Military

THE TOTAL TIME MANAGEMENT SYSTEM

The total time management system is comprised of four elements:

• Troop-Leading Procedures (TLPs) timelines.
  
• Friendly Critical Events (FCEs) timelines.
  
• Enemy Critical Events (ECEs) timelines.
  
• Logistical Critical Events (LCEs) timelines.

They are not new. But they are used independently--never integrated into a system.

1. TLP timeline is the most common tool XOs and planners used to keep the orders process on track (see Figure 1). It usually starts with receiving the mission and ends with LD. It is normally a solid product based on unit SOPs. It is utilized mainly by the Battle Captain to inform subordinate units. Rarely is it used except for orders issue or rehearsals.

2. Friendly Critical Events (FCEs) timeline (also known as the maneuver or execution timeline) outlines the events of the operation for each unit and BOS element before, during and after the battle. It contains such milestones as:

• REDCON-level changes
  
• Linkup of attachments
  
• CAS on station
  
• Passage of Lines
  
• Obstacle emplacement timelines

Most units do not produce an FCE timeline chart. They use the details found in the OPORD, OPORD annexes and various BOS documents to develop an Execution Matrix. The execution matrix depicts the sequential flow of events in relation to the scheme of maneuver rather than absolute clock time. Units rely on the Execution Matrix to develop and maintain situational awareness.

Unfortunately, the notional FCE timeline is rarely documented. It is almost always disregarded as soon as the Execution Matrix is finalized after wargaming. Too bad. A chart that depicts events in terms of available time would help units manage their time effectively.

3. Enemy Critical Events (ECEs) timeline is presented at the commander's mission analysis brief. A commonly used variation is the Enemy Event Template (see Figure 2). Based on current doctrine, the Event Template portrays enemy COAs and asset locations over time. After being used during COA analysis and wargaming, it is seldom used again.

4. Critical Logistics Events (CLE) timeline contains LOGPAC times, Class IX Redball express schedules, etc. There is seldom a formal product associated with the CLE timeline. Details are found in orders and annexes. In the rare cases where a formal product is developed, it stays in the S-4's notebook or is posted in the CP (Rear).

You get the idea. No comprehensive overview of how things fit together!

NO PRESCRIBED METHODS OR TOOLS

Some of the tools described above provide a clear visualization of the operation. But they are independent. There is no standard methodology by which to compare and synchronize divergent operations before the battle. Take a look at your unit's products. How many of them can you easily combine to form a unified vision of your critical events? Can you use them to decide on a COA? A focus of assets? A priority of effort? Can you quickly identify what to do next? Surely the answer is "NO."

INFLEXIBILITY

Let's face it. Stuff happens. Things change--except for our time management tools. They are not designed for ready adaptability. A staff does not consider the possibility of change when building time management products. Timelines, for instance, are posted in ink on butcher paper or chart board. Updates become messy; important information becomes buried. As staff members add their input to the chart, it becomes even more cluttered. Initial times are crossed out, new times squeezed in (see Figure 4). To remain functional, the chart has to be redone or tossed out. It is normally tossed out.

Thus, we end up operating without any time management tools.

TUNNEL VISION

Call it "The Big Picture" or "Situational Awareness." Visibility over the entire spectrum of events within an operation is essential for informed decisionmaking and synchronizing BOS elements before, during and after battle.

Given: Events occupy time. Yet, timelines often depict a single, critical entry wedged in among unrelated events with no indication of how much time the event should take. Events requiring the same key leaders often overlap, but rarely is time allocated for travel. When events happen simultaneously, the impact of critical events in one timeline is normally not reconciled with actions occurring on a parallel timeline. Hence, conflicts or tactical lapses occur which provide a distinct advantage to the enemy.

Bottom line: Regardless of how good the plans are, lack of a unified vision to consolidate the disparate timelines makes maintaining situational awareness impossible.

O.K., so it's broke. Let's fix it. It's really simple. We can fix it by making a tool that combines the opposite of the wrongs highlighted in Section 1. This tool would:

• Tie TLP, Friendly, Enemy, and/LOG timelines together.

• Standardize how each BOS element annotated, tracked and adjusted events along the unified timeline.

• Provide flexibility
  • for minor changes along one timeline.
    
  • major changes on multiple timelines.

• Build in capability to achieve and maintain situational awareness.
  • identify/resolve conflicts
    
  • highlight complimentary events
    
  • reduce redundancy

• Provide common vision of critical events, focus of assets and priority of effort.

• Identify what to do next.

Pay Your Money, Take Your Choice!

Figure 5 illustrates variations of a consolidated timeline chart. Each has its advantages and drawbacks. Units should work with all of them before choosing a personal favorite.

As you begin to use the charts, document your actions to facilitate developing an SOP on how to depict the events. Figure 6 shows both the block method and the arrow method simultaneously applied on both horizontal and vertical charts.

You can prepare timeline charts on a computer, on page-size sheets, or even larger--on chartboard with acetate overlays. The versatility and ease of update using computer-generated timeline charts is self explanatory. Using page-size sheets requires a copier. If you use chartboard and acetate, use the following techniques to prepare a timeline chart that is quick to update, easy to read and ready to use:

• Draw the base timeline chart. Make one for each 24-hour period.

• Cover each with acetate. You may prefer multiple overlays for specific BOS events.

• Fill in the events that are set in stone with permanent markers (e.g., AARs, LD time, sunrise, sunset).

• Use water-base pens for the working events.

Regardless of the medium, XOs are the keepers of the timeline. They ensure that the staff and BOS representatives comply with the SOP for posting and updating the chart.

NOTE: The SOP should spell out who in each staff section and/or BOS element is responsible for posting and updating. It should also include procedures the staff and other BOS representatives should use for resolving apparent conflicts after each update.

TTPs to Apply Upon Receipt of a Mission Order

1. Receive Mission.

• Determine time of attack/defend. Post it to the chart in permanent ink.

• Using the 1/3-2/3 rule of decisionmaking, divide the time from the LD back to current time into three parts. Put a permanent mark on the chart to represent the first 1/3 starting from current time. This highlights the first milestone, issuance of orders. Be sure to include orders issue and backbriefs. Subordinate's time should not start until these actions are complete.

• Analyze time available for producing the order. Decide on type of order (e.g., FRAGO, verbal OPORD, five-paragraph OPORD).

2. Analyze the Mission.

• Identify time-related events in specified and implied tasks, assumptions and limitations.

• BOS representatives post their specific events to unified timeline chart IAW SOP.

• Review chart for accuracy/completeness

• Identify issues for commander decision during mission analysis brief.

3. Update, modify, combine, deconflict. Continual process during the decisionmaking phase.

4. Disseminate.

• Beginning of "second 1/3"

• Distribute to subordinates
  • Photocopies
    
  • Electronic (disk, network, etc.)
    
  • Subordinate unit LNO posts relevant information to unit timeline chart

• Ensure that a copy is posted in each CP within the brigade. Main CP (next to SITMAP), TAC, Rear CP Plans cell

5. The timeline chart in the Main CP is the Master.

• Make sure that all participants understand this important premise

• Direct subordinate units to call in any changes to Battle Captain
  • Battle Captain ensures master is updated IAW SOP
    
  • Battle Captain analyzes changes for impact/conflict
    
  • Battle Captain informs XO of potential problems
    
  • XO ICW staff/BOS representatives resolve problems

• XO ensures changes are disseminated IAW SOP

RESULT: Everyone stays on the same timeline.

6. Keeping Track

• If timeline chart becomes too full, judicious use of additional overlays or adding timelines to the right of the computer chart or small sheet may be the only answer.

• Don't prepare an additional chart for each BOS. You'll end up with the same mess you're trying to avoid.

7. Keeping focus

• Focus on time-driven events.

• Use timeline chart to develop Execution Matrix and other execution tools (e.g., decision support templates, scheme of fires, etc.)

8. Keep it simple

• Simplicity provides situational awareness at a glance.

• Provides sufficient detail for informed decisions.

Figure 7 provides examples of the combined timelines described above.

SECTION 3. HOW TO TRAIN IT

Start today. Proficiency comes with practice. Develop a timeline chart for daily events. Begin with thinking in terms of TLP, Friendly Critical Events, Enemy Critical Events and LOG Critical Events. Task your staff to do the same. Once this concept becomes part of the unit SOP for daily operations, transition to the field is simple.

Establish the discipline of timeline updates at Home Station.

• Daily updates at specific times.

• Include schedule of updates in SOP. For example, every time the unit receives a subordinate commander's update.

Consistency. Time management functions must be performed by the same individuals in the field and in garrison. This ensures that the participants understand and comply with the SOP when deployed.

SUMMARY

Work it! Test it! Modify it! Make it happen!

The how to described here combined with the want to inherent in unit pride and the traditional Army can do will enable you to master time management.

1. Develop a total system that includes all categories of timelines.

2. Standardize SOPs and tools throughout the unit.

3. Ensure survivability of the product by making it flexible/adaptable.

4. Practice working with the products to make sure that the products

• enhance situational awareness
  
• influence decisionmaking
  
• synchronize BOS events

Effective time management allows you to set the tempo and become proactive in battle. It denies the enemy time to do what he wants. And it keeps you from being defeated because you did not have enough time to prepare.

Table of Contents

Foreword

Finding the Enemy Before He Finds You