CAC-T Victory Through Training Overmatch Purpose: Provide a tutorial for planning training events at the company and below level using Troop Leading Procedures

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Victory Through Training Overmatch

Purpose: Provide a tutorial for planning training events at the company and below level using Troop Leading Procedures (TLP). This tutorial is not a replacement for the content in the UTM manual. For a full, unabridged understanding of this topic, read chapter 4.

UTM Tutorial:

Troop Leading Procedures (TLP) For Planning Training Events

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Unit Training Management (UTM)

There are two important frameworks that help guide small units through planning and execution of unit training events, Troop Leading Procedures (TLP) and the T-Week Concept:

While battalion and above (units with a coordinating staff) use the Military DecisionMaking Process (MDMP), Company and below units TLP for planning. The steps to TLP are:

Step 1. Receive the Mission Step 2. Issue a warning order Step 3. Make a tentative planStep 4. Start necessary movement Step 5. Conduct ReconnaissanceStep 6. Complete the planStep 7. Issue the orderStep 8. Supervise

Introduction

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Units use the T-Week Concept to provide a framework and a backwards planning method that allows leaders to countdown the specific efforts, processes, steps and coordination required for each training event.

The T-Week concept ensures the planning and coordinating all significant actions that are necessary to execute a training event are completed.

The structure of the T-Week should be customized to meet unit requirements and should become a standard part of the unit SOP.

Companies conduct the majority of the planning efforts and TLP Steps 1-7 in the T-12 to T-6 time frame.

This tutorial will often refer to actions accomplished during a given T-Week . While major training events will require planning and coordination beginning as early as T-21, the majority of company and below events can be executed using TLP beginning in the T-12 to T-8 time frame.

T-Week Concept

UTM Chapter 4 provides a detailed discussion of the T-Week Concept:

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On this condensed timeline, the commander initiates this step at about T-12 to T-8 in order to ensure all resources are coordinated for the event. The commander may receive a FRAGO or OPORD directing planning for the event from higher, or initiate planning for the event himself.

The commander, and selected leaders begin the mission analysis process by reviewing and analyzing the tasks the unit must be able to perform with enough time to adequately plan and prepare for the event.

The tasks that must be completed during this step in the process are the following:

• Confirm the Key Collective Tasks to train (KCT)s

• Conduct Initial Assessment (review KCTs and Assessments)

• Issue the Commander’s Initial Guidance

Step 1, Receipt of Mission

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17 – 21 February 2015 STX, Reconnaissance Troop, Training Objectives

Task Focus (KCT)s:Conduct Route Reconnaissance (17-2-4000)Integrate Indirect Fire Support (07-2-3036)

Conditions: A ‘walk’ event, the troop demonstrates proficiency in tactics, techniques, procedures and SOP for route reconnaissance in a live environment. The environment is continuous, in both day and night, and in various MOPP levels.

Standard: The company conducts operations IAW SOP, the order, and higher guidance. Achieve satisfactory performance (85% T&EO go) on KCTs.

Evaluation: Company Internal (Commander or designate representative).

Individual: Demonstrated ability to perform Warrior Tasks and Battle Drills as part of a team.Collective: Achieve 85% ‘go’ on the KCT Training and Evaluation Outline (T&EO) performance standards.Leader: Demonstrated ability to make sound tactical decisions enabling unit battlefield success.

From the initial event training objective (from UTP) – confirm the key collective task(s) to train.

Example Training Objectives

Step 1, Receipt of Mission (Cont)Confirm KCTs

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17 – 21 February 2015 STX, Reconnaissance Troop, Planning Guidance

All Troop Leaders:Review After Action Reviews (AAR) from the previous events.

Review applicable Training and Evaluation Outlines (T&EO) for Key Collective Tasks (KCT) to train.

Train during normal duty hours unless requested otherwise.

Identify and assess prerequisite training.

Updates during unit training meetings.

Executive Officer, FSO and Platoon Leaders:Review major resource requests from the Unit Training Plan (UTP).

17 – 21 February 2015 STX, Reconnaissance Troop, Current KCT Assessment

Task Focus (KCT)s (STX): Current Assessment Conduct Route Reconnaissance (17-2-4000) UIntegrate Indirect Fire Support (07-2-3036) U

Commander Notes:The Troop conducted a route reconnaissance class in December 2014 (a crawl event). All prerequisite training requirements for this event have been met. Upon satisfactory completion of this event – the Troop should achieve an assessment of (P) (needs practice). The next event that will focus on these KCTs is the Troop FTX (a run event).

Prior to issuing the WARNO, company commanders and platoon leaders conduct their initial KCT assessments.(Also see UTM Tutorial _Finding Tasks and Using T&EOs)

The commander issues planning guidance as necessary to the leadership.

Example Planning Guidance

Example KCT Assessment

Step 1, Receipt of Mission (Cont)KCT Assessment

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Commanders and platoon leaders review either or both previous training data and CATS Training Events in the Combined Report to determine the base requirements for the training event

Leaders use these base requirements to refine the particular requirements for the specific event

Step 1, Receipt of Mission (Cont)Refine Event Requirements (T-11)

• Event Frequency

• Event duration

• TADSS

• Facilities

• Vehicles

• Weapons

• Ammunition types and quantities

• Projected fuel consumption

• Observer Controller/OPFOR recommendations

Resource Information in Combined Report

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At T-10 the company commander produces a WARNO that includes:

• The training mission, OE and the KCTs to train (from UTP)

• The time and place for issuing the order

• Units/elements participating in the training

• Specific tasks not addressed by unit standard operating procedures (SOP)

• The Commander / Platoon Leader Initial Guidance (Planning timelines and guidance)

The WARNO facilitates parallel planning, enabling subordinate units to gather information, start TLP and enable planning coordination and collaboration.

Step 2, Issue a Warning Order

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The WARNO should contain all the confirmed information that is available at the time of issue. Information not known is not included in the WARNO.

Mission: A Company conducts a FTX on 22 – 25 May at Fort Bliss, TX.

Operational Environment: This will be a live event using the DATE scenario.

KCTs: Conduct an Attack (07-2-9001)Conduct a Defense (07-2-9003)Conduct Area Security (07-2-1324)Breach an Obstacle (17-2-3070)

OPORD: The Administrative OPORD will be distributed at 081500 APR 15.

Participation: All organic platoons, Fire Support Team, Eng Platoon (TBD), and 3rd Platoon (+), D Co (OPFOR).

Initial Guidance: Review previous FTX AARs and applicable T&EOs. Identify prerequisite training requirements and update at next training meeting.

Example WARNO

Step 2, Issue a Warning Order (Cont)

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During the initial week of planning, the commander conducts analysis of the mission (event) using the products from the UTP (Calendar, Training Objective, Initial Resources, Higher Guidance). The commander reviews the current assessment of KCTs and the status of prerequisite training. Information through the lens of METT-TC is used to develop a tentative plan. (See next slide and ATTP 5-0.1 for the elements of METT-TC)

Step 3, Make a Tentative Plan

UTP

From UTP• Event Type and Date• Training Objective• Initial Resources• Higher Guidance

Current KCT Assessment

Prerequisite Training Completion

Tentative Plan• Revised Tng Objective• Administrative Plan• Resources

• TADSS / Supplies• Tactical Plan

Event Analysis

METT-TC

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Using a similar thought process as used for a tactical mission, the commander begins to develop a plan for a training event using the factors of METT-TC - Mission, Enemy, Terrain, Troops, Time and Civilian Considerations.

Step 3, Make a Tentative Plan (Cont)Analyze the Mission

Mission(Objectives)

Refined Mission(Objectives)

Enemy(Replication)

Operational Environment

Terrain/Weather

Troops

Training Audience, OCs, Evaluators, and OPFOR

Time

Civilian Considerations

M

E

T

T

T

C

Schedule (Time to Include Retraining)

Civilian Support (Contractors/Roll Players)

Analysis

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Step 3, Make a Tentative Plan (Cont)Develop a PlanThe commander must visualize the desired event end state and backward plan the event to achieve the results. Identifying the training environment (live, virtual or constructive) to be used will drive the resource requirements necessary to train (See Chapter 4 of the UTM).

Current Proficiency: Company is a (U) in Attack. Has conducted classes and prepared for “walk” STX.

Event Concept: Company conducts planning (company – platoon) in a constructive training environment (multi-echelon).Company conducts Attack STX (walk) in a live environment (multi-echelon).

End state: Company achieves 90% “GOs” on T&EO (Attack); (P) proficiency and prepared to conduct a “run” event.

Start Here

STX for Conduct an Attack (Live) (Walk Event)

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Training AudienceTask: Attack (KCT)

Force:CompanyMulti-Echelon

Opposing ForceCounter-task:Defend

Force: Infantry PlatoonReconnaissance Team

Once the training environment is chosen, the commander should conduct counter task analysis: analysis of what is required to train the tasks selected for the event. The commander determines if the tasks chosen to train require actions by an OPFOR. Use Counter-Task Analysis (TC 7-101, Appendix B) to assist in determining the OPFOR tasks.

STX for Conduct an Attack (Live) (Concept)

Step 3, Make a Tentative Plan (Cont)Develop a Plan (Cont)

https://armypubs.us.army.mil/doctrine/DR_pubs/dr_aa/pdf/tc7_101.pdf

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Initiate coordination for key resources: Land, Ammo, Ranges, TADSS, etc….)

Review recommended resources from the Combined Report in CATS, and confirm that requested resources are available and on hand. Resource “lock-in” is based upon your unit SOP and installation, normally this occurs about T-6.

Review TADDS recommendations and coordinate for these resources as soon as possible.

Step 3, Make a Tentative Plan (Cont)Resources (T-9) Combined Report Extract

TADSS

Resources

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Prerequisite Training

Commanders and leaders must determine the prerequisite training required to be proficient enough in the supporting and associated tasks required to conduct the training event. Once the plan is developed and prerequisite training is identified and assessed – the unit begins to train on the prerequisite tasks as needed. Inventory Equipment

Subordinate leaders inventory and prepare weapons and equipment for the coming event. Equipment should be inventoried far enough out to provide some reaction time as necessary to coordinate for additional equipment if not on hand or unserviceable.

Training Site Reconnaissance

Subordinate units should conduct a training site reconnaissance to ensure the environment is accessible and suitable to train the KCTs.

Step 4, Start Necessary Movement (T-8)

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Reconnoiter

After determining the training environment, an initial reconnaissance of the training site and facilities (if simulation based) must be conducted. This Recon helps to identify additional details needed to complete the plan. The Recon should cover:Support Operations:

• Routes and timings to the training site. (Include ingress and regress of the site for the unit, OPFOR and logistics)

• Proper locations and support plan for unit personnel, OPFOR, and OCs

Tactical Operations:• Positioning and timings for BLUEFOR• Positioning and timings for OPFOR• Positioning and timings for OCs

This reconnaissance helps identify any previously overlooked resources and other issues – to include security issues, traffic control and possible route concerns. The minimum personnel required on a reconnaissance are: Leaders, Evaluators, Trainers, Observer/Controllers, and OPFOR.

Step 5, Conduct Reconnaissance (T-8)

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After confirming resources, conducting a reconnaissance and prerequisite training assessment – the commander makes final adjustments and completes the plan. Both the administrative plan and the tactical plan (driving the scenario) must be finalized.

The plan is briefed to the higher commander for approval. Once approved, the commander issues/publishes the OPORD.

Step 6, Complete the Plan (T-7)

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Generally completed at T-7, the plan is approved by the higher commander and the OPORD is published:

• Using standard five paragraph OPORD format with training specific requirements.

• Posted on DTMS (preferred) or sent out as some other form (Usually sent according to unit SOP: email, hard copy or shared drive).

Step 7, Issue the Order

Training Event OPORD Format (Administrative)1. Situation2. Mission3. Execution a. Commander’s Intent b. Concept of the Operation c. Tasks to Subordinate Units d. Coordinating Instructions4. Sustainment (Logistics Support Plan)5. Command and Signal

Annex A. Task OrganizationAnnex B. Intelligence (Training Environment)Annex C. Operations a. Leader Development Plan b. Evaluation Plan c. Observer / Controller Plan

Example OPORD Format

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As part of the administrative order, both the BLUFOR (training audience) and the OPFOR troop list must be published.

Additional areas of emphasis:

• The leader development plan should be part of the order and include:

• Pre-requisite leader training required prior to the event

• Leader training during the event

• Required follow-on post event reviews

• The observer controller plan should address who are the OCs and the After Action Review (AAR) schedule. It should also:

• The OC support plan (Required supplies and who supports them)

• Prescribe the OC duties

• Prescribe the contents of the OC packets (unit SOPs, T&EOs, doctrinal manuals, ROE), pyrotechnics (class V) on hand, control guns, etc.

Step 7, Issue the Order (Cont)

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Lock in Training – Publish Training Schedules (T-6)

When training schedules are approved by the higher commander in DTMS the training is locked in, and cannot be changed without approval of the Brigade Commander or first O-6 in the Chain of Command.

Complete tactical plan and supporting products (T-5)

If the tactical plan, and other supporting products were not completed prior to publishing the training event OPORD, they must be completed and published by T-5 to give the OPFOR and logisticians sufficient time to react.

Other T-Week activities (T-6 to T-5)

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Commanders will supervise:

• Leader Certification and Responsibilities (T-4)

• Rehearsals (T-3)

• Final Preparation for Training (T-2 – T-1)

• Conduct of Training (T-Week)

• Retraining (T-Week – T+1)

• Recovery (T+1)

Step 8, Supervise

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Commanders Determine Leader Certification and Responsibilities (T-4)

Certification is required for Evaluators, Observer / Controllers (OCs) and OPFOR.

Evaluators:

• Work for the commander and must understand what collective tasks they are evaluating, the scenario and the training environment

• Commanders ensure the evaluators are prepared. The plan must have all the link up times and list everything the evaluators need to bring with them (T&EOs, references, and support if necessary)

• Evaluators must also back brief the commander prior to execution to ensure everyone is synchronized

• Evaluators are certified IAW with local or unit SOPs

Step 8, Supervise

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Leader Certification and Responsibilities (Cont)

OPFOR:

• The opposing force leaders must back-brief the commander on their tactical plan.

• The commander may adjust the OPFOR plan based on the ability to meet his training objectives. He may also want to increase the capability (force structure) for the OPFOR to ensure he maintains flexibility during the event to adjust as necessary.

• The OPFOR must correctly portray of the threat – they must execute threat Tactics, Techniques, and Procedures (TTPs) as dictated by the OE and training objectives.

• The commander or designated representative certifies the OPFOR. (IAW local and unit SOPs)

Step 8, Supervise

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Leader Certification and Responsibilities (Cont)

OPFOR:

• The opposing force leaders must back-brief the commander on their tactical plan.

• The commander may adjust the OPFOR plan based on the ability to meet his training objectives. He may also want to increase the capability (force structure) for the OPFOR to ensure he maintains flexibility during the event to adjust as necessary.

• The OPFOR must correctly portray of the threat – they must execute threat Tactics, Techniques, and Procedures (TTPs) as dictated by the OE and training objectives.

• The commander or designated representative certifies the OPFOR. (IAW local and unit SOPs)

Step 8, Supervise

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Commanders supervise the three primary rehearsals required to execute training events:

• Administrative Rehearsal: Rehearsal of all the efforts required to support the training event. (Can be as simple as a back brief to the commander or a full dress rehearsal for larger or more complex events)

• OPFOR Rehearsal: Rehearsal to ensure the OPFOR tactical plan facilitates the BLUEFOR training objectives. The rehearsal enables subordinates to synchronize their plans with each other and enables the leaders to address possible decision points.

• BLUEFOR or Tactical Rehearsal: Rehearsal to ensure the tactical plan is synchronized and enables the leaders to address possible decision points.

Step 8, SuperviseRehearsals (T-3)

The evaluators and OCs should be present at the OPFOR and BLUEFOR rehearsals to ensure they have a full understanding of the tactical execution of the event.

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Supervise (Step 8)Final Preparation for Training (T-2 – T-1)

Pre-Combat Checks (PCC)

T-Week begins with conducting all the necessary Pre-Combat Checks. PCCs are necessary to ensure all the equipment necessary for the event is on hand. Pre-combat checks and inspections are an individual and leader responsibility. Platoon Leaders/Sergeants are responsible for checking during PCIs that the equipment is serviceable and for making corrections and adjustments as necessary.

Draw Supplies

Supplies should be drawn and inventoried at the beginning of the training week. Classes of supplies should be distributed within the plan to ensure the event is properly resourced. Any shortage of requested supplies should be reported immediately.

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Supervise (Step 8)

Conducting Training (T-Week)

Commanders ensure training is conducted to standard using mission command and by ensuring that the T&EOs, unit SOPs and TTPs are available and enforced. Leaders at every level, including evaluators, OCs and OPFOR, provide feedback to the commander that the training is being conducted to standard or how and why it is not.

Informal After Action Reviews (AAR)s (T-Week – T+1)

Commanders oversee the planning and conduct of all AARs. (See UTM Chapter 5 and Annex E for more in-depth understanding)

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• Plan time for retraining during or after training events.

• It is best to retrain immediately while lessons learned are fresh and to conserve resources like equipment, personnel and resources on hand.

• Training should not progress to the next proficiency level unless training objectives are met.

Step 8, SuperviseRetraining (T-Week – T+1)

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• Plan time for recovery after training events, usually conducted IAW unit SOPs. For major training or unique simulation based events a detailed recovery plan may be required.

• Immediately record AAR results and/or conduct final AARs while memories are fresh and to best capture lessons learned.

• Record assessments and enter results into DTMS (IAW with command SOPs)

Step 8, SuperviseRecovery, conduct final AARs and assess training (T-Week – T+1)

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This tutorial illustrated how to use the eight TLP steps and the T-Week Concept as frameworks from which to plan and execute a unit training event.

Step 1. Receive the Mission Step 2. Issue a warning order Step 3. Make a tentative planStep 4. Start necessary movement Step 5. Conduct ReconnaissanceStep 6. Complete the planStep 7. Issue the orderStep 8. Supervise

Summary

Documents

CAC-T Victory Through Training Overmatch Purpose: Provide a tutorial for planning training events at the company and below level using Troop Leading Procedures