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CHAPTER VI

Home-Station Training

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This chapter provides additional ideas on how to train and implement some of the TTPs presented in this document while at home station.

1. Depending on your staff's level of experience, consider beginning with a series of classes on the MDMP. These classes should focus on ensuring all personnel who participate in the planning process understand the formal process. Ensure you include all NCOs, soldiers, and slice units that will be expected to participate in the process. These classes should present you the opportunity to customize and streamline your planning process. During these classes, identify roles and responsibilities of each individual involved (soldiers and NCOs included). These roles and responsibilities should be as specific as possible. Depending on personnel turbulence, these classes may need to be conducted more than once.

2. After the formal classes are conducted, exercise the staff using the MDMP. You must first be able to conduct the MDMP to standard before you can attempt to use any of the abbreviated processes. A technique that has worked well for some units is to use the Small Group Instruction (SGI) method, similar to what is used in the advanced courses. The commander should serve as the SGI. This task cannot be left to the XO. This is the commander's opportunity to prepare and train his staff.

3. Ensure you incorporate your NCOs and enlisted soldiers. If trained properly, they can be an asset to the process, and save the staff officers significant amounts of time. The table below will assist you in determining how to incorporate your NCOs and enlisted soldiers in the process.

PLANNING PROCESS	CDR	STAFF OFFICERS	STAFF NCOs	RTOs	CLERKS/ TYPISTS
MISSION ANALYSIS
--Prepares charts for mission analysis				X	X
--Prepares terrain sketches				X	X
--Updates and posts unit reports/status			X	X
--Prepares for planning process			X	X	X
--Conducts mission analysis	X	X	X
--Serves as recorder during process			X	X	X
--Briefs commander/staff		X	X
COMMANDER'S GUIDANCE
--Assists Cdr in developing guidance		X	X
--Issues guidance	X
--Records/posts Cdr's guidance		X	X	X	X
COA DEVELOPMENT
--Prepares charts				X	X
--Sketches COAs				X	X
--Develops COAs	X	X	X
COA ANALYSIS
--Collects and prepares tools/charts				X	X
--Serves as recorders during wargame			X	X	X
--Conducts wargame session	X	X	X
DECISION
--Makes recommendation to Cdr		X	X
--Decides	X
--Records/posts Cdr's guidance		X	X	X	X
ORDERS PREP
--Writes annexes		X	X
--Consolidates annexes			X	X
--Types order			X	X	X
--Reproduces orders/graphics				X	X
--Reviews order	X	X	X
--Approves order	X

4. As you practice the process, request support from sister units to provide O/C coverage during the exercise. Have the O/Cs conduct AARs to provide feedback throughout the planning process.

5. When conducting these exercises, set up your TOC to replicate a field environment. Conducting the exercise in a garrison/office environment is much different from conducting the exercise in a field setting. This will also provide you the opportunity to exercise your TOC and make necessary adjustments.

6. Incorporate the planning process to produce plans and orders for as many of your day-to-day activities as possible. This should include developing orders for range operations, change-of-command ceremonies, gunnery, and squad/platoon/company lanes.

7. While conducting your planning exercises, identify what planning charts and tools you want to incorporate into your SOP. Develop and refine your planning SOPs as you conduct your exercises. Refer to CALL Newsletter 95-7, May 95, Tactical Operations Center (TOC), as a starting point, and adjust as necessary.

8. Schedule your NCOs for the Battle Staff Course. Upon graduation, stabilize their assignment in a staff position for as long as possible.

9. Use multiple warning orders. As a starting point, you should issue three warning orders throughout the planning process. See Appendix A for ideas on when to issue warning orders. Send more warning orders if required. A verbal warning order sent now is worth more than a perfectly typed warning order sent one hour from now. Do not worry about sending typed warning orders. The amount of time required to prepare such warning orders often delays and hinders the intent of the warning order.

10. As you prepare your quarterly training guidance, prepare, issue, and include an operations order, or operations plan. This order can then serve as a common scenario for subordinate units to use and exercise their decision-making process. They can use the same order to practice their MDMP as well as the abbreviated and accelerated forms. This technique not only provides subordinates a training opportunity, but also allows your staff to exercise the process and conduct all vertical and horizontal coordination as necessary. Include confirmation briefs, briefbacks, and rehearsals as well.

11. Use every available opportunity to conduct parallel planning with your higher headquarters. Parallel planning can assist you in saving significant amounts of time, but, if not carefully managed, it can also cause you to waste time. As a general rule, never get ahead of your higher headquarters in the planning process. The majority of time spent conducting parallel planning should be spent developing the foundation of the plan (mission analysis: i.e., specified/implied tasks, terrain analysis and sketches, enemy doctrinal and situational templates, etc.). Do not begin to develop and analyze COAs without specific guidance and approval from higher headquarters.

12. As previously stated, most delays in the planning process are related to the S2 section. Often this is because the S2 is attempting to conduct the majority of the IPB process himself. Dedicate time to train and refine skills for all subordinates in the S2 section. Use this list as a starting point, and modify as necessary:

• Review threat doctrine, tactics, techniques, and procedures.

• Review terrain analysis techniques and procedures.

• Develop doctrinal, situational, and event templates.

• Develop event and TAI templates.

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Chapter V - Refining the Plan
Chapter VII - Conclusion