Tng Mgt 3

Tra in ing Mana ge me nt

FM 7-0 FM 7-1 Combined Arms Leadership Division

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Te rm ina l Lea rn ing Ob jec ti ve Action: A Candidate can explain and apply the theory of the Army’s Training Management and Battle Focus Systems Condition: In a classroom, given instruction and access to FM 7-0, 25-101 and discussion. Standard: Score 70% on a written exam and answer appropriate questions during the block of instruction IAW FM 7-0 and FM 7-1.

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Adm inist ra tive I ssue s •Safe ty R equirement s •Risk As ses sment •Envir onmental C onsiderat ions •Evaluat ion Combined Arms Leadership Division

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Para digm Shif t  OLD TRAINING METHOD – ALERT – TRAIN – DEPLOY – EXTENDED BUILD UP – SHAPING OPS – DECISIVE OPS  THINK D-DAY

 NEW TRAINING METHOD – TRAIN – ALERT – DEPLOY  THINK OPERATION ANACONDA

TRANSPARENT TO THE PLATOON LEADER BECAUSE EVERY DAY IS A TRAINING DAY Combined Arms Leadership Division

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Ena blin g Le ar nin g Ob jec ti ve

Student explains current US Army training management doctrine.

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Ref er enc es • FM 7-0 (Training the Force) – Establishes Training Doctrine

• FM 7-1 (Battle Focused Training) – Applies the training doctrine to help unit leaders develop and execute training programs. – “How to” guide – Emphasizes the importance of battle focused training described in FM 7-0

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Princ iple s of Tr ai nin g  Commanders are responsible for training  NCOs train individuals, crews, and small teams  Train as a combined arms and joint team  Train for Combat Proficiency o Realistic Conditions o Performance-Oriented  Train to standard using appropriate doctrine  Train to adapt  Train to maintain and sustain  Train using multiechelon techniques  Train to sustain proficiency  Train and develop leaders Combined Arms Leadership Division

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Band of Ex ce ll ence

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Tra ini ng Re spo nsib il it ie s

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Ar my T rai ning Ma nagem ent Cyc le Battle Focus Wartime Mission METL

A S S E S S

Training Assessment Conduct Organization Assessment

Feedback Evaluate Training

Long Range Plan Short Range Plan Near Term Plan

P L A N

Execute Training

EXECUTE

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We W ere Sol diers Par t 1: 4: 15 – 6:51

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Mission Essential Task List A mission essential task is a collective task an organization has to be proficient at in order to accomplish its wartime operational mission.

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Mission Essential Task List Why? •Units can not achieve/sustain proficiency on every training task • Commanders identify those tasks essential to accomplishing the unit’s wartime operational mission • Battle Focused METL provides foundation for unit training program

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METL Fund ame nt al s • Derived from wartime missions and external directives • Must support higher HQs METL • The METL Is not prioritized • The METL is not limited by time or resources. Combined Arms Leadership Division

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Battalion Mission: On order, BN attacks to destroy enemy forces vic OBJ LZ X-Ray to secure key terrain IOT allow freedom of maneuver for the brigade.

Battalion METL: -Assault an Objective -Breach an Obstacle

Company Mission:

Company METL:

On order, CO attacks to destroy enemy forces vic OBJ LZ X-Ray East to secure key terrain IOT allow freedom of maneuver for the brigade.

-Conduct TLPs -Conduct a Rehearsal -Assault an Objective -Breach an Obstacle -Conduct Area Recon -Integrate Indirect Fire Support -Treat and Evacuate Casualties

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Company METL:

PLT Collective Task List:

-Conduct TLPs

1.

-Conduct a Rehearsal

2.

-Assault

3.

an Objective

-Breach an Obstacle

4. 5.

-Conduct Area Recon -Integrate Indirect Fire Support

6.

-Treat and Evacuate Casualties

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PLT Collective Tasks:

Squad Collective Tasks:

1.

1.

2.

2.

3.

3.

4.

4.

5.

5.

6.

6.

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Squad Collective Tasks:

Individual Soldier Tasks:

1.

1.

2.

2.

3.

3.

4.

4.

5.

5.

6.

6.

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We W ere Sol diers Pa rt 1: 6:51-9:05

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Training Assessment

P L A N Combined Arms Leadership Division

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Traini ng P la nn ing P roce ss  Conducted at all echelons  Assess Training, Provide Guidance, Publish Training Plans  Allows training to the Army Standard under realistic conditions  Requires senior commanders providing subordinate commanders adequate time to plan, prepare, and execute training Combined Arms Leadership Division

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Assessment

Training Planning Process METL

Training Assessment

Training Strategy

Commander’s Guidance

Training Plans

Training Execution

Feedback

 Be gins the Trai nin g Plan ning Pr ocess  Asse ss unit’ s abil ity to e xe cute missi on e sse nti al tasks  Base d on o o o

Per so na l o bserv ati ons Tr ain ing ev alu ati on resu lts In pu t fr om su bo rdinates

 Re sul ts in Tr aini ng R equir eme nts (sus tai ns/i mpr ove s)  Li nks e val uations t o the pl anni ng of upco ming t rai ni ng Combined Arms Leadership Division

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Ra ti ngs  Assessment Ratings (METL)  “T” (trained)  “P” (needs practice)  “U” (untrained)  Evaluation Ratings (Specific Tasks)  “Go”  “No Go” Combined Arms Leadership Division

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Com mande r’ s As ses sm ent METL

1st PLT 2nd PLT 3rd PLT

OVERALL

Conduct TLP

P

P

P

P

Conduct a Rehearsal

P

P

P

P

Assault an Objective

P

P

U

P

Conduct an Area Recon

U

P

P

P

Breach an Obstacle

U

P

U

U

Integrate Indirect Fire Support

P

P

P

P

Treat and Evacuate Casualties

P

U

U

U

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1 st Pla toon Asse ssm ent PLT Collective Tasks

1st 2nd Squad Squad

3rd 4th OVERALL Squad Squad

Conduct TLP

P

P

U

P

P

Conduct a Rehearsal

P

P

P

P

P

Assault an Objective

P

P

P

U

U

Attack By Fire

U

P

U

P

P

Breach an Obstacle

U

P

U

U

U

Treat and Evacuate Casualties

P

U

P

U

U

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1 st Squad Le ade r Bo ok Exc erpt Squad Leader

Tm Leader

Soldier

Soldier

OVERALL

Conduct TLP

P

U

U

P

U

Conduct Squad Maneuver

P

P

P

P

P

Enter / Clear Trench

P

P

P

U

P

Knock Out a Bunker

P

U

P

P

P

Employ Demolitions

P

U

P

P

P

Treat and Evacuate Casualties

P

U

P

U

U

Soldier Task

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Assessment

Training Planning Process METL

Training Assessment

Training Strategy

Commander’s Guidance

Training Plans

Training Execution

Feedback

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We W ere Sol diers Pa rt 1: 9:05 – 11: 33

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Assessment

Training Planning Process METL

Training Assessment

Training Strategy

Commander’s Guidance

Training Plans

Training Execution

Feedback

 Tra ini ng S tr ategy o Define s the End (tasks to b e tr aine d) o Outli ne s the Wa ys (tr ain ing ob jective s) o Alloca tes the Me ans (r esour ce s)  Com bine d Ar ms Tr ai ni ng S tr ate gy (CAT S)  Stand ar ds i n Tr ainin g Commissi on (S TRAC ) Combined Arms Leadership Division

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Ty pes o f S tra te gie s  Li ve Tra ini ng exe cu ted i n f ield cond itions usi ng tactic al e qui pme nt e nhance d wi th tr ai nin g ai ds  Vir tual Tra ini ng exe cu ted usi ng c ompute r-ge ne rate d battle fie lds i n simul ato rs  Co nst ruc tive Tra ini ng that use s compute r m od els a nd simu lato rs to e xerci se com mand and staf f functions    

TEWT (Ta ctical Exe rcis e Witho ut T roops) FT X (Fie ld Tr ainin g Exe rci se ) STX (S ituational Tr ainin g Exe rci se ) LF X (Li ve Fir e E xerci se ) Combined Arms Leadership Division

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Lo n

gR

an

P

ge

A

Short Range

L N m r e ar T

Ne

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Long Range Tr ai ning Pla ns  Sync hr oni ze s suppo rtin g uni ts a nd age ncie s b y al lo cating d edicate d tr ai ning time f or units to tr ain on ME TL Tasks  Pub li she d in ad van ce t o all ow sub ordinate command ers ad equa te time to pl an tr ain ing pr ope rly Publication Future Planning Guidance

Horizon

Division

8 months prior to FY start

•CTG at least 1 yr •Calendar at least 2 yrs

Brigade

6 months prior to FY start

•CTG at least 1 yr •Calendar at least 18 months

Battalion

4 months prior to FY start

At least 1 year

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Time Management Systems  Create prime time periods for mission-essential training  Concentrate training detractors to reduce impact on training  Scheduled on long-range calendars EXAMPLE GREEN

AMBER

RED

*COLLECTIVE MULTIECHELON TRAINING

*INDIVIDUAL AND CREW TRAINING

*SUPPORT AND ADMIN DETAILS

*MAX ATTENDANCE AT TRAINING

*SCHEDULED SERVICES

*BLOCK LEAVES

*PRIORITY ON TRAIN ING RESOURCES

*BACK-UP SUPPORT TO RED UNITS

*UNIT INTEGRITY ON DETAILS

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Short Ra nge T raini ng P la ns  Re fine s the long -range cal end ar in g reate r detail  Incl ud es t rai ni ng b riefing s w he re comman ders revie w and appr ove su bordin ate unit tr ain ing pla ns Publication Guidance

Future Planning Horizon

Division

3 months prior to start of quarter

3 months

Brigade

2 months prior to start of quarter

3 months

Battalion

6 weeks prior to start of quarter

3 months

Quarterly Training Briefs

Prior to the start of the quarter

3+ months

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Nea r-Te rm Tra in ing P lan s  Sche dule s and e xe cute s t rai ni ng spe ci fied in the sho rt- ran ge tr ain ing pl ans  Pr ovi des spe cific guid an ce t o tr ain ers  Make fina l co or din ation f or alloca tion of resour ce s  Co mpl ete f inal coo rdination wi th othe r units invol ve d  Pr oduce s d etaile d tr ai ning sche dul es Publication Guidance

Future Planning Horizon

Battalion Training Meetings

6-8 weeks prior to execution

6-8 weeks

Battalion Training Highlights

4-6 weeks prior to execution

4-6 weeks

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Com pan y Tra ini ng M eeti ngs THE COMMANDER’S TOOL FOR CONDUCTING NEAR TERM PLANNING

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Tra in ing Mee ti ng P ur pose  Identify leader and unit training tasks  Review preparation for upcoming training to include, for example – o Leader and unit preparatory training o Rehearsals for trainers, evaluators, and OCs o OPFOR training and preparation o Training site preparation o TADSS issue and maintenance  Provide a forum for leaders, trainers, and evaluators to give feedback on the training executed during the past week  Provide commanders with a continuous source of “bottom-up” input for periodic training assessments FM 7-1, P 4-75 Combined Arms Leadership Division

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Tra ini ng Mee ti ngs  Non-negotiable at battalion and company level  Focus on:  Battalion Level: Training management o (6-8 weeks)

 Company Level: Specifics of executing training to standard (Training Execution) o (4-6 weeks)

 PLT / Squad level: o Identify essential PLT/SQ/Crew collective, leader, and individual soldier tasks training requirements o Input those identified tasks o Brief and review published training schedules with PLT/SQ/Crew Combined Arms Leadership Division

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Assessment

Training Planning Process METL

Training Assessment

Training Strategy

Commander’s Guidance

Training Plans

Training Execution

Feedback

 Links the unit METL with the execution of battle focused training  Planning is a continuous, integrated process  Planning culminates with the publication of training schedules and leads to training execution Combined Arms Leadership Division

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E Recovery

X

E E C U

T

Prepare

Conduct

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We W ere Sol diers Pa rt 1: 11: 33 – 12:58 15: 15 – 19:24

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8 St ep Tr ai ning Mode l Step 8: Retrain Step 7: Conduct AAR Step 6: Execute Step 5: Rehearse Step 4: Issue the Plan Step 3: Recon the Site Step 2: Train/Certify Step 1: Plan the Training Combined Arms Leadership Division

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Ob je ct iv es • Develop confident leaders • Develop soldier confidence in leaders/leadership • Ensure good training

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Pre pare f or Tr ai ning “Vi tal ste p bet we en pla nni ng for and c ond ucti ng tr ainin g” • Select Tasks • Plan the training • Train the trainers • Recon the Site • Conduct Risk Assessment • Issue Training Plan • Rehearse • Conduct Pre-Execution Checks Begi ns in the Ne ar-T er m Plann ing Cy cle Combined Arms Leadership Division

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Ex ec ut e Tr ai ning • Conduct Pre-Combat Checks • Supervise, Evaluate hazard controls • Implement hazard controls • Execute Training • Conduct After Action Review • Retrain at first opportunity Combined Arms Leadership Division

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Rec ove r f or Trai nin g • Conduct after operations maintenance checks and services • Equipment accountability • Turn in support items • Close out training sites • Conduct After Action Reviews • Individual soldier recovery • Conduct final inspections • Conduct risk management assessment and review Combined Arms Leadership Division

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Ef fici ent Tra in ing • Ensures training resources are properly used • Time • Training Aids • Right Mix (L-V-C)

Ef fect iv e Tr ai ning • Ensures training builds proficiency, teamwork, confidence, and cohesiveness • Competitive • Train to Standard (Army Standard) Combined Arms Leadership Division

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Prepare Training Assessment

Conduct Organizational Assessment

S E

S S

Evaluate Training

A

S

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Ass ess me nt s • Training Evaluation • Organizational Assessment • Training Assessment • Certification

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Eva lua ti ons • Informal

• Internal

• Formal

• External

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Af ter Ac ti on Re vi ew s ‘A structured review process that allows participating soldiers, leaders, and units to discover for themselves what happened during the training, why it happened, and how it can be done better. The AAR is a professional discussion that requires the active participation of those being trained.’ FM 7-1 p. 6-11 Combined Arms Leadership Division

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AARs sh oul d: • Focus on key, METL-derived training objectives • Emphasize on Army standards rather than pronouncing success or failure (AARs do not determine winners and losers) • Use “leading” questions to encourage participants to “self-discovery” important lessons from the training event • Allow large number of participants to recall “What happened” and more lessons learned can be shared Combined Arms Leadership Division

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Four P art s of a n AAR • Review what was supposed to happen (training plans) • Establish what happened • Determine what was right or wrong with what happened • Determine how the task should be done differently the next time

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Ar my T rai ning Ma nagem ent Cyc le Battle Focus Wartime Mission METL

A S S E S S

Training Assessment Conduct Organization Assessment

Feedback Evaluate Training

Long Range Plan Short Range Plan Near Term Plan

P L A N

Execute Training

EXECUTE

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Ena blin g Le ar nin g Ob jec ti ve

Student can understand and apply risk management procedures.

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Risk M ana gem ent

Risk management is the process of identifying, assessing, and controlling risks arising from operational factors and making decisions that balance risk costs with mission benefits.

FM 100-14, p. 1-1 Combined Arms Leadership Division

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5 S tep P roc es s Step 1. Identify hazards. Step 2. Assess hazards to determine risks. Step 3. Develop controls and make risk decisions. Step 4. Implement controls.

Risk Assessment

Risk Management

Step 5. Supervise and evaluate.

FM 100-14, p. 2-0, 2-2 Combined Arms Leadership Division

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St ep 1 : Id en ti fy t he Haza rd s • • • • • •

M-TETT-C Method Mission Terrain and weather Enemy Troops Time/Sleep/Activity/ Prep Civil considerations

 The ability of leaders to identify hazards is key. One reality of today’s missions is that the aspect of a hazard can change rapidly.  Hence the continuous process of risk assessment/management.

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St ep 2 : Asse ss t he Haza rd s PROBABILITY Frequent A

S E Catastrophic I E V Critical II E E H Marginal III R I M T Negligible IV Y E= Extremely High Risk M = Moderate Risk

Likely B

Occasional C

Seldom Unlikely D E

E

H

H

M

H

H

M

L

M

M

L

L

L

L

L

L

H = High Risk L = Low Risk

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Ste p 3 : De ve lop C ont rol s • Developed controls that will mitigate the initial risk level based on identified hazard • Next part- review risk decision = residual risk level • Last part- Sign risk assessment at correct level

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Step 4 : I mpleme nt Cont rol s

Ste p 5 : S upe rvi se and Eva luat e

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Risk M ana gem ent Works heet RISK MANAGEMENT WORKSHEET

2. Page

of

       

1. Organization and Unit Location:

     

     

3. Mission/Task:

4. Begin Date:

5. End Date:

6. Date Prepared:

     

 

 

 

     

     

     

7. Operational Phase in which the Mission/Task will be conducted:

        8. Tasks

     

9. Identify Hazards

     

10. Initial Risk Level

11. Develop Controls

                                                                Combined Arms Leadership

12. Resid ual

Risk Leve l  

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13. Implement Controls (“How To”)

14. Who/How Supervised

     

     

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PROBABILITY Frequent A

S E Catastrophic I E V Critical II E E H Marginal III R I M T Negligible IV Y E= Extremely High Risk M = Moderate Risk

Likely B

Occasional C

Seldom Unlikely D E

E

H

H

M

H

H

M

L

M

M

L

L

L

L

L

L

H = High Risk L = Low Risk

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We W ere Sol diers Pa rt 1: 40:3 1 – 4 2:46

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Risk M ana gem ent Works heet RISK MANAGEMENT WORKSHEET

2. Page

of

       

1. Organization and Unit Location:

     

     

3. Mission/Task:

4. Begin Date:

5. End Date:

6. Date Prepared:

     

 

 

 

     

     

     

7. Operational Phase in which the Mission/Task will be conducted:

        8. Tasks

     

9. Identify Hazards

     

10. Initial Risk Level

11. Develop Controls

                                                                Combined Arms Leadership

12. Resid ual

Risk Leve l  

                                                          Division

13. Implement Controls (“How To”)

14. Who/How Supervised

     

     

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We W ere Sol diers Par t 1: 42:47 – 53 :40

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Lead ership an d Train ing Ma nag eme nt

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The GOAL

Foundation

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We W ere Sol diers Pa rt 2: 40:0 0 -

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Sum mar y Candidates can explain and apply the theory of the Army’s Training Management and Battle Focus Systems METL Development / PLT Collective Tasks Lists Army Training Management Cycle After Action Reviews Risk Management Process

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“In no other profession are the penalties for employing untrained personnel so appalling or so irrevocable as in the military.” MacArthur Combined Arms Leadership Division

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