A Vision for the Future of Structural Engineering: A Case for Change.
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Transcript of A Vision for the Future of Structural Engineering: A Case for Change.
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A Vision for the Future of Structural Engineering: A Case
for Change
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www.asce.org/Member-Benefits/ASCE-eLearning-Webinars
ASCE eLearning Webinars
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Moderator
Jennifer Goupil, P.E., F.SEI, M.ASCE Director,
Structural Engineering Institute (SEI) of ASCE
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One of 8 specialty Institutes of ASCE
The Structural Engineering Institute of ASCE was founded in 1996 Mission is to advance and serve the structural engineering profession More than 25,000 members More than 30 SEI Chapters including five Graduate Student Chapters.
SEI Overview
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Speaker
Donald Dusenberry, P.E., SECB, F.SEI, F.ASCE SEI President
Senior Principal, Simpson Gumpertz & Heger Inc.
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Outline
SEI Strategic Planning
Influences On Our Profession
Vision For The Future
Bridging The Gap
Initiatives Authorized by SEI Board of Governors
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Last Slide First
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Last Slide First
InnovationLeadership
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The Board of Governor’sStrategic Planning
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Strategic Planning
2008: SEI Vision Statement
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Strategic Planning
2008: SEI Vision Statement
2011: Strategic planning meetings Strategic Sketches
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Strategic Planning
2008: SEI Vision Statement
2011: Strategic planning meetings Strategic Sketches
2012: Task Committee on Expectations for Future Structural Engineers
Stan Caldwell Stan R. Caldwell, P.E., SECBDon Dusenberry Simpson Gumpertz & HegerJennifer Goupil Structural Engineering InstituteCherylyn Henry TY LinKeith Hjelmstad Arizona State UniversityJohn Hooper Magnusson KlemencicJim Malley Degenkolb
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October 2013: Report issued
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October 2013: Report issued
May 2014: Actions authorized by SEI Board of Governors
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Influences On Our Profession
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Key Influences
Technology
Globalization
Codes
Licensure
Education
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Technology
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Technology
It is not limited to computers and phones
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Technology
It is not limited to computers and phones Sensors Monitors Photography Thermography Lasers Ground penetrating radar X-ray Lots more
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Technology – what is it doing for us?
The “good:”
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Technology – what is it doing for us?
The “good:” Allows a higher order of engineering Allows us to check multiple options – to optimize Removes some drudgery
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Technology – what is it doing for us?
The “OK:”
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Technology – what is it doing for us?
The “OK:” Changes the way we learn Changes the way we develop intuition Changes the way we do quality control
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Technology – what is it doing for us?
The “ugly:”
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Technology – what is it doing for us?
The “ugly:” Turns analyses into black box processes Turns a significant fraction of our work into a commodity Reduces the workforce
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Travel Agents
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Travel Agents
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Drafting
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Drafting
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Telephone Operators
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Telephone Operators
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Engineering
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Engineering
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When I joined SGH
Drafters
Wordprocessors
All others
Technology
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When I joined SGH
Drafters
Wordprocessors
All others
Technology
Now
Drafters
Wordprocessors
All others
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Technology
Technology will: Change the way we solve problems Expand the types of problems we can solve Impact quality control Turn some of what we do today into commodities Reduce the number of engineers necessary to solve problems
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Globalization
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Globalization
Our education and our expertise historically have been the envy of the world
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Globalization
Our education and our expertise historically have been the envy of the world
Electronic communication opens the world
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Globalization
Our education and our expertise historically have been the envy of the world
Electronic communication opens the world
The global market increases the pie
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Globalization
Our education and our expertise historically have been the envy of the world
Electronic communication opens the world
The global market increases the pie
It creates new responsibilities
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Globalization
Our education and our expertise historically have been the envy of the world
Electronic communication opens the world
The global market increases the pie
It creates new responsibilities
Are we equipped to work in a global market? Do we know the language? Do we understand the culture? Do we understand the construction industry? Are we versed in the regulations?
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Globalization
Our education and our expertise historically have been the envy of the world
Electronic communication opens the world
The global market increases the pie
It creates new responsibilities
Are we equipped to work in a global market? Do we know the language? Do we understand the culture? Do we understand the construction industry? Are we versed in the regulations? Are we too passive and parochial to be players?
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Globalization
Globalization will: Create new threats Create new opportunities Require us to “change our minds”
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Codes and Standards
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Codes and Standards
The more comprehensive the better
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Codes and Standards
The more comprehensive the better
Right?
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Size of ASCE 7 – the Loads Standard
Fon
t Adj
ustm
ent
1972 1982 1988 1993 1995 1998 2002 2005 20100
100
200
300
400
500
600
700
Fon
t Adj
ustm
ent
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ASCE 7 – The Loads Standard
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ASCE 7 – The Loads Standard
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ASCE 7 – The Loads Standard
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ASCE 7 – The Loads Standard
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ASCE 7 – The Loads Standard
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ASCE 7 – The Loads Standard
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Codes and Standards
Codes and standards need to stop: Setting priorities Stifling innovation and creativity Turning our thought processes into cookbook recipes Commoditizing our profession
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Structural Engineering Licensure
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Structural Engineering Licensure
Structural engineering is not a part-time job
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Structural Engineering Licensure
Structural engineering is not a part-time job
It requires constant learning
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Structural Engineering Licensure
Structural engineering is not a part-time job
It requires constant learning
Technology creates temptation
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Structural Engineering Licensure
Structural engineering is not a part-time job
It requires constant learning
Technology creates temptation
Considering globalization, advances in technology, and evolution of codes, SE licensure is essential
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Structural Engineering Licensure
Professional licensure needs to: Restrict practice to those qualified Require meaningful continuing education
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Education
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Education
Is it serving our profession?
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120
130
140
150
1925 1950 1975 2000
Year
Cred
its/H
ours
for B
SCE
2025
160
Per STAN R. CALDWELL, P.E., SECB [email protected]
Undergraduate Education
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Medicine
Law
PharmacyArchitectureAccounting
Occupational Therapy
9
8
7
6
5
4
3
2
1
0
Year
s of
For
mal
Edu
catio
n
1900 1920 1950 1980 2014
Per STAN R. CALDWELL, P.E., SECB [email protected]
Formal Education
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Medicine
Law
PharmacyArchitectureAccounting
Occupational Therapy Engineering
9
8
7
6
5
4
3
2
1
0
Year
s of
For
mal
Edu
catio
n
1900 1920 1950 1980 2014
Per STAN R. CALDWELL, P.E., SECB [email protected]
Formal Education
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Education
Strong pressure to grant degrees in 4 years
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Education
Strong pressure to grant degrees in 4 years
Ever-expanding body of knowledge
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Education
Strong pressure to grant degrees in 4 years
Ever-expanding body of knowledge
Impetus to have new skills
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Education
Strong pressure to grant degrees in 4 years
Ever-expanding body of knowledge
Impetus to have new skills
We drive away those with the new skills
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Education
Where do the Bachelors go?
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Education Based on Size of Firm
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Education Based on Size of Firm
Bachelors
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Education Based on Size of Firm
Bachelors
Masters
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Education Based on Type of Project
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Education Based on Type of Project
Masters dominate: Healthcare Institutional High-rise Stadiums
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Education Based on Type of Project
Masters dominate: Healthcare Institutional High-rise Stadiums
Balanced: Commercial Industrial Educational Multi/single-family Bridges
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Education
Internships, mentoring, continuing education
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Education
Engineering education needs to: Broaden the skill set Teach innovation and creativity Prepare the engineer for the world marketplace Be seamless with practice Continue for life
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Strategic Issue: Technology
Rate of technology development has outpaced our ability to leverage it
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Strategic Issue: Globalization
Global opportunities and threats have changed the playing field and our
responsibilities
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Strategic Issue: Innovation
Codes, standards, risk aversion, and the educational system have stymied
innovation
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Strategic Issue: Education
Traditional models for educating structural engineers are obsolete
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Strategic Issue: Leadership
Muted respect on project teams and vague public identity limit our influence
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SEI Board of Governor’s Vision
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Vision
Unique, fully engaged profession Integrating factor in project View policy, aesthetics, finance as important details Able to articulate the vision for the profession Renowned for curiosity and commitment to learning Seen as the leader Policy leaders for infrastructure and sustainability Moving away from building codes as primary tool of the profession Integrated with other disciplines in the industry Eager to embrace design of any structure in need of engineering Engaged in a bold and enlightened educational format
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Vision
Recognized for maintaining public safety, managing risk, economic and sustainable use of resources, while creating inspiring structures Technical competence Productive use and development of technology Use of new materials Broad vision of infrastructure Commitment to add value to any professional conversation related to
infrastructure Leverage changes in design environments, new technologies, and economic
forces to improve the future
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Vision
Stewards of the built environment Engage in rehabilitation, reuse, resource preservation Serve markets outside the US Grow specialty firms and beyond-code practices Deal with commoditization of some of the traditional engineering portfolio
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Vision
Attractive to the best and brightest Play essential role in conception, influence, and leadership in daring designs Embrace and articulate a passion for addressing world’s key infrastructure
and environmental challenges Become globally competitive and fully embrace the world’s cultures Lead development, implementation, and use of new technologies Have effective professional development mechanisms for seamless
progression from formal education to leadership Demonstrate motivation and sincere drive to develop creative and innovation
solutions
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Bridging the Gap
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Key Questions
How do we keep the profession vibrant?
How do we attract the best and the brightest?
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Technical Skills
Always a strong suit for structural engineers
We have been masters of arcane facts, experts on the code
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Technical Skills
Always a strong suit for structural engineers
We have been masters of arcane facts, experts on the code
In the future, technical skills will lean heavily toward synthesizing from knowledge condensing vast amounts of information applying conceptual engineering fundamentals having intuition
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Soft Skills
Engineers will enter workforce at higher level
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Soft Skills
Engineers will enter workforce at higher level
More effective mastery of soft skills will be needed
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Broad Professional Abilities
Technology needs to be a tool to enhance our designs, not a replacement for our skills
Turn our abilities toward overall enhancement of the total project and to solving new problems
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It is all about innovation and leadership
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It is all about innovation and leadership
Bridging the Gap
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Bridging the Gap
Promote Performance Based Design
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Bridging the Gap
Promote Performance Based Design
Champion the trend toward performance based design.
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Bridging the Gap
Collaborate with Other Professions to Solve Common Problems
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Bridging the Gap
Collaborate with Other Professions to Solve Common Problems
Lead the charge, and pool our resources.
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Bridging the Gap
Lead Sustainability
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Bridging the Gap
Lead Sustainability
Equate designing for sustainability with designing for cost efficiency.
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Bridging the Gap
Apply Skills Beyond Structural Engineering in Traditional Construction
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Bridging the Gap
Apply Skills Beyond Structural Engineering in Traditional Construction
Play a larger role on the construction project team.
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Bridging the Gap
Apply Skills Beyond Traditional Construction
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Bridging the Gap
Apply Skills Beyond Traditional Construction
If the problem involves managing force and motion,we can solve it.
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Bridging the Gap
Drive the Process of Technology Development
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Bridging the Gap
Drive the Process of Technology Development
Where we see need, we imagine the technology.
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Bridging the Gap
Be Global Leaders in Structural Engineering
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Bridging the Gap
Be Global Leaders in Structural Engineering
Think like a global leader, act like a global leader, be a global leader.
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Bridging the Gap
Embrace Other Cultures
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Bridging the Gap
Embrace Other Cultures
Think responsibly, act responsibly.
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Bridging the Gap
Commit to Life-Long Learning and Professional Advancement
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Bridging the Gap
Commit to Life-Long Learning and Professional Advancement
Develop meaningful mentoring, quality control, continuing education, professional licensure.
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Bridging the Gap
Reform Undergraduate Education
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Bridging the Gap
Reform Undergraduate Education
Infuse our profession with a broader skill set.
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Bridging the Gap
Create Professional Schools
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Bridging the Gap
Create Professional Schools
Build on that skill set to create engineers qualified for the future.
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Bridging the Gap
Put Faculty in Practice and Practitioners in Schools
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Bridging the Gap
Put Faculty in Practice and Practitioners in Schools
Remove the “airlock.”
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Bridging the Gap
Reinvent Engineer-in-Training Concept
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Bridging the Gap
Reinvent Engineer-in-Training Concept
Blur the line.
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Initiatives Authorized by
SEI Board of Governors
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Initiative 1 - Technology
Lead summits with other organizations to identify areas of mutual interest and
collaboration in education, training, and development of technologies that
promote structural engineers.
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Initiative 2 - Globalization
Establish the SEIInternational Activities Division
to advance the role of SEI members on the world stage and to facilitate
development of skills to thrive in the global market.
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Initiative 3 – Codes and Standards
Establish a standing committee to champion performance-based codes
and standards.
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Initiative 4 – Formal Education
Establish and charge a committee of academics and practitioners with developing and advocating for a
fundamentally new system of undergraduate and professional
education.
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Initiative 5 – Life Long Learning
Establish a committee of like-minded organizations to recommend
enhancements to ensure meaningful and high quality continuing education.
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Initiative 6 - Mentoring
Establish a committee to advocate for and implement effective mentoring.
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Initiative 7 – Professional Licensure
Promote SE licensure by supporting the Structural Engineering Licensure Coalition and its mission to advocate for SE licensure in all jurisdictions.
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Initiative 8 - Promotion
Designate a champion to promote the structural engineer as a leader and
innovator.
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Promote
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InnovationLeadership
Promote
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www.ASCE.org/SEI
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Q & A
PLEASE SUBMIT YOUR QUESTIONS NOW.
Donald Dusenberry, P.E.Jennifer Goupil, P.E.
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