11.512 Schulich Fall Rev_Layout 1 - The Schulich School of ...

CALGARYSchulichWASRANKEDTHE FIFTHBEST CITYIN THEWORLDF A L L 2 0 1 1E N G I N E E RENGINEERINGCALGARY’SCREATIVE CULTUREBY DALE TURRIA word against strategicplanning (from a studentof strategy)BY JIM DEWALDTHECALGARYISSUEWhy people repeat mistakesand other insights into theproject management mindBY JENNIFER SOWA+Photo contest winners

Schulich EngineerPermission to reproduce any part of thispublication for commercial purposes shouldbe obtained by writing to the address below.Reproduction for other purposes shouldacknowledge the source.DEANGuy GendronCONTENTSFALL 2011EDITORIALDEPARTMENTSEDITORIAL TEAMExecutive EditorMary Anne MoserManaging EditorJennifer SowaCONTRIBUTORSJim Dewald, Dale Turri, Jennifer SowaPHOTOGRAPHYAldona Barutowicz, Riley Brandt,Caitlind Brown, Chicago Officeof Tourism and Culture, BrandiChuchman, City of Calgary, GlenbowMuseum, Jillian Hughes, Ben Laird,Stephanie Leblond, Tim Nguyen,Kasmira Pawa, Sasges Inc., GradySemmens, Serey Sinn, Jennifer Sowa,Keith Walker – Peak ExperienceImagery, ISL Engineering andLand ServicesDESIGNSasges Inc.CONTACT INFORMATIONJennifer Sowa, Managing EditorSchulich EngineerDean’s Office, EN C202Schulich School of EngineeringUniversity of Calgary2500 University Drive NWCalgary, AlbertaT2N 1N4Email: magazine@schulich.ucalgary.caWebsite: schulich.ucalgary.caTwitter: @SchulichENGGBY GUY GENDRONPAGE 3FEATURESA word againststrategic planning(from a studentof strategy)BY JIM DEWALDPAGE 7Engineering Calgary’screative cultureBY DALE TURRIPAGE 11Plan BPhoto featurePAGE 18Why people repeat mistakesand other insights into theproject management mindBY JENNIFER SOWAPAGE 25Internship photocontest winnersPAGE 33In conversation withAndrew Till, Andrew Hunter,and Bianca CourtrightPAGE 4PeoplePAGE 40REVERSEENGINEERINGAround-the-world sightingsof the Schulich Schoolof Engineering scarfPAGE 48DIDKNOW?YOUIn August 2011,Calgary was rankedthe fifth best city inthe world in which tolive by the EconomistIntelligence Unit,a division of thegroup that publishesThe Economist.

Photo by Stephanie Leblond2011CANADIANENGINEERINGLEADER AWARDFRANK MEYER IS THE 2011RECIPIENT OF THE CANADIANENGINEERING LEADER AWARD.Every year, the Schulich School of Engineering recognizesan engineer who has achieved professional excellence whilegiving back to the community and serving as an inspirationalrole model to future engineers.Throughout his career, Frank Meyer demonstrated acommitment to advancing computer modelling of oil and gasrecovery processes and supported a number of initiativesincluding research chairs, research and development,research grants and student awards.In 1985, Meyer became the first President and CEO ofFoundation CMG, which in 1997 became the public companyComputer Modelling Group Ltd. (CMG), one of the world’slargest providers of reservoir simulation software andadvanced processes modelling.Under his leadership, Foundation CMG embarked upona $700-million, 25-year initiative to set up a network of 600research professors and students around the world who aredevoted to finding economically viable solutions through thecomputer modelling of oil and gas recovery processes. Thisled to the creation of two research chairs at the University ofCalgary in collaboration with Alberta Innovates – TechnologyFutures and the Natural Sciences and Engineering ResearchCouncil of Canada (NSERC).In recognition of his 25-year commitment to furthering thisarea of research, Foundation CMG made a gift of $1.5 millionfor two new laboratories and facility upgrades at the SchulichSchool of Engineering. The gift includes the creation of theFoundation CMG/Frank and Sarah Meyer Collaboration Centre.Meyer retired from CMG in 2000 and from FoundationCMG in 2010 and continues on the board of each company.The Canadian Engineering Leader Award is presentedannually at the Schulich School of Engineering Dean’s HolidayReception in Calgary.

EDITORIALBY GUY GENDRONFor the firstcouple ofweeks afterstarting asdean of theSchulichSchool ofEngineeringin July,I STAYED AT THE HOTEL ALMA ONCAMPUS. IT WAS A TREAT TO BE INTHE HEART OF THIS COMMUNITY,A VERY INTERNATIONAL COMMUNITY.One day, I rented a bicycle fromthe Outdoor Centre and rode downtown,then along the river and out to CanadaOlympic Park. As I peddled along,I realized I had joined a city with astrong fitness focus, and I was thrilled.A short while later, I spent two daysbuilding furniture and a deck for theCenovus TRTL solar house, workingshoulder to shoulder with the studentsrepresenting Canada in the internationalSolar Decathlon in Washington, D.C.I realized I had joined a communitywith a strong sense of reaching out,and I was proud.As I discovered all of the expectedcharacteristics of Calgary – westernhospitality, an action-oriented spiritand moral fortitude – I also found lesserknownqualities such as internationalculture and a strong collective spirit, notto mention great restaurants. These arenot things that people outside Calgaryoften hear about.Perhaps soon they will. In August,Calgary was named the fifth best cityin the world in which to live. This is aremarkable ranking.In this issue, we are looking atCalgary and some of the ways thatengineers have helped to shape thisunusual city. You will see from the photofeature on Calgary companies thatengineers have not limited themselvesto engineering. We have helped shapeCalgary culture as well.When we travel the world, whetherto conferences, job sites or on vacation,we can be proud to say we are fromCalgary. As engineers, we can also beconfident that our profession has playeda role in making this a great city. Afterall, Calgary is the “engineering capital ofCanada,” with the highest percentage ofengineers per capita for a city of this size.I am tremendously enthusiasticabout the future of the engineeringschool located in the world’s fifth bestcity. The Schulich School of Engineeringis in the midst of the largest fundraisingcampaign in the school’s history, theEngineering Leaders campaign. Werequire improved spaces and resources tohelp Calgary stay at the forefront of greatcities. Not only does this engineeringschool train and educate an importantelement of the workforce, we also nurturea spirit of giving to the community amongall graduates.And some of them are impressiveentrepreneurs. Meet me at Phil &Sebastian’s – we can carry on thisconversation over a coffee brewed byjust two of the ingenious people in thiscity who got their start at the SchulichSchool of Engineering.Guy Gendron, PhD, PEngDean, Schulich School of EngineeringSCHULICH 3 ENGINEER

IN CONVERSATIONWITH ANDREW HUNTER,ANDREW TILL ANDBIANCA COURTRIGHTAndrew HunterPhoto by Riley BrandtAndrew Hunter is a geomaticsengineering professor and the projectmanager of the research initiativePlanYourPlace. He is working with otherengineers and experts in the Universityof Calgary’s Faculty of EnvironmentalDesign to develop Canada’s first webbased,interactive technology to improveurban planning.Why did you get involved with this?I teach land use planning and I think it’svery important to look at whether we cancontinue to sustain the way we are growingin cities such as Calgary. We can continueto build out but the cost of buildingand maintaining infrastructure tends toincrease the further you get from the coreof the city. And the population density ofnew suburbs often isn’t enough to supportthe level of services that people expect.There’s a real need for a planning tool tohelp us make the best decisions possiblewhen it comes to development.Would you say Calgary has anurban sprawl problem?Yes, primarily because of the cardependentnature of Calgary, the relativelylow density and predominantly singleuse of the majority of Calgary’s communities.The result is a dispersed natureof social, recreational and spiritual activitiesand limited public transportation,particularly east-west options.What part of the city do you live in,and how long does it take you to getto work?I live in Woodbine in the southwest.We chose that community because itwas close to extended family and it wasaffordable. Travel time to work is verydependent on the time of day. On a goodday outside of rush hour it takes about25 minutes each way, on a normal dayduring rush hour anywhere from 45 to60 minutes each way, on a bad day withtraffic problems, close to 2 hours. Once theweather turns cooler, I tend to take publictransit, but it also depends on the activitiesthat my kids are involved in and whattime I need to start the “dad taxi” service.What is unique about theurban planning technologyyou’re developing?We intend to develop a simple, interactiveplanning tool to provide a better way topredict the outcomes of urban planningdecisions. Imaging and mapping featureswill help users visualize various scenarios– where to build a road, for example –and people will even be able to sketchpossible alternatives.How is this going to help theaverage citizen?I’ve noticed that citizens are oftenover loaded with information at publicconsultations, such as piles and piles ofdocuments and they’re not able to absorbit all. The web-based approach will makeinformation more accessible. The applicationswill available at planyourplace.ca.Why hasn’t this been done before?We just didn’t have the technology weneeded to manage this much data. A lotof things we’re trying to do have onlystarted to become possible because ofadvancements in technology.Andrew Till graduated fromthe Schulich School of Engineeringin 2005 with a degree in chemicalengineering. He works in the bio -technology industry as a manufacturingsupervisor in Singapore for the RocheGroup, a company involved in researchof pharmaceuticals and diagnostics.What initially sparked your interestin this field?I’ve had an interest in biology since highschool. I had my heart set on engineeringbut there wasn’t a formal biomedicalengineering program at the Universityof Calgary when I first applied. So ratherthan ignoring my interest altogether,I took the only two biology-related technicalelectives offered during my thirdand fourth year in chemical engineering.That started to open up my eyes to thepossibility of a career in biotechnology.Do you think engineers bring adifferent perspective to biologicalissues and technologies?It’s amazing to see how different anengineer’s perspective is when tacklinga troubleshooting situation comparedto someone with more of a sciencebackground; but both perspectives areessential in determining the correctpath forward. We’re all one part of avery large team at Roche/Genentech.To put a successful group of any kindtogether you really need to havediversity, especially when it comesto the manufacturing and technicalsupport aspects of our processes.SCHULICH 4 ENGINEER

Andrew Till inspectsa bioreactor atGenentech’s facility insouth San Francisco.Photo courtesy Andrew TillTo put a successfulgroup of any kindtogether you really needto have diversity...Did you study engineering with thegoal of getting into biotechnology?Not at all! That’s why I think a firstyearcommon engineering program isfantastic. When I started school, I wasdead-set on electrical engineering. Butafter taking my first-year electrical classes,I discovered that I didn’t quite enjoy itas much as I had hoped. So I switchedmy focus to chemical engineering.After spending my internshipworking with Husky Energy, I was readyto start my career in oil and gas. But fate– Andrew Tilltook over. My girlfriend at the time gota job with Google in the San FranciscoBay area and I immediately knewI wanted to work for Genentech –now part of the Roche Group – whichis widely considered to be the founderof the biotechnology industry. It’s sixyears later, and I haven’t looked back.Describe your typical day.What are you currently working on?My role as a manufacturing super visorinvolves the hands-on daily supervisionof a team of biotechnologists within theupstream (cell culture) area ofRoche/Genentech but I leverage myexperience as a chemical/process engineeron a near-daily basis. Previously,I worked as a technical support engineerin the upstream manufacturing area inSan Francisco, so I’m still monitoring,troubleshooting, and trying to improvecell culture unit operations from thawthrough harvest just as much as I usedto – now I’m a supervisor on top of that.What have you found out aboutthe biotechnology workplace thatyou never could have predicted?My first day at Genentech standsout because I was stunned by just howclean and sterile our processes arecompared to my experience in oil andgas. Because of our strict standardswhen it comes to manufacturing anddeveloping our products, it takes anextraordinary amount of time to changeand/or improve on a process. That canbe incredibly frustrating when you’reused to changing things on the fly tomeet production demand.Of course, all of our policies andprocedures have been selected forgood reason. The more time you spendworking in biotechnology, especiallywhen it relates to manufacturing andengineering, the more your primaryfocus becomes the quality of both theprocess and the product.SCHULICH 5 ENGINEER

It’s very important to finda balance between passion,interests, time managementand all the rest.– Bianca CourtrightPhoto by Chris BolinBianca Courtrightgraduated from the Schulich Schoolof Engineering in 2011, earning a degreein mechanical engineering with a minorin entrepreneurship and enterprisedevelopment. She served as presidentof the Mechanical and ManufacturingStudents’ Society, was co-founder ofthe Schulich Soundstage: EngineeringMusic Society, and was the recipientof a Seymour Schulich AcademicExcellence Scholarship in 2006.Did you always want to bean engineer?No, for some reason in high school,I thought an engineer was exclusively amuscular man wearing a hard hat andworking construction in the field. Aftermy involvement in Shad Valley (summerscience, engineering, and technologyenrichment program for high schoolstudents across Canada), I realized therewas a different side to engineering.I liked math and science and gravitatedtowards engineering because of itsapplied and design aspects. Throughoutmy degree, I’ve learned that engineeringis an intersection of many disciplines –most of which I’m still learning about.What did you least expect aboutbeing an engineering student?Having graduated high school with aFrench International BaccalaureateDiploma, I was accustomed to workingwell independently and getting thingsdone. However, engineering was a newworld to me in regards to the resources,collegiality, and cooperation bothrequired and offered to get through.When once asked why this collegialityexists in engineering, the simplestanswer I could give was that the coursematerial is extremely challenging.If you could have done anythingdifferently during your under -graduate studies, what wouldyou have changed?I tend not to live life with regret, soI wouldn’t have changed anything.Having said this, I tried to get involvedwith student life right from first year,but it took me a while to gauge wheremy interests were. Experimentationis part of the learning process andalthough it took time, it helped mebalance out my music, athletic andengineering club interests.You work as a mentor for Shad Valley.Did you or do you have a mentor?Even though they aren’t engineers,my parents. They have always beensupportive of my choice to travel,my participation in engineering com -petitions, my varied interests and mygeneral well being. Within engineering,the people who have surrounded methroughout my degree have all servedas mentors: professors, staff and otherstudents. It’s difficult to narrow thescope to a few people. Some unbiasedlyanswered crucial questions that ledme to choose mechanical engineering,others gave me leadership coachingand conflict management advice,still others just listened or gave me awelcome distraction from school work.I’m very thankful to all of these people.You have challenged the next classof Schulich Scholars to find theirpassion. How did you find yours,and what is it?It’s very important to find a balancebetween passion, interests, timemanagement and all the rest. I quicklylearned what was important to me.I have found that my passion withinengineering is collaboration andleadership. I like to challenge myself –to test the limits and try new things.Sometimes, often even, it doesn’t workout. However, what I learn from simplytrying helps me set new standards anduncover new interests. It may not beeasy, but it’s extremely rewarding.You’re making the transition fromstudent to engineer-in-trainingin September – what are you mostlooking forward to? What are youmost nervous about, if anything?I’m looking forward to a different groupdynamic, no homework (hopefully!), aswell as learning about the exciting newtechnologies that exist within the engineeringdrilling discipline. I will miss thewelcoming atmosphere and familiarityof the mechanical engineering building.As a student, I spent so much time there:eating, breathing, studying, recharging…It will take a while to accustom myselfto a new environment. But I’m excitedto get beyond the security of the “educationalbubble” and apply my knowledgeto the workplace. Like all engineers,I will try to adhere to my social and ethicalresponsibilities and challenge eachnew obstacle as it arises. I’m at a new stagein my life and I’m ready to have fun!SCHULICH 6 ENGINEER

FEATUREBY JIM DEWALDA WORD AGAINSTSTRATEGIC PLANNING(FROM A STUDENT OF STRATEGY)I STARTED MY CAREER IN CIVIL ENGINEERING ANDI HAVE ALWAYS BEEN PROUD TO BE AN ENGINEER.LONG BEFORE PURSUING A CAREER IN ACADEMICS,I STAMPED DRAWINGS AND MARVELED AT THE SKILLSWE LEARNED AS ENGINEERS. In particular, I find itamazing that we take for granted our ability to avoid –indeed, almost eradicate – failure. Our structures stand,our plants operate, our processes process. What I foundparticularly different about studying managementtheory and business strategy is that firms fail all the time.We can’t seem to find the tools to solve this problem,but there are some practices we should considercarefully to ensure we lead healthy organizations.If you ask managers of failed or even stumblingfirms, they will emphatically exclaim that it wasexternal forces such as the government or the economythat harmed the firm. They would have you believethat they were innocent bystanders in the typhoon ofmega–forces. What could they do?SCHULICH 7 ENGINEER

In fact, research indicates that external factorsare the cause of failure only 13 per cent of the time. 1In contrast, a staggering 87 per cent of business failuresare the result of decisions taken by management –decisions that could have averted the failure. I wonder:has strategic planning failed us?For more than a half-century, business leadershave engaged in strategic planning. Annual retreatsby senior executives blend socializing and strategicplanning in a predictable mix of SWOT (strengths,weaknesses, opportunities, and threats) analysis, flipcharts, and brainstorming, followed by a list of goals,objectives, and binders of targets and implementationtactics. I am not advocating the elimination of theritual practice of the executive retreat, but we needto understand the shortcomings of conventionalstrategic planning practices.Further, while strategic planning focuses on differentiatingthe firm’s product offering, Calgary’s businesscommunity is somewhat unique because there is a largedominance of price-takers. Energy firm revenues arebased on world prices without significant differentiationof their products and pricings. Strategic planning inthis sector can be very structured with an illusion ofpredictability. As a result, the most strategic firms focusmore on direction and themes than goals and objectives.While Calgary’s business community might haveunique characteristics, all businesses can learn fromothers’ mistakes. Research by the Corporate ExecutiveBoard highlights the four most common reasonsfor failure:this level of persistence is not common in the corporateworld, and more often executives cut funding to newinventions before they are able to bear fruit. Possibly themost dramatic example was Xerox Corporation’s Palo-Altoresearch centre that invented, but never pursued, manyof the computer interface tools we use decades hence.PREMATURE CORE ABANDONMENT.Ironically, the third most common reason forfailure is the exact opposite of the secondreason – firms have a tendency to drop theircore business at the first sign of industrychange. Research indicates that on averageit can take up to seven years for an industry to transform,even in light of clear functional advantages of newproducts. 2 This figure applies to more conventionalproduct offerings and is suspect in today’s technologyfocusedrapidly changing environment.TALENT BENCH SHORTFALL.For any manager, this should be a no-brainer,but sadly many firms still resist successionplanning, which scholars argue is criticalat all levels in the organization. Thereis plenty to say about proper recruiting,growth, and retention, but this is better left foranother article.REASONS FOR STRATEGY FAILUREPREMIUM POSITION CAPTIVITY.The most common failure is when firmsrefuse to accept industry-wide changethat renders their offering as over-pricedand off the mark. Harvard professor ClaytonChristensen coined the term “disruptiveinnovations” to describe changes in business modelsor technologies that shift market demand and createobsolescence. Examples include technological changesthat shifted from micro-computers to personal computersto laptops to tablets, etc. or business model changesthat include Walmart’s extinction of the local generalstore, Southwest Airlines’ reformation of the airlineindustry, and more recently Netflix’s replacement ofthe Blockbuster video store rental model.INNOVATION MANAGEMENT BREAKDOWN.Engineers must take note of this secondmost prevailing cause of failure. ThomasEdison famously said that he did not fail, buthe found 10,000 ways that the electric lightdid not work. James Dyson pushed to thelimits of bankruptcy to test over 5,000 prototypes of hisvacuum system before finding the path to becoming oneof the richest people in the United Kingdom. However,SCHULICH 8 ENGINEER

5.7.9.6.2.3.8.

Aerial view of downtowncity centre, Calgary,Alberta. August, 1988Photo Glenbow ArchivesPhoto by Jim HallFEATUREBY DALE TURRI“Engineering withoutart can be ugly, butart without engineeringcan be impossible.”– Steve McConnell, software engineer4.ENGINEERINGCALGARY’SCREATIVE CULTUREMeanwhile at the intersectionof arts and engineering…1.I ONCE OVERHEARD THE CONVERSATION OF A COUPLESITTING IN A CALGARY THEATRE DURING INTERMISSION.ONE SAID TO THE OTHER, “DO YOU THINK THEYBUILD A WHOLE NEW SET EVERY TIME THEY DO ASHOW HERE?” THE ANSWER: “WHAT’S TO BUILD?”As I looked at the exquisite set that spanned thevast Theatre Calgary stage I resisted the urge to setthem straight and realized this may be exactly thereaction the director was going for. In theatre, it is thedirector’s job to take what is written on the page andinterpret it for an audience. Before anything happenson stage, set, lighting, sound and costume designerswork to create the director’s vision. Done well, thework behind the scenes is invisible.Engineering is intrinsically incorporated into alldisciplines of art, from the movement of dance to thelighting of the choreography, from the composition ofthe music to the architecture of the music hall, from theSCHULICH 11 ENGINEER

SCIENCE OFSET DESIGNFor the record, yes, newsets are designed, builtand installed for virtuallyevery play that is produced.Occasionally set pieceslike furniture may bereused but sets aredesigned and built to thespecific requirements ofthe play, the stage and thetech nology at the venue.The technology canbe a game changer. Awardwinning set and lightingdesigner Terry Gunvordahlhas created sets for mostof the theatre companiesin Calgary. “Stage designhas become dependenton the technologyand equipment availableat the various venues,”says Gunvordahl. “Muchof what designers do todayinvolves taking an off-theshelfsolution to a problemand adapting it.”I have seen lightingand sound create a jailcell, an ascending elevator,a moving train, evena pipeline – all on acompletely bare stage.Shadows and soundschange to suggest timeof day, locale and season.Imagine you hear palmtrees swaying, or ablizzard howling. That’sthe magic of live theatre.Set designers, asGunvordahl attests, areexperts at creating fantasyworlds that change on adime. A bedroom becomesa crowded street. An elevatorbecomes a nightclub.In some venues, sets can‘fly’ in from above. In others,you may need a revolvingstage deck or, often, simplyclever manipulation ofmulti-purpose set features.Technology has influencedall of these designelements in recent years.Advances in hydraulics,digital and touch screentechnology, projectionand sound recording allowaudiences to interact withthe performance in muchmore exciting ways. Cirquedu Soleil is a stunningexample of how technologycan create a world whereanything is possible.Occasionally, sciencenot only helps to createthe story, it is the story.One of Downstage Theatre’smost popular productions,In The Wake, is a charming,highly physical examinationof geo-engineering andeco-terrorism. A heavytopic becomes a comic,memorable, thought-provokingplay in the deft handsof the Downstage ensemble.The entire play takesplace on a bare six-footby three-foot illuminatedplatform and appearsto be deceptively low-tech.However, computertech nology is required tomanage the more than200 lighting cues essentialto the production.Peace Bridge1. 2011Artist’s renderingof the Peace Bridge.Image courtesyCity of CalgarySCHULICH 12 ENGINEER

Calgary’s Ghost RiverTheatre has also usedtechnology to tell a storyof scientific significance.The Highest Step in theWorld depicts CaptainJoseph Kittinger’s leapfrom a high-altitudeweather balloon to testa new parachute system.Kittinger holds the worldrecord for the longest-everfree fall and is the onlyperson to have brokenthe sound barrier withouta vehicle.Director Eric Rosecalled on a team of innovatorsto recreate thechallenging scenes that hewanted in the play.“The technologywe used, particularlythe complex projections,is really cutting edge,”says Rose. “The flyingand free-fall sequenceswere painstakingly createdto give the audience avisceral heart-poundingrush. David’s (actorDavid van Belle) safetywas paramount but, atthe same time, we wantedthe illusion of flight andthe exhilaration of therisk to be believably andtangibly experienced.”In the Wake.Photo 1 by Ben LairdPhoto 2 by Tim NguyenThe Highest Stepin the World.Photo 3 by Aldona Barutowicz© 2009 Santiago Calatravadesign of a major piece of public art to the selection andpreparation of the exhibition site. In Calgary, home tothe highest concentration of engineers of any Canadiancity, the engineering influence is coming to the fore ina way that is promising spectacular outcomes.Calgary’s visual art scene has grown immenselyin the last decade in ways that also reflect the strongengineering influenceStephen Ave2. “Trees” Sculpture2000in the city’s culturalmakeup. From the “trees”on Stephen Avenue toThe Device to Root outEvil located in Ramsay,Calgary’s public artworksare feats of engineering, though the engineering playsa supporting role. The primary role of public art is tospark discussion, even controversy.Schulich School of Engineering alumnus JeremyBarretto is a member of Calgary’s Public Art Board.“The Public Art Board oversees the process forRiver of Light3. 2010investments in public art,”explains Barretto. “Anexpert jury is responsiblefor selecting the artwork. The board is responsible forpromoting awareness and making recommendationson public art policies and guidelines. Public art projectsare not always permanent installations.”Last year’s popular River of Light, which sawhundreds of illuminated spheres floating down the BowRiver at dusk, is just one example.The City of Calgary’s Public Art Policy requiresthat one per cent of the total cost of municipal capitalprojects related to growth and upgrades be allocatedto public art, with the exception of land purchases,rolling stock and portable equipment costs. The waythe program works at the moment is that the municipaldepartment responsible for any given capital project –whether it is a water treatment plant or a library – willalso be accountable for developing public art on thecapital project site. This program has yielded installationsSCHULICH 13 ENGINEER

The Device to7. Root out Evil2008Body, Mind4. & Spirit Mural20095. RecollectionsSculpture2010as diverse as the Body,Mind & Spirit mural atthe Southland LeisureCentre to the whimsicalRecollections sculpture atthe McKnight/WestwindsLRT station.All of these projects are dependent on a foundationof science and engineering.While not under the auspices of the CalgaryPublic Art Board, the Peace Bridge, designed by prominentSpanish architect Santiago Calatrava, is anotherwonderful example of art meets engineering. The130-metre tubular structure is designed to be selfsupporting,at the city’s request, without pillars into theBow River or any vertical elements that could interferewith the nearby Eau Claire helipad. The Peace Bridgerepresents quite a departure for the architect, whosedistinctive designs are recognized for their soaring mastsand asymmetrical aesthetic. There’s no denying thatthe completed bridge will be a marvel of engineering.Calgary is about to attract the attention of theart world with a highly anticipated work by renownedBarcelona-born artist Jaume Plensa, commissionedby Encana and set for installation at the base of theBow Building in 2012. While the design has not yet beenrevealed, it is bound to beanother stunning exampleof Plensa’s artistic innovation.His magnificentsculptures and installationsThe Bow6. 2012Calgary is about to attract theattention of the art world witha highly anticipated work byrenowned Barcelona-bornartist Jaume Plensa...can be found in cities worldwide with arguably his bestknown work appearing in Chicago’s Millennium Park.The Crown Fountain incorporates two facing 15-metrehigh towers across a 70-metre pool. The faces of over100 Chicago residents are shown on the towers usingLED in glass block technology. The faces, shown inextreme close-up, blink, smile and eventually puckerto shoot a fountain of water into the reflecting poolevery 12 minutes.With all of the advances being made in the areasof art technology and design, nowhere is change moreapparent than in the areas of film and music production.Take the Giant Incandescent ResonatingAnimation Festival, known as GIRAF – one of onlytwo annual festivals of animation in Canada – hostedin Calgary by the Quickdraw Animation Society.The seventh annual festival in November presentedthe best of over 400 submissions from all over theworld. This year’s event debuted Animated City – apresentation of large-scale animation throughoutthe city in high-traffic locations.Caitlind Brown, one of the artists behind TheArt House project, which wowed Calgarians earlier inthe year, was also involved with GIRAF7. Brown saysprojecting images onto buildings was intended to raiseawareness of animation as an art form. “We showedvintage National Film Board shorts, old CanadianSesame Street episodes and original Calgary-madeanimations on buildings all over the city.” Buildingsincluded the Southern Alberta Jubilee Auditoriumand many others.SCHULICH 14 ENGINEER

The Device toRoot out EvilRamsay, CalgaryPhoto courtesy Sasges Inc.SCHULICH 15 ENGINEER

The Crown Fountainin Chicago’sMillennium Park.Photo by Patrick Pyszka,courtesy Chicago Officeof Tourism and CultureMockup of AnimatedCity (GIRAF7).Image courtesyCaitlind Brown8. GIRAF72011

This unprecedented collision ofart and engineering will take placein the streets of Calgary, in publicspaces, on the Stampede groundsand in Calgary cultural venues.Large-scale projection technology is worth keepingan eye on.As the ingenuity of artists, scientists and engineersin Calgary continues to push the envelope of creativityand innovation, there is a group of movers and shakersworking to leverage our natural advantage on a globalscale. Several years ago, Calgary’s major postsecondaryinstitutions and art organizations started to talk abouta large-scale art and engineering spectacle that wouldtake place city-wide. A working group was formedto create an avenue topromote and market our9. Beakerhead2012reputation in business,tourism, innovation,arts and culture. DubbedBeakerhead, the premierearts and engineeringevent is scheduled to debut in September 2012 at theStampede as part of its 100th anniversary celebrations.In September 2013, Beakerhead will be a stand-aloneevent, involving education and cultural organizationsacross the city. Unique to Calgary, there will be nothinglike Beakerhead anywhere in the world.This unprecedented collision of art and engineeringwill take place in the streets of Calgary, in publicspaces, on the Stampede grounds and in Calgarycultural venues. There will be public spectacles andperformances, student competitions, art exhibitions,speakers and events, and a call for all Calgarians toget involved. Possibilities are endless and limited onlyby the imagination. Uniting all activities is the focuson engineering and creativity. The end result will be acultural experiment that is unusually engaging, a firstin the world, and a natural expression of the “engineeringcapital” of Calgary.Calgary is poised to play a significant role on aglobal scale of ingenuity in 2012 and beyond. Theseare just a few of the growing number of collaborationsbetween art and engineering in this city, so influencedby engineers.In 2012, Calgary will celebrate the 100th anniversaryof a number of local institutions including theCalgary Public Library and the Calgary Stampede.With these milestones in mind, the City applied toCanadian Heritage for recognition as Canada’s CulturalCapital for 2012. Calgary is becoming a cultural capitalwith a character all its own – contemporary and full ofspirit as a place for ingenuity.I can’t wait.Dale Turri is a business development consultant andprofessional fundraiser with a long history of workingwith arts groups to raise awareness and increasetheir profile. A longtime resident of Calgary, Turriattends arts and cultural events three or four times aweek. She currently serves on several arts boards andis a recipient of a Calgary Award (Arts 2004).SCHULICH 17 ENGINEER

FEATUREBY JENNIFER SOWASCHULICHSCHOOL OFENGINEERING2005MECHANICALENGINEERINGDEGREEFATHERCURTIS SIMPETRO-CANADAENGINEERPROBLEMSOLVINGPASSION FORCYCLINGBUSINESSVENTUREBUSINESSVENTUREPASSIONSPORTS INC.BUSINESSVENTURECurtis and Brenda SimPhoto by Jennifer SowaPLAN BWHEN IT COMES TO ENGINEERS,PASSION FOR CREATIVITY AND INNOVATIONRUNS DEEP. SO DOES THE SEARCH FORNEW CHALLENGES. MEET NINE ENGINEERSWHO BECAME ENTREPRENEURSAND VENTURED INTO NEW TERRITORY.PASSION SPORTS INC.CURTIS SIMCurtis Sim graduated in2005 with a degree inmechanical engineeringfrom the Schulich School ofEngin eering and began hiscareer working as a facilitiesand production engineerwith Petro-Canada. He leftin 2008 to enter the worldof entre preneurship andhas operated a number ofsuccessful businesses.His most recent ventureis Passion Sports Inc., startedby his wife Brenda Sim and hiscousin Landon Stirling. Thecompany is an Action SportsDistribution company thatimports high-end specialtyproducts for the snowboard,ski, mountain bike and roadbike communities. The mainproducts the company currentlyimports are from EVOC Sportsin Germany.“I’ve always had a passionfor cycling, as my dad was atop-end cyclist and raced inthe World Championships. Thebusiness has very little to dowith mechanical engineering,but at the same time I use theproblem-solving skills I learnedin university every single day.”SCHULICH 18 ENGINEER

SCHULICHSCHOOL OFENGINEERINGRAVINDERMINHASFATHERENTREPRENEURMANJITMINHASBEER MAKINGPROCESSUNIVERSITYOF REGINACRAFT &BUSINESSSKILLSMOUNTAINCRESTBREWERIESMARKETEXPANSIONSPhoto courtesy Ravinder MinhasMOUNTAIN CRESTBREWERIESRAVINDER ANDMANJIT MINHASTheir passion for engineeringcame first. The beercame afterwards. Ravinderand Manjit Minhas are abrother-and-sister team ofengineers who followed intheir father’s footstepsand became entrepreneurs.They founded Mountain CrestBreweries in 1999 whilethey were still undergraduatestudents – Ravinder at theSchulich School of Engineeringand Manjit at the Universityof Regina – and their companyis now the fourth largestbrewing company in Canadaand the ninth largest inNorth America. The Minhasesrecently expanded theirproduct line into Ontario andthe United States and they’reeyeing British Columbia andeastern Canada as potentialfuture markets.“We strongly believethat our education helps us inthe daily process of learningabout our craft and business,whether it’s related to engineering,human resources oreven accounting,” explainsRavinder. “The process ofmaking beer can be thoughtof as a series of chemicalengineering tasks thatincludes separation processesand biochemical reactions.Although chemical engineerswork in our breweries, manysmaller breweries andmicrobreweries employ seniorbeer makers known asbrewmasters. While they’renot trained as engineers,brewmasters use much of thesame equipment and many ofthe same skills that chemicalengineers employ every day.”“Don’t think that becauseyou have an engineeringbackground you have to gointo a traditional engineeringrelatedbusiness,” saysManjit. “You should think ofyour education as a tool anda gateway to the huge rangeof possible careers and opportunities,especially the onesyou have a passion for.”SCHULICH 19 ENGINEER

LOCAL &INTERNATIONALPROJECTSELECTRICALENGINEERINGDEGREESENIORENGINEER20 YEARSALIGARHMUSLIMUNIVERSITYINDIAPOST-GRADUATEDIPLOMAUNIVERSITY OFSASKATCHEWANWHOLESALEBUSINESSENTREPRE -NEURIALSKILLSINTEREST INDEVELOPINGCOMMERCIALBUILDINGSMANAGEMENTSKILLSKEMPRABUSINESS PARK& CENTREPRATAPVARSHNEYUNIVERSITYOF CALGARYSENATORHINDU SOCIETYOF CALGARYPRESIDENTPhoto courtesy Pratap VarshneyKEMPRA BUSINESSPARK AND KEMPRABUSINESS CENTREPRATAP VARSHNEYPratap Varshney is alongtime resident ofCalgary. He earned a degreein electrical engineering fromAligarh Muslim University inIndia and a post-graduatediploma from the Universityof Saskatchewan. He spent20 years in the petro-chemicaland oil and gas industries asa senior engineer for variouscompanies. He worked onlocal and international projectsfor clients including SimplotCanada, Syncrude, Petro-Canada, Shell Canada, Esso,Chevron, Nexen, West CoastEnergy and Saudi Aramco.Along the way, Varshneyrecognized his strengths inmanagement and entrepreneurialskills, which led himto start his own business.In the beginning, he andhis wife Kamlesh started awholesale business importingbuilders’ hardware fromoverseas and distributing itthroughout western Canada.When he saw a need to builda large warehouse to storegoods for his business, hetook the initiative of buildingit from the ground up. Thisspurred an interest in developingcommercial buildings.As the Calgary economywas booming, Varhsney sawthe opportunity to begin developingmedium-sized commercialbuildings. He developed theKempra Business Park andKempra Business Centre andsold individual units to smallbusiness owners.“For 16 years, I havebeen involved in successfulbusinesses of my own butthere are definitely times whenI miss the engineering profession.There’s no doubt thatengineering is challenging andfun, but exploring the businessside of things is challengingand rewarding as well.”Pratap Varshney isalso actively involved in thecommunity. He is currentlya University of Calgary senatorand president of the HinduSociety of Calgary. He hasalso served on the City ofCalgary Heritage Committeeand continues to volunteer.Pratap lives in Calgarywith his wife Kamlesh andhis children, Nishi and Vishal.SCHULICH 20 ENGINEER

BRENDONLUMGAIRCHRISTINELUMGAIRSCHULICHSCHOOL OFENGINEERING2002OIL AND GASINDUSTRYMECHANICALENGINEERINGDEGREELET YOURLIGHT SHINEONLINEWEBTECHNOLOGYPROBLEMSOLVINGPhoto by Jennifer SowaLET YOUR LIGHTSHINE ONLINECHRISTINE ANDBRENDON LUMGAIRChristine and BrendonLumgair met whilestudying for their mechanicalengineering degrees, bothgraduating from the SchulichSchool of Engineering in 2002.After working for largeoil and gas companies for sixyears, this husband-and-wifeteam decided to strike outon their own – into a totallynew industry. They now operatean internet marketing andwebsite design company.They teach entrepreneurshow to share their messagesand build their tribe usingsocial media, online videos,and website platforms. Theircompany is LetYourLightShineOnline.com.“We are using ourengineering skills by usingweb technology to solveproblems for small- to mediumsizedbusinesses and helpingthem expand and grow,” saysBrendon Lumgair.“This business is sosatisfying because we get towork directly with clients tohelp them achieve their goals,”says Christine Lumgair.SCHULICH 21 ENGINEER

COMPUTERENGINEERINGMINORELECTRICALENGINEERINGDEGREESCHULICHSCHOOL OFENGINEERING2000PHILROBERTSONSEBASTIANSZTABZYBSTATISTICALMODELSTHERMO -DYNAMICSPROBLEMSOLVINGPASSION FORTECHNOLOGY& COFFEEDIGITALFILTERSPHIL &SEBASTIANCOFFEEROASTERSTRAVELSebastian Sztabzyb, left,and Phil Robertson withthe vintage coffee roasterthey refurbished.Photo by Jennifer SowaPHIL & SEBASTIANCOFFEE ROASTERSPHIL ROBERTSON ANDSEBASTIAN SZTABZYBPhil Robertson andSebastian Sztabzybgraduated from the SchulichSchool of Engineering in 2000with degrees in electricalengineering and minors incomputer engineering. Theyshared a passion for technologyand coffee. After a fewyears of research, they quittheir engineering jobs in 2007to open a cafe at the CalgaryFarmers’ Market. That locationclosed in 2010 but Robertsonand Sztabzyb went on to opena roasterie and two morecafé locations. The pair travelto coffee growing countriesto directly purchase theircoffee – they’ve visited sixcountries in the past year –and when the coffee arriveson their home turf, theyleverage their engineeringskills to roast the coffee usingthermo dynamics, digital filters,and statistical models.“The most important skillthat engineering taught us ismethodical problem solving.Ultimately, that’s what runninga business is: lots and lotsof problem solving,” says PhilRobertson. “We’ve also leveragedour software engineeringskills to write a sophisticatedroasting program that usessome basic principles ofthermodynamics to assistthe roasting process.The program also uses dataacquisition, digital filters andstatistical models.”“The coffee industry isquite young compared to thewine industry, for example,and there’s lots of opportunityto innovate. It’s pretty exciting,”says Sebastian Sztabzyb.“There’s a great social aspectto it, from socializing withcustomers in the cafés tocoffee growers around theworld. Then there’s theunity of the culinary aspectof actually drinking andenjoying coffee with thescience of roasting, brewingand growing it. It’s also aglobal community,so we’re sharing ideas withpeople all over the world, fromBrazil to Norway to Japan.”SCHULICH 22 ENGINEER

ÉCOLEPOLYTECHNIQUENANTES,FRANCEST-HUBERT,QUEBECMECHANICALENGINEERINGDEGREEBIOMEDICALENGINEERINGPHDPHILIPPEPONCETLOVESWORKING WITHHIS HANDSPASSION FORBAKINGRESEARCHASSOCIATE &INSTRUCTORSCHULICHSCHOOL OFENGINEERING1997ÉCLAIR DELUNE PASTRYSHOPPhoto by Jennifer SowaÉCLAIR DE LUNEPASTRY SHOPPHILIPPE PONCETPhilippe Poncet, like hismother, was born inNantes, France, and hegrew up near Montreal, inSt-Hubert, Québec. His fatherwas from Lyon, France andwas a botanist, so Poncetgrew up loving creativity andworking with his hands. Atage 17, when it was time forPoncet to make a decisionabout his future, engineeringwas booming and it seemedlike a natural career choice.Poncet graduatedfrom École Polytechnique inMontreal with a mechanicalengineering degree and a PhDin biomedical engineering.In 1997, he moved to Calgarywith his wife to pursue apostdoctoral position atthe University of Calgary.He became a researchassociate and instructor.But it turned out thatengineering isn’t his one truepassion. Baking is. In October2007, Poncet left engineering,enrolled in a self-employmenttraining program and returnedto Nantes to train with amaster pastry chef. In May2008, he opened a Frenchspecialty pastry shop inCalgary called Éclair de Lune.He now owns two locationsand has seven employees.“I’ve loved to bakeever since I was ten,” saysPoncet. “My artistic passionand creativity were neverreally satisfied while workingas an engineer. Now I’m sohappy and I have so manyplans to grow the businessthat I don’t think I’ll ever goback to engineering. I’ll alwayswork in the food industry insome capacity.”SCHULICH 23 ENGINEER

FEATUREBY JENNIFER SOWAThe new roadwayand bridges over theSheep River in Okotoks,south of Calgary.Photo by Keith Walker – PeakExperience Imagery, courtesy ISLEngineering and Land Services

WHYPEOPLEREPEATMISTAKESand other insightsinto the projectmanagement mind

HARTMAN’S TOP 10 LISTProblems that appeared consistentlyin the “lessons learned” reports ofmajor projects over a period of 30 yearsRight: Constructionof the interchangeat Glenmore Trailand 37th Street insouthwest Calgarybefore construction.WHAT WAS SUPPOSED TO BE AN ENGINEERINGMARVEL IN 1907 – THE WORLD’S LONGESTCANTILEVER BRIDGE – ENDED UP BEING ONE OFTHE WORST DISASTERS IN CANADIAN HISTORY.The collapse of the Quebec Bridge killed 75 workers, the worstkind of outcome when things go wrong on major projects.Mistakes can also lead to massive financial loss. A famousexample is Australia’s Sydney Opera House. When it was builtin the 1950s, it cost $102 million dollars, roughly 10 times theoriginal estimate. But because the structure has become oneof the most recognized landmarks on the planet, it’s referredto as a “successful failure.”With more than $12 trillion tied up in major projectsaround the world, massive mistakes like these are simply notan option. That’s why project management has evolved intoa highly specialized field.Universities offer degrees in project management, bookshave been written about it and extensive research programsbuilt around it. It’s all about injecting a certain degree ofpredictability when there appears to be none. It’s a science that’sbeen whittled down to considerations beyond the technical:soft skills including communication, teamwork and trust.Take a construction project, for example. It’s an obstaclecourse of competing interests involving a number of stakeholders:trade unions – there can be a multitude representingdifferent workers on the same project – companies, investors,legislators, environmentalists, landowners, and the list cango on and on. The ultimate goal of project management is torein in massive, complex projects and keep them from runningamuck. Any major change an organization undertakes –whether it’s building roads and bridges or introducing a newprogram or government policy – can be a massive undertakingthat must be carefully managed.Research has produced a number of ways to help ensuresmooth delivery of the final product.“You can look at project management through a numberof different lenses,” says Neil Sanderson, past-president ofthe Project Management Institute – Southern Alberta Chapter.“There are several approaches used around the world and theyare similar in that they tend to cover similar areas. The differenceis usually a matter of focus.”Photos by Keith Walker – PeakExperience Imagery, courtesy ISLEngineering and Land ServicesThe common thread is some degree of emphasis ontools and processes. But research in Calgary is delivering anew twist, suggesting that neuroscience – more specifically,the process of decision-making – is a factor in success. At theheart of it all may be something that has less to do with toolsand methods and more to do with teams and trust.Francis Hartman, president of Quality EnhancedDecisions and former Chair in Project Management at theSchulich School of Engineering, developed the SMART(Strategically Managed, Aligned, Regenerative, Transitional) 1Project Management model, which is used by many organizationsaround the globe . It’s the first to zero in on the humanelement, the psychology of management and decision making.The more research Hartman does, the more fascinated hebecomes with finding out what it is about the human brainthat makes people repeat the same mistakes over and over.Hartman studied the “lessons learned” reports frommajor projects – more than 300 of them – from around theworld that spanned 30 years. He discovered there are 10 commonmistakes that can lead to problems such as delays, cost overrunsand workplace accidents. At least six of those mistakes showedup in every single report Hartman reviewed. That meansthe same mistakes were made multiple times and often by thesame people.In another study, he asked project managers whatproblems they were anticipating and how they planned tofix them. The problems and proposed solutions were thesame ones that appeared in his previous studies of commonmistakes and solutions that failed.Hartman points out the apparent absurdity of this: “Weknow in advance what’s going to go wrong and we know thatSCHULICH 26 ENGINEER

Inadequate budgeting, overlyoptimistic scheduling or overpromisedperformance.1 2Scarce or wrong availabilityof resources such as labourand expertise, equipmentand materials.Insufficient design development.This is also known as“front end loading” and refersto pre-commitment work suchas engineering and marketassessments.3 4Poor risk management includinginsufficient safety precautionsand unrealistic goals.Rework. This refers to workdone twice or not requiredfor the project.5 6Communication breakdown.This issue is closely linkedto trust.Scope changes that are outof control. Some changesare not in the budget, theyare unclear in definition orin contracts, or they areadditions or deletions to theoriginal intent of the project.7 8A shift in priorities. Is time,money or performance drivingthe project? You can’t have allthree (see the priority triangle).Ineffective contracting.This is most commonly causedby the relationships betweenthe parties rather than thestrategy itself.9 10Acknowledgement ofproblems too late. Thetendency is to not reporta problem until we areabsolutely sure we cannotsolve it ourselves.SCHULICH 27 ENGINEER

Honesty, openness and trust.2Lean organization that facilitatescommunication andspeeds up decision making.Anticipation and avoidance ofissues rather than waiting forthem to turn into problems.4Mutual support and teamworkfor issue resolution, coaching,mentoring and development soteam members are authorized,empowered and enabled.Decisiveness and willingnessto make decisions based onjudgment when informationis limited.6A “no blame” culture. Thisis essential to encouragedecisiveness.Approved risk-taking so peoplemake bolder decisions.8Tolerance of other teammembers who think differentlyor creatively.Flexibility.10Nohidden agendas.

JERGEAS’S TOP 10 LISTCharacteristics of a successfulproject teamLeft: Construction of theinterchange at Glenmore Trailand 37th Street in southwestCalgary after construction.Photos by Keith Walker – PeakExperience Imagery, courtesy ISLEngineering and Land Serviceswhat we’re going to do about it isn’t going to work. So how canwe possibly succeed? We need to change the way we think orwe will continue making the same mistakes and ending up withthe same results.”He now wonders if there could be a biological factor holdingus back: the amygdala, the “fear” centre of the brain. It canexplain our reluctance to change the way we do things. Changeis associated with the unknown, with risk. And it often leads toan aversion or fear response. Hartman says the amygdala couldbe to blame for why we continue doing things the way they’vealways been done and why we tend to repeat the same mistakes.On the flipside, Hartman notes, there can be greatoutcomes when decisions are based solely on what we commonlyrefer to as “gut feelings.” Hartman calls this “professionalintuition” and labels the result of this phenomenon “breakthroughperformance.”“Take an oil sands project, for example. Do you knowwhat oil prices are going to be in six years’ time when you startproduction? Do you know what labour costs are going to belike, the availability of operators, the tax and royalty situation,the political climate? No. You can’t know any of that forcertain but we often make decisions based on some intuitiveunderstanding that comes from years and years of experiencecombined with knowledge, intelligence and wisdom. It’s avoice that tells you this is the best decision right now. We’retrying to understand that process better.”Gut feelings can be powerful and often correct, but theycertainly can’t be used routinely to justify major decisions toinvestors and other stakeholders. They can’t be measured either,so Hartman is turning to neuroscience to better understandthem. He leads a research program at the University of Calgaryand breakthrough performance is the focus of his team of PhDand master’s students and the subject of an upcoming book.The concept that effective project management goesbeyond tools and technical expertise is gaining acceptance,especially now that new methods have been tested on realprojects and delivered tangible success. George Jergeas, aresearcher and specialist in risk management at the SchulichSchool of Engineering, believes the number one way to delivera successful project is to form an effective team.“In Alberta, we have lots of mega projects and if eachof them were to overrun, then investors wouldn’t feel comfortablehere and they would go somewhere else,” explainsJergeas, a professor in the Centre for Project ManagementExcellence at the University of Calgary. “So it’s very importantfor us as a community of project managers, companies andacademics to work together to improve how we do thingsand change how we look at risk.”Jergeas has seen more than his share of communicationblunders, cost overruns, project delays and lots of unhappypeople as a result. Like Hartman, he insists the human elementand the emphasis on soft skills such as communication andteamwork are vital pieces of the puzzle.Jergeas and his team-building approach have made amark on major projects throughout Alberta: roads, bridges,buildings, oil sands operations. He’s been recognized by theProject Management Institute – Southern Alberta Chapterwith the award Distinguished Contribution by an Individual.His method has been tested on highly complex jobs and theconclusion is simple: choose the right people for the job andsuccess will follow.“We have highly skilled engineers working in industry inCalgary and across Canada,” says Jergeas. “The technical sideof things doesn’t worry me. What we are trying to do is helpthem function even better.”The first step is getting clients and contractors on thesame page, aligned and working towards a common goal.At the start of a project, Jergeas leads a one-day team buildingworkshop to establish common ground on a number of things:project vision, a mechanism for dispute resolution, anticipatedproblems and a clear definition of each team member’s rolesand responsibilities.SCHULICH 29 ENGINEER

THEPRIORITYTRIANGLEPROJECTCOST$1,000$1,350$1,000$950$1,000$1,050TTTCCCPPPThe priority triangle is avital component in projectmanagement. Each cornerof the triangle representsa different variable: time,performance and cost.Ideally, project managerswant to minimize theamount of time it takesto complete a project whilemaximizing performanceand quality and driving thecosts down. They can’taccomplish all three atonce but they need tokeep the project within theconstraints of the triangle.Consider a situation inwhich a project runs lateone week and the managerpays workers overtimethe following weekto get caught up.Suddenly, the projectruns over- budget. Or themanager could try tomake up for lost time bytaking shortcuts, but thatleads to a reduction inperformance and quality.Either way, the managerhasn’t made up for theshortfall the week before.“If you manage thepriorities consistentlythroughout the life of aproject, you’re muchmore likely to get whatyou want,” says Hartman.He says the inconsistentmanagement of prioritiesis one of the most commonreasons for failure.As priorities change,so will the project planin terms of schedule,budget and scope:TIMECOSTPERFORMANCEThe quality of the relationship between all parties iskey, so Jergeas nurtures it as a project wears on. He conductsregular “health checks” that include a review of goals andpotential roadblocks with some dispute resolution onoccasion. He likens it to ongoing marriage counseling –a relationship may start off strong but it needs constant workto keep the momentum going.Engineering consultant Calvin McClary agrees it’s verymuch like marriage counselling “and you’re married to 12 or15 people at the same time.” Clients, engineering consultants,construction contractors and various other stakeholderseach have something vital to contribute towards advancing aproject, he adds.McClary is the Calgary manager of ISL Engineering andLand Services. He’s seen Jergeas’s team building approachapplied with great success to a number of projects in Calgary,including some of his own.McClary was the engineering project manager on oneof the most successful and more challenging capital projectsin Calgary’s recent history, the interchange at GlenmoreTrail and 37th Avenue SW, also known as G37. Detail designbegan in 2009 based on the belief that the Province of Albertawould strike a deal to build the southwest ring road throughland belonging to the Tsuu T’ina First Nation. The permanentG37 interchange would be designed to function as part of it.But later that year the proposed agreement fell through.The approved plans had to be scrapped and it was back tothe drawing board.“Halfway through, it became a completely differentproject,” McClary recalls.The interchange had to be completely redesigned as atemporary structure so it could function as a future detourwhen that portion of the ring road is eventually built. Despitethe massive setback, the project was completed on time andon budget. McClary’s company ISL and partners CH2M HILLwon the Consulting Engineers of Alberta 2011 ShowcaseAward of Excellence for Project Management. McClary creditsa great team that worked well together.“A team whose members can rely on each another todeliver their part, all working towards the same goal is the keyto success and I think that’s something everyone has knownSCHULICH 30 ENGINEER

for a long time. But the difficulty is building the trust andrelationships fast enough to keep up with the project,” explainsMcClary. “Someone neutral like George Jergeas helps largegroups of people build the kind of trusting communicativerelationships it often takes decades to establish. He acceleratesthat process.”McClary also oversaw the engineering work behind anew roadway corridor with two bridges in the town of Okotoks,south of Calgary. It required diverting the Sheep River tomanage flooding and relocating over 10,000 fish. GeorgeJergeas applied his team building approach to the project.Another large team completed an unusual and complex projecton time and within budget.As project management experts work to advance thescience behind team building, effective communication andgut feelings, research has uncovered one factor that, aboveall the others, will make or break a project.“No matter what aspect of project management we lookedat in our research – whether it was scheduling, contracts orcommunication – the most consistent element that influencedproject outcomes was trust,” says Francis Hartman. “If youtrust someone, you’re going to say more to them. Everyoneis going to learn more about a situation and be able to manageit more effectively. It’s that simple.”It may seem strange for an engineer to place such emphasison a subject as abstract as “trust in the workplace,” but theconcept has certainly attracted attention. In 2002, Hartmanwas named one of Canada’s top 35 innovative researchersby the Natural Sciences and Engineering Research Councilof Canada (NSERC), the Canada Foundation for Innovation,and the Social Sciences and Humanities Research Council.The SMART Project Management approach has beenused nearly 300 times by the City of Calgary for transportationand affordable housing projects and the implementation ofa new customer contact centre. Dozens of other clients haveadopted Hartman’s method, including mining, energy andpipeline companies, utilities, information technology andtelecommunications companies, construction firms, governmentdepartments and universities.The range of industries requiring project managementexpertise keeps growing. Experts at the Centre for ProjectEYE ONTHE PRIZE“After nine years of workingon different projects I’velearned that many problemsstem from improperplanning and ineffectivedecision making. Theseare often caused by failureto see the big pictureand understand long-termimplications. Manyproblems arise because ofa lack of professionals whopossess management skillsand a lack of managerswho possess technical skills.A project manager shouldbe able to use knowledgeand techniques in a varietyof ways to solve complexproblems and makeinstant, effective decisions.It’s really challenging andexciting to lead and aligndifferent people towardsthe common goal ofcreating something new.”Fereshteh Khoramshahiis a PhD student incivil engineering with aspecialization in projectmanagement. Her researchinvolves the fast-trackingof oil and gas projects.She is a two-time winnerof the top scholarshipfrom the Associationfor the Advancement ofCost Engineering (AACE)and is the first studentfrom Canada to receivethe award.Management at the University of Calgary ensure knowledgegained from the latest research makes its way into trainingprograms.“There is enormous demand for training of projectmanagers,” says Janaka Ruwanpura, director of the centre,which officially opened in April 2011 and has 220 studentsenrolled in graduate programs. “We work very closely withindustry partners so the skills acquired are very applied andvery relevant to strong project managers working in industrytoday, which partly explains the great success we’ve had.”The program’s industry certification programs havetrained 250 industry professionals to date.As projects become more complex and the businessclimate more competitive, research has kept pace and becomejust as sophisticated. Experts around the world are hard atwork developing new tools and, most recently, incorporatingwireless technology into various tools to help projectmanagers. But according to Francis Hartman the best recipefor success comes from factors that are the most difficult toquantify and impossible to enter into a computer.“We need to find a balance between the wonderful technologiesthat are being developed to help us and the wonderfulresource we’ve got called the brain.”Jennifer Sowa is the managing editor of Schulich Engineermagazine and the media relations officer for the Schulich Schoolof Engineering. She is a former print and broadcast journalist.1SMART Project Management is a registered trademark of Francis HartmanHoldings Ltd.SCHULICH 31 ENGINEER

FEATURE2011 INTERNSHIP PHOTOCONTEST WINNERSSights of EngineeringCreativity and an eye for the unusual.Every year the Schulich School ofEngineering invites submissions ofphotographs taken by students duringinternship or while travelling abroad.This year, a panel of judgeschose a winner and runner-up inthree categories plus three honourablementions in the video category.Meet the judges:- Marjan EggermontSenior Instructor and Artist-in-Residence at the Schulich Schoolof Engineering- Ewan NicholsonEwan Nicholson Photography Inc.Member and Past Presidentof the Canadian Association ofPhotographers and Illustratorsin Communications- Peggy SimonsChemical engineer and formerexecutive with Petro-CanadaFormer Associate Dean(Student Affairs) at the SchulichSchool of Engineering- Jack GrayDirector, and members of theinternship office team at theSchulich School of EngineeringSCHULICH 33 ENGINEER

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CHECK THIS OUTSecond Place WinnerPrevious Page:The Top of Gran CanariaA most amazing viewof the island of GranCanaria – Canary Islands.Submitted byZachary DunnewoldPhoto by Stephanie PonADVENTURES ABROADSecond Place WinnerLeft: Hiking for our livesFantastic snow afterdeciding to put ourskis on our shouldersand go for a hike – Laax,Switzerland.Photo by Fraser KinnearADVENTURES ABROADFirst Place WinnerBelow: Vibrant CityCrossing a small bridgeover a canal during afall visit to Amsterdam.Photo by Brett LavendarSCHULICH 35 ENGINEER

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AT WORK ON INTERNSHIPFirst Place WinnerPrevious Page:Toy Science CentreAn apparently toymodel of constructionof the new Telus Sparkscience centrein Calgary.Photo by Dominic WongAT WORK ON INTERNSHIPSecond Place WinnerBelow: Humanand humanoid robotinteractionStanding with ARMARIII b, the fourthdesign in the ARMARhumanoid robot family –Karlsruhe Institute ofTechnology, Germany.Submitted bySapna SandersPhoto by Mickey WhitzerCHECK THIS OUTFirst Place WinnerRight: DJ Stonemantakes the plungeoff the Leap of FaithOn a late Augustafternoon, the lighthits the falls justperfectly – Elk River,British Columbia.Photo by MikkelSt.Jean-DuncanSCHULICH 38 ENGINEER

INTERNSHIP VIDEOHonourable mentionA Year AbroadA summary of my yearon internship inSwitzerland shot withthree different camerasover fourteen months.YouTube Link:http://www.youtube.com/watch?v=fOY2n0p9JzMVideo by Jason GaulINTERNSHIP VIDEOHonourable mentionInternship 2011While I was on internshipin Switzerland I got aGoPro helmet camera andspent five months filmingand editing video.YouTube Link:http://www.youtube.com/watch?v=TnP-n7nw7UEVideo by Fraser KinnearINTERNSHIP VIDEOHonourable mentionMy Extreme InternshipA year of skiing, cliffjumping, rock climbingand surfing.YouTube link:http://www.youtube.com/watch?v=Rj8MWb6zEPYVideo by Nicholas ZibinSCHULICH 39 ENGINEER

PEOPLEDavid Wood, left,and master’s studentXavier Ortiz study windloads on a model of asolar panel in the windtunnel at the SchulichSchool of Engineering.Photo by Riley BrandtPedro Pereira Almaoin the HydrocarbonUpgrading Laboratory.Photo by Riley BrandtSolar and wind powercoming to a backyardnear youThe NSERC/ENMAXIndustrial Research Chairin Renewable Energy atthe Schulich School ofEngineering will exploreways to implement renewableenergy solutions atthe household level.David Wood willstudy the potential ofusing small wind turbinesby measuring windspeeds at variousheights in Calgary usinga 50-metre mast. Hisresearch also involvesstudying the effects ofwind loads on solarphotovoltaic panels tohelp reduce installationcosts and determinethe most efficient panelconfigurations.He is also monitoringthe performance of thesolar thermal system atthe Southland LeisureCentre. Earlier thisyear, the City of Calgaryinstalled 150 solarpanels on the roof ofthe recreation centreto provide heat forpools and showers.Nexen supportsmini-refineries oncampus for cleanenergy researchReducing energyconsumption andgreenhouse gas emissionsis the focus of theNSERC/Nexen/AlbertaInnovates – Energy andEnvironment SolutionsIndustrial Research Chairin Catalysis and BitumenUpgrading at the SchulichSchool of Engineering.Pereira Almao willcreate new upgradingmethods that use catalysts,which are substancesthat cause or acceleratechemical reactions. Histeam of 13 engineers andtechnicians will see theaddition of 17 more graduatestudents through thisnew research program.Their laboratory operateslike a mini refinery whereexperts simulate differentupgrading techniques.They will build uponmethods pioneered byNexen Inc. for its LongLake oil sands facility,the first site to implementupgrading technologythat reduces the need toburn natural gas.Geomatics leadershipshows the sky is notthe limitFor the next four years,Michael Sideris, professorof geodesy in theDepartment of GeomaticsEngineering, will play acentral role in coordinatinginternational effortsin the scientific study ofthe earth. Sideris has beenelected Vice President ofSCHULICH 40 ENGINEER

Help for hard-workingpipelinesUniversity of CalgaryVice President (Research)Ed McCauley, left, andfederal Natural ResourcesMinister Joe Oliver, right,examine rock core sampleswith Godfrey Nowlan,Calgary Acting Directorof the Geological Surveyof Canada. In July, theGovernment of Canadaannounced researchagreements to promoteadvancements in metalsand materials fabricationwith a focus on developingtechnologies for new pipe -lines. The collaborationwill further the work ofthe Pipeline EngineeringCentre at the SchulichSchool of Engineering.Photo by Grady SemmensAbove: Photo by Jennifer SowaBelow: Photo courtesy Peihua Guthe InternationalUnion of Geodesy andGeophysics (IUGG).The organization has 69member countries andeight international associationscomprised ofgeodesists, geophysicists,hydrologists, ocean -ographers, seismologists,volcanologists, and atmosphericand cryosphericscientists. The unionoversees internationalinterdisciplinary studieson the earth’s internalstructure, gravitationaland magnetic fields,atmosphere, hydrosphere,geosphere and cryosphere.Sideris’s currentresearch involves the useof gravity measurementsfrom satellites to studychanges in the earth’ssurface, oceans andgravity field. This providesvaluable informationabout crustal deformations,water resources, oceancirculation, sea level rise,postglacial rebound andice mass balance.Sideris has beenelected VicePresident of theInternationalUnion of Geodesyand Geophysics(IUGG).Schulich School ofEngineering professornamed to top postat prestigiousChinese universityPeihua Gu, a long-timeprofessor in the SchulichSchool of Engineering,has been appointedProvost of ShantouUniversity and will take onthe overall responsibilityfor the planning, operationand education reformof China’s only privatelyfunded public university.Shantou University wasfounded by Mr. Li Ka-Shing in 1981. It has over9,000 undergraduateand graduate studentsand 55,000 alumni.Gu joined theUniversity of Calgaryin 1990. He was head of theDepartment of Mechanicaland ManufacturingEngineer ing at theSchulich School ofEngineering from 1999 to2005 and Associate Dean(Research) in SchulichSchool of Engineeringfrom 1997 to1999. Hewas part of the team thatraised $12 million to buildthe Calgary Centre forInnovative Technology(CCIT), established thePipeline EngineeringCentre and supportedbiomedical engineeringand nano- and micro -technology initiativesin the department.In 2005, Gu wasseconded to ShantouUniversity to serveinitially as Vice President(Research) and Deanof Engineering. TheUniversity of Calgaryand Shantou Universityhave since developed twosuccessful collaborativeeducation programs: theGlobal Leadership andInnovation program, anda Joint CDIO (Conceive-Design-Implement-Operate) engineeringeducation program, bothpartially supported by theLi Ka-Shing Foundation.Under these twoprograms, a number ofUniversity of Calgarystudents spent one monthat Shantou Universityin summer to take creditcourses with ShantouUniversity students.Gu will continue towork with the Universityof Calgary to develop moreeducational and researchcollaborative opportunitiesin the future.SCHULICH 41 ENGINEER

Adam Cripps duringconstruction of the CenovusTRTL (TechnologicalResidence TraditionalLiving), the Universityof Calgary’s studentdesignedsolar house.Photo by Jennifer SowaSchulich Axiomat the finish lineof the World SolarChallenge in Adelaide,South Australia.Forty-five-degree heat andno power steering. TheUniversity of Calgary’ssolar car, the SchulichAxiom, raced for eightTrevor Miles racesthe SR-13 at the 2011Western CanadianShootout in Calgary.days and 3,000 km fromthe top of Australia tothe bottom in the 2011Veolia World SolarChallenge. It was the topCanadian team, finishing19th out of 37 teamsfrom around the world.Photo by Steven TrembathPhoto by David HaehlenFrom zero to 100 km/hin under four secondsThe University ofCalgary’s race car SR-13tore up the track at theCalgary Kart Racing Clubduring the 2011 WesternCanadian Shootout inAugust. It clocked a laptime of 58.484 seconds,the second fastest in thetime trials.The Schulich Racingteam hosted the annualcompetition that featuresrace cars designed andbuilt by universitystudents. This year’s eventincluded teams from theUniversity of Alberta,which took top spotwith a time of 56.9 seconds,and the University ofSaskatchewan.The SchulichRacing team consists of40 students in variousfaculties, the majorityfrom the Schulich Schoolof Engineering. This year,the car underwent acomplete overhaul. It wasdesigned using computationalfluid dynamics toreduce drag and allowit to take corners moreaggressively. It is lighterthan the last car becausethe team used a lighterframe and aluminum wheelassemblies instead of steel.Former chief’sgreat-great-grandsonon engineering teamfor First Nationssolar houseWhen the 2011 SolarDecathlon competition gotunderway in Septemberand the University ofCalgary’s student-builtsolar home went on displayfor all the world to see,Adam Cripps was especiallyproud. Thefourth-year civil engineeringstudent in the Energyand Environment specializationplayed a key rolein designing and buildingCanada’s only entry inthe international solarhouse competition. Hewas part of the structuralteam and served asconstruction manager.The self-containedsolar powered home isintended to help meetthe housing needs inaboriginal communities.The project holds specialmeaning for Cripps,whose grandmother grewup on the ErmineskinFirst Nation reserve nearHobbema, Alberta. Hisgreat-great-grandfatherSamuel Minde onceserved as chief.Cripps says there’sa need for more low-costhousing on reserves andadds that traditionalaboriginal culture appearsto be declining in everydaylife. The University ofCalgary’s solar houseaddresses both issues. It isculturally relevant becauseof the painted canvasceiling, eastern entranceand a shape intended toblend with nature.Team Canada placedtenth out of 19 teams fromaround the world.SCHULICH 42 ENGINEER

Adam Neville gives the2011 convocation address.Photo by Riley BrandtAt the 2011 convocation,Adam Neville receivedan honorary degreeand inspired a newcohort of engineeringgraduates by giving theconvocation address.Here’s an excerpt:I was here at the birth ofthe University of Calgary.We started with almostnothing. I was to build aFaculty of Engineeringand it was truly an exhilaratingtime: to specify thebuildings, approve thearchitectural design, orderlaboratory equipment,and engage staff at alllevels. It was an opportunityof a lifetime – and itworked! Of course, it wasnothing compared withwhat you have now: thesplendid Schulich Schoolof Engineering, one of thetop engineering schools inCanada. In those halcyondays, I put a request forequipment and approvalwas almost automatic.My colleagues thought thatI signed requests withoutreading them and, on oneoccasion, slipped in anitem “gold-plated Cadillacfor the dean.” I spotted it!It does not matterwhat you pursue as acareer, it can be interestingand can lead you far,provided you have anenquiring mind. So don’tchoose a career becauseyou had a good teacher. Ihad a total of two, I repeattwo, hours of concrete inmy undergraduate course,and I had a peculiarteacher of structuraldesign named ProfessorKing. His method was todraw on the blackboard anidealized structure, thenwrite an equation of, say,equilibrium or compatibility,then pause for a while,write another equation,without saying how thesecond equation followsfrom the first one, andfinally, the answer, say x=7.Well, when I gothome I tried to figure outhow he had proceededto reach his answer. Thismight take me an houror two but, when I hadfinished, I had learned agreat deal.In those farawaydays, a student was notallowed to approach aprofessor and questionhim, let alone criticizehim. There was no evaluationof quality of teaching.However, after the finalexamination, I chancedupon Professor King whenwe stood next to oneanother in a LondonUnderground train.By then, full of courage,I asked why he was socryptic in his teaching ofstructural analysis. Helooked me straight in theeye and said, “Neville, I amnot prepared to addressmyself to the mediocre.”If, today, one of yourprofessors expressedthose sentiments, he orshe would be disciplined.I am not recommendingKing’s approach, butdon’t be mesmerized bygood teaching and on thatbasis alone don’t selectyour specialism.As graduates in engineering,you have a choiceof practising engineeringor of moving into management.Many an engineerhas had a successful careerin banking, in publicservice or in politics.An engineer in thatenvironment improvesthe overall operationand also contributesto the performance ofother people.The engineer, indesign, in construction,and, above all, in planningmust also learn to takedecisions on the basis ofincomplete data. He isnot alone here: the sameapplies to generals andmedical consultants.This reminds me ofa story of a medical deanwho was addressing agraduating class and said,“Ladies and gentlemen,I have a confession tomake. One-half of whatwe taught you is wrong.”This produced laughter.When it died down,the dean said, “Thetrouble is we don’t knowwhich half.”So, think broadly,look sideways; the obviousis not necessarily the bestapproach. Be a bit of arebel, have confidence inyourself but don’t forgetthat your ability to thinkfor yourself is due to yourstudies at the Universityof Calgary, your almamater and now mine too.SCHULICH 43 ENGINEER

Celebration of thenew Read JonesChristoffersen Ltd.Civil EngineeringBoardroom inApril 2011.Back row, left to right:Tom Brown, departmenthead Ron Wong, SimonBrown, Walter Dilger,Norm Webster, RobColwell, Anil Mehrotra,Lynne Cowe Falls,Neil DuncanFront: graduate studentsChandana Peries,Kim Gould, Kelvin Yip,Anthony FerrisePhotos by Serey SinnAfterBeforeSCHULICH 44 ENGINEERAfterBefore

Karen Sobel,Vice President,Project Operations withSNC-Lavalin, at theannouncement of thenew career centre.Photo by James Michael PaulTrust this technologyto take offA University of Calgaryspin-off company willwork with the Govern -ment of Canada todevelop next-generationtracking and navigationtechnologies with safetyand security in mind.Trusted PositioningInc. was one of 27 companiesacross Canadachosen for the CanadianInnovation Commercial -ization Program, whichaims to take innovativeideas from the lab to themarketplace. Thecompany will developportable tracking technologydesigned to operatewhere GPS and otherwireless signals are oftenblocked, such as in urbanareas with tall buildingsand indoor locations.This technology couldbe used to trackdismounted soldiers inhostile environments,emergency workers suchas police and firefighters,monitor patients inhospitals and keep tabson dangerous offendersin the community.Trusted PositioningCEO and co-founder NaserEl-Sheimy is a professorand former departmenthead in the Departmentof Geomatics Engineeringat the Schulich Schoolof Engineering.Engineering Leaderscampaign enters thefinal thirdThe bold initiative tobuild the best in engineeringschools has gainedmomentum under theleadership of a newdean, Guy Gendron.The campaign cabinethas been formed andfundraising targets metto support studentexperience and researchinnovation. The focusnow is on expansion.A new building willprovide a contemporarylearning experienceand help meet the needsof today’s students.The EngineeringLeaders campaign isnearly two-thirds ofthe way towards the goalof raising $60 million.Wanted: technicalexpert, leader, projectplanner and top-notchcommunicator allrolled into oneIt will be a one-stop-shopfor students and industry.The new Career Centreat the Schulich Schoolof Engineering will buildupon the school’s flagshipInternship Programby providing work experiencefor students fromday one through tograduation. Until now,work terms have beenoffered only after thethird year of study.When it’s fully operational,the Career Centrewill offer workshops,guest speakers, industrytours, resume tips and jobinterview training.The Career Centrewill benefit industry byproviding a venue for jobpostings and opportunitiesto meet students.Ongoing student developmentensures companiesthat the graduates theyhire are a good fit.SNC-Lavalin Inc.contributed $125,000and was the first companyto step forward withsupport for the CareerCentre. The companyis represented on theEngineering CareerCentre Advisory Board,supports a number ofstudent activities andemploys many graduatesfrom the SchulichSchool of Engineering.SCHULICH 45 ENGINEER

Photos by Brandi ChuchmanALUMNIEVENTSFALL FAMILY FUN EVENTOCTOBEREvery fall, alumni are treated to a day offamily fun! This year’s event was held atthe Calgary Corn Maze, which we thoughtwould be fitting for Schulich School ofEngineering graduates who have alreadynegotiated the warren of the engineeringcomplex! Children received free“Future engineer” T-shirts.DEATH BY CHOCOLATENOVEMBERThis annual event for female alumnifeatures an evening of wine and chocolate.This year, a panel of engineer momsled a discussion about combining careerand family.DEAN’S HOLIDAY RECEPTIONDECEMBER 1, 20115:00 pmCrystal Ballroom,Fairmont Palliser HotelA festive celebration of the seasonand leadership in engineering with theSchulich School of Engineering’s newDean, Dr. Guy Gendron. The Dean’sAward for Corporate Leadership andthe Canadian Engineering LeaderAward will be presented this evening.SPEED GEEKINGJANUARY 2012Get your geek on at this annual eventthat provides current engineering studentswith the chance to chat one-on-one withalumni who have gone on to pursue avariety of careers with their engineeringdegrees. Speed geeking follows a“speed dating” format and it’s all aboutnetworking and helping students broadentheir engineering career horizons.ALUMNI ASSOCIATIONANNUAL DINNERMARCH 2012The Annual Dinner is a relaxed evening tocatch up with old friends and maybe evenroast one of your former professors.SPEAKERS PANEL – NUCLEARENERGY: PRECIOUS OR PERILOUS?SPRING 2012Join a panel of nuclear energy experts withdiverse perspectives for a lively discussionabout the role of nuclear energy in thelocal and global energy economy.SCHULICH SCHOOL OF ENGINEERINGALUMNI STAMPEDE PARTYJULY 2012An evening to catch up with old friends andenjoy the excitement of the Stampede.For more information about eventsor to become involved with theEngineering Alumni Chapter, please visitschulich.ucalgary.ca/alumni or contact:Brandi Chuchman, Manager ofIndustry and Alumni RelationsSchulich School of Engineeringengineering.alumni@ucalgary.ca403-220-2548Frankie Freckleton, PresidentSchulich School of EngineeringAlumni Chapterfrankiefreckleton@shaw.ca

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REVERSE ENGINEERINGThe Schulich School ofEngineering scarf wasintroduced in 2010.Students and alumni wearit with pride and purpose.It’s been spotted at the farreaches of the earth as atravelling companion forKasmira Pawa, formerEngineer ing Students’Society president, duringher year on internship.IN THE ARCTIC CIRCLE…With fellow studentCarl Conway dogsleddingin Tromsø, Norway.Photo courtesy Kasmira PawaIN THE SWISS ALPS…With fellow studentsCarl Conway andZachary Dunnewold nearBraunwald, Switzerland.Photo by Jillian HughesON AFRICA’STALLEST MOUNTAIN…At the summitof Mt. Kilimanjaro.Photo courtesy Kasmira PawaSCHULICH 48 ENGINEER

2011DEAN’SAWARD FORCORPORATELEADERSHIPSUNCOR ENERGY IS THE WINNER OF THE2011 DEAN’S AWARD FOR CORPORATELEADERSHIP. THIS AWARD GOES TO ACANADIAN CORPORATION THAT HAS SHOWNSIGNIFICANT LEADERSHIP IN SUPPORT OFRESEARCH AND EDUCATIONAL ACTIVITIESIN THE SCHULICH SCHOOL OF ENGINEERING.Suncor has been a longtime supporter ofthe Schulich School of Engineering through membershipin the Engineering Associates Program,representation on the Engineering Career CentreAdvisory Board and the placement of studentsthrough the Internship Program.In the years leading up to the mergerbetween Suncor and Petro-Canada in August2009, Petro-Canada donated a building worth$6.9 million to the Department of Mechanicaland Manufacturing Engineering and $1 millionto the Petro-Canada Emerging Leaders AwardsProgram. Suncor continues to support the program,which is now known as the Suncor EnergyEmerging Leaders Awards.The Suncor Energy Foundation has alsoprovided financial assistance to undergraduatestudents with the Suncor Energy FoundationScholarship in Geology and Engineering andfunding for the International Student EnergySummit of ISEEE (Institute for SustainableEnergy, Environment and Economy) at theUniversity of Calgary.Support for oil sands research at theSchulich School of Engineering has amountedto more than $1 million and another $1.4 mil -lion has gone towards various initiatives in theHaskayne School of Business and the Depart -ment of Sociology at the University of Calgary.The Dean’s Award for Corporate Leadershipis presented annually at the Schulich School ofEngineering Dean’s Holiday Reception in Calgary.

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