C07-1

1
Information Briefing
Company / Team Operations
National Training Center Fort Irwin, CA
Unclassified
2
Purpose
To Provide an Overview of Training Rotations at
the NTC And Discuss Company / Team Trends
Observed During Training Rotations At the
National Training Center
3
Agenda

• Introduction
• Overview of the National Training Center
• - Mission Statement
• - Role of the Observer-Controller
• - Training Rotation
• - Typical Task Force Timeline
• Rotational Trends
• Recommended Company Commander Focus
• Home Station Training
• Conclusion

4
Mission Statement
Mission of the National Training Center
Provide Realistic Combined Arms and Joint
Training Focused on Developing Troopers, Leaders
and Units of Americas Army for Success on the
21st Century Battlefield
5
Mission Statement
Mission of the Cobra Team
Train Armored Task Forces and Cavalry Squadrons,
Based on Doctrine and Tactics, Techniques and
Procedures, So They Improve Their Warfighting
Capabilities, Leaving the NTC Better Trained
Than When They Arrived
6
NTC Quote
The Only Difference Between Real Combat and
Your NTC Rotation Is That in Real Combat You
Dont Get a Second Chance to Learn From Your
Mistakes - Use Every Opportunity To Hone Your
Warfighting Skills Here - LTC(P) Dennis E.
Rogers, Cobra 07
7
Role Of The OC

• Create the Conditions for Armored Task Forces
  and Cavalry Squadrons To
• - Train Realistically, but Safe
• - Get Better Every Day and Improve Warfighting
  Proficiency by the End of the Rotation
• - Maintain Discipline and a Winning, Warrior
  Spirit
• - Understand How To Set Conditions to Improve
  Homestation Training
• Coach and Teach Army Doctrine, and Tactics,
  Techniques, and
• Procedures (TTP)
• Facilitate the Learning Process by Conducting
  After Action Reviews
• Assist Rotational Units With MILES and MILES
  II/SAWE
• Enforce the NTC Rules Of Engagement (ROE)
• Enforce Safety

8
Training Rotation
Arrival
9
Task ForcePlanning Timeline
1200 Hrs Continue the Mission
1200
1800 2400
0600 1200 1800
2400 0600
CTM
LD
BATTLE 2
BATTLE 3
1600 Hrs Co/Tm AARs Complete 1800-2000 Hrs
TF AAR
1300-1400 Hrs BDE OPORD 1600 Hrs Mission
Analysis Complete 1700 Hrs Commanders
Guidance 2030 Hrs COA Development
Starts 2230 Hrs Wargame Starts 2400-0
200 Hrs Order Reproduction 0500 Hrs
OPORD Review 0600-0700 Hrs Issue
OPORD
Co/Tm OPORD Complete PLT OPORD Complete PLT
Rehearsals Co/Tm Rehearsals TF
Rehearsals BDE Rehearsals Final TF
Rehearsal
42 Hours
14 Hours (1/3) as in example above
8.5 Hours (1/5)
6 Hours (1/7)
10
Rotational Trends
Typically, Rotational Units Have Difficulty
With...

• Reconnaissance And Surveillance Planning And
  Execution
• Synchronization And Integration Of Combat
  Multipliers
• Integration Of Fires In The Close Fight
• Planning And Building Flexibility Into The
  Orders Process
• Field Maintenance - Fault Identification And
  Repair Part Tracking

11
Reconnaissance Surveillance Planning and
Execution

• Must Answer The Commanders PIR
• Maximize All Assets... Scouts, Company / Teams,
  FISTs, etc
• Scouts Have No Clear Task Purpose
• Size Of NAIs Too Large... No Focus
• Communications And C2 Of The RS Force

12
Reconnaissance Surveillance Planning and
Execution

• Recommendation
• Assign Responsibility For RS Planning
• Issue Guidance Early
• Integrate As a Battlestaff Product
• Plan With the Proper Tools (NAI / TAI / DP Link)
• Rehearse / Coordinate With Higher and Adjacent
  Units
• Update the Plan / Issue FRAGOs

13
Synchronization Integration Of Combat
Multipliers

• Battle Command - Commanders Do Not Envision
  How The Enemy Fights... And How We Will Fight
• Leaders Do Not Understand The Capabilities
  Limitations Of Systems, Time, And Space
• Units Struggle With Wargaming
• Leaders Lack Flexibility And Initiative In
  Battle Execution
• Simulation Vs Field Application / Execution

14
Synchronization Integration Of Combat
Multipliers

• Recommendation
• Leaders Must Understand System Capabilities and
  Limitations
• All BOS Must Be Addressed During Wargame
• Become Proficient at Developing Synch Matrix and
  Decision Support Matrix
• Establish Habitual Relationships With Slice
  Elements and Include These Units in Home Station
  Training Events
• Conduct Orders Drills / MDMP Training Including
  All BOS Elements

15
Integration Of Indirect Fires In The Close Fight

• Integration Of Fires And Maneuver... During
  Wargaming
• Synchronization Of Scheme Of Indirect Fires
  With Scheme Of Maneuver
• Loss Of Focus Too Many EFSTs
• Transition Of Fires Deep To Close
• Developing And Executing The Observation Plan

16
Integration Of Indirect Fires In The Close Fight

• Recommendation
• Commander Must Clearly Articulate the EFST
• TF S3 / XO and FSO Ensure Integration During
  Wargaming
• The FSO Advises the Commander on the Capabilities
  and Limitations of Fires
• FSO Develops Adequate Triggers Based On
• Time and Space
• Relation to Terrain and Enemy
• TF Scheme of Maneuver
• FSO Develops
• Scheme of Fires
• Observation Plan

17
ESSENTIAL FIRE SUPPORT TASK

• A Task for Fire Support to Accomplish That Is
  Required to Support a Combined Arms Operation.
  Failure to Achieve an EFST May Require the
  Commander to Alter His Tactical Plan. A Fully
  Developed EFST Has a Task, Purpose, Method, and
  Endstate.
• Task (WHAT) - Effects of Fires Against a
  Specific Enemy Formation And/or Its Function
  (May Include Duration When)
• Purpose (WHY) - In Terms of and Its Relation or
  Contribution to the Scheme of Maneuver
• Method (HOW) - To Acquire the Enemy Formation
  and Deliver the Means From a Fire Support Asset
  to Achieve the Desired Effects
• Endstate - Quantifiable Assessment to Determine
  If Task Is Accomplished If Purpose Achieved
• - White Paper, Fire Support Planning for The
• Brigade and Below (Draft), 6 Jun 97

18
Planning Building Flexibility Into The Orders
Process

• Not Prepared To Execute The MDMP In A Time
  Constrained Environment
• Receive Incomplete Guidance From The Commander
• Units Do Not Develop Flexible Plans
• Do Not Adjust The Plan As Conditions Change
  Across The Battle Operating Systems (BOS)...
  Running Estimate

19
Planning Building Flexibility Into The Orders
Process

• Recommendation
• Staffs Must Become More Proficient in
  Identifying Branches and Sequels to the
  Operation ID During Wargaming
• Staffs Must Complete a Decision Support Matrix
  and Template As Part of Each MDMP
• Leaders Must Accurately Track the Battle and
  Staff Officers Must Maintain a Running
  Estimate Necessary to ID Changing Condition
• Ensure Battle Tracking During Home Station
  Training Events

20
Field Maintenance

• Units Deploy With A Garrison Based Logistics
  System... Not Focused On Field Operations
• Organizational Maintenance... PMCS,
  Diagnostics, Maintenance Requests... Not Timely
  Or To Standard
• Maintenance Management.... Company / Teams And
  Higher Rely Completely On Good Comms
• Leaders Lack Focus On Building Combat Power

21
Field Maintenance

• Recommendation
• Ensure a Solid System Exists for the Flow of
  5988Es
• Develop a Tracking System that Allows the BMO to
  Shift Maintenance Priorities
• BMO Should Brief Maintenance Estimate During
  Mission Analysis and at OPORDs

22
Recommendations
TTP For Company Commanders
For The Company Commander, It Is Difficult to Do
Everything Well... Here Are Some Recommendations
to Focus Your Efforts
23
Time Management

• Discussion
• Units Are Not Setting and Adhering to an
  Established Timeline
• Not Adhering to 1/3 - 2/3 Rule
• Units Not Trained to Meet Specific Requirements
  in Time Allotted
• Recommendation
• The Company Must Establish a Realistic Timeline
  and Enforce It
• Make Maximum Use of Parallel Planning /
  Preparation
• Timeline
• Must Train Prior to Arrival to NTC
• Some Units Can Meet 6 Hr Window - Others Need
  8-10 Hrs
• Exercise Orders Process at Home Station Under
  Same Conditions As NTC

24
Example Timeline
25
Time ManagementFor Offensive Operations
Set TF Directed WARNO Mission Analysis Recon
Forward TF OPORD TF Backbriefs Rehearsals Updated
Unit Status Sleep Plan
Sequential Map Recon Make Tentative Plan Recon
Forward Issue OPORD CO / PLT Planning CO / PLT
OPORD CO / PLT Rehearsals Rehearsals LOGPAC PCIs R
S Stand0To Intel Updates Boresighting /
Zero Move TAA - FPOL Move PP - ATK PSN
Simultaneous Movement to TAA Establish
Security Establish OPs M8 Alarms Out PMCS LOGSTAT
PERSTAT PCC CO / PLT Rehearsals - Contact
Drills - Action Drills - SBF ABF Drills Load
Plans PCI TDC TAA - FPOL LU with
Attachments LOGPAC Adjacent Unit Coordination
Daylight Use It or Lose It Security Patrols Recon
LD PCC PMCS Boresighting CO / PLT Rehearsals
26
Time ManagementFor Defensive Operations
Set TF Directed WARNO Mission Analysis Recon
Forward TF OPORD TF Backbriefs Rehearsals Updated
Unit Status Sleep Plan
Sequential Map Recon Make Tentative Plan Recon
EAs and BPs Mark TRPs and Obst ID Proposed
BPs Mark Veh Positions ID Triggers Co / Tm Fire
Plan Occupy BPs Proof EAs Rehearsa Fire
Plan Execute Deception Rehearse Cont Plan SZ
RPOL Stand-To Intel Update Defend NLT
Simultaneous Establish Security Establish OPs M8
Alarms Out Estab Wire Commo Prepare Rng
Cards Confirm Rng Cards Supervise Dig
Effort Prepare PLT Sketch CO / PLT Def Prep
Status Occupy Deception Occupy Hide TDC
Routes LOGPAC Adjacent Unit Coord PMCS Stockpile
CL IV / V Proof Obstacles
Daylight Use It or Lose It Security Patrols Recon
EAs Mark TRPs Site Obstacles ID Triggers Site
Veh Positions Boresight / Zero Rehearse EAs Range
Cards Sector Sketches Rehearse O/O Msn PCC PMCS
27
Intelligence Preparation Of The Battlefield

• Discussion
• Leaders Are Not Proficient at Conducting IPB
• Failure to See the Enemy and See the
  Terrain Often Result in Mission Failure
  Meeting the Enemy Unprepared
• Recommendation
• Train Leaders at All Levels on Intelligence
  Preparation of the Battlefield
• Conduct TEWTs and Professional Development
  Seminars to Increase Appreciation For Terrain
• Become Proficient in Threat Weapons
  Capabilities How Will the Enemy Employ His
  Assets?

28
Intelligence Preparation Of The Battlefield
1. Battlefield Area Evaluation a. Identify The
Area Of Operation b. Identify The Limits Of The
Area Of Interest 2. Terrain Analysis (IPB
Product MCOO) a. Observation / Fields Of
Fire b. Avenues Of Approach c. Key
Terrain d. Obstacles e. Cover and
Concealment 3. Weather Analysis 4. Threat
Analysis a. Doctrinal Template b. Threat
Database 5. Threat Integration (IPB Product
Situation and Event Templates) a. Situation
Template b. Event Template Drives Recon
Effort c. Decision Support Template
29
Impact Of TerrainOn The Operation
Terrain Analysis Understanding How The Terrain
Will Influence Friendly and Enemy Actions
Wide Pass But Restricted To Two Single Lanes Due
To Rocks
Enemy Must Cross IV Line To Range Past
High Ground
4500 M
Narrow Pass But Room For Two Vehicles Abreast
Enemy Can Range Easily From Reverse Slope Of IV
Line
2300 M
75 M
30
Reconnaissance Surveillanceand Security

• Discussion
• Leaders Do Not Plan for Security and
  Battlefield Surveillance Units Are Often
  Bypassed or Destroyed by Unseen Enemy
• Reconnaissance and Surveillance Occurs in the
  Assembly Area, Battle Position, and on the
  Offensive Not Just in the Security Zone
• Recommendation
• Develop and Enforce SOPs for Establishing
  Security
• Define Exact Security Requirements in
  Priorities of Work
• Develop Internal RS Plan for All Operations
  Assign Responsibilities for NAIs (Where to
  Look), SIR (What to Look For), and Times to Look
  (Based on Event Temp)

31
Battle Command

• Discussion
• Leaders Have Difficulty in Determining Units
  Mission Essential Task and Purpose
• Leaders Do Not Assign Clear Task and Purpose to
  Subordinates
• Orders Are Often Incomplete and Lack Detail
  Poor Scheme of Maneuver, Weak Paragraph 1, and
  No Paragraph 4 and 5
• Recommendation
• Leaders Must Be Thoroughly Knowledgeable of
  Doctrine
• Conduct Training on the Planning Process
  Become Proficient in Developing and Writing
  Operations Orders
• Develop Leader Initiative Leaders Must Know
  the Why, Not the How
• Fight the Enemy, Not the Plan

32
The Why of the Mission
PURPOSE
ACTION
THE PLAN
LD
ENEMY
TERRAIN
LEADERS
SELF
1. The Plan Must Be Adjusted for Changes
In.. 2. The Situation.. 3. By Leaders Who Are
Empowered to Exercise Initiative.. 4. Which
Allows for the Performance of the Right Task at
the Right Time!
- From Armor Magazine (July-August 1997)
Article, The Reason Why We Will Win
33
AGILITYReacting to an Uncooperative Enemy

• Battlefield Visualization Continual
  Recognition Of Changing Battlefield Conditions
• Running Estimates
• Continuous IPB
• Continuous RS Ensures We Maintain
  Initiative, Reduce Uncertainty, Keep The
  Enemy Guessing
• Disseminate Gathered Intelligence on the Enemy
• Refine The Plan Accordingly
• Issue FRAGOs (Written Or Verbal)

34
Company / TeamCommand Posts
The Company Command Post Assists the Commander
and His Subordinate Leaders in Preparing for
Battles by Providing a Centralized Point for
Information Gathering and Dissemination,
Coordination, Time Management, and Tracking of
Unit Status. - Page 2-53, FM 71-1, 26
JAN 98

• Keys to Success
• Redundant Communication Nets
• Avoid Using Combat Vehicles
• White Light Capable at Night
• Large Enough to Use for Briefings
• Quick Setup and Takedown

35
Company / TeamCommand Posts
OE254
SICCUP or Tarp
A Way - FISTV Crew Needs to Train At Home
Station With Co/Tm - Increases Manning - Covers
More Nets - Makes Brigade FS Net Avail For
Intel Traffic Another Way - Reduces Risk of
Losing FISTV To TF Mission or Other Duty -
Reduces Signature - Back up Vehicle
Commanders HMMWV, Maint or Medic M113
TF CMD CO CMD
TF MORT CO CMD
OE254
TF CMD CO CMD
36
Company / TeamCommand Posts

• Manning
• Must Designate NCOIC (Eg. Master Gunner)
• Organize Into Two Shifts (Day and Night) With 3
  Personnel Minimum Per Shift
• Designate Shift NCOs (Eg. Day - Gunner, Night -
  Senior Medic)
• May Require Augmentation From Platoons
• Each NCO Must Brief NCOIC at Shift Change
• Operations
• How to Track Is Not So Important As What to
  Track, but the CP Is a Command and Control Node,
  So It Must Know Basics About the Company / Team
• The Commander Must Develop A Command Post SOP
• Most Frequently Forgotten Items
• - Task Organization Status and Times
• - SITEMP Updates
• - Timeline Management
• - Adjacent Unit Locations

37
Direct Fire Planning

• Discussion
• Units Do Not Arrive at the NTC With a Clear
  Concept of How to Develop a Direct Fire Plan
• Units Are Unable to Clearly Delineate Where
  They Desire to Kill the Enemy and Then Develop
  Graphic Control Measures That Will Focus, Mass,
  Distribute, and Shift Fires Appropriately
• Recommendation
• Develop SOPs at All Levels That Include
  Standard Means for Focusing Fires While
  Preventing Fratricide Based on the Principals of
  Fire Control, FM 71-1, Chapter 2
• Use Terrain Boards and Field Exercises to Train
  That SOP

38
Direct Fire PlanningTTP For The Defense
39
TF FIRE PLAN EXAMPLE
05 06
07 08 09
40
PL TOW PL TANK PL FIFTY PL COAX
A1
A2
TRP4
TRP1
AE2001
39
3500M 2500M 1000M 800M
AE2002
TRP3
38
TRP2
37
B1
B2
36
35
TM C
TM A
TM B
34
40
Actions On Contact

• Discussion
• Units Have Difficulty Reacting to Multiple
  Forms of Contact
• Units Tend to Stop When First Engaged
• Units Not Trained To React To, or Find
  Dismounted Weapons (Eg. AT-5, 2A45M)
• Recommendation
• Train Actions on Contact Battle Drills for
  Multiple Forms of Contact (Section, Platoon, and
  Company Level)
• Expand Home Station Training to Include
  Dismounted Systems
• Train for Enemy Fire From Adjacent Unit Sector

41
Rehearsals

• Discussion
• Rehearsals Are Rarely Conducted to Standard
• Plan Not Well Disseminated to Subordinates
• Subordinates Uncertain of Commanders Intent
• Rehearsal Becomes a Briefing
• Recommendation
• Develop Method to Quickly Build Rehearsal Site
• Ensure Subordinates Fully Understand the Plan
• Portray an Uncooperative Enemy Based on Most
  Likely ECOA
• Follow Logical Sequence Focusing on Critical
  Events
• Allow Subordinates to Brief Actions,
  Orientation, and T/P

42
Risk Management

• Discussion
• Leaders Do Not Incorporate Risk Management in
  Planning Process
• Risk Management Includes Tactical and
  Accidental Risk
• Subordinates Only Use Higher Headquarters Risk
  Assessment They Do Not Consider Risk at Their
  Level
• Recommendation
• Incorporate Risk Management in Planning
  Process ID Risks / Hazards Throughout
• Actively Manage Those Tactical Risks That May
  Result in Mission Failure
• Get Input From Junior Leaders and Troopers
• Ensure Subordinates Complete RA

43
Risk Management
Five Step Process 1. Identify Hazards 2. Assess
Hazards 3. Develop Controls 4. Implement
Controls 5. Supervise Evaluate
Conduct Risk Management Planning Concurrently
With TLP / COA Development / Mission Planning
44
Home Station Training
Eight Step Training Model
1. Plan The Training 2. Train And Certify
Leaders 3. Recon The Training Site 4. Issue The
Training Plan 5. Conduct Rehearsals 6. Execute
Training 7. Conduct AARs 8. Retrain (Meet
Standards)
45
Conclusion

• Overview of the National Training Center
• - Mission Statement
• - Role of the Observer-Controller
• - Training Rotation
• - Typical Task Force Timeline
• Rotational Trends
• Recommended Company Commander Focus
• Home Station Training