TNG MGT 3

Tra in ing
Mana ge me nt
FM 7-0
FM 7-1
Combined Arms Leadership Division
1
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.

2
Adm inist ra tive I ssue s
•Safe ty R equirement s
•Risk As ses sment
•Envir onmental C onsiderat ions
•Evaluat ion

3
Para digm Shif t
 OLD TRAINING  NEW TRAINING
METHOD METHOD
– ALERT – TRAIN
– TRAIN – ALERT
– DEPLOY – DEPLOY
– EXTENDED BUILD UP  THINK OPERATION
– SHAPING OPS ANACONDA
– DECISIVE OPS
 THINK D-DAY
TRANSPARENT TO THE PLATOON LEADER

BECAUSE EVERY DAY IS A TRAINING DAY
4
Ena blin g Le ar nin g
Ob jec ti ve
Student explains current US

Army training
management doctrine.

5
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

6
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
7
8
Band of Ex ce ll ence

9
Tra ini ng Re spo nsib il it ie s

10
Ar my T rai ning Ma nagem ent
Cyc
Battle le
Focus
Wartime Mission
METL
Training
Assessment
A Conduct Long Range
S Organization Plan P
Assessment
S Feedback Short Range L
Plan
E A
Evaluate Near Term
S
Training Plan N
Execute Training
S
EXECUTE 11
We W ere Sol diers
Par t 1: 4: 15 – 6:51

12
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.

13
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

14
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.
15
16
17
Battalion Mission: Battalion METL:
On order, BN attacks to -Assault an Objective
destroy enemy forces vic -Breach an Obstacle
OBJ LZ X-Ray to secure
key terrain IOT allow
freedom of maneuver for
the brigade.
Company Mission: Company METL:

On order, CO attacks to destroy -Conduct TLPs
enemy forces vic OBJ LZ X-Ray -Conduct a Rehearsal
East to secure key terrain IOT -Assault an Objective
allow freedom of maneuver for -Breach an Obstacle
the brigade. -Conduct Area Recon
-Integrate Indirect Fire Support
-Treat and Evacuate Casualties

18
Company METL: PLT Collective Task List:
-Conduct TLPs 1.
-Conduct a Rehearsal 2.
3.
-Assault an Objective
4.
-Breach an Obstacle
5.
-Conduct Area Recon
6.
-Integrate Indirect Fire Support
-Treat and Evacuate Casualties

19
PLT Collective Tasks: Squad Collective Tasks:
1. 1.
2. 2.
3. 3.
4. 4.
5. 5.
6. 6.

20
Squad Collective Tasks: Individual Soldier Tasks:
1. 1.
2. 2.
3. 3.
4. 4.
5. 5.
6. 6.

21
We W ere Sol diers
Pa rt 1: 6:51-9:05

22
Training
Assessment
P
L
A
N

23
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

24
Assessment
Training Planning Process

Training Training Commander’s Training Training
METL
Assessment Strategy Guidance Plans 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 Per so na l o bserv ati ons
o Tr ain ing ev alu ati on resu lts
o 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
25
Ra ti ngs
 Assessment Ratings (METL)

 “T” (trained)
 “P” (needs practice)
 “U” (untrained)
 Evaluation Ratings (Specific Tasks)

 “Go”
 “No Go”

26
Com mande r’ s As ses sm ent
METL 1st PLT 2nd PLT 3rd OVERALL

PLT
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 P P P P

Support
Treat and Evacuate P U U U
Casualties

27
1 st Pla toon Asse ssm ent
PLT Collective Tasks 1st 2nd 3rd 4th OVERALL

Squad Squad 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 P U P U U

Casualties

28
1 st Squad Le ade r Bo ok
Exc erpt
Soldier Task Squad Tm Soldier Soldier OVERALL
Leader Leader
Conduct TLP P U U P U
Conduct Squad P P P P P
Maneuver
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 P U P U U

Casualties

29
Assessment

METL
Feedback

30
We W ere Sol diers
Pa rt 1: 9:05 – 11: 33

31
Assessment

METL
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 )

32
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 )

33
Lo
n gR
an
ge
P
L
Short Range
A
N
e r m
Ne ar T

34
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 •CTG at least 1 yr
FY start •Calendar at least 2
yrs
Brigade 6 months prior to •CTG at least 1 yr
FY start •Calendar at least
18 months
Battalion 4 months prior to At least 1 year
FY start
35
36
Time Management Systems
 Create prime time periods for mission-essential
training
 Concentrate training detractors to reduce impact
on training
 Scheduled on long-range
EXAMPLEcalendars
GREEN AMBER RED
*COLLECTIVE MULTI- *INDIVIDUAL AND *SUPPORT AND

ECHELON TRAINING CREW TRAINING ADMIN DETAILS
*MAX ATTENDANCE AT *SCHEDULED *BLOCK LEAVES

TRAINING SERVICES
*PRIORITY ON TRAIN *BACK-UP SUPPORT *UNIT INTEGRITY

ING RESOURCES TO RED UNITS ON DETAILS

37
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 Future Planning
Guidance Horizon
Division 3 months prior to 3 months
start of quarter
Brigade 2 months prior to 3 months

start of quarter
Battalion 6 weeks prior to 3 months

start of quarter
Quarterly Training Prior to the start of 3+ months
Briefs the quarter

38
39
40
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 Future Planning
Guidance Horizon
Battalion Training 6-8 weeks prior to 6-8 weeks
Meetings execution
Battalion Training 4-6 weeks prior to 4-6 weeks
Highlights execution

41
42
Com pan y Tra ini ng M eeti ngs
THE COMMANDER’S TOOL FOR

CONDUCTING NEAR TERM
PLANNING

43
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
44
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
45
46
47
48
Assessment

METL
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

49
E
Recovery E Prepare
X T
E C U
Conduct

50
We W ere Sol diers
Pa rt 1:
11: 33 – 12:58
15: 15 – 19:24

51
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

52
Ob je ct iv es
• Develop confident leaders

• Develop soldier confidence in
leaders/leadership
• Ensure good training

53
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
54
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

55
56
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
57
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)
58
Prepare
Training
Assessment
A
S
Conduct S
Organizational
Assessment E
S
Evaluate
S
Training

59
Ass ess me nt s
• Training Evaluation
• Organizational Assessment
• Training Assessment
• Certification

60
Eva lua ti ons
• Informal • Internal
• Formal • External

61
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
62
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

63
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

64
Ar my T rai ning Ma nagem ent
Cyc
Battle le
Focus
Wartime Mission
METL
Training
Assessment
A Conduct Long Range
S Organization Plan P
Assessment
S Feedback Short Range L
Plan
E A
Evaluate Near Term
S
Training Plan N
Execute Training
S
EXECUTE 65
Ena blin g Le ar nin g
Ob jec ti ve
Student can understand and

apply risk management
procedures.

66
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

67
5 S tep P roc es s
Step 1. Identify hazards. Risk

Step 2. Assess hazards to determine risks. Assessment
Step 3. Develop controls and make risk

decisions. Risk
Step 4. Implement controls. Management
Step 5. Supervise and evaluate.
FM 100-14, p. 2-0, 2-2

68
St ep 1 : Id en ti fy t he
Haza rd s
M-TETT-C Method
 The ability of leaders to
• Mission identify hazards is key. One
• Terrain and weather reality of today’s missions is
that the aspect of a hazard
• Enemy can change rapidly.
• Troops  Hence the continuous
• Time/Sleep/Activity/ process of risk
assessment/management.
Prep
• Civil considerations

69
St ep 2 : Asse ss t he
Haza rd s
PROBABILITY
Frequent Likely Occasional Seldom Unlikely
A B C D E
S E E H H M
Catastrophic I
E
V Critical II E H H M L
E
H M M L L
R Marginal III
I M L L L L
T Negligible IV
Y
E= Extremely High Risk H = High Risk
M = Moderate Risk L = Low Risk

70
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

71
Step 4 : I mpleme nt
Cont rol s
Ste p 5 : S upe rvi se and

Eva luat e

72
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 11. Develop Controls 12. 13. Implement 14. Who/How Supervised
Resid
Risk Level Controls (“How
ual
Risk To”)
Leve
l

Combined Arms Leadership

Division

73
PROBABILITY
Frequent Likely Occasional Seldom Unlikely
A B C D E
S E E H H M
Catastrophic I
E
V Critical II E H H M L
E
H M M L L
R Marginal III
I M L L L L
T Negligible IV
Y
E= Extremely High Risk H = High Risk
M = Moderate Risk L = Low Risk

74
75
We W ere Sol diers
Pa rt 1: 40:3 1 – 4 2:46

76
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 11. Develop Controls 12. 13. Implement 14. Who/How Supervised
Resid
Risk Level Controls (“How
ual
Risk To”)
Leve
l

Combined Arms Leadership

Division

77
We W ere Sol diers
Par t 1: 42:47 – 53 :40

78
Lead ership
an d
Train ing
Ma nag eme nt

79
80
The GOAL
Foundation

81
82
We W ere Sol diers
Pa rt 2: 40:0 0 -

83
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

84
“In no other profession are the
penalties for employing untrained
personnel so appalling or so
irrevocable as in the military.”
MacArthur
85
86

TNG MGT 3

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TNG MGT 3

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Tra in ing

Action: A Candidate can explain and apply the

Condition: In a classroom, given instruction and

Standard: Score 70% on a written exam and

Combined Arms Leadership Division

•Risk As ses sment

•Envir onmental C onsiderat ions

Combined Arms Leadership Division

TRANSPARENT TO THE PLATOON LEADER

Student explains current US

Combined Arms Leadership Division

• FM 7-0 (Training the Force)

• FM 7-1 (Battle Focused Training)

Combined Arms Leadership Division

Combined Arms Leadership Division

Combined Arms Leadership Division

Combined Arms Leadership Division

A mission essential task is a

Combined Arms Leadership Division

•Units can not achieve/sustain proficiency on every

Combined Arms Leadership Division

• Derived from wartime missions and external

• Must support higher HQs METL

• The METL Is not prioritized

• The METL is not limited by time or

Company Mission: Company METL:

Combined Arms Leadership Division

Combined Arms Leadership Division

Combined Arms Leadership Division

Combined Arms Leadership Division

Combined Arms Leadership Division

Combined Arms Leadership Division

 Assess Training, Provide Guidance, Publish

 Allows training to the Army Standard under

 Requires senior commanders providing

Combined Arms Leadership Division

Training Planning Process

 Assessment Ratings (METL)

 Evaluation Ratings (Specific Tasks)

Combined Arms Leadership Division

METL 1st PLT 2nd PLT 3rd OVERALL

Conduct an Area Recon U P P P

Integrate Indirect Fire P P P P

Combined Arms Leadership Division

PLT Collective Tasks 1st 2nd 3rd 4th OVERALL

Treat and Evacuate P U P U U

Combined Arms Leadership Division

Knock Out a Bunker P U P P P

Treat and Evacuate P U P U U

Combined Arms Leadership Division

Training Planning Process

Combined Arms Leadership Division

Combined Arms Leadership Division

Training Planning Process

 Tra ini ng S tr ategy

Combined Arms Leadership Division

 TEWT (Ta ctical Exe rcis e Witho ut T roops)

Combined Arms Leadership Division

Combined Arms Leadership Division

 Pub li she d in ad van ce t o all ow sub ordinate

*COLLECTIVE MULTI- *INDIVIDUAL AND *SUPPORT AND

*MAX ATTENDANCE AT *SCHEDULED *BLOCK LEAVES

COLLECTIVE MULTI- INDIVIDUAL AND *SUPPORT AND

MAX ATTENDANCE AT SCHEDULED *BLOCK LEAVES

PRIORITY ON TRAIN BACK-UP SUPPORT *UNIT INTEGRITY