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ISSUE COMPLETE ORDERIf possible issue the order at a place thatoverlooks the objective or on the defensive terrain.*If unable tooverlook objective a terrain model or sketch should be used.Leadermust insure that all soldiers understand the mission*Use briefbacks and quiz junior troops
Troop Leading Procedures ppt
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TROOP-LEADINGPROCEDURES:BUILDING THE BSA DEFENSEbyCPT Robert Burks, SECOPS, NTC0430,Vic Hill 720, Mojavia LTCTodd woke to the sounds of explosions and quickly stumbled out of his cot tryingto put on his boots as he exited the tent. He could see the flashes of smallarms fire from his northern perimeter as he began to race for the Support BattalionTactical Operation Center (TOC). As he reached the TOC, he saw the large fireballin his Class III area, and heard the deafening explosions. As he entered theTOC, he already knew he had lost his tankers before he asked the question.SPC Riley excitedly briefed his commander that 4-6 guerrillas were seen assaultingthe fuel point and throwing hand grenades among the 5,000-gallon tankers.Thisis an event that is played over and over again at the National Training Center(NTC). The unit's success in force protection relies on the quality of itsdefensive planning, execution of Troop-Leading Procedures, and its understandingof the requirements to balance the scales between force protection and missionsupport. The trend at the NTC indicates that most logistics commanders andleaders do not understand how to conduct defensive planning or its relationto Troop-Leading Procedures. FM7-10, TheInfantry Rifle Company,and FM7-20, TheInfantry Battalion,describe Troop-Leading Procedures as an eight-step process: EIGHT-STEPTROOP-LEADING PROCESS:1- Receive the Mission 2- Issue a Warning Order 3- Make a Tentative Plan 4- Initiate Movement 5- Conduct Reconnaissance 6- Complete the Plan 7- Issue the Order 8- Supervise, Inspect and Refine TheTroop-Leading Procedure (TLP) is the process by which you, the commander, receivea mission, plan it, and execute it. It should be instinctive and a routineway of thinking for any commander. It is imperative that the unit producesa timely order that is adequate and flexible, for TLPs and preparation forcombat to occur. TLPs are time savers, and you, the commander, should conductthem in the order that most effectively uses the time available. STEP1: RECEIVE THE MISSION1.This first step of the TLP begins upon receipt of the initial mission fromthe DISCOM or Brigade. This mission could be in the form of a Warning Order,Operations Order, or briefing of an expected change in operation. As the commander,you should use the information available to establish a time schedule by identifyingthe actions that the unit must accomplish to conduct the operation. This timelineis developed by starting at mission time and working backwards (Backwards Planning).2.You must take advantage of this time by focusing his energy on the terrain,weather and enemy's doctrine. This information is readily available and willform the basis of the unit's plan. Donot wait for the Brigade to publish its order.Seek out the information as it becomes available. Up to 12 hours may elapsebetween the Brigade's warning order and when the order is issued; in a highOPTEMPO battlefield you cannot afford to waste this time! This up-front effortwill pay you dividends by giving the company more time to prepare for the mission.3.Upon receipt of the Brigade's warning order, you should immediately developand issue an initialWarning Order.This initial warning order will allow subordinates to begin conducting Pre-CombatChecks (PCCs), Pre-Combat Inspections (PCIs) rehearsals and, if required, preparationsfor movement. This initial warning order should include all available informationso subordinate leaders can start developing their own plans. Table 1 showsthe minimum requirements for the initial warning order. EnemySituationThisshould include as much information as available. Relate the information toyour level of operation.FriendlySituationIncludethe type of operation, higher mission statement, Bde task organization. Thiswill allow your leaders to begin planning the appropriate rehearsals.MovementInstructionsIncludelocations and movement times. Cover recon members and times.CoordinatingInstructionsIssueany specified instructions, i.e., PCI times.Time& Location of Company OPORD Where& when will you hold the operations order and who will attend?Table1. Initial Warning Order Requirements4.After issuing this initial warning order, you should start working your ownmission analysis. This process starts with the initial Intelligence Preparationof the Battlefield (IPB). a. FM34-130, IntelligencePreparation of the Battlefield,describes IPB as a four-step process that consists of: Defining the Battlefield Environment. Describing the Battlefield Effects. Evaluating the Threat and Determining the Threat Courses of Action Thisprocess begins upon receipt of the Brigade's warning order and continues throughoutthe course of the operation. b. IPB is not just conducted by the Battalion S2; it is conducted by you,the commander, and commanders at all levels to facilitate in focusing the planningprocess. There are three times during the TLP process where you will directlyapply this product: during the mission analysis during course-of-action development during the wargaming process. c. You must begin this process by Definingthe Battlefield Environmentorwhat is best defined as your "playground" or area of operation and area ofinterest. Limiting the terrain in this manner enables you to save time andeffort by focusing only on those areas and terrain features that will influencehis Course of Actions and decisions. Identifythe Area of OperationThisis the geographical area the commander is assigned responsibility and authorityto conduct operations. The limits of the AO is normally the boundaries specifiedin the operations order.Identifythe Area of InterestThisis the area that the threat has the ability to project power or move forcesinto the AO. This is the area from which information is required to permitplanning for successful conduct of the operation. d.Second in the IPB is a study of your Area of Operation and Interest to Describethe Battlefield Effects.This is the determination of how the battlefield environment, or Area of Operation/Interest,will influence friendly and enemy operations and COAs. This analysis allowsyou to quickly choose and exploit the terrain that best supports the mission.One process for conducting this evaluation is a Terrainand Weather Analysisofthe area. (1) The best terrain analysis is based on a reconnaissance of the areaof operation. A reconnaissance is not always possible, but, in any event, youshould conduct a map analysis and identify gaps in knowledge. These gaps willform the basis of the reconnaissance planning. FM7-20describesthe use of the acronym "OKOCA." Rearrangingthe acronym to "OAKOC" ObstaclesAvenuesof Approach KeyTerrain Observationand Fields of Fire Coverand Concealment providesa more logical framework for analysis. (2) Terrain analysis begins with an evaluation of obstacles in thearea of Operation and Interest. Obstacles are any manmade or natural terrainfeatures that stop, impede, or divert military movement. Identify the terrainand man-made obstacles and their potential to effect mobility. This evaluationof obstacles will facilitate in the identification of mobility corridors andenemy avenues of approach. Analyze the terrain to determine if it is restrictedor severely restricted. The remaining terrain is considered unrestricted andwill form likely avenues of approach. When conducting this analysis, rememberwhat is restricted for vehicles may be unrestricted for dismounted movement. (3) Once the obstacle analysis is complete, you can identify Avenuesof Approachintothe area. These avenues of approach should support the threat's offensive capabilitiesand the movement and commitment of reserves. Dismounted infantry and most insurgentsare less restricted by the presence of obstacles or hindering terrain and preferareas that provide concealment and cover. Remember, even in dismounted movement,there are likely avenues of approach that allows for ease of movement, betterconcealment or a covered approach into your Area of Operation. (4) With this information, you will then identify the KeyTerraininyour area. Key Terrain is any location or area in which its seizure, retention,or control will afford a marked advantage to either combatant. A hilltop overlookinga choke point on an enemy's avenue of approach is an example of key terrain.Evaluate key terrain by assessing the impact of its seizure by the enemy uponthe results of the battle. Key terrain is considered decisiveterrainifit has an extraordinary impact on the mission. Decisive terrain is rare anddoes not exist in all operations, but when you designate key terrain as decisive,you are communicating that the success of the mission depends on retainingit. (5) Observationisyour ability to see the enemy either visually or through the use of surveillancedevices. A field of fire is the area that a weapon or group of weapons mayeffectively cover with fire. The evaluation of observation and fields of firewill allow you to determine potential engagement areas, identify defensibleterrain and identify where you are most vulnerable to observation and fire.Analyze the area surrounding key terrain and ask yourself, "If I wanted tocontrol this terrain, where would I do it from?" These points may become thepositions from which you or the enemy fight. Evaluate fields of fire for allflat trajectory weapons you own. Combine the analysis of each factor limitingobservation and fields of fire into a single product. This will show areasof poor observation and deadspace. Use this product to help you identify potentialengagement areas. This analysis will help you to identify potential battlepositions and possible LP/OP locations. (6) The last step in terrain analysis is the evaluation of Coverand Concealment.Cover is protection from the effects of direct and indirect fires. It can beprovided by ditches, river banks, folds in the ground, buildings, walls andembankments. Concealment is protection from observation. It can be providedby woods, underbrush, tall grass, and cultivated vegetation. Evaluate coverand concealment in the same manner as for observation and fields of fire. Thisevaluation will aid you in identifying defensible terrain, approach routesand deployment areas. (7) Terrain and weather analysis are inseparable. Weather analysiswill evaluate the weather's direct effect on operations. The analysis of yourarea should include, but is not limited to, the areas listed in Table 2. VisibilityLowvisibility will hinder your defensive operations because cohesion and controlbecome more difficult to maintain, your R&S is impeded and target acquisitionis less accurate.WindsWindsof sufficient speed can reduce the combat effectiveness as a result of blowingdust, smoke, sand , etc. What direction will the wind blow during the operation?PrecipitationPrecipitationaffects soil trafficability and visibility. Will some restricted terrain becomeseverely restricted terrain with the advent of rain or snow?CloudCoverCloudcover can effect ground operations by reducing or limiting illumination.Temperature&HumidityExtremesof temperature and humidity will reduce personnel and equipment capabilities.What will the temp be during the operation and what effect will it have onsoldiers and equipment? Table2. Weather Analysis (8) Upon completion of the initial terrain analysis, Discussthese observations with your subordinate leaders. Do not worry if this initialanalysis is not very detailed. At this point in time, you and your subordinatesneed only gain an appreciation for the terrain. As the planning process continues,you will become more familiar with the terrain in your area of operation. Start the construction of a detailed sand table and terrain sketch for useduring the orders brief. Humans are a visual animal, and being able to "see"the operation will greatly increase soldiers' comprehension of the briefing.It is important to construct these visualization aids to scale. Make the terrainmodel as large as practical. A good rule of thumb is about 1 meter = 1 kilometer. e. The third step in the IPB process is Evaluatingthe Threat and Determining the Threat Courses of Action.This evaluation is the determination of threat force capabilities, his doctrinalprinciples, and the Tactics Techniques and Procedures he prefers to employ. (1) The goal is to know the enemy and develop threat models whichaccurately portray how the enemy will normally execute operations. It is notenough to know only the numbers and types of enemy vehicles and soldiers. Youmust thoroughly understand when, where, and how he uses all of his assets.Table 3 shows an example of threat model creation. UpdateThreatModelThismodel will depict how the enemy prefers to conduct operations under ideal conditions.Threat models consist of three parts: Doctrinal templates, Description of preferredtactics, and identification of HVTs.DoctrinalTemplatesDoctrinaltemplates illustrate the deployment pattern and disposition preferred by theenemy when not constrained by the effects of the battlefield. Doctrinal templatesare normally scaled graphic depictions for a standard operation. Even unconventionaloperations lend themselves to graphic depiction. One example is how the enemyroutinely establishes a convoy ambush.Descriptionof Tactics & OptionsThisdescription addresses the operations of the elements portrayed on the template.The description should also address typical time lines and how each BOS contributesto the operations success. Identificationof HVTsDevelopthe initial list of HVTs by mentally war-gaming and thinking through the operationunder consideration of how the enemy will fight.IdentifyThreatCapabilityThreatcapabilities are the broad COAs and supporting operations which the threatcan take to influence the accomplishment of the friendly mission. Review whatthe enemy can bring to bear against you and the planning stages.Table3. Threat Model Creation (2) After determining the threats' capabilities, you must determinethe likely ThreatCourses of Action.This is the integration of the effects of the terrain and weather on the enemy'sdoctrine to determine how he will fight the battle. The end result of yourenemy COA development is a situational template that will show how the enemywill conduct his fight. The enemy COA should answer the questions in Table4. WhatThisis the type of operation.WhenThetime the action will begin.WhereTheavenues of approach and objectives that make up the course of action.HowThemethod the enemy will employ its assets, such as dispositions, location ofmain effort, the scheme of maneuver, and how it will be supported.WhyTheobjectives or end state the enemy wishes to accomplish. Table4. Enemy Course of Action (3) The determination of the enemy's course of actions will completethe IPB process and allow you to begin the analysis of the unit's mission.Keep the products you developed on-hand to assist in mission analysis. Theseproducts will help you better visualize how the terrain, the enemy, and thefriendly course of action interrelate. 5.The mission analysis will consist of an analysis of the higher mission andintent, an analysis of your own mission, and finish with a restated missionfor the unit. To understand how your own mission interrelates and supportsyour unit, you must understand your higher commander's mission and intent.Table 5 provides a list of questions you should be able to answer after youranalysis of the Higher Mission and Intent. Purposeof the OperationThemost critical item you must gain from higher is the purpose of the operationboth one and two levels up.IntentAnalyzethe commander's intent and concept of the operation one and two levels up togain an appreciation for how each commander intends to use his forces to achievethe overall purpose. Where is the decisive point or time for the Brigade &Battalion? Draw a sketch depicting the battalion scheme of maneuver. Studyhow each company's task and purpose relates to the battalion main effort.EndStateIdentify,through the commander's intent and concept of the operation, how and wherethe battalion commander intends to have his unit postured at the end of thefight.RiskDeterminewhere or when to accept risk and the effect this risk may have on the accomplishmentof your mission. Table5. Higher Commander's Intent a. Once you have a clear understanding of the overall operation, you willbegin the analysis of your own mission. Before you can develop your restatedmission statement, you must review the operations order and answer the questionsin Table 6. PurposeWhatis the purpose given to your unit and how does it relate to the purposes ofthe other companies? SpecifiedTasksWhatadditional tasks does the OPORD specify for your unit to accomplish? Are anyof these tasks essential to overall success of the operation?ImpliedTasksWhattasks, not specified in the OPORD, must your unit execute to successfully accomplishyour essential and specified tasks?EssentialTasksWhatessential tasks, your unique contribution to the fight at the decisive point,did the brigade designate for your unit? What is the doctrinal definition ofthis task? Does this task imply other tasks or place limitations on your freedomof action? What specific results must your unit attain in terms of the terrain,the enemy, or friendly force?LimitationsWhatlimitations does the OPORD place on your freedom of action? Limitations arerestrictions placed on a commander specifying things that he cannot do or thathe must do. If these are limitations, why has the higher commander limitedyour possible courses of action?AssetsAvailableAnalyzethe combat readiness of your troops and equipment. Have your XO and CSM briefyou on the state of the unit. Better yet, go check for yourself.TimeAnalysisIdentifyspecific and implied times which actions must occur throughout the planning,preparation, and the execution of the operation. Analyze the timing of theexecution in terms of terrain, the enemy and friendly forces. Update your previoustimeline with all of the events that affect your unit. Table6. Questions to Ask b. The final step in mission analysis is developing your unit's restatedmission statement. Your restated mission should include WHO, WHAT, WHEN, WHERE,and WHY. The element of WHAT is your essential tasks. If your unit must accomplishtwo or three essential tasks, list them in the order in which they must occur.WHY is your purpose, the accomplishment of which defines mission success. 6.The last item you should discuss as part of Step 1 in the TLP is the developmentof a Security Plan. The National Training Center has observed that most CSSunits do not make security plans for their new site prior to moving. RESULT:Creates a relaxed atmosphere and results in unnecessary casualties. Your securityplan should address, at a minimum, the threat level, security sweeps, key terrain,and LP/OP locations. This plan is a living document and you must continue torefine it as more information becomes available. STEP2: ISSUE A WARNING ORDER1.Step 2 of the TLP is issuing a detailed warning order that includes the restatedmission statement and all information compiled thus far. It is important toyour subordinates' TLP that you issue the best warning order possible and updateas needed with additional warning orders. Do not wait for more informationor withhold any known information. The warning order allows subordinate unitsto continue the planning and preparation that started with the initial warningorder. 2.The warning order should address those items not covered in the unit's SOPthat the unit must conduct to accomplish the mission. Table 7 shows the minimumrequirements for the warning order. SituationEnemy- Define for your subordinates the area of operation, area of interest anda brief layout of the terrain using the five military aspects of terrain OAKOC.Brief the threat evaluation.Friendly- State the commander's intent and mission statement one and two levels up.Brief the higher concept of the operation and allow the subordinates to copyall of the graphics. MissionGiveyour restated company mission statement.CoordinatingInstructionsGivesubordinates all of the limitations identified up to this point and any otherinstructions that allow for proactive planning and preparation, including prioritiesof work.Timeline- Update your earlier timeline. Outline all known beginning and ending times,to include those for the next higher unit. This includes time and locationfor your operations order.Rehearsals- Specify what types of mission-specific rehearsals or drills you expect subordinateunits to conduct within the framework of their timelines.Security- Brief the security plan.ServiceSupportAddressany changes to the support requirements. Table7. Warning Order RequirementsSTEP3: MAKE A TENTATIVE PLAN1.The majority of your planning at this point is conducted based on a map reconnaissance.You will need to confirm, deny or adjust your initial plan later after conductingyour actual reconnaissance. 2.The first step in developing a tentative plan is the development of Coursesof Action (COAs). The purpose of COA development is simply to determine somepossible ways for the companies to accomplish their mission. The COA is asdetailed as necessary to clearly describe how you plan to use your forces toachieve the task and purpose. Focus your efforts on the actions the unit musttake at the decisive point. At the Support Battalion level, there is usuallyonly enough time or freedom in the Brigade scheme of maneuver to develop onecourse of action for each essential task. If time permits, you should developat least two courses of action. Do not attempt to war-game the COA or to beginthe integration of CS and CSS assets at this point; this will occur duringcourse of action analysis in step 6 of the Troop-Leading Procedures. The resultof COA development is a statement and a sketch for each course of action thatdescribes WHAT, WHEN, WHERE, and WHY. 3.In developing the tentative plan, you should identify your main and supportingefforts. This will help focus your attention and efforts on those essentialtasks required to accomplish your mission. This effort might be in relationto the enemy's most likely avenue of approach into the BSA or the greatestthreat to the BSA; i.e., enemy reconnaissance elements that are calling forartillery against the BSA. The key is knowing the enemy threat to the BSA. a. Determine the task and purpose of the main effort first, since themain effort is the unit that contributes the most to the achievement of theBSA's purpose. With the SITEMP and Battalion graphics posted in front of you,ask yourself: Why and where will I employ my main effort? Identify a potentiallocation (the main effort's decisive point) for this task and purpose to occur,given the friendly and threat array of forces. b. Determine what supporting tasks and purposes must occur for the maineffort to succeed. Continue to determine why you need to employ forces to ensuresuccess, until you account for all of the threat that can affect your courseof action. c. Mark where these tasks and purposes will potentially occur on youroverlay, as this will assist you in the development of control measures later. d. The unit may have more tasks and purposes than subordinate units toaccomplish them. However, the purpose is merely the "why" you can use a force,not what or who. You might determine later on that you can use a combat multiplierto achieve some of the less critical purposes. You also may be able to combinetwo or more purposes under one depending on the amount of force and the taskrequired to accomplish them. (See Table 8.) DecisivePoint or TimeThedecisive point on the battlefield is that point, area, or time where your unitsatisfies its purpose for the operation. In the defense, the decisive pointon the battlefield is usually the engagement area. The decisive point is thefocus for the development of all courses of action.PurposesDetermineWHY (purpose) and generally where you need to employ your subordinate forcesto achieve your unit's purpose. Define each subordinate's purpose clearly andrelate it to the battalion's purpose. Supporting effort purposes may relatedirectly to the main effort. This will provide a collective focus of effortso subordinate leaders can link their actions to the actions of those aroundthem.TasksDeterminethe essential tasks required to achieve the purposes identified above. A taskis a clearly defined and measurable activity accomplished by individuals andunits. When assigning tasks, use doctrinal terms such as those defined in FM101-5-1. What you are describing for your subordinate leaders is the effectof his firepower, maneuver or protection, relative to the terrain, enemy, ora friendly force. Begin with the main effort's task by asking: What must mymain effort do to accomplish its purpose? Determine what you want done andwhere you want it done.Task-OrganizeNext,determine the specific number and type of combat systems necessary to accomplisheach task. Resource the main effort first and continue in order of priorityuntil you have no resources left to commit. Because you may not have enoughresources to accomplish all of the tasks and purposes identified in the courseof action, resource the most critical tasks and purposes first.EstablishControl MeasuresDevelopthe maneuver control measures necessary to clarify the task and purpose ofthe main and supporting efforts and to convey their intent. Maneuver controlmeasures, such as routes, TRPs, check points, battle positions, etc., enhancethe understanding of the scheme of maneuver.CompleteCOA SketchCompletea COA sketch for each of your courses of action. This sketch can be used laterto visualize your concept of the operation during warning orders and leadingup to your OPORD. Technique: Create an overlay with Battalion and Company maneuvergraphics, which drops over the terrain sketch and blown-up SITEMP developedduring the IPB process. Table8. Determination of Tasks and Purposes4.Once you have developed your tentative plan, it is essential that you onceagain issue Warning, Fragmentary and Movement Orders. Brief your subordinateson the tentative plan; issue reconnaissance instructions and any other movementinstructions. When describing your course of action, ensure that you emphasizethat this is an unrefined plan. This concept brief is important because itallows your subordinates to see where you are going with the plan and it allowsthem to begin their own mission analysis upon the task and purpose for theirsection. The concept brief should clearly and briefly answer questions in Table9. WhyWhatis the purpose and result of the operation?WhatWhatare the Battalion's essential tasks?WhenWhendoes the operation begin or end?WhereWherewill the operation occur?HowWhatis the scheme of maneuver, and what are the tasks and purposes of the subordinateelements? What is the main effort?Table9. Development of Concept BriefSTEP4: INITIATE MOVEMENTInitiatemovement consists of beginning all necessary tasks to prepare or posture theunit for the operation. This step may include movement to a staging area, departingfor a reconnaissance, or something as simple as timing routes to the SP. Thekey is: understand what steps are necessary to ensure we meet our "be preparedto defend" time, and enforce those standards. Remember, you may not be therefor the movement. It is essential you issue all information necessary for yoursubordinate leaders to plan for the move early in the planning process. STEP5: CONDUCT RECONNAISSANCE1.Take time for reconnaissance. Reconnaissance allows you to confirm, deny, orrefine your course of action. 2.Although the Brigade commander and staff may have taken you on a leader's reconnaissanceat some point during the Troop-Leading Procedures, conduct a leader's reconnaissancewith your own subordinates. This will allow your leaders to see as much ofthe terrain and enemy as possible and it should help them to visualize yourcourse of action more clearly. Select a vantage point that provides the bestview of the decisive point. From your vantage point: explain to your subordinates the Brigade's and BSA's area of operation. describe where you expect the enemy (mounted or dismounted) to enter the BSA. walk through the enemy likely course of action. put out the BSA's task and purpose and the task and purpose for each company.brief the tentative plan. 3.If time and situation permits, the unit should drive through the engagementarea from the enemy's point of view. STEP6: COMPLETE THE PLAN1.The commander must conduct an analysis or wargame of the course of action.This forces you to fight your course of action against the enemy's most probablecourse of action to determine if the plan is viable. By war-gaming the plan,you can better visualize how the fight will occur, determine when and whereyou will need to make decisions, and identify when and where you will requirethe use of CS and CSS assets. The advantages and disadvantages of each courseof action will become apparent as you mentally fight the COA. Theend result of the wargame is a detailed direct fire plan, a synchronizedindirect fire plan, and refined obstacle and ADA plan.2.There are two basic techniques used to wargame. These are: the box the avenue of approach Youmay use any or a combination of these techniques. The key is to fight the planand to gain a clear understanding of how the fight will occur. (See Table 10.)BoxThebox method focuses the wargame on a specific area of the battlefield. Thismay be the engagement area or some critical area where the decisive actionwill take place. Determine the size of the box by the situation; it shouldinclude all of the units, friendly and enemy that impact on the decisive action.Thistechnique is a good one to use when time is limited as it ensures a focus onthe decisive action. However, its disadvantage is that by considering onlythose actions at the decisive point you may overlook other critical actions.Avenueof ApproachThismethod is most effective when war-gaming a defensive COA when there are severalavenues of approach to consider. Using the enemy's most probable course ofaction, war-game friendly and enemy actions along one avenue of approach ata time. Table10. Wargame Techniques3.The best method for conducting the wargame is to gather your battalion stafftogether and ensure that they thoroughly understand both the friendly and enemycourse of action, one and two levels up. You must replicate the reactions ofthe enemy as accurately as possible. Technique:Use the battalion S2 (96B20) or the XO as the enemy commander, thus providingan uncooperative opponent. This also allows the unit to gain a thorough understandingof the plan. Table 11 provides the information necessary to conduct the wargaming.TerrainIncorporatethe results of your reconnaissance into your modified combined obstacle overlayand reevaluate terrain considered restricted, severely restricted.EnemyCapabilitiesUpdateyour SITTEMP with any new enemy information and ensure each member presentat the wargame thoroughly understands the enemy's capabilities and limitations.FriendlyForcesFindout the combat power of the units adjacent to yours. Their ability or inabilityto fight the enemy they are tasked with, given their combat power, may havea significant impact on your course of action.CriticalEventsIdentifythe critical events that you will analyze during the wargame and select a techniqueto war-game the COA.AssumptionsSpecifywhat assumptions you made during the development of the COA so each participantin the wargame is clear on what your facts and assumptions are.Wargameeach COAWar-gameeach COA on a map or accurate sketch that has all of the friendly graphicsand the SITTEMP posted. Begin the wargame by dividing the COA into a seriesof friendly actions or events. Then, for each friendly action, determine thelikely result or enemy reaction and what your likely counteraction will be.Continue this process of action, reaction, counteraction to mentally fightthe course of action through to mission accomplishment or the COA fails. Asyou war-game, you will identify when and where you will need to integrate combatmultipliers and where your unit will probably incur casualties. Make note ofthese times/locations for later use in your refinement of the fire support,obstacle, and CSS plan. Add additional graphics as necessary to further clarifyyour scheme of maneuver. At the conclusion of each action, reaction, counteractionsequence, reassess yours and the enemy's strength and disposition and makenote of any advantages or disadvantages you identify prior to war-gaming thenext action. Table11. Wargaming Process4.When you complete wargaming of each course of action, you then compare thecourses of action (COAs). Then, select the one that is most likely to accomplishthe assigned mission. a. Consider the advantages and disadvantages of each COA. They may pertainto the accomplishment of the purpose, use of terrain, destruction of or protectionfrom the enemy, or any other aspect of the operation that you feel is important. b. Consider the critical events of the operation. These are events oractivities that will have a major impact on the success of the mission. Usethese advantages/disadvantages and the accomplishment of critical events tocompare your courses of action. 5.The last step is to finalize the plan. This will require the integration ofCS and CSS assets and then a determination of the command and control requirements. a. On the basis of where and how many personnel and vehicle casualtiesyou determined the unit would incur during the wargame, have the XO integratethe plan to handle these casualties in paragraph 4 of the OPORD. This includes,but is not limited to, the identification of unit casualty/maintenance collectionpoints, when battalion assets will occupy them, location of combat lifesavers,etc. b. Based upon your visualization of the fight, determine what other commandand control requirements are necessary to ensure the success of the mission(paragraph 5 of the OPORD). These include graphic control measures, signals,and communication required during the fight with other units. c. Complete the addition of your FSB CSS graphics to the BCT's CSS overlay.Techniques: Use a different color for your FSB graphics than those of the BCT. Use only the minimum graphics necessary to get the job done. Complete the preparation of your OPORD by finalizing your SITEMP, maneuver,fire support, engineer, and CSS plans and graphics. Use the S3 NCOIC to supervise available command post members to copy graphicsfor each leader. d. Often at the battalion and company levels, let alone the platoon level,there is not enough time to write out every single detail necessary for a thoroughfive-paragraph OPORD. Also, your subordinates will find it difficult to copyit all down and still listen to you during the OPORD. Therefore, it is practicalto give your subordinates a document that contains the necessary information,be it a matrix, OPORD outline, or just overlays with graphics and the criticaltasks. This way your subordinates can listen to you as you explain the detailsduring the order instead of trying to write every word down. If time is short,spend your time thinking through the plan -- not on the written product. Asingle, well-visualized commander's intent with a concept of maneuver and supportis more important for your subordinates. STEP7: ISSUE THE ORDER1.Your OPORD should provide the battalion with a visualization and an articulationof your intent and enough information to ensure that all subordinate unitswork toward the desired end. Your subordinates should walk away from your OPORDwith a clear mental picture of what you expect their unit to do to achievethat end. a. Select a location for the OPORD that overlooks your area of operationif possible. Ensure that the location is secure and facilitates an increasedunderstanding of the order. b. Avoid issuing the order during hours of darkness. If you must issueit at night, it is preferable to do it in a location which allows your subordinatesto see the terrain board and map. c. Make the maximum use of the sketches you developed earlier to helppaint the picture as you describe how the fight will unfold. d. You should give your subordinates a written copy of your order withappropriate graphics. This will enable your subordinates to listen to yourbriefing rather than writing. Also, if you have already addressed some itemsin detail, such as terrain, the enemy, and the higher concept, in an earlierwarning order, then you only need to brief any changes. 2.At the conclusion of the OPORD briefing, answer any questions and conduct aconfirmation brief using your terrain model. The terrain model should includean accurate representation of the terrain, the enemy, and the friendly graphics.Focus this confirmation brief on WHAT and WHY the company will execute. Thepurpose of this confirmation brief is to further clarify your scheme of maneuver.STEP8: SUPERVISE1.The best plan may fail if it is not managed correctly. Once you issue the order,you must continue to refine the plan, continue coordination with adjacent units,and supervise combat preparation and execution. All these are essential tosuccessful mission accomplishment: Confirmation briefs Backbriefs Rehearsals Inspection Continuous coordination 2.Confirmation briefs, backbriefs and rehearsals are not the same thing; eachone may occur during a different phase of the operation from planning to execution. a. Confirmation briefs are conducted immediately after you issue the orderto your subordinates. This ensures they understood the tasks and purposes youassigned them. The best way to conduct this is to have them recite back whatthey think they heard you tell them. This immediate feedback and spot-checkwill save many wasted hours of planning if your intent was not clearly understood. b. Backbriefs occur after your subordinates have had time to digest whatthey were told and developed their plan for the operation. You should designatea time for all your leaders to come together and brief on how they plan toexecute their portion of the plan. Technique: Have subordinate leaders conductthe backbriefs on the same terrain model on which you gave your operationsorder. This briefing will ensure your subordinates have created a plan thatwill successfully accomplish their task and purpose. It is also essential toensure coordination between adjacent elements and to integrate and synchronizethe plan. c. Rehearsals are essential to ensure that everybody understands whatthe other unit is going to do and ensures full integration and synchronizationof assets. An NTC observation is that few logistics units conduct rehearsals,despite having the time. You must establish the priority for rehearsals basedon time available. Your rehearsals should include all phases of the operation.Include backbriefs of individual tasks and a walk-through of the executionon sand tables. Follow this with a walk-through and then full speed exercise(Crawl, Walk, Run). Thekey to success . . . REHEARSALS Enhancesexecution Preventsfratricide Identifiesshortcomings Synchronizesthe operation Tactics,Techniques & Procedures Rehearsein MOPP4 Rehearseat night, in the dust Rehearseshifts of fires Rehearsebreaking contact Rehearsecalling for fire, calling for CAS RehearseSPOT report Rehearsecasualty reporting Rehearsemoving to supplementary positions CONCLUSIONManylogistics leaders arrive at the NTC and say they "do not have the time to conductTroop-Leading Procedures or defensive planning." All leaders should use Troop-LeadingProcedures to ensure any type of operation is executed successfully. Theseare required skills if logisticians are to balance the scales between forceprotection and mission support. Logisticians must understand the effectivenessof properly executed Troop-Leading Procedures and conduct the training requiredto develop these skills. TheBSA defense is one of the most difficultmissionsto successfully plan and execute.WHY? Leaders will find themselves faced with limitedtime, resources, and a relentless enemy.Leadersmust understand . . .Howto determine where to kill the enemy. Whereto position their forces to kill the enemy. Howto develop a Direct and Indirect Fire plan to synchronize mission execution.SecurityOperations Training in the Brigade Support Area (BSA)Integratingthe Special Staff into the FSB Orders Process @media only screen and (min-device-width : 320px) and (max-device-width : 480px) #ga-ad display: none; 2ff7e9595c
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