Intro question Why do Mearsheimer and Walt claim that the War in Iraq was unnecessary?  Do you agree with the reasoning for them deeming the invasion unnecessary(use the readings to state your point) Re: Intro question  Walt and Mearsheimer claim that the war in Iraq is unnecessary because they feel that America is under the false impression that Saddam Hussein is much more reckless than he is. They state that we believe he cannot be deterred from the use of Weapons of Mass Destruction (WMD), when in fact he actually can.  They mention that although he has been in 2 wars in the past thirty years, that this is no worse than neighboring countries "such as Egypt or Israel" and that "a careful look will determine that his behavior is far from reckless".        I would say that I agree, to an extent, with their reasoning to deem the invasion unnecessary.  They say that due to the fact that he has been far from reckless in the past, we should assume that he will maintain this behavior--  and while this view point may make sense to some; I feel as though it is entirely too optimistic You are asked to read the content in Week 6 folder and respond to either the intro question or add an idea or a comment to the response. 3-4 sentences only mearsheimer and walt.pdf Project Management Case You are working for a large, apparel design and manufacturing company, Trillo Apparel Company (TAC), headquartered in Albuquerque, New Mexico. TAC employs around 3000 people and has remained profitable through tough economic times. The operations are divided into 4 districts; District 1 – North, District 2 – South, District 3 – West and District 4 – East. The company sets strategic goals at the beginning of each year and operates with priorities to reach those goals.Trillo Apparel Company Current Year Priorities · Increase Sales and Distribution in the East · Improve Product Quality · Improve Production in District 4 · Increase Brand Recognition · Increase RevenuesCompany Details Company Name: Trillo Apparel Company (TAC) Company Type: Apparel design and production Company Size: 3000 employees Position # Employees Owner/CEO 1 Vice President 4 Chief Operating Officer 1 Chief Financial Officer 1 Chief Information Officer 1 IT Department 38 District Manager 4 Sales Team 30 Accountant 12 Administrative Assistant 7 Order Fullfilment 45 Customer Service 57 Designer 24 Project Manager 10 Maintenance 25 Operations 2500 Shipping Department 240 Total Employees 3000 Products: Various Apparel Corporate Location: Albuquerque, New MexicoTAC Organization Chart District 4 Production Warehouse Move Project Details The business has expanded considerably over the past few years and District 4 in the East has outgrown its current production facility. Because of this growth the executives want to expand the current facility, moving the whole facility 10 miles away. The location selected has enough room for the production and the shipping department. Howev.

1. Intro question
Why do Mearsheimer and Walt claim that the War in Iraq was
unnecessary? Do you agree with the reasoning for them
deeming the invasion unnecessary(use the readings to state your
point)
Re: Intro question
Walt and Mearsheimer claim that the war in Iraq is unnecessary
because they feel that America is under the false impression
that Saddam Hussein is much more reckless than he is. They
state that we believe he cannot be deterred from the use of
Weapons of Mass Destruction (WMD), when in fact he actually
can. They mention that although he has been in 2 wars in the
past thirty years, that this is no worse than neighboring
countries "such as Egypt or Israel" and that "a careful look will
determine that his behavior is far from reckless".
I would say that I agree, to an extent, with their reasoning to
deem the invasion unnecessary. They say that due to the fact
that he has been far from reckless in the past, we should assume
that he will maintain this behavior-- and while this view point
may make sense to some; I feel as though it is entirely too
optimistic
You are asked to read the content in Week 6 folder and respond
to either the intro question or add an idea or a comment to the
response. 3-4 sentences only
mearsheimer and walt.pdf

2. Project Management Case
You are working for a large, apparel design and manufacturing
company, Trillo Apparel Company (TAC), headquartered in
Albuquerque, New Mexico. TAC employs around 3000 people
and has remained profitable through tough economic times. The
operations are divided into 4 districts; District 1 – North,
District 2 – South, District 3 – West and District 4 – East. The
company sets strategic goals at the beginning of each year and
operates with priorities to reach those goals.Trillo Apparel
Company Current Year Priorities
· Increase Sales and Distribution in the East
· Improve Product Quality
· Improve Production in District 4
· Increase Brand Recognition
· Increase RevenuesCompany Details
Company Name: Trillo Apparel Company (TAC)
Company Type: Apparel design and production
Company Size: 3000 employees
Position

3. # Employees
Owner/CEO
1
Vice President
4
Chief Operating Officer
1
Chief Financial Officer
1
Chief Information Officer
1
IT Department
38
District Manager
4
Sales Team
30
Accountant
12
Administrative Assistant
7
Order Fullfilment
45
Customer Service
57
Designer
24
Project Manager
10
Maintenance
25
Operations
2500
Shipping Department
240
Total Employees

4. 3000
Products: Various Apparel
Corporate Location: Albuquerque, New MexicoTAC
Organization Chart
District 4 Production Warehouse Move Project Details
The business has expanded considerably over the past few years
and District 4 in the East has outgrown its current production
facility. Because of this growth the executives want to expand
the current facility, moving the whole facility 10 miles away.
The location selected has enough room for the production and
the shipping department. However, the current warehouse needs
some renovation to accommodate the district’s operational
needs.
The VP of Operations estimates the production and shipping
warehouse move for District 4 will provide room required to
generate the additional $1 million/year product revenues to
meet the current demand due to the expanded production
capacity. Daily production generates $50,000 revenue so a week
of downtime will cost $250,000 in lost revenues.
The move must be completed in 4 months.
Mileage between the old and new facilities is 10 miles.
Bids have been received from contractors to build out the new
office space and production floor and have signed contracts for
work as follows:
Activity
Company Providing Services
Total Contract
Supplies
Time Needed
Pack, move and unpack production equipment
City Equipment Movers

5. $150,000
n/a
5 Days
Move non-production equipment and materials
Express Moving Company
$125,000
n/a
5 Days
Framing
East Side Framing & Drywall
$121,000
$125,000
15 Days
Electrical
Sparks Electrical
$18,000
$12,000
10 Days
Plumbing
Waterworks Plumbing
$15,000
$13,000
10 Days
Drywall
East Side Framing & Drywall
$121,000
$18,000
15 Days
Finish Work
Woodcraft Carpentry
$115,000
$15,000
15 Days
Build work benches for production floor
Student Workers Carpentry
$112,000

6. $110,000
15 Days
Production workdays are Monday through Saturday. The actual
move must be completed in 5 days for as little disruption to
production activities as possible. All contractors are on other
projects but have been booked in advance. The contractors will
gain the necessary permits and schedule city and county
inspections but these tasks need to be identified separately due
to the length of time it can take. Permitting and inspections can
take from one to three weeks, depending upon schedule and the
flexibility of the inspector. The new warehouse is empty and
can be accessed immediately. Framing cannot start until the
permits are received. Electrical and plumbing can begin as soon
as the framing is finished. Drywall cannot start until the
electrical and plumbing inspections are complete. After the
drywall is completed, final inspections will be completed by the
county and city. After both the county and city have passed the
new construction, finish work can begin. Building the product
floor work benches can occur at any time before the move
occurs.
Chief Executive
Officer
Chief Operating
Officer
Chief Financial
Officer
VP Sales &
Marketing
Chief Information
Officer
Executive
Assistant
VP
Operations
VP Customer

7. Service
Inbound Call
Manager
Outbound Call
Manager
Outbound Call
Team (20)
Inbound Call
Team (35)
IT
Manager
IT Staff
(37)
Sales Team
(30)
Accountants
(12)
District2
Manager
District 3
Manager
District1
Manager
District 4
Manager
D1 Operations
(500)
D1 Operations
(650)
D3 Operations
(450)
D4 Operations
(900)
Administrative
Assistant
Administrative

8. Assistant
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Order Fulfillment
(45)
Shipping
(50)
Shipping
(50)
Shipping
(50)
Shipping
(90)
Maintenance
(5)
Maintenance
(5)
Maintenance
(5)
Maintenance
(10)
Project Managers
(10)
VP
Design
Design Team
(24)
Trillo Apparel Company
Chief Executive
Officer

9. Chief Operating
Officer �
Chief Financial
Officer�
VP Sales &
Marketing �
Executive
Assistant�
Chief Information
Officer�
VP
Operations�
VP Customer
Service �
Inbound Call
Manager�
Outbound Call
Team (20)�
Outbound Call
Manager�
Inbound Call
Team (35)�
IT
Manager�
IT Staff
(37)�
Sales Team
(30)
Accountants
(12)�
District2
Manager�
District 3
Manager�

10. District1
Manager�
District 4
Manager�
D1 Operations
(500)�
D1 Operations
(650)�
D3 Operations
(450)�
D4 Operations
(900)�
Administrative
Assistant �
Administrative
Assistant �
Administrative
Assistant �
Administrative
Assistant �
Administrative
Assistant �
Administrative
Assistant�
Shipping
(50)�
Order Fulfillment
(45)�
Shipping
(50)�
Shipping
(50)�
Shipping
(90)�
Maintenance
(5)�

11. Maintenance
(5)�
Maintenance
(5)�
Maintenance
(10)�
Project Managers
(10)�
VP
Design�
Design Team
(24)�
Trillo Apparel Company
Sheet1Work Breakdown StructureProject Name:District 4
Warehouse MoveProject Manager:Date:Work Breakdown
Structure Purpose and LimitationsThe purpose of this worksheet
is to:Identify the work to be doneIdentify the types of resources
required for the workDevelop estimates for each work
elementThis worksheet does not address:When the work will be
completedUse the following table to define the major
deliverables and associated task detail for each deliverable. Use
the example (in red) for help in determining how to break up the
work and identify the Work ID numbers. Expand the table as
needed.Work Package
TaskTasksResource(s) RequiredEstimated Duration
(in days)
TasksEstimated Duration
(in days)
Work PackageID1Project Kick-off41.1Book location for
meetingProject Manager11.2Invite stakeholdersProject
Manager11.3Prepare presentationProject Manager11.4Conduct
the meetingProject Manager and Attendees12Project
Documents132.1Develop Charter/ScopeProject
Manager22.2Develop WBSProject Manager and

12. Workers72.3Develop Project PlanProject Manager22.4Develop
Communication PlanProject Manager23Status
Reports/Meetings33.1Develop Status ReportProject
Manager13.2Set schedule for team meetingsProject
Manager13.4Set schedule for stakeholder meetingsProject
Manager14Initial Planning Meetings with Vendors54.1Meet
with Framing/DrywallProject Manager and East Side Framing
PM14.2Meet with ElectricalProject Manager and Sparks
Electrical PM14.3Meet with PlumbingProject Manager and
Waterworks Plumbing PM14.4Meet with Finish WorkProject
Manager and Woodcraft Carpentry PM14.5Meet with Student
WorkersProject Manager and Student Workers
Manger15Electrical Permits105.1Obtain Electrical
PermitsSparks Electrical PM106Plumbing Permits106.1Obtain
Plumbing PermitsWaterworks Plumbing PM107Building
Permits107.1Obtain Building PermitsEast Side Framing &
Drywall PM108Framing248.1Framing-Order SuppliesEast Side
Framing & Drywall PM38.2Framing-BuildEast Side Framing &
Drywall158.3Framing-InspectCity & County58.4Framing-
Project Sign-offProject Manager19Electrical199.1Electrical-
Order SuppliesSparks Electrical PM39.2Electrical-InstallSparks
Electrical109.3Electrical-InspectCity & County59.4Electrical-
Project Sign-offProject Manager110Plumbing1910.1Plumbing-
Order SuppliesWaterworks Plumbing PM310.2Plumbing-
InstallWaterworks Plumbing1010.3Plumbing-InspectCity &
County510.4Plumbing-Project Sign-offProject
Manager111Drywall2411.1Drywall-Order SuppliesEast Side
Framing & Drywall PM311.2Drywall-InstallEast Side Framing
& Drywall1511.3Drywall-InspectCity & County511.4Drywall-
Project Sign-offProject Manager112Finish Work2412.1Finish-
Order SuppliesWoodcraft Carpentry PM312.2Finish-
InstallWoodcraft Carpentry1512.3Finish-InspectCity &
County512.4Finish-Project Sign-offProject
Manager113Workbenches2013.1Workbenches-Order
SuppliesStudent Workers Manager213.2Workbenches-
BuildStudent Workers1513.3Workbenches-Quality

13. inspectionProject Manager213.4Workbenches-Project Sign-
offProject Manager114Equipment Packing514.1Pack production
equipmentCity Equipment Movers PM214.2Pack non-production
equipmentCity Equipment Movers214.3Project Sign-offProject
Manager115Move715.1Move production equipmentExpress
Moving Company PM315.2Move non-production
equipmentExpress Moving Company315.3Project Sign-
offProject Manager116Procurement Closure516.1Review
contract workProject Manager316.2Release contractorsProject
Manager116.3Pay contractorsProject Manager117Project
Closure717.1Final reportProject Manager317.2Archive
documentationProject Manager317.3Lessons LearnedProject
Manager1
Sheet2
Sheet3