Circuit Board Meeting Case Study

The book Black Hearts by Jim Frederick is an in-depth narrative about the 1st platoon, Bravo Company 1-502nd Infantry 101st Airborne Division deployed to Iraq in 2005. The leadership failures documented in this book range all the way from the general officer level down to the lowest private. LT general Ricardo Sanchez failed to understand the climate his command group was entering as they were deployed into Iraq. From then on the entire leadership failures continued to compound upon each other with improper time to plan. It is customary to have a six month lead time to have a proper battle hand off when preparing to take over an AO from another unit. To compound this problem, the entire time the 502nd was in pre-deployment training, they

General Clinton also failed to address the continual harassment of his rear guard by the Continental Army. General Clinton had a pre-conceived notion of his battlespace, instead of adjusting his tactics and developing sound courses of action, he acted upon outdated intelligence and his initial impressions of the battlespace. Clinton failed to consult with his staff and use sound analytical reasoning. Clinton assumed Washington would only attack once General Gates’ forces arrived in full (Frey, 1981). If Clinton would have used a sound analytical process he would have seen General Gates’ movements for the Military Deception Operation that it was. This deception worked and Clinton committed much of his force, led by General Cornwallis, to

According to the San Francisco Chronicle, the move infuriated rank-and-file officers, who cast Batts as a "showboat" who didn't go to bat for his officers, and then jumped ship when the going got tough.

Throughout history, the United States Government and Armed Forces have learned from devastating mistakes and decisive victories making the US Armed Forces superior to most, if not all, other militaries; however, the Battle of Mogadishu in Somalia throughout Operation Restore Hope, Operation Provide Relief, and the Joint Special Operations Task Force missed the mark on such “lessons learned”. The inadequate intelligence; the ignorance of tactics, techniques, and procedures; and absence of reinforcements cost needless loss of US troops, and crippling a sophisticated, well-equipped military at the hands of an under-equipped militia using irregular warfare tactics. Even 24 years later, the impact resonating still weighs heavily on minds of key leaders in the government along with all echelons of military commanders.

At the same time, some of the top brass had some difficulty adjusting to what they perceived to be Defense Secretary Donald Rumsfeld's brusque hands-on management style. Normally, a regional commander in chief--the CINC--prepares a plan of battle and submits it to the Joint Chiefs for review. Only when the "package" is complete does it go to the secretary of Defense for approval. But Rumsfeld insisted on short-circuiting this formal, orderly process and getting involved in the planning at an early stage. Central Command's Gen. Tommy Franks was required to come up with "30 percent" solutions that would be further shaped and recast in response to Rumsfeld's probing and persistent questions. Some of the generals grumbled about Rumsfeld, but Pace

Herman was the 4th infantry division of the soldiers they were one of the first waves onto the beach.

If you have difficulty accessing the system, you can use w3school editor and email the link to yourself before the midnight.

The captain did however have the right idea of keeping the civilians clear and distant because in actuality that amount of people, fifty thousand, would have slowed down any major attempts to do anything. While both of the leaders had good points they both lacked in one major problem which many companies, corporations, and governments lack today. They seemed to leave out what was best for the people. The president had the right idea, but she cared more about saving people then thinking of an exit strategy, yet the captain had ideas but didn’t care about the actual safety of the people. This subject not only creates controversy in the show, but relates back to the real world and the controversy between whether or not our government is actually here to help us, or whether they are just here with their own selfish purposes.

With the way I've been treated by Ed since he's been President, I WILL NOT attend Board Meetings. I refuse to be harassed or bullied by him again just because I've expressed my opinions and disagreed with how he dictates. No condo owner should be forced to go to a Board Meeting to have their issues addressed. I chose to submit my concerns in writing so I have a copy for my records.

Monitoring and control activities are essential components to effective project management (Chrissis, Konrad, & Shrum, 2011; PMI, 2013). The main purpose of monitoring and control activities are to having an understanding of project progress/performance against the agreed upon plan, identify potential risks, provide accurate forecasts, and to ensure corrective actions are taken when necessary (Chrissis et al., 2011; PMI, 2013). Successful cost and schedule control involves much more than merely monitoring project progress and costs, it involves thorough analysis of the data (Kerzner, 2013, p. 738). One of the most effective tools for performance measurement, monitoring, and control is earned value management (EVM); a powerful technique which employs quantitative data to objectively monitor and control project progress (De Marco & Narbaev, 2013).

Managing budgetary constraints. Setting the priorities is crucial because budget and time constrains which goals and projects can be achieved in a certain time period; therefore, as long as the top three priorities are adequately funded, the company is achieving the CSF of managing the budget. The 15th ECC successfully budgets its funding by initially setting company priorities and constantly revising the priorities to adapt to rising concerns. The top leaders of the organization meet quarterly to determine specific priorities such as upcoming projects, maintenance, and employee training to initially budget resources to events (Adams, 2017). Monthly, the same leadership meets to ensure the funding

They say they're 'tired of being humiliated'. The rest of the veterans are following their example. Unless we want to be shut down, we have to send in a team of newbies."

We should strive for effective and efficient government not necessarily smaller government as it relates to the General Assembly.

The first factor missing was attendance; right when you walk in and notice the lack of attendance it gives you an idea of how unimportant these meetings might be to the community. “Board attendance is directly correlated to board participation and thereby to the success of the organization in furthering its mission” (Gene Takagi). Attendance is a key factor in any kind of meeting due to the fact that the people are the ones who vote for changes in bad laws, in addition this gives a bad image to the city and its board members.

One member of the USO shared what she did with the service members at the base. Rio