1

FM 7-0 Briefing

2

Purpose

To provide an overview of FM 7-0, Training The Force

3

Agenda• Why Rewrite FM 25-100?

• FM 7-0 vs FM 7-1

• Objectives

• What FM 7-0 retains

• What FM 7-0 enhances

• What has been added

• Review by chapter

• FM 7-0 doctrinal points

• Summary

• FM 7-1 Road ahead

4

From FC 25-100 to FM From FC 25-100 to FM 7-07-0

1988

FM 25-100Training

The Force

2002

FM 7-0Training

The Force

CAC FC 25-100

FIELD CIRCULAR

TRAINING THE FORCE

1985

1985 FC 25-100

•Staffed Army-wide

•“Battle focused,” combined arms, multi-echelon training

•Introduced mission-essential task list (METL)

•Successful Armies train the way they fight

•Train IAW AirLand Battle Doctrine

1988 FM 25-100

•Introduced FC 25-100 as Army training doctrine

•Applied to all AC and RC MTOE and TDA units

•Standardized Army training system

2002 FM 7-0

•Takes The Army beyond the Objective Force

•Discusses the Live-Virtual-Constructive (L-V-C) training environments

•Focused on training for current and future operational mission environment

•Covers the human dimension of training

•Reenergizes Army Training System – leaders train to standard

5

Synchronization of New Manuals

2002

FM 7-0Training

The Force

(PUBLISHED 14 JUN 01)

(PUBLISHED 14 JUN 01)

(PROJECTED: Summer 02)

(PROJECTED: MAR 05)

Fm 5-0, (100-5),Army Planning & Orders

Production

(PROJECTED DEC 02/JAN 03)

FM 6-0, Command & Control

(PROJECTED JUL 02)

6

1995 - 2010•Focus on full spectrum operations•Complex threat•Increased OPTEMPO•Power projection•FM 3-0•Blurring of METL focus•Constrained funding•Limited training resources•Manning issues•Increased environmental concerns •Digitization & information increase•Extended battlespace•Increased weapons lethality•Network centric combined arms operations

1980 - 1994•Focus on high intensity conflict•Clearly defined threat•Controlled OPTEMPO•Forward deployed•FM 100-5•Clear METL focus•Sufficient funding•Sufficient training resources•Sufficient manning•Fewer environmental issues•Limited digital equipment

Why Rewrite FM 25-100?

7

Hierarchy of Change

• FM 25-100 FM 7-0Overarching Doctrine – The What Manual

• FM 25-101 FM 7-1Application of Doctrine – The How TO

Manual

• TSPs, TCs, PAMs, REGs RevisionsUpdate Specifics Across the Force

8

FM 7-0The What Manual

PURPOSE: Establish overarching Army training doctrine.

INTENT: Create training doctrine for current and future operating forces across full spectrum of Army missions.

SCOPE: Easily read and understood by leaders from squad to CSA.

CONTENT:• Training remains the commanders’ responsibility• AC/RC emphasis• Army Training Education System• The Army Training Management Cycle• Train as You Fight• Use Challenging / METL based Training• Battle-focused, standards-based, performance-

oriented training• Training Assessment• Train Using Multi-Echelon Techniques• Train as a Combined Arms and Joint Team• Sustain proficiency within the Band of Excellence• Supports the Legacy Force and beyond

PURPOSE: Demonstrate the application of Army training doctrine.

INTENT: Use examples that illustrate "best practice" methods, applied from Crew/Section to Division level.

SCOPE: Direct application at brigade and below.

CONTENT: • Training Execution Model• Risk Management Worksheet and Reference• AC/RC Integrated Operational Mission• Realistic Mission Examples including Small Scale Contingency

(SSC), SASO deployment, and return to wartime METL proficiency

• "Live-Virtual-Constructive" Application Guide• METL Development Wartime to SASO• Crosswalk between METL, Battle Tasks, Collective Tasks and

supporting Individual Tasks• "During Mission Training"• Application of Sergeant's Time Training• Conduct of Unit Weekly Training Meeting• Multi-Echelon example (Crawl-Walk-Run)• SATS Document Examples (direct lift forms)

FM 7-1The How To

Manual

9

FM 7-0 Objectives

• Provide The Army’s (AC/RC) Capstone Training Doctrine to Support Transformation

• Create a Training Doctrine for Current and Future Operating Environment That Will Endure into the Objective Force

• Provide a Vehicle to Reenergize Army Training

10

FM 7-0 Retains

• Train as you fight, train to standard• Focus on warfighting METL tasks• The METL process – Battle tasks• Battle focused, performance-oriented

training• The Army training management cycle• Planning process – long-range, short-

range, near term• Sustain proficiency within the Band of

Excellence• Senior leaders’ role• Training execution• Training assessment

11

FM 7-0 Enhances Discussion of• Combined Arms Training• Band of Excellence• Critical role of individual training and

competency• AC/RC training environment

• Army Training Education System

• Application at all echelons of command

• Joint/multinational/interagency training

• SASO

• Train-Alert-Deploy sequence

• Live-Virtual-Constructive integration

• Training execution model

What Was Added to FM 7-0

12

What’s New?

Current FM 25-100– Preface– Chapter 1: Training

Overview– Chapter 2: METL

Development– Chapter 3: Planning– Chapter 4: Execution– Chapter 5:

Assessment

Draft FM 7-0– Preface– Chapter 1: How The

Army Trains-- The Army– Chapter 2: Battle

Focused Training– Chapter 3: METL

Development– Chapter 4: Planning– Chapter 5: Execution– Chapter 6: Assessment

13

Chapter 1 – How Army Trains

What We Kept• Training Challenges• AC/RC Training

What’s New• Training environments

- SASO• Joint, multinational &

interagency training• How the Army trains

the Army• Army Training

Education System described:– Institutional – Unit– CTC– Self-development

What We Changed• Added current battlefield example• AC/RC training

14

Chapter 2 – Battle FocusWhat We Kept

• Principles of Training• Commanders &

Training• Integration of

Collective and Individual Training

• Battle Focus

What’s New• Army Training

Management Cycle

What We Changed• Reemphasized role of commander as primary trainer• Combined arms training expanded• SASO missions addressed in Band of Excellence

15

Chapter 3 - METL

What We Kept• METL development

process• Training objective

development• Battle tasks selection

process

What’s New• Addressed METL for

War and SASO missions

• Contingency mission METL

• SASO task list example

• EAD/EAC METL• Garrison METL• Joint METL

What We Changed

• RC & TDA METL development

16

Chapter 4 - Planning

What We Kept• Training Planning

Process• Training Planning

Cycles• Command Training

Guidance• Time Management• Multi-echelon Training

What’s New• Risk Management• Live–Virtual–Constructive

training• Multi-echelon discussion• Training Support

Systems• Train-Alert-Deploy• Training execution model• Planning combined arms

training• CS/CSS training• Garrison training

What We Changed• OPTEMPO cost examples updated • G-A-R/G-R Time management• Multi-echelon training examples expanded

17

Chapter 5 - ExecutionWhat We Kept

• Senior Leaders Role• Preparation for

training• Presentation &

Practice

What’s New• Role of Commander• Crawl-Walk-Run• Role of NCOs• Executing CATs• Joint, multinational &

interagency training

What We Changed

18

Chapter 6 - AssessmentWhat We Kept

• Evaluation of Training• AARs• Training Feedback• Organizational

Assessment

What’s New• Evaluator training• Combined arms

training assessment• Joint training

assessment

What We Changed• AAR discussion• Reemphasized role of Commander in assessment

19

FM 7-0 Doctrinal Points• Battle focused, standards-based,

performance-oriented training• The Army Training Management

Cycle• Critical role of individual training

and competency • Evaluate all training• Senior leaders’ role• AC/RC training environment• Band of Excellence• Combined Arms Training• Live-Virtual-Constructive

integration• Training execution model• Conduct of SASO training• Joint, Multinational, &

Interagency training• Army Training and Education System• FM 7-0 Applicability to All Echelons

of The Army• Risk Management

Retained

Enhanced

Added

20

Battle Focused,Standards-Based, Performance-Oriented Training

• Battle-focused:• Units cannot attain proficiency to standard on every task• Focus on reduced number of mission essential, critical tasks• Priority to train to standard on the wartime mission• Applies to all missions across full spectrum of operations

• Standards-based:• Cdrs resource, prepare, execute, evaluate, and assess unit training to the Army standard & never compromise it• AARs emphasize meeting standard rather than pronouncing judgment of success or failure• Evaluators play critical role in guiding AAR discussions• Evaluation measures individuals, leaders, battle staffs, and units

• Performance-oriented:• Soldiers learn best by doing: hands-on-approach• Units become proficient in critical tasks by practicing them• Cdrs use the institution, CTCs, self-development, and training assessment to conduct tough realistic performance-oriented training to the Army Standard

DOCTRINAL POINT

21

The Army Training Management Cycle

• Foundation of Army training

• METL development process is catalyst that keeps Army training focused

• Planning process links METL with preparation, execution, and evaluation of training

• Decentralized training execution tailors available resources and promotes bottom-up input based on unique mission-related strengths and weakness

• Evaluation of training measures demonstrated ability of soldiers, commanders, leaders, battle staffs, and units against the Army standard

• Assessment is commander’s responsibility

DOCTRINAL POINT

22

Assess

Plan

Develop METL

Execute

Figure 2-6. Army Training Management Cycle

PrepareTraining

Assessment Prepare

Long Range

Plan

Pre

par

eS

ho

rt R

ang

e P

lan

Prepare

Near Term

Plan

ExecuteTraining

Evalu

ate

Train

ing

Condu

ct U

nit

Asses

smen

t

EstablishMission

EssentialTask List

Wartime Mission

DOCTRINAL POINT

23

Critical Role of Individual Training & Competency

• Critical aspect of battle focused training is linkage between collective METL and supporting individual tasks

• Collective proficiency requires integration of individual skills• Integration of individual skills results from effective leadership• Individual competence is fundamental for effective leadership and

individual skill proficiency

• NCOs have primary role in training and sustaining individual soldier skills• Commanders and senior NCOs coordinate collective METL and supporting individual tasks• NCOs select and train specific individual tasks that support unit METL• Commanders approve task, supervise, and evaluate training

• NCOs are responsible for individual, crew, and team training• Individual skill training not presented to large number of soldiers by committee• First-line supervisor is responsible to train individual soldiers• NCO leaders conduct cross training to ensure critical wartime skills within

unit• Senior NCOs emphasize battle focused, standards-based, performance- oriented training• Senior NCOs coach junior NCOs to master a wide range of individual tasks

• Officers remain responsible for training to established standards during both individual and collective training DOCTRINAL POINT

24

Evaluate All Training

• All training must be evaluated to assess performanceagainst the established Army standard

• Evaluation can be as fundamental as an informal, internalevaluation performed by the leader conducting the training

• Evaluation provides feedback to individuals and units to enable them to know if the training standard has beenachieved

• Commanders establish climate that encourages candid,accurate feedback

• Training evaluation is not performed to find reasons todiscipline leaders and soldiers

• Training without evaluation is wasted time and activity

DOCTRINAL POINT

25

The Role of Senior Leaders• Senior leaders (MACOM, Corps, and Division Commanders, and

their staffs) are responsible for:• Resourcing training• Ensuring stability and predictability in training• Protecting training from interference

• Senior leaders use the principles of training and the Army Training Management Cycle to develop and execute effective training

• Senior leaders observe and evaluate training execution to the maximum extent possible

• Senior leaders identify and resolve systemic problems in planning, leadership, management, training support, and execution

• Senior commanders and leaders make on the spot corrections, underwrite honest mistakes, and create an environment for aggressive action to correct training deficiencies

• Senior leaders use quarterly training briefs to:• Review and approve training plans• Establish a “contract” to provide resources and to protect

subordinate units from unprogrammed taskingsDOCTRINAL POINT

26

Reserve Component (RC) Training

• RC represent largest portion of the Army’s deterrence and warfighting power

• Vast majority not available for immediate deployment

• RC METL divided into pre and post mobilization tasks• Pre-mobilization:

• RC units focus on fewer tasks done to standard • Infantry, armor and cavalry units focus is platoon level and below gunnery and collective tasks and drills

• Post mobilization training focus is on company team and higher level collective tasks

• Available training time is a significant impact on RC training

• 39 days of active training a year --24 days of inactive (weekend) duty training and 15 days active duty

• Geographic dispersion of units greatly impacts RC training• Average battalion spread over 150-300 mile radius• Most units travel average of 150 miles to nearest training area• Individual soldiers often travel average of 40 miles to training sites

DOCTRINAL POINT

27 Figure 1-2. Active and Reserve Component Training Environment

Training Standards

Deployment Availability

Available Training Time

Training Focus

Ranges, Training Areasand TADSS

Soldier Readiness

Appropriate ARTEP/MTP

Require post mobilization training

39 days per year• 24 days inactive (weekend) training• 15 days active training

• IN, AR and CAV: Crew, Squad, Section and Platoon level maneuver and Gunnery• Other Combat Arms, CS and CSS:

Company, Battery, Detachment level• Command and staff proficiency: at

level organized

Average distance of 150 miles from an

Army installation with these capabilities

Facilities and routine access notreadily available. May have to use inactive or active training periods

Conditions Reserve ComponentActive Component

Appropriate ARTEP/MTP

Immediately available fordeployment to a MRC, SSC, PKor PE operation

Full time, year round

Up through brigade level live field training and Battalion Task Force live fire

Modern Multi-Purpose Range Complex, FA and Mortar Firing points, Simulation Center with full range of latest simulations and simulators, readily available

Routine access to readily availablemedical, dental, personnel adminand legal assistance facilities

DOCTRINAL POINT

28

Sustaining Training Proficiency Within the Band

of Excellence• The Band of Excellence is the range of proficiency within

which a unit is capable of executing its critical wartime METL tasks

• Sustainment training is key to maintaining unit proficiency

• Leaders must structure individual and collective training plans to practice critical tasks at the minimum frequency necessary for sustainment

• Sustainment training includes training of leaders, battle staffs, and units

• Sustainment training must occur often enough to train new soldiers and minimize skill decay

• Infrequent “peaking” of training for an event (CTC rotation) does not sustain wartime proficiency

• Personnel turbulence and availability of resources pose a continuous challenge to maintaining METL proficiency within the Band of Excellence

• Commanders apply the principles of training to sustain proficiency on METL tasks within the Band of Excellence

DOCTRINAL POINT

29

Band of Excellence

Time

Improvement

FTX

EXEVAL

CTCRotation

orAT Period

Range of Proficiency

UCOFT

STX

JANUSCCTT

TEWT FCX

Figure 2-5. Band of Excellence(Wartime Mission)

SASO Deployment

Personnel Turbulence

Sustained

Unsustained

Sustained Mean

Unsustained Mean

DOCTRINAL POINT

30

Combined Arms Training

• Fundamental to the organization and operation of Army forces is combined arms

• Combined arms commanders have two complimentary training challenges: combined arms & functional proficiency

• Training challenge is the synchronization of BOS integration & functional tasks

• Training challenge is same for all echelons – Complexity of the challenge – scope & scale - increases at each higher echelon

• Combined arms training requires added emphasis

• Combined arms evaluation requires additional attention

DOCTRINAL POINT

31

Live-Virtual-Constructive Environments

• Cdrs use L-V-C to enhance training, replicate battlefield conditions,

balance resources, and sustain readiness• L-V-C provide a set of tools for Cdrs to train soldiers, staff, leaders,

units, and themselves• Cdrs select appropriate mix and frequency of L-V-C for best training

results based on available resources• Army relies on live field training exercises to provide realistic training• Simulators & simulations cannot replace live training – they supplement,

enhance, and compliment live training• LFXs, STXs, etc. must be conducted under conditions that replicate actual

combat, as much as possible• Cdrs may potentially conduct training using L-V-C simultaneously• Company and below conduct predominately standards-based live training• Brigade and higher increasingly conduct more standards-based virtual and

constructive training• L-V-C are integral components of commanders training strategy

DOCTRINAL POINT

32

Training Execution Model• Model uses “best practices” from field• Units use to plan, prepare, execute, evaluate, and

retrain selected tasks• A subset of the Army Training Management Cycle

• Weekly training meeting is the link• Leaders provide bottom-up input on tasks to be

trained• Unit commander approves tasks to be trained• Once approved, tasks are “locked in” on the

training schedule• Preparation and pre-execution checks are

briefed as part of weekly feedback• Training results feed back into training meetings

for application during future scheduled trainingDOCTRINAL POINT

33

Prepare

Near Term

Plan

ExecuteTraining

Evalu

ate

Train

ing

• Select Tasks• Plan the Training• Train the Trainers• Recon the Site• Issue Training Plan• Rehearse and Conduct Pre-

Execution Checks• Execute Training• Conduct After Action Review• Retrain at First Opportunity• Recovery

Weekly Training Meeting

Tasks selected at Weekly Training Meeting including tasks to be trained/retrained

Training preparation and execution is reviewed weekly Training evaluations feedback into Training Management Cycle Training results feed back into training meetings

Figure 4-24. Training Execution ModelDOCTRINAL POINT

34

Stability and Support Operations (SASO) Training

• Army doctrine addresses the range of full spectrum operations

• Commanders at all echelons may conduct the four types of operations, Offense, Defense, Stability, & Support, simultaneously or sequentially to accomplish missions in war and SASO

• Simultaneous or sequential conduct of these operations determined by METT-TC

• Many SSC and PME tasks and standards are the same as those in MTW – the variable is the conditions

• Training doctrine emphasizes:• Primary function of the Army – to fight and win our nation’s wars• SASO missions require same degree of training and readiness as

combat itself• Units may be retasked or diverted from their wartime mission to

execute SASO

DOCTRINAL POINT

35

Joint, Multinational, and Interagency Training

• Army provides Joint Force Commander (JFC) with trained and ready forces • Army forces provide a JFC the capability to:

• Seize areas previously denied by the enemy• Dominate land operations• Provide support to civil authorities

• Joint Training must meet specific criteria:• The training must apply joint doctrine and be based on joint tactics, techniques, and procedure (TTP)• The training must be sponsored by a joint command

• Service Sponsored Interoperability Training:• Two or more services training together using their respective service doctrine, and TTP• Although, not classified as joint training, Service sponsored

interoperability is a vital component of joint proficiency and readiness

DOCTRINAL POINT

36

Joint, Multinational, and Interagency Training,

cont.• Multinational Training:

• Based on applicable multinational, joint and /or service doctrine• Designed to prepare organizations to respond to Presidential or Secretary of Defense mandates

• Interagency Training:• Based on applicable standard operating procedures• Designed to prepare interagency leaders and staffs to respond to Presidential or Secretary of Defense-approved mandates

 • Army commanders are responsible to provide trained and ready forces capable of operating in joint, multinational, and interagency operations • Army Training Doctrine provides Army commanders the tools necessary to train to exercise command and control of joint, and multinational forces and to provide interagency unity of effort

• The Principles of Training• Battle Focus• METL development• Training management cycle

DOCTRINAL POINT

37

Army Training and Education System

• Training is a team effort and includes the institutional training base, units, combat training centers, self-development

• Institutional Army (training base) trains soldiers and leaders to take their place in an Army unit by teaching the doctrine

• Units train to standard on their wartime mission

• CTCs provide realistic and stressful training and operational experience under simulated combat or operational conditions to enhance unit readiness, and produce bold, innovative leaders

• Individual soldiers, NCOs, warrant officers, and officers are responsible for training themselves through self-development

• Commanders have the ultimate responsibility to train soldiers and draw on the effects of all four components to train their organizations

DOCTRINAL POINT

38

Applicability to All Echelons of The Army

• Army capstone training doctrine applicable to all Army organizations:• AC & RC: CA, CS, & CSS• MTOE & TDA: tactical & garrison• Legacy, interim & objective force

• Doctrine applies to all levels of leadership: company/team thru MACOM and their staffs

• Understanding “How the Army Trains the Army” is key to successful operations

• Training is the Army’s number one priority• All leaders are trainers DOCTRINAL POINT

39

Risk Management

• The nature of our profession is inherently dangerous

• Commanders must train units to tough standards under realistic conditions

• Application of risk management process enhances execution of highly effective, realistic training

• Leaders use risk management to balance training realism and effectiveness with necessary risks in training

• Leaders identify hazards, assess risks, and then develop control measures to mitigate or eliminate hazards

• Risk management is a continuous process and is integral to each training plan

• Discussion and application of risk management will be expanded in FM 7-1

DOCTRINAL POINT

40

In Summary, FM 7-0:In Summary, FM 7-0:

Updates and rewrites FM 25-100 as the capstone training doctrine for The Army & Paves the way for rewrite of FM 25-101 to FM 7-1

Creates full spectrum training doctrine for current and futureoperating environment that will endure into the Objective Force

Emphasizes standards-based, performance oriented training

Supports the Legacy thru Objective Forces

Training remains the commanders’ responsibility

Addresses issues from The Army Training and LeaderDevelopment Panel (ATDLP) Officer and NCO Studies

41

FM 7-1 Objectives

• Provide commander and S3 practical, “how to” training management guidelines and procedures

• Demonstrate“best practice” training techniques

for legacy, interim, and objective forces

• Focus FM 7-1 for leaders at every level – MACOM through platoon

• Demonstrate METL collective task and leader, staff, and individual task crosswalk

• Emphasize NCO role in planning, preparation and execution of squad, team, crew, and individual task training

• Highlight the training execution model

42

FM 7-1 Tasks• Provide “how to” doctrine to execute training management for full spectrum operations

• Provide examples that illustrate quality home station, during deployment and CTC training programs

• Provide combined arms training examples that illustrate conduct of training on functional and combined arms tasks

• Provide multi-echelon training examples that demonstrate leader, staff, and unit training

• Demonstrate mixing of L-V-C to train to sustain proficiency and to expand experience base for commanders, leaders, staffs and units

• Illustrate design of unit EXEVALs and Situational Training Exercises (STXs) scenarios to train for mission command

43

• Illustrate how NCOs: • Plan performance oriented training• Use 5 steps of performance oriented training• Train to standard not to time• Evaluate individual skill competency

• Emphasize the training execution model importance in:

• Battalion and company weekly training meetings• Training and rehearsals of trainers, OCs and OPFOR• Planning for retraining and recovery• Utilization of risk management to enhance training realism

FM 7-1 Tasks, cont.

FM 7-1 Road Ahead

ACTION MILESTONE

Analyze current FM 22 Feb– 02 Apr 02

VTCs with MACOM, Corps, 24 Apr – 15 May 02

and Division G3s

FM 7-1 Initial coordinating draft 16 Sep 02 FM 7-1 Revised coordinating draft 17 Jan 03 FM 7-1 Final coordinating draft 14 Mar 03

FM 7-1 Final draft 23 May 03

CSA release approved FM 7-1 30 Aug 03