Mission Command DOTMLPF Synch Meeting

As of: 1This briefing is: Unclassified

United States Army Combined Arms Center

Mission Command DOTMLPF Synch MeetingMr. Dick Pedersen & Mr. Kevin Perry

MC CoE Directorate of Training & Strategy

9 Oct 2014

This briefing is: Unclassified

UnclassifiedVisit us at usacac.army.mil

AMERICA’S ARMY:OUR PROFESSION – STAND STRONG

2

Mission Cmd Synch Mtg

Purpose: To connect CTC Mission

Command OC/Ts, MCCOE, and FORSCOM

to discuss relevant MC training issues and

how to improve negative trends.

The overarching end state is that these sessions are viewed

by CTC MC OC/Ts as value-added to their mission.

http://usacac.army.mil/





3

• All four CTCs stated that the session was value-added

• Suggestions for the next meeting in Oct 14:

1) Narrower focus for a “deeper dive” and more discussion

(perhaps related to the MC philosophy and/or MC WfF)

2) MCCoE discuss on-going MC initiatives and receive feedback

Pilot MC CTC Sync Meeting (1 Apr 14)






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Synch Meeting Agenda

• 1000-1010 – MC CoE Admin & Introductions

• 1010-1020 – MCTP Top MC trends/issues

• 1020-1030 – JMRC Top MC trends/issues

• 1030-1040 – NTC Top MC trends/issues

• 1040-1050 – JRTC Top MC trends/issues

• 1050-1100 – MCCoE observations

• 1100-1130 – Discussion(s)






5

Scheduled Presenters*

• MCTP: LTC Jeremy A Stermer: Ops Group Alpha (MC Chief

O/C) (Col Richardson OGA CoG)

• JMRC: LTC Stephen Shrader: BDE MC Senior Trainer (MCWff

Chief O/C)

• NTC: LTC Joseph D. Clark (Bronco 07) Operations Group

Bronco (MCWff Chief O/C)

• JMTC: LTC John E. Pirog (Mustang 07) Operations Group

Mustang (MCWff Chief O/C)

• MCCoE: Mr. Dick Pedersen: Director of Training and Strategy






8

MCTP

MCTP Top MC trends/issues

LTC Jeremy Stermer

Ops Group A, Mission Command OC/T






MCTP Publishing Whitepaper on Observed Trends in Decisive Action WFX

Top Trends• Inconsistent use of Operational Frameworks

•Planning Horizons and Plans Management

•Linking Decisions to CCIRs

•Battle Rhythm Management

•Common Operating Picture (COP)

• IPB Process

•Current Operations Integration Cell (COIC)

•Shaping Operations

•Network Architecture

•Combined Arms Maneuver @ DIV

* ~51 Additional trends specific to various WfFs

*Whitepaper due to be published OCT14

POC for information is CPT Diercks @(913) 684-5731 or [email protected]




mailto:[email protected]



Support HQs Validating MC Capabilities

Issue: Division HQs attaching to CTC rotations to validate MC capabilities.

Discussion: On three occasions last 2 years units have deployed DTACs to CTC to validate MC capabilities in support of PDO or RAF missions. While this TTP may achieve a number of objectives, it does not provide sufficient inputs/outputs for DIV staff to validate MC System.

Recommendation: Coordinate with FORSCOM for linkage into WFX or ASCC exercises.

MCTP Proposal for

JTF Linkage to WFX






11

JMRC

JMRC Top MC trends/issues

Mission Command in a Multinational Environment

LTC John Pirog

Mustang 07

JMRC Senior Brigade Trainer

Mission Command OC/T






The Bottom Line

• The US Army mission command philosophy and guiding principles are valid and effective in enabling unified land operations in a multinational environment

• The commander’s challenge:– How to apply and adhere to the mission command principles despite:

• Language barriers

• Cultural barriers

• Technological barriers

• Doctrinal barriers

• Political barriers






• Understand what each partnered unit is bringing to the fight

• Brigades must be capable of digital and analog communications

– Simultaneous efforts

• Develop a compatibility matrix

• Foreign disclosure requirements

– Research issues and trained foreign disclosure officers

• Structured COMMEX and DIGEX is essential

– Must have command oversight

– Validate PACE

• Pockets of digital and analog capabilities, encrypted and

unencrypted systems

– Cannot all default to the lowest common denominator (SC/PT)

• RTO Teams

– Critical for gaining unit to understand limitations

• LNO Teams

– What capabilities/capacity does an LNO team really have?

Battlefield Communications Architecture






• Misunderstanding of US Army mission command principles– Detailed planning enables discipline initiative

• Understand differences in command styles and cultures– US Army mission command vs commander centric organizations

• Bottom up refinement is uncommon– The power of a detailed, one on one back brief

• Leader training and certification– Partner unit capabilities

– Vehicle and uniform ID

• Establish common terms and practices– NATO as a common reference

• The chiefs of reconnaissance, sustainment, engineers, etc.

• Building common operating pictures

• Develop a reports and return matrix– Ensure partnered forces can comply with delivery means and required formats

• Risk management practices are varied

• Consider restrictive control measures

• Rehearsals continue to be paramount to success

Mission Command of Multinational Partners






15

NTC

NTC Top MC trends/issues

LTC Joe Clark

Bronco 07, Mission Command Senior Trainer






16

NTC

• Challenge 1 (slide 1) - Utilizing the operational framework to define the fight and provide orientation for mission command responsibilities -more of the art of mission command. The challenge for the BCT staff is to retain focus on the BCT deep fight, where we use our collaborate mission command tools to integrate and synchronize enablers to attrit the enemy and influence his decision cycle.






17

NTC

• Challenge 2 (slide 2)

• Our units are extremely challenged in the development of shared understanding through the use of our mission command systems. As an example, sustainment as habitually suffered from an incomplete, inaccurate, or non-existent common operating picture. How are we using information collection and knowledge management to foster shared understanding.






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JRTC

JRTC Top MC trends/issues

LTC Stephen Shrader

Brigade Mission Command Senior Trainer





AMERICA’S ARMY:OUR PROFESSION – STAND STRONG “Trends Reversal”

JRTC Rotational Mission Command Trends

• Creating a Shared Understanding – Brigades struggle with “operationalizing” their plan to create

shared understanding; the integration of Mission Command Information Systems and personnel to

enable the commander to balance the art of command with the science of control through a shared

understanding of the operating environment.

• Building Shared Understanding and Maintaining a Shared Understanding

• Unified Action Partners and Interdependence

• Command Post

• Command Post Transitions - Brigades routinely do not plan and rehearse command post

transitions. Brigades do not delineate what command post functions each node will facilitate

during operations.

• Mission Command Systems – Brigades don’t focus on the importance of mission command

systems. Leadership, training and knowledge are the areas that we consistently observe

creating the most friction in integrating and synchronizing the mission command systems.

• Leadership – roles and responsibilities; prioritization of effort, WfF owning the system vice

the S6, lack of identifying someone to ensure the balancing of capacity and capability is

effectively implemented in each system

• Training – lack of sufficient number of trained personnel in each system to ensure it is

correctly established and implemented/integrated. This includes information systems,

process and procedures, and facilities and equipment.

• Knowledge – Brigades lack the knowledge on how to integrate their information systems;

share point and ABCS. Specifically, dealing with ABCS it is the use of PASS/DDS to enable

horizontal integration within the CP.





AMERICA’S ARMY:OUR PROFESSION – STAND STRONG “Trends Reversal”

• Driving the Operations Process – Commanders struggle with driving the operations process through

understanding, visualizing, describing, directing, leading, and assessing operations. Specifically,

commander’s struggle to identify where to best place their influence and experience to drive the

process through physical presence and guidance.

• Mission Orders – Brigades have not defined what mission orders look like in their BCT. What does

“simple” mean and look like; who is it (the BCT Order) “simple” for? Orders are published with no

clear operational framework identified and operations are not synchronized.

• Agile Staff – Brigade staffs do not understand the roles and responsibilities the commander and staff

as it relates to the operations process; staffs generally are not flexible and due to knowledge or

training lack the initiative to problem solve.

• Integrating process – IPB and Targeting supporting the Operations Process

• Problem Solving – Brigade staffs identify the problems but do not learn to analyze and solve

tomorrow’s problems instead of reacting to yesterday’s problems and do not anticipate requirements.

• Conduct Airspace Control – Brigades struggle with synchronizing the planning effort and gaining

control of the airspace during a joint forcible entry operation and offensive operations. Specifically,

working with joint partners, utilizing combined graphics, and managing terrain to conduct

simultaneous or sequential operations

JRTC Rotational Mission Command Trends






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MCCoE Director of Training and Strategy

Mr. Dick Pedersen




AMCS — Relevance to a CTC MC OC/T

AMCS PURPOSEThe AMCS integrates and synchronizes the ends, ways, and means to implement MC throughout the Army.

AMCS SPECIFIED TASKS

1-1.3: Use the CTC Program to provide training and experience to increase understanding of the MC philosophy.

1-2.4: Use the CTC Program to provide tailored training support for the practice of the MC philosophy to meet unit training objectives.

2-1.3: Use the CTC Program to provide training and experience to increase understanding of the execution and integration of MC WfF tasks.

2-2.3: Use the CTC Program to provide tailored training support on the integration and employment of the MC philosophy, MC WfF tasks, and MC system to meet unit training objectives.

3-2.8: Use the CTC Program to provide tailored training support on the operation, integration, and employment of all aspects of the MC system.

I charge all Army leaders with implementing Mission Command. —CSA, AMCS

AMCS FRAMEWORK

Unclassified 22

http://usacac.army.mil/cac2/mccoe/AUSA-MCCoE/Army_Mission_Command_Strategy_dtd_12June 2013.pdf

Army Mission Command Assessment Plan

(AMCAP)

FY 14-19

Army –Wide GO-Level Draft9 Oct 2014

AMCAP — Usefulness to a CTC MC OC/T

AMCAP PURPOSEThe AMCAP establishes MOEs with associated standards, identifies assessment indicators, and assigns roles and responsibilities to assess the Total Force’s progress in achieving AMCS strategic ends and objectives.

We will further develop goals and objectives and measure progress to reach our AMCS strategic ends. —CSA, AMCS

Apx A—Developing Leaders to Exercise MC

Apx B—AMCAP Assessment Indicators

Apx C—MC Philosophy MOE Standards

Apx D—MC WfF Cdr Task MOE Standards

Apx E—MC WfF Staff Task MOE Standards

Apx F—MC Additional Task MOE Standards

Apx G—MC System Info Technology MOE Standards

AMCAP FRAMEWORK

AMCAP SPECIFIED TASKS

FORSCOM and ASCCs:• Support TRADOC’s assessment of MOEs 2, 4, and 7 resulting from CTC rotations, as appropriate.

TRADOC: • ICW FORSCOM and USAREUR, BPT provide assessments resulting from CTC rotations for MOEs 2,4 and 7.

AMCAP Assessment Concept

ASSESSMENT INDICATORS

SMETLS

MOES WITH STANDARDS

Unclassified 23

https://atn.army.mil/fso/default.aspx

CDRs can grow MC system integration experts by sending SDMG/MCDMG courses. — FORSCOM FY15 CTG

Class 002-15: 03 Nov 14 – 21 Nov 14Class 003-15: 01 Dec 14 – 19 Dec 14Class 004-15: 05 Jan 15 – 23 Jan 15Class 005-15: 02 Feb 15 – 20 Feb 15Class 006-15: 9 Mar 15 – 27 Mar 15Class 007-15: 6 Apr 15 – 24 Apr 15Class 008-15: 4 May 15 – 22 May 15Class 009-15: 8 Jun 15 – 26 Jun 15Class 010-15: 13 Jul 15 – 31 Jul 15Class 011-15: 10 Aug 15 – 28 Aug 15Class 012-15: 8 Sep 15 – 25 Sep 15

Mission Command Digital Master Gunner

Unclassified 24

MCDMG — Relevance to a CTC MC OC/T

AMCS SPECIFIED TASKS

3-2-10: Conduct MC functional training.

AMCAP SPECIFIED TASKS

TRADOC: Conduct DMG courses for all MC system information technology components.

AMCS FRAMEWORK

The MCDMG course produces SME that can operate, maintain, integrate, and train others on MCWS and other MC Info systems to generate a COP using a unit’s integrated system-of-systems CP.. (ASI 5C)

Army Techniques PublicationATP 5-0.1

Army Design Methodology

TBP Dec 2014

ADRP 3-0 ADRP 5-0ADRP 6-0

FM 3-61

Army

Public

Affairs

FM 3-57

Civil

Affairs

Operations

FM 3-52

Airspace

Control

FM 3-38

Cyber

Electro-

magnetic

Activities

FM 3-13

Inform and

Influence

Activities

2015 Doctrine Pertinent to Mission Command

Unclassified 25


Knowledge Management

TBP Dec 2014


Command Post Organization and

Operations

TBP Dec 2016


Army Team Building

TBP Dec 2015

Army Techniques Publication

ATP

Red Teaming

TBP

ADRP

FM 6-02

Signal

Support to

Operations

FM 6-0

Commander

and Staff

Organization

and Operations

replaces

ATTP 5-0.1.

FM 6-22, c1

Army

Leadership


Civil Military Engagement

Oct 2013



26

Conclusion

• Continued Discussion(s)

• Key Take-Aways

• Way Forward

• Conclusion






43

Questions

U.S. Army Combined Arms Center and Fort Leavenworth




Documents

Mission Command DOTMLPF Synch Meeting