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Digital Training -- What's the Big Deal?

by SGM (Ret) Larry DeRoche, Military Analyst, CALL

Part I -- Introduction

"Training is the Army's top priority; it prepares us to fight. As leaders, our sacred responsibility is to ensure that no soldier ever dies in combat because that soldier was not properly trained."

--General Carl Vuono, former Army Chief of Staff 1

Recent involvement in the Balkans, Africa, the Pacific and Southwest Asia have contributed to the Army's realization that it must develop dynamic command and control systems with presently available digital enhancements. Throughout today's Army, soldiers are exposed to a great number of digital systems as the process of fielding these advanced systems now takes hold. The Army Battle Command System (ABCS) suite consisting of the Maneuver Control System (MCS), All-Source Analysis System (ASAS); Force XXI Battle Command Brigade and Below (FBCB2), Advanced Field Artillery Tactical Data System (AFATDS), Air and Missile Defense Workstation (AMDWS), and the Combat Service Support Control System (CSSCS) are the first integrated generation of digital systems designed to gather and process information to assist commanders at each level in decisionmaking by placing more information at the hands of commanders and junior leaders faster than ever before. These systems are meant to facilitate transformation of units into more lethal and flexible forces, leading to enhanced situational awareness and understanding.

To achieve the capabilities required for the frequent full spectrum combat operations demanded of the Army, methods of successfully training on the new digital systems must be implemented throughout the transformational units. BG Paul Eaton, Deputy Commanding General for Transformation, TRADOC, in an interview said, "You understand the situation, decide what to do about it, and then attack in terms that are completely favorable to the IBCT company, battalion and brigade."2To do this, leaders must effectively and efficiently maneuver their units on the battlefield. To achieve synchronized maneuver, digital units must have proficiency with ABCS. This article discusses some basic designs of digital training currently in the Interim Brigade Combat Team (IBCT), and suggests patterns for improving this challenging process. This article will focus on the digital training required at the individual and collective levels to facilitate tactical success in the IBCT. Methods of building the digital skills to facilitate battle command and control for tactical success in the IBCT will be explored, with techniques to train on ABCS functionality without the expense of critical warfighting skills.

Digital Training -- Beginnings

Digital training, like all training, must have its roots firmly established in doctrine. Both FM 25-100 and FM 25-101 detail principles of training, all of which remain applicable to digital training. This article focuses on discussion of the principles of, "Train as a Combined Arms and Services Team," "Use Performance-oriented Training," "Train using Multiechelon Techniques," "Train to Maintain," and "Train to Sustain Proficiency" as they relate to digital training in the IBCT. All levels of training will be considered, including collective, leader, and soldier training. All must be completed successfully to develop digital expertise. Each level is an important piece of the process of converting an "analog" unit into a "digital" unit fully capable of leveraging its assigned technology.3

To meet the challenges facing the IBCT, the brigade leadership with assistance from I Corps, USAIS, TPIO-ABCS, and the Brigade Coordination Cell (BCC) developed a training plan to conduct digital training (see Figure 1). Although IBCT units have been heavily involved in equipping themselves to fight in the new Organizational and Operational (O&O) structure, the focus remains on training.4 The brigade's emphasis in training is in two areas, New Equipment Training (NET), and Collective Tactical and Leadership Training. NET was the focus for most of last year, as new systems were established with over 30 13,700 of training since last May. Collective digital training was carried out concurrently, with the focus on Company Simulation Exercises (Company SIMEXs), Staff Section/Staff Training, and Leader Integration Training. This training schedule, however intense, was executed in conjunction with many of the normal training requirements of all Army units. The process will not stop, even once the IBCT achieves its Initial Operations Capability (IOC).5 Digital training must continue to occur for newly assigned soldiers and leaders within the IBCT, until fully implemented as standard course material in TRADOC basic officer and enlisted schools.

Part II -- New Equipment Training (NET)

New Equipment Training began at Fort Lewis, WA, in March of 2000 and continues today. Training includes all of the ABCS systems, Delta training6 on the ABCS suite, maintenance training, and leader training. NET training class length varies broadly, with FBCB2 Field Works training as one-half day and the AFATDS operator's course as long as 20 days. The effect of training on personnel management is immediately obvious, as the AFATDS training takes a soldier out of the unit for an entire month. The total cost to the 3d Brigade in soldier NET training as of February 2001 was 13,700 soldier/man days.

Since the FBCB2 system is currently the most prevalent system in the IBCT, and the format for training many of the ABCS components is similar, a study of its training program will be used as a guide for the discussion of digital training in the IBCT. The FBCB2 system is a digital, battle command information system that provides on-the-move, real-time command and control information to tactical combat arms, combat support and combat service support soldiers and leaders. FBCB2 supports situation awareness down to the soldier/platform level.7

Digital training for most systems is conducted at North Fort Lewis. The FBCB2 facility is composed of a pair of "barracks" each holding four classrooms capable of 10 students. Classroom design facilitates the collective training of one company's leadership from the company commander to platoon sergeants, or training of individual soldiers from any unit. The small size contributes to better learning by keeping a lower student-to-teacher ratio. Students are assigned a workstation that replicates their FBCB2 signature, with each FBCB2 maintaining its own unique IP address.8 The realistic digital interface of the systems in training is critical, as it allows users to familiarize themselves with the system of IP addresses within the network, which is one of the key aspects of trouble-shooting the FBCB2 system during actual operations. This aspect of systems operation was recently seen during a battalion FTX at Yakima Training Center. Significant time was spent early in the exercise relabeling IP addresses allowing the systems to properly display their assigned location and unit.

The FBCB2 class trains in a white box environment.9 The training is conducted on a commercial personal computer that has the software loaded into it to replicate the functions of an FBCB2 "green box" system. Once the training is complete, the students can operate an FBCB2 in an IAV or HMMWV. However, some soldiers of the IBCT struggle with system operation during field conditions. The soldiers are used to operating the systems in a white box environment, not in the field-hardened configuration. Soldiers within digital units must be transitioned to green boxes at the earliest opportunity. During the course, soldiers should spend one day on mounted FBCB2 systems to ensure a full transition to field systems.

Six NCOs currently run the brigade FBCB2 Installation Training Facility at North Fort Lewis, WA. The senior NCO and primary instructor is a Sergeant First Class. He is responsible for supervising all FBCB2 training that the brigade administers. The other five NCOs, the assistant instructors, are picked from the battalions in the IBCT to serve as the FBCB2 subject matter experts (SMEs) for their units. After successfully completing all FBCB2 training, they assist in instructing operator training, sustainment training and Delta training on the systems.

New Equipment Training Modules

Digital training on most of the systems is divided into modules. This allows students to break up the training into manageable segments. If all skills are not learned, the students retrain only on the specific areas needing more work. FBCB2 operator training consists of five full eight-hour days. The course is taught in nine modules, progressing from the basics and ending with an overview on how the system integrates with other ABCS components. Each of the modules leads the students along a skill path with specific gates that must be negotiated before moving on to the next module. With the small class size, instructors are able to ensure all students understand each module before beginning the next. Each module contains Terminal Learning Objectives (TLOs) to ensure established goals are met, with task-specific Enabling Learning Objectives (ELOs) also included.10 The methodology of TLOs and ELOs built into the instructional design ensures operators learn the critical skills necessary for these complex systems.

FBCB2's Module 1 provides the foundation for the beginning of the training with the TLO of "provide administrative details, system components, reference materials and capabilities." The corresponding ELOs are the identification of administrative details, system components, and the capabilities of the system. The introduction provides a common understanding of how the system fits into a tactical scenario. This understanding of all potential users is critical, as it meets one of the TRADOC Commander's key design parameters for digital systems, the ability of commanders to synchronize combat power during the fight at the tactical unit level in the O&O environment.11

Module 2's primary focus is the TLO of "preparing the FBCB2 system for combat operations," with corresponding ELOs covering the areas of PMCS and messages. Some basic operational ELOs include conducting before operations Applique PMCS,12 implementing the FBCB2 system preparation procedures, identifying the session manager screen area and functions, operating the system administration tools at operator level, employing the status tool, implementing the administration functions, and operating the map filter tool. This module gives the operators experience with the basic operation of the system. During Module 2, the operators also receive their first hands-on experience with one of the most critical components of the FBCB2, messaging. During this portion, some of the ELOs explored are performing message management using FBCB2, sending messages using FBCB2, and sending overlays using FBCB2. For each of the ELOs, the student must demonstrate the ability to perform the actions required within each ELO before moving on to the next module. Most of the operator's course is performance-oriented which provides the students the needed skills before entering the next module with the modules that follow based on the ability to perform the actions of the earlier modules.

Module 3 is the beginning of the tactical skills development with the TLO of "employs the FBCB2 system during movement operations." Corresponding ELOs are performing message management, preparing and sending messages using FBCB2, performing overlay management using FBCB2, and operating the map and navigation tool. During this module, the students are instructed in all aspects of displaying, creating, saving, editing, and forwarding messages and overlays. The system has within its software pre-formatted messages that require an operator to fill in the required fields to complete a message. Some of the formatted messages are SALT (Size, Activity, Location, Time), MEDEVAC, NBC1, Fire Mission, and SITREP. Students also learn that FBCB2 sends and receives OPORDs, FRAGOs, and free-text messages.13

Module 4 and 5 takes the soldier through tactical skills employment with the FBCB2. The Module 4 TLO is "employ the FBCB2 system, in preparation for an attack, while in an assembly area," with the supporting ELOs of employ the periodic reminders tool, line-of-sight tool, radio net join tool, and manage logistical and personnel reports. Four categories of digital C2messages are learned including alerts and warnings, joint support information, combat reporting, and mission planning information.14 Module 5 focuses on the TLO of "employ the FBCB2 system during an attack" with execution of combat messages using FBCB2 as the corresponding ELO. Message focus in this module includes only messages for use during execution of operations such as the SALT, MEDEVAC, or calls-for and adjusts-fire messages.

Module 6 and 7 take the student through digital actions on the FBCB2 to facilitate actions on the objective, consolidation, and preparation for the defense. The TLO for module 6 is "employing the FBCB2 system during after action operations," and focuses on the performance of "digital maintenance" on the FBCB2 system. This does not include physical maintenance, but, instead, addresses the critical issue of information management within the digital system. With the amount of information that the ABCS suite of systems sends, it is important to clear message queues and logs of information that are no longer useful and made irrelevant by current events. Module 7 returns the operator to the tactical focus of preparing the unit for the defense, and building in control mechanisms to allow unit leadership to better facilitate C2of tactical forces through FBCB2 usage.

Modules 8 and 9, the final modules, are standard for all digital systems training. The first is an After-Action Review (AAR) and end-of-course critique. The last module is a presentation of changes in the current version of software from previous versions. This has become a very important part of digital systems training, since most of the systems have frequent changes in software design and functionality, even over relatively short periods of time.

NET -- Lessons Learned

Digital vs Analog C2

Throughout the execution of the FBCB2 training modules, many lessons learned were collected that are applicable not only to FBCB2 training, but all digital training in the IBCT. One common issue throughout NET on nearly all systems was the conflict between digital (FBCB2) C2and traditional (FM) C2. The question of when is the right time to use the FBCB2 vs FM communications always arises. The Digital Operator's Guide for Company and Platoon Levels, revised for FBCB2 Version 3.2, states, "Commanders should not rely on digital communications alone. Digitalization does not eliminate the requirements for maps and FM communications. The decision to use FM vs FBCB2 depends on situation and unit SOP."15 Since this does little to answer the earlier question of when to use what form of communication, a review of the diagram in Figure 2 can clarify this issue.

Each of the two curves depicts a method of communication to facilitate C2at the tactical unit level. As one can see, both FBCB2 and FM continue to be used throughout all phases of the operation, but at varying levels. During actions in the assembly area and recovery from operations, digital message use is at its peak. This facilitates the sending of large amounts of information including planning documents and detailed status reports in a timely manner to many recipients. As the operation enters the execution phase, digital systems are still used, but more commonly in the passive mode to maintain situational awareness, with FM used for active C2. Of course the exact frequency and method of C2will depend upon specific unit SOP, but the diagram serves as a useful guide to those unfamiliar with the C2of tactical elements in the IBCT environment.

Message Management

Throughout all IBCT digital training, the importance of message management procedures within a digital organization were clearly proven as critical to ensure information flow and good situational awareness at all levels. Messaging is one of the key components of the FBCB2, and all ABCS as they provide the human interface to digitalization. Since staff planners, commanders, and operators use the systems to send frequent messages throughout the brigade, it is a challenge to maintain pace with the large number of messages. With this huge volume of message traffic within a digital unit, procedures to manage message traffic are critical to maintain control of the situation, and avoid "information overload."

Although the management of information in a digital brigade is challenging, solutions are available to improve communications flow. One key to message management is the prioritization of messages. Units must have and apply strict rules for users to follow as they categorize and send messages. By deciding ahead of time which messages are routine, priority, and immediate, messages will be read and acted upon by personnel in an appropriate and timely manner. Units must implement disciplined message-handling procedures within their SOP to ensure message traffic does not overwhelm the system. Digital system administrators must implement a system of message receipt replies so commanders can know that information is being read.

Another key to successful message management is the use of pre-set formatted messages whenever possible. This is critical because ABCS are capable of manipulating the data from these messages without human interface. Information from formatted messages is shared throughout the system, and automatically updates unit status reports. Someone must act upon free-text messages in the system, usually an operator at the destination, who enters the text into a formatted option in the system. The big advantage of formatted messages is that once entered, the digital systems help to compensate for human error since information is automatically updated and shared between systems. It is key that operators of ABCS at all levels understand the importance of formatted reports and be trained in their use, and leaders need to emphasize the value added of sending reports in message formats to their soldiers.

Maintenance Issues

Throughout the fielding and initial operation of digital systems, one area of constant concern to commanders has been the inability of unit-level personnel to repair and maintain the systems without the assistance of contractors. During company-level STX lanes, and the first-ever deployment of an IBCT RSTA and FA battalion, leaders throughout the organization voiced this continued concern over the lack of trained operators to maintain the digital systems. This typically did not have a large impact on unit operations, as contractors quickly responded to unit requests for maintenance support, but the unit support personnel considered themselves limited without the ability to "troubleshoot" the system themselves without contractor intervention.

The 31U FBCB2 Maintenance course was developed to train operators to trouble-shoot the FBCB2 systems on their own. The maintenance course covers some of the same functional areas of the operator's course; however, most of the time is spent with both physical and software troubleshooting on the systems. The class begins with a brief refresher on the general system operating characteristics, then progresses into software troubleshooting. After a day of several practical exercises, the students move into hardware troubleshooting and finish with several more practical exercises and an end-of-course examination. The examination is comprised of two parts, one written and one hands-on. Successful completion of the PEs is required for course completion.

The Maintenance Course Facility, Complete with FBCB2 Systems and Attached EPLRS.16

The importance of technical computer system and peripheral training in the digital environment cannot be overstated since the success of a unit in the digital environment is directly related to the amount and ability of its technical experts. Throughout the exercise, the "techies" were in great demand. Since the systems are being fielded, contractor support was abundant, and this provided great assistance to the units. Some of the units relied less heavily on outside support, and had their own cadre of techies to lean on when in need. The type of technical training and experience of these personnel is important to consider as a key factor in digital warfare success.

One of the most critical personnel was the signal officer. The young signal officers of the "computer generation" are in the greatest demand. Those units with signal officers lacking highly technical degrees rely more heavily on outside assistance. The three weeks of automation training in the Signal Officer Basic Course only introduces the complex and demanding world of systems' integration and automation. Automation training at the Signal Officer Basic Course should be expanded to prepare junior officers for their role within a digitized force. This specialty training may have become important enough to warrant a special MOS designation for officers with advanced degrees in this area, making it easier for the U.S. Army to assign them to positions requiring this expertise. Because of the complexity and criticality of digital systems in the IBCT O&O environment, these units must receive the priority for Signal Officers with technical computer degrees for placement as BN and BDE Signal officers.

The NCOs and soldiers of the communications section played a key role, as they are doing the system management and operations. Most have the 31U MOS designation, with their military schooling being in tactical radio operations and support. Although many of these soldiers possess strong computer knowledge because of personal interests and increased automation in units, they still require more formal training for successful digital systems integration. IBCT units must maximize the use of training programs at installations and local colleges to educate soldiers on these systems. Many community colleges offer courses in TACLAN administration, CISCO routers, and Windows NT/UNIX. Training dollars spent on these programs will be a sound investment for the unit and for those soldiers attending.

Part III -- Collective Training

Digital collective training within the IBCT is another training priority. Individual training builds the skill set necessary to manipulate the system, while collective training develops the ability of units to fight the systems. Although both types of training are conducted concurrently in the IBCT, individual training provides critical inputs to some components of collective training. Digital collective training within the IBCT consists of company simulation exercises, staff section/staff training, and ABCS leader integration training. This section focuses on two areas of digital collective training, company simulation exercises and staff section/staff training.

Company Simulation Exercises (SIMEXs)

Company Simulation Exercises began in the Fall of 2000. The SIMEXs are conducted by executing a scenario at the company level within the JANUS simulations suite. The entire company chain of command including the commander, XO, platoon leaders, platoon sergeants, FSO and mortar section sergeant train on the plan, with support from the battalion and Mission Support Training Facility (MSTF) staff.17 The company plans and executes a company-level tactical mission within the JANUS simulation, with the IBCT C2 structure of FM and FBCB2 available to facilitate C2during the operation. The SIMEX is the first opportunity for the company-level leadership to experience the integration of digital and traditional C2within a tactical exercise.

The SIMEX provides a good opportunity for the company leadership of the IBCT to gain experience fighting the unit with the components of the new O&O Concept for the IBCT. Many units used training plans that were outside their comfort level, eliciting tactics, techniques, and procedures (TTP) specific to the IBCT O&O. One of the infantry battalions used the SIMEX as a training opportunity to develop their plan for conducting a company raid. The raid was conducted within a low-end Small-Scale Contingency (SSC) environment, and involved simultaneous execution against two separate weapons caches. This forced the company leadership to utilize the digital enablers to synchronize simultaneous takedowns of two geographically separate objectives. At one point during mission execution, the commander was able to better maintain synchronization through FBCB2. One platoon moved off of the designated route during movement to the objective. With the FBCB2 feed, the commander was able to recognize the platoon's misstep, and reorient them to the objective area. At the same time, he was able to adjust the movement pace of the other elements to maintain synchronization of the operation.

Staff Section Training/Staff Training

Digital staff section training and staff training are also conducted in the MSTF. Training at the section level is led by the staff section OIC (S1-S6 sections). The training is intended to develop the proficiency of the staff section while using the digital system specific to their battlefield functional area. This training gives the staff section the first opportunity to develop section SOPs using digital enablers to manage traditional requirements. Staff section training is necessary to develop individual staff sections to a level of competency for later integration into the collective staff planning process.

The staff section is given an order to lead them through the staff process causing them to perform their staff function while using digital systems. They use ASAS, MCS, CSSCS, AFATDS, and FBCB2 throughout the training. This was the unit's first exposure to digital information management. Information will come so fast and from so many different sources that they now face a training challenge to manage the flow within the battalion.

Following staff section training, staff training is conducted. This is the first opportunity for the IBCT staffs to train with all the ABCS systems at battalion level and higher. Staffs gather in the MSTF and are led through a series of planning gates by the staff. Staffs receive a road-to-war brief and are given a Training Support Program (TSP) to guide them through training execution.18 They are issued an order causing them to initiate the traditional staff planning process. The primary objective for the training is the integration of the digital systems into the staff planning process. In most cases, the executive officer leads the training. The staff works through each step of staff planning including the MDMP. During this process, some units take the opportunity to draft most of their digital SOP.19

During staff training, one infantry battalion conducted the mission of defense. They were operating at the high threat end in the spectrum of warfare, executing a defense against a conventional enemy mechanized attack. The unit used JANUS and FBCB2 to "fight" a plan in the simulation environment. The digital enablers allowed commanders to better identify enemy vehicles through the creation of enemy icons in the system that all leaders in the unit could observe. The experience gained in the staff training clearly paid off during a recent battalion FTX in Yakima. During the squadron maneuver portion of the FTX, the unit set up a screen to stop enemy penetration of the area of operations. Subordinate leaders at company level aggressively input enemy data into the FBCB2 during the engagement, and the squadron commander and staff noted during the AAR how helpful it was that subordinate leaders had been trained to build enemy data into the database during tactical operations.

Collective Training - Lessons Learned

Digital C2

The presence of the FBCB2 system throughout the battalion alters techniques of battlefield C2at all levels of the operation. The FBCB2 digital map with friendly force icons is the primary current operations digital source for the battalion. Since the graphical portrayal of the 1:50,000-map sheet is high quality, much of the planning is carried out on the map. During execution, as proven in the SIMEXs, FBCB2 eases battle command synchronization efforts for commanders of the tactical fight.

The capacity to exercise true digital C2was tested using FBCB2. Leaders questioned if the company leadership could effectively command and control the unit using FBCB2. Initially, the unit sent nearly all information digitally, without success, as the system is not dynamic enough to provide the real-time feedback needed at critical moments in tactical command. Other units sent all messages via FM and used FBCB2 for situational awareness only. This crowded the FM net, and did not utilize the full potential of FBCB2. Over time, all company-level leadership learned that the best solution is to use a balance of both digital and FM methods. During planning, FBCB2 can speed information exchange, but during actions on the objective, FM must be used to maintain the dynamic flow of real-time information to all engaged elements.

Digital SOPs

Staff section training and staff training continued to highlight the importance of the digital SOP within the IBCT. Digital units must develop a digital SOP that addresses how the unit digitally performs those functions that it routinely performed in an analog mode. Units that attempted to conduct planning and battle-tracking without a separate digital SOP were not successful since systems were not integrated into the functions of the staff. Without a digital SOP, machine settings remain unchecked and bandwidth is consumed by repetitious and unnecessary system updates preventing the passing of important information. The development of the digital SOP must begin with the first collective training event conducted by a unit identified as fielding the new technology, and must continue as a part of all digital and field training during the intensive period before operational readiness is achieved. Brigades must aggressively develop their digital SOP at the earliest opportunity. Subordinate battalions and companies require the document to build their own SOP in the most cohesive manner possible.

Information Management

Digital enablers can create information management problems within the units. There is such a large amount of information available to commanders and to their staffs that information overload becomes a reality if processes are not implemented to control the quality of information shared. Staff officers and non-commissioned officers must be more than manipulators of the systems at their disposal; they must be masters able to successfully fight their subordinate units throughout the operational continuum with the assets at hand.

Part IV -- Sustainment Training

Sustainment training is the final step of good digital training. Without serious, scheduled and deliberate sustainment training, the skills developed in NET and the various collective training programs cannot be maintained. FM 25-100 states, "Put simply, sustainment training must sustain skills to high standards often enough to prevent skill decay and to train new people."20 Assuming that soldiers train to standard, they must exercise their skills regularly. Soldiers conduct physical fitness training daily; therefore, their physical conditioning does not atrophy, and their digital skills must receive the same attention.

Leaders of the IBCT Conduct "Delta" Sustainment Training in the MSTF.

One of the most important components of sustainment training is Delta training. Delta training is training conducted to ensure all leaders and operators are kept current of any software changes in the fielded ABCS components. Each time that the software is upgraded, the differences or Delta has to be trained to the unit personnel that learned an older version of software. One example of Delta training is the program to sustain users of FBCB2. Many of the operators in the IBCT learned on FBCB2, Version 3.1. Delta training is presently covering Version 3.3. The training is three days and conducted at the FBCB2 training facility. Similar Delta training is conducted for all of the ABCS as new versions of software are fielded.

Sustainment Training - Lessons Learned

Digital training is the foundation on which the IBCT builds its increased capability of lethality. Digital training allows units within the IBCT to leverage organic information technology to their benefit. But, this is only the first step. Digital training creates the ability to manipulate the system, not the ability to fight the system. FM 25-100 states, "Demand training standards are achieved."21 It is clear that Army leaders understand to train to standard, not to time. In digital training, without a complete and thorough understanding of a system, the operator cannot manipulate the system fully to leverage the information that the system is designed to supply to the commander, and training to standard becomes difficult. Additionally, without this complete understanding of the digital system, coupled with frequent sustainment training, the soldiers' skills can never develop fully. The figure below depicts soldier performance over time within a digital unit without frequent, high quality, sustainment training.

During the first period of digital training, the soldier begins to develop the skills and experiences to gain proficiency. But without sustainment training prior to the next formally scheduled collective training event, soldier skills degrade. When the users finally execute the next phase of training, they begin again at a low skill level, and build back to where they were following the first session. Of course, the longer the period between training blocks, the greater the decay. With this cycle, soldiers seem to always return to the level of proficiency developed at the end of the first training session, and have difficulty progressing beyond it (see Figure 3). To break this cycle, a "skills perishability" study must be conducted, to identify how much time can pass before operators begin to lose their basic skill set. Once this period is identified, sustainment training must be scheduled with previously trained operators before skills decline and a significant portion of material previously trained perishes. Once the optimal period of training frequency is published, digital training at all levels will improve.

Figure 3

Since ABCS Version 6.2 integrates all systems, sustainment training cannot occur only on separate systems. In the past, because of "stovepipe development" and the inability of the systems to "cross-talk," sustainment training could occur on only a single ABCS component without the interaction of the other systems. With the fielding of ABCSVversion 6.2, sustainment training can only be successful if executed in a more collaborative manner, with all systems working in the "Tactical Internet" environment as they operate while deployed.

Part V -- Conclusions

Although units throughout the IBCT are heavily involved in fielding new equipment provided by the O&O structure, the focus remains on training. Of this training, digital training in the form of NET and collective tactical and leadership training has been an area of significant focus. Over 30 systems requiring 13,700 soldier days of training was executed in a nine-month period. It is clear that transformation currently brings with it a heavy burden of NET. This is a concern of commanders as all levels, as they must not spend too much time on ABCS' functionality at the expense of critical warfighting skills. TRADOC's emphasis on shifting digital training to junior soldier and leader developmental courses (AIT, IOBC, BNCOC, ANCOC, Captain's Career Course) is necessary and greatly anticipated by unit commanders in the IBCT as they struggle to maintain maximum emphasis on warfighting skills.

ABCS Version 6.2 is revolutionizing the way the U.S. Army fights, and all involved in transformation must assist in drawing the conclusions for how this change impacts doctrine and methods of training. To best achieve this revolution in fighting, systems must continue to be pushed down to the unit level as soon as possible, as soldiers are surprisingly good at finding better ways to utilize and integrate systems than originally planned. One aspect of aggressive fielding to continue to follow is not to let equipment fielding or green box requirements slow the transformation process down. As the IBCT does today, white box training of systems must take place as substitutes whenever needed. Training at all levels, both individual and collective, must move forward toward full implementation of white box training and not be delayed for green box systems to arrive.

Lessons learned must be aggressively shared with the leadership of the IBCT, and not be "relearned." All involved in the process of digital training within transformation must focus on the impact on DTLOMS throughout all levels. Although ABCS and corresponding digital training is the "spine" of achieving successful integration, battlefield leadership and command must remain the driving factors for developing all IBCT digital training. Since the IBCT is an infantry centric organization, digital training must always be structured to provide the most dynamic support to command and control during the fight at the tactical unit level. If training does not better facilitate battlefield command and control, it must be reconsidered, at any stage of development.

The IBCT continues to make tremendous strides toward developing its individual and collective digital skills, and is on the "glide-path" to becoming a truly adaptive and lethal force. Soldiers and leaders throughout the IBCT clearly understand the importance of fully integrating digital systems into tactical operations to build the situational awareness required leading to the situational understanding key to success for the unit. This is visible in the pride displayed by operators and NCOs throughout the IBCT as they maintain digital systems and develop procedures to make systems operate better. Digital training is clearly a key component of this new unit's ability to operate in a multi-dimensional environment, and, with time, it will become a natural and constant piece of all critical warfighting training within the IBCT and the U.S. Army.

__________________

Endnotes:

1. General Carl E. Vuono, Foreword, FM 25-101, Battle-Focused Training, 30 September 1990.
2. Brigadier General Paul Eaton, Deputy Commanding General for Transformation, TRADOC, Interview by CALL Analyst at the BCC, December 2000, Fort Lewis, WA.
3. An analog unit is defined as a unit that does not have the digital enablers, while a digital unit is one that possesses a full suite of digital systems and has been trained to operate them at all levels.
4. The O&O is the Organizational and Operational Concept for the IBCT. It describes the organizations, operations, and capabilities of fully developed IBCTs.
5. IOC is the period that the unit is scheduled to be ready for deployment.
6. Delta Training is training to supplement the operators with training on changes to the software specific to the system on which they are trained.
7. Digital Operator's Guide for Company and Platoon Levels, revised for FBCB2, Version 3.2, March 2000.
8. An internet protocol, or IP address, is code that identifies each FBCB2 system within the network.
9. White box training involves the use of ABCS system software on a standard desktop computer not hardened for field use. Actual field-ready ABCS components are commonly referred to as green boxes.
10. Enabling Learning Objectives (ELOs) are subordinate tasks required to accomplish designated TLOs.
11. During the TRADOC Commander's Conference on Transformation, 6-7 February 2001, Fort Lewis, WA, GEN Abrams, TRADOC Commander, specified "leadership and command" as the driving force behind how the IBCT will fight, and, thus, a critial design parameter of all components of successful transformation. GEN Abrams also stated another key design parameter was the synchronization of combat power, and that building systems to allow commanders at brigade and below to achieve this in the O&O environment is critical for success.
12. The Applique consists of the hardware (CPU, display unit, keyboard, connecting cables), and software (Solaris Operating System with FBCB2application) used to form the FBCB2 system.
13. Free-text messages are nonformatted messages containing general information for any purpose.
14. Digital Operator's Guide for Company and Platoon Levels, revised for FBCB2, Version 3.2, March 2000, p. 6-1.
15. Digital Operator's Guide for Company and Platoon Levels, revised for FBCB2, Version 3.2, March 2000, p. 6-1.
16. EPLRS is the Enhanced Position Location Reporting System. EPLRS is an integrated C3systems providing near real-time data communications with a data backbone network, and positive navigationl identification/reporting capability on the modern digital battlefield.
17. The Mission Support Training Facility houses a large suite of ABCS to be used for training by the IBCT. The "full service/walk-in" concept provided at the MSTF has been one of the most frequent requests of digital unit senior commanders.
18. The Training Support Package (TSP) is a series of documents designed for use as an instructional package. It includes the road-to-war brief, operations order, and guidelines for conducting the training.
19. The digital SOP refers to the TACSOP within a digital unit.
20. FM 25-100, p. 1-4.
21. FM 25-100, p. 1-7.