intention of the authors to portray one approach as better than another, however, the approaches are representative of how team projects are being delivered across the globe, and in particular, in the contributing institutions. It is hoped that the assimilation and dissemination of information regarding the various approaches presented will nurture further discussion, and open communication across the globe with the view to enhancing the teaching and learning experience of such projects

Experience Report: A Sustainable Serious Educational Game Capstone Project

Capstone courses play a key role in many Computer Science/Software Engineering curricula. They offer a summative opportunity for SE students to apply their skills and knowledge in a single experience and prepare them for work in industry. Capstones have many attributes that make them a valuable high-impact practice, yet there are several challenges that can be associated with them. These challenges include the general nature of a capstone that prevents deeper applications of skills, not to mention the difficulty of creating an interesting and engaging design project upon which students can make meaningful contributions and engage in extensive team dynamics. This experience report outlines an innovative approach to a senior design capstone course that addresses common limitations of capstone courses. The SimSYS capstone course is unique in that it involved a mixed team organization involving a more senior design team who led a development team over the course of the semester, thereby leveraging the diverse experience of capstone students completing their CS/SE degree. The results point to solutions for continuing a capstone project successfully in subsequent semesters that could be of interest to other SE curriculum designers looking to develop effective capstone courses

Implementation Of Effective Capstone Projects In Undergraduate Manufacturing Design Engineering Program

Final program projects (capstone course) in manufacturing design engineering technology at National University are intensive experiences in critical thinking and analysis, designed to broaden students’ perspectives and provide an opportunity for integration of coursework in the area of manufacturing design engineering. This paper focuses on three specific capstone projects that were worked on in an undergraduate manufacturing design engineering program. The projects include an office chair design, development of an improved balloon marker placement system for catheter manufacturing, and a modular motorcycle helmet design. This paper summarizes the design methodologies and strategies that were adopted by the students and faculty. In addition, this paper draws on the experiences gained from working on these projects to describe how a capstone project in manufacturing design engineering should be designed for maximum effectiveness. In this context, this paper presents a useful do’s and don’ts list.

Assessing collaborative and experiential learning

Collaborative and experiential learning has many proven merits. Team projects with real clients motivate students to put in the time for successfully completing demanding projects. However, assessing student performance where individual student contributions are separated from the collective contribution of the team as a whole is not a straightforward, simple task. Assessment data from multiple sources, including students as assessors of their own work and peers\u27 work, is critical to measuring certain student learning outcomes, such as responsible team work and timely communication. In this paper we present our experience with assessing collaborative and experiential learning in five Computer Information Systems courses. The courses were scheduled over three semesters and enrolled 57 students. Student performance and student feedback data were used to evaluate and refine our assessment methodology. We argue that assessment data analysis improved our understanding of (1) the assessment measures that support more closely targeted learning outcomes and (2) how those measures should be implemented