Dr James Holness is responsible for International Collaborations for the College of Engineering, including TNE, teaching, recruitment, research and student mobility. He has experience in the corporate, consultancy and educational sector in product and business development, negotiation, marketing and recruitment with significant experience in most regions of the globe.

James teaches in the areas of entrepreneurship, project management and personal development.

Internationally he has guest lectured in the following:

Studying Engineering in the UK
Research at Swansea University College of Engineering
Personal Development for Engineers (Leadership, team development & Communication) – workshops and lectures
Entrepreneurship for Engineering – workshops and lectures
Swansea University & the BloodHound SSC Project
Development of Bicycles for Racing
The Swansea University Engineering Zambia Humanitarian Mission 2014

Following on from early career research in the areas of anti-corrosion systems and composite structures, his research is being redeveloped into the areas of social entrepreneurship in engineering and crisis management facilities which support his personal interests in International Development and Humanitarian work.

Publications

  1. Xavier, P., Holness, J. Co-educating Social Scientists and Engineers through International Service Learning 2018 World Engineering Education Forum - Global Engineering Deans Council (WEEF-GEDC)

Teaching

  • EG-D10 Team Project & Individual Dissertation

    The module is where this program ultimately culminates with the final development stages and realisation of a team based project (as defined at the recruitment stage) with individual aspects considered and assessed as a final dissertation submission. The nature of the dissertation will be dependent on the nature of the specialisation of the participant. During the period of this module, a preparatory period will be followed by participants spending (or utilising remote engineering techniques) a period of circa. 3 weeks in-country delivering the project, with support from academic team leads and other supporting staff, stakeholders or collaborators. This will be concluded with a debrief and final dissertation writing period.

  • EG-D11 Team Project & Individual Dissertation (Engineers)

    The module is where this program culminates with the final development stages and realisation of a team based project with individual aspects considered and assessed as a final dissertation submission. The nature of the dissertation will be dependent on the nature of the specialisation of the participant. During this module, a preparatory period will be followed by participants spending (or utilising remote engineering techniques) a period of circa. 3 weeks in-country delivering the project, with support from academic team leads and other supporting staff, stakeholders or collaborators. This will be concluded with a debrief and final dissertation writing period, a group presentation and an individual viva voce.

  • EGSM10 Entrepreneurship for Research Engineers

    To show the concepts and characteristics behind Enterprise and Entrepreneurs and to demonstrate the skills allowing an individual or group to operate succesfully in an Entrepreneurial manner in a personal start-up or corporate business environment.

  • EGSM14 Community Engagement

    In the last 50 years community groups have demanded and increasingly been offered an important role in planning and designing new developments and large scale engineering projects. Today, in an environment of localism and nimbyism, with local residents increasingly seen as `experts¿ in their own right, community engagement has become a crucial part of any development process. The module will introduce the role and importance of engaging communities, teaching various techniques of consultation and engagement, placed in a framework from top-down to bottom-up. These techniques will be placed against a range of critiques of engagement that have emerged in recent years, from the accusation that engagement silences, co-opts or manipulates local people. The module will include evolving examples of engagement such as the `charrette¿, `Enquiry by Design¿ and others, and will include a practical project in which students take part in engagement exercises.

  • EGSM17 Concept Development and Application Pt1

    The module is the first of two that involve the development, synthesis and application of scientific, engineering, personal, professional and project management skills to deliver an approach to a solution of the specific group and individual projects. It will require and develop self-organisation skills and the critical evaluation of options and results, as well as developing technical and specialist knowledge around sustainable engineering solutions in the project area. This module is focused on creative techniques including human-centred design and design thinking techniques.

  • EGSM18 Project Management

    At the end of this course students will be able to recognise and define the key characteristics and components of a project, understand the advantages/disadvantages associated with the management of both small and large projects, and have an appreciation of the strategic tools and techniques available to enable "Effective Project Management" leading to high performance team. These skills will be reinforced by the completion of a group project to produce an initial feasibility report (e.g. project plan document) for a major new project.

  • EGSM20 Concept Development and Application Pt2

    The module is the second part of two that involve the application of personal, professional, project management and both ¿library¿ and field based research skills to develop an approach to the solution of the specific group and individual projects, The participant will gain experience in working independently and in a group on the team and individually assigned element of the project, utilising basic accepted planning procedures. This second part is ¿in-country¿ (field) based and will be approximately one week in duration. During this period, participants will gather field data through community engagement to ensure key stakeholder and end user requirements are met. Consideration will also be given to impact evaluation and monitoring and a revised project plan will be developed. It will require and develop self-organisation and the critical evaluation of options and results, as well as developing technical knowledge in the chosen topic, all in a ¿real¿ field environment.

  • EGSM21 Leadership and Complexity Management (ELM)

    One of the key skills identified by employers in all sectors and for life in general is the ability to work in a team and to be able to lead! Additionally, there are a number of other skills and traits required or to at least be aware of, to be most effective in these capacities. This module is designed to utilise contemporary psychology theories to develop individual and group awareness of personal attributes and group characteristics salient to leadership and effective membership of a team. This is then applied directly using self and group reflection, discussion and debate and exercises to establish team roles and ¿hammer together¿ pre-defined teams. This will allow them to move closer to being an ¿effective team¿ and ultimately increase success throughout the program. Effective communication will be promoted throughout the module, in terms of leadership and team work alongside engagement with internal and external stakeholders, to include such areas as sales, marketing and personal branding. Successful delivery of engineering business outcomes in a developing or high risk environment requires a detailed understanding of the broader complexities involved. This will include risk analysis and preparation, and an understanding of how your project impacts local stakeholders, in particular cultural issues, local politics and vested interests. This module will explore these complexities and develop strategies to enable successful delivery by seeking to address the potential risk during the programme¿s inception as opposed to reacting to unforeseen circumstances during operations. The module will equip participants with the skills and methodology to deliver programmes in environments that would normally be the preserve of the UN, DFID, specific NGOs or the Military.

  • EGSM28 Leadership and Complexity Management

    One of the key skills identified by employers in all sectors and for life in general is the ability to work in a team and to be able to lead! Additionally, there are a number of other skills and traits required or to at least be aware of, to be most effective in these capacities. This module is designed to utilise contemporary psychology theories to develop individual and group awareness of personal attributes and group characteristics salient to leadership and effective membership of a team. This is then applied directly using self and group reflection, discussion and debate and exercises to establish team roles and ¿hammer together¿ pre-defined teams. This will allow them to move closer to being an ¿effective team¿ and ultimately increase success throughout the program. Effective communication will be promoted throughout the module, in terms of leadership and team work alongside engagement with internal and external stakeholders, to include such areas as sales, marketing and personal branding. Successful delivery of engineering business outcomes in a developing or high risk environment requires a detailed understanding of the broader complexities involved. This will include risk analysis and preparation, and an understanding of how your project impacts local stakeholders, in particular cultural issues, local politics and vested interests. This module will explore these complexities and develop strategies to enable successful delivery by seeking to address the potential risk during the programme¿s inception as opposed to reacting to unforeseen circumstances during operations. The module will equip participants with the skills and methodology to deliver programmes in environments that would normally be the preserve of the UN, DFID, specific NGOs or the Military.

  • EGSM34 Leadership and Complexity Management (EngD)

    One of the key skills identified by employers in all sectors and for life in general is the ability to work in a team and to be able to lead! Additionally, there are a number of other skills and traits required or to at least be aware of, to be most effective in these capacities. This module is designed to utilise contemporary psychology theories to develop individual and group awareness of personal attributes and group characteristics salient to leadership and effective membership of a team. This is then applied directly using self and group reflection, discussion and debate and exercises to establish team roles and ¿hammer together¿ pre-defined teams. This will allow them to move closer to being an ¿effective team¿ and ultimately increase success throughout the program. Effective communication will be promoted throughout the module, in terms of leadership and team work alongside engagement with internal and external stakeholders, to include such areas as sales, marketing and personal branding. Successful delivery of engineering business outcomes in a developing or high risk environment requires a detailed understanding of the broader complexities involved. This will include risk analysis and preparation, and an understanding of how your project impacts local stakeholders, in particular cultural issues, local politics and vested interests. This module will explore these complexities and develop strategies to enable successful delivery by seeking to address the potential risk during the programme¿s inception as opposed to reacting to unforeseen circumstances during operations. The module will equip participants with the skills and methodology to deliver programmes in environments that would normally be the preserve of the UN, DFID, specific NGOs or the Military.

Supervision

  • "Application of integrated renewables in closed sanitation system" (current)

    Student name:
    EngD
    Other supervisor: Dr Ian Mabbett
  • Transforming engineering education for a transition to sustainable futures: working toward inclusivity in engineering and why it matters. (current)

    Student name:
    PhD
    Other supervisor: Prof David Worsley
    Other supervisor: Dr Catherine Groves
    Other supervisor: Dr Patricia Xavier
  • Developing the Social Consciousness of Civil Engineers (current)

    Student name:
    PhD
    Other supervisor: Dr Patricia Xavier