| Acknowledgements |
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ix | |
| Introduction |
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1 | (4) |
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Chapter 1 Projects in Engineering |
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5 | (6) |
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6 | (1) |
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Characteristics of projects in engineering |
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7 | (1) |
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Types of problems you might be asked to solve |
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8 | (1) |
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The process in engineering projects: analysis, design, and implementation |
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9 | (2) |
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PART 1 The Project Process |
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11 | (96) |
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Chapter 2 The First Phase of a Project |
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12 | (10) |
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Understand the learning objectives of the project |
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13 | (1) |
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The first steps in a free, instructor independent project |
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13 | (1) |
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The problem analysis: your journey from first industrial partner contact to problem statement |
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14 | (2) |
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Verify the existence and size of the problem |
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16 | (2) |
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Two specific tools for your problem analysis |
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18 | (1) |
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Choosing your project's problem and analyzing the root causes later in the project |
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19 | (1) |
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When your project is a part of a bigger project with your industrial partner |
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20 | (2) |
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Chapter 3 Problem Statements in Engineering Projects |
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22 | (15) |
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Four generic problem types in engineering projects |
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23 | (1) |
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Problem statements for projects that improve an existing entity |
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24 | (5) |
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Problem statements in projects that design new entities |
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29 | (1) |
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Two important characteristics of problem statements: focus and quantifiability |
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30 | (4) |
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Avoid mixing the two project problem archetypes |
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34 | (1) |
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Subquestions to your problem statement |
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35 | (2) |
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Chapter 4 Literature, Knowledge, and Expertise in Engineering Projects |
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37 | (14) |
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The knowledge foundation embedded in the literature constitutes the expertise in your project |
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39 | (1) |
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Making choices about using theories, models, and methods |
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40 | (1) |
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Locating the relevant literature |
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41 | (1) |
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How to use literature in your project |
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42 | (6) |
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When practice-oriented literature does not exist: operationalize theory |
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48 | (1) |
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Without practice-oriented literature or relevant theory: experiment or use deductive reasoning |
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49 | (2) |
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Chapter 5 Project Methodology and Planning |
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51 | (15) |
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The philosophy of science in engineering projects |
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52 | (1) |
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Making methodology choices |
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53 | (1) |
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The typical overall structure of engineering projects |
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54 | (5) |
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Standard methods as the backbone of a project's overall structure |
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59 | (2) |
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Argumentation for all important choices, including methodology choices |
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61 | (1) |
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Planning your own project using Gantt charts |
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62 | (4) |
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Chapter 6 Collecting and Analyzing Data |
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66 | (18) |
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Purpose of data collection in engineering projects |
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67 | (2) |
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69 | (1) |
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When data are not available |
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70 | (1) |
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71 | (9) |
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Ensuring valid and reliable data and analysis results |
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80 | (4) |
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Chapter 7 Designing the Project's Solution |
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84 | (16) |
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Solutions in engineering projects |
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85 | (2) |
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Three archetypes of engineering solutions |
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87 | (5) |
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Assessing the effect, ease of implementation, and financial feasibility of your solution |
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92 | (4) |
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Quantifying a solution's effect and value |
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96 | (4) |
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Chapter 8 Testing and Implementing the Solution |
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100 | (7) |
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100 | (1) |
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Implementation of solutions |
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101 | (3) |
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Ownership is key to successful implementation |
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104 | (3) |
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PART 2 Collaboration, Supervision, and Stakeholders |
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107 | (36) |
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Chapter 9 Collaboration, Communication, and Supervision |
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108 | (14) |
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109 | (1) |
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109 | (4) |
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Trust and psychological safety are key to great collaboration and communication |
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113 | (2) |
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Handling conflicts in your team |
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115 | (3) |
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118 | (1) |
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119 | (3) |
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Chapter 10 Cooperating with Industrial Partners |
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122 | (14) |
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How to "sell" your project to an industrial partner |
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123 | (1) |
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The introductory phase of your industrial partner cooperation |
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123 | (2) |
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Problem statement agreement |
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125 | (1) |
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Continuous cooperation throughout your project period |
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126 | (2) |
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Ensuring timely data collection and industrial partner employee availability |
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128 | (1) |
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Ending your industrial partner cooperation |
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129 | (1) |
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The possible pitfalls in industrial partner cooperation |
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130 | (6) |
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Chapter 11 Managing Stakeholders |
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136 | (7) |
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136 | (2) |
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138 | (4) |
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Monthly meetings with your contact's boss or (worse) several department heads |
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142 | (1) |
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PART 3 The Project Report |
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143 | (40) |
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Chapter 12 The Project Report: Structure and Content |
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144 | (29) |
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The sections of a project report in engineering |
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145 | (28) |
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Chapter 13 Communicating Clearly and Professionally |
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173 | (10) |
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Correct and clear language in engineering reports |
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173 | (3) |
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176 | (3) |
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Numbers in engineering reports |
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179 | (1) |
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Tables, figures, charts, and other graphical displays in engineering reports |
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180 | (3) |
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183 | (18) |
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Chapter 14 Examination of Engineering Projects |
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184 | (11) |
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Group presentations at your exam |
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184 | (4) |
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"Owning the stage": body language, eye contact, hand gestures, and voice |
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188 | (1) |
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189 | (1) |
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190 | (1) |
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191 | (1) |
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192 | (1) |
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Dissatisfaction and filing complaints |
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192 | (2) |
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194 | (1) |
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Chapter 15 Getting Top Marks from External Examiners |
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195 | (6) |
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External examiners' expectations of the basics in a project |
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195 | (1) |
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External examiners' official focus when reading the report |
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196 | (1) |
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The relative importance of success criteria for external examiners |
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197 | (1) |
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Examiner assessment of your report's communicative level |
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198 | (1) |
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199 | (2) |
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PART 5 Technical Research: the Master of Science (M.Sc.) Project |
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201 | (11) |
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Chapter 16 The Special Requirements of Projects in Engineering (M.Sc.) |
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202 | (10) |
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The nature of academic research projects |
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203 | (1) |
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Managing both the industrial partner and the university as stakeholders |
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204 | (1) |
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Project structure of academic research projects |
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204 | (8) |
| References |
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212 | (1) |
| Index |
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213 | |
Lisainfo e-raamatute kohta