Project management learnings in higher education through mechanical engineering junior enterprise: A case study

Abstract

Extra-curricular activities like Junior Enterprises (JEs) offer unique opportunities for implementing innovative project management methodologies. This study delves into the experiences of undergraduate mechanical engineering students at a JE, focusing on their transition from traditional to agile project management practices to enhance project outcomes and decision-making processes. Employing a case-based approach, we scrutinize three projects undertaken before and three following the JE's organizational overhaul. This analysis highlights the evolved management framework's strengths and how students navigated challenges, devising solutions to enhance both their educational journey and project efficiency. Our findings underscore the dual benefits of agile management: enhanced customer engagement and increased management flexibility. However, challenges such as managing open-scope contracts and accounting for rework time in project planning emerged as critical areas for improvement. Addressing these issues was pivotal not only for the students’ academic and professional growth but also for fostering a more enriching learning environment for future participants. The study's insights contribute to the broader discourse on experiential learning within mechanical engineering education, emphasizing the tangible benefits and challenges of applying agile methodologies in a JE context. Through this exploration, we shed light on the significant managerial and social impacts of student-led project management initiatives, offering a roadmap for others in the field.