Mission Command DOTMLPF Synch Meeting Mr. Dick Pedersen & Mr. Kevin Perry

Transcription

1 This briefing is: United States Army Combined Arms Center Mission Command DOTMLPF Synch Meeting Mr. Dick Pedersen & Mr. Kevin Perry MC CoE Directorate of Training & Strategy 9 Oct 2014 This briefing is: As of: 1

2 Mission Cmd Synch Mtg Purpose: To connect CTC Mission Command OC/Ts, MCCOE, and FORSCOM to discuss relevant MC training issues and how to improve negative trends. The overarching end state is that these sessions are viewed by CTC MC OC/Ts as value-added to their mission. 2

3 Pilot MC CTC Sync Meeting (1 Apr 14) All four CTCs stated that the session was value-added Suggestions for the next meeting in Oct 14: 1) Narrower focus for a deeper dive and more discussion (perhaps related to the MC philosophy and/or MC WfF) 2) MCCoE discuss on-going MC initiatives and receive feedback 3

4 Synch Meeting Agenda MC CoE Admin & Introductions MCTP Top MC trends/issues JMRC Top MC trends/issues NTC Top MC trends/issues JRTC Top MC trends/issues MCCoE observations Discussion(s) 4

5 Scheduled Presenters* MCTP: LTC Jeremy A Stermer: Ops Group Alpha (MC Chief O/C) (Col Richardson OGA CoG) JMRC: LTC Stephen Shrader: BDE MC Senior Trainer (MCWff Chief O/C) NTC: LTC Joseph D. Clark (Bronco 07) Operations Group Bronco (MCWff Chief O/C) JMTC: LTC John E. Pirog (Mustang 07) Operations Group Mustang (MCWff Chief O/C) MCCoE: Mr. Dick Pedersen: Director of Training and Strategy 5

6 MCTP MCTP Top MC trends/issues LTC Jeremy Stermer Ops Group A, Mission Command OC/T 8

7 MCTP Publishing Whitepaper on Observed Trends in Decisive Action WFX Top Trends Inconsistent use of Operational Frameworks Planning Horizons and Plans Management Linking Decisions to CCIRs Battle Rhythm Management Common Operating Picture (COP) IPB Process Current Operations Integration Cell (COIC) Shaping Operations Network Architecture Combined Arms DIV * ~51 Additional trends specific to various WfFs *Whitepaper due to be published OCT14 POC for information is CPT or brian.d.diercks.mil@mail.mil

8 Support HQs Validating MC Capabilities Issue: Division HQs attaching to CTC rotations to validate MC capabilities. Discussion: On three occasions last 2 years units have deployed DTACs to CTC to validate MC capabilities in support of PDO or RAF missions. While this TTP may achieve a number of objectives, it does not provide sufficient inputs/outputs for DIV staff to validate MC System. MCTP Proposal for JTF Linkage to WFX Recommendation: Coordinate with FORSCOM for linkage into WFX or ASCC exercises.

9 JMRC JMRC Top MC trends/issues Mission Command in a Multinational Environment LTC John Pirog Mustang 07 JMRC Senior Brigade Trainer Mission Command OC/T 11

10 The Bottom Line The US Army mission command philosophy and guiding principles are valid and effective in enabling unified land operations in a multinational environment The commander s challenge: How to apply and adhere to the mission command principles despite: Language barriers Cultural barriers Technological barriers Doctrinal barriers Political barriers

11 Understand what each partnered unit is bringing to the fight Brigades must be capable of digital and analog communications Simultaneous efforts Develop a compatibility matrix Foreign disclosure requirements Research issues and trained foreign disclosure officers Structured COMMEX and DIGEX is essential Must have command oversight Validate PACE Pockets of digital and analog capabilities, encrypted and unencrypted systems Cannot all default to the lowest common denominator (SC/PT) RTO Teams Critical for gaining unit to understand limitations LNO Teams Battlefield Communications Architecture What capabilities/capacity does an LNO team really have?

12 Mission Command of Multinational Partners Misunderstanding of US Army mission command principles Detailed planning enables discipline initiative Understand differences in command styles and cultures US Army mission command vs commander centric organizations Bottom up refinement is uncommon The power of a detailed, one on one back brief Leader training and certification Partner unit capabilities Vehicle and uniform ID Establish common terms and practices NATO as a common reference The chiefs of reconnaissance, sustainment, engineers, etc. Building common operating pictures Develop a reports and return matrix Ensure partnered forces can comply with delivery means and required formats Risk management practices are varied Consider restrictive control measures Rehearsals continue to be paramount to success

13 NTC NTC Top MC trends/issues LTC Joe Clark Bronco 07, Mission Command Senior Trainer 15

14 NTC Challenge 1 (slide 1) - Utilizing the operational framework to define the fight and provide orientation for mission command responsibilities - more of the art of mission command. The challenge for the BCT staff is to retain focus on the BCT deep fight, where we use our collaborate mission command tools to integrate and synchronize enablers to attrit the enemy and influence his decision cycle. 16

15 NTC Challenge 2 (slide 2) Our units are extremely challenged in the development of shared understanding through the use of our mission command systems. As an example, sustainment as habitually suffered from an incomplete, inaccurate, or non-existent common operating picture. How are we using information collection and knowledge management to foster shared understanding. 17

16 JRTC JRTC Top MC trends/issues LTC Stephen Shrader Brigade Mission Command Senior Trainer 18

17 Trends Reversal JRTC Rotational Mission Command Trends Creating a Shared Understanding Brigades struggle with operationalizing their plan to create shared understanding; the integration of Mission Command Information Systems and personnel to enable the commander to balance the art of command with the science of control through a shared understanding of the operating environment. Building Shared Understanding and Maintaining a Shared Understanding Unified Action Partners and Interdependence Command Post Command Post Transitions - Brigades routinely do not plan and rehearse command post transitions. Brigades do not delineate what command post functions each node will facilitate during operations. Mission Command Systems Brigades don t focus on the importance of mission command systems. Leadership, training and knowledge are the areas that we consistently observe creating the most friction in integrating and synchronizing the mission command systems. Leadership roles and responsibilities; prioritization of effort, WfF owning the system vice the S6, lack of identifying someone to ensure the balancing of capacity and capability is effectively implemented in each system Training lack of sufficient number of trained personnel in each system to ensure it is correctly established and implemented/integrated. This includes information systems, process and procedures, and facilities and equipment. Knowledge Brigades lack the knowledge on how to integrate their information systems; share point and ABCS. Specifically, dealing with ABCS it is the use of PASS/DDS to enable horizontal integration within the CP.

18 Trends Reversal JRTC Rotational Mission Command Trends Driving the Operations Process Commanders struggle with driving the operations process through understanding, visualizing, describing, directing, leading, and assessing operations. Specifically, commander s struggle to identify where to best place their influence and experience to drive the process through physical presence and guidance. Mission Orders Brigades have not defined what mission orders look like in their BCT. What does simple mean and look like; who is it (the BCT Order) simple for? Orders are published with no clear operational framework identified and operations are not synchronized. Agile Staff Brigade staffs do not understand the roles and responsibilities the commander and staff as it relates to the operations process; staffs generally are not flexible and due to knowledge or training lack the initiative to problem solve. Integrating process IPB and Targeting supporting the Operations Process Problem Solving Brigade staffs identify the problems but do not learn to analyze and solve tomorrow s problems instead of reacting to yesterday s problems and do not anticipate requirements. Conduct Airspace Control Brigades struggle with synchronizing the planning effort and gaining control of the airspace during a joint forcible entry operation and offensive operations. Specifically, working with joint partners, utilizing combined graphics, and managing terrain to conduct simultaneous or sequential operations

19 MCCoE Director of Training and Strategy Mr. Dick Pedersen 21

20 AMCS Relevance to a CTC MC OC/T AMCS PURPOSE The AMCS integrates and synchronizes the ends, ways, and means to implement MC throughout the Army. AMCS FRAMEWORK AMCS SPECIFIED TASKS 1-1.3: Use the CTC Program to provide training and experience to increase understanding of the MC philosophy : Use the CTC Program to provide tailored training support for the practice of the MC philosophy to meet unit training objectives : Use the CTC Program to provide training and experience to increase understanding of the execution and integration of MC WfF tasks : Use the CTC Program to provide tailored training support on the integration and employment of the MC philosophy, MC WfF tasks, and MC system to meet unit training objectives : Use the CTC Program to provide tailored training support on the operation, integration, and employment of all aspects of the MC system. I charge all Army leaders with implementing Mission Command. CSA, AMCS 22

21 AMCAP Usefulness to a CTC MC OC/T AMCAP FRAMEWORK Army Mission Command Assessment Plan (AMCAP) FY Army Wide GO-Level Draft 9 Oct 2014 AMCAP PURPOSE The AMCAP establishes MOEs with associated standards, identifies assessment indicators, and assigns roles and responsibilities to assess the Total Force s progress in achieving AMCS strategic ends and objectives. AMCAP SPECIFIED TASKS FORSCOM and ASCCs: Support TRADOC s assessment of MOEs 2, 4, and 7 resulting from CTC rotations, as appropriate. TRADOC: ICW FORSCOM and USAREUR, BPT provide assessments resulting from CTC rotations for MOEs 2,4 and 7. AMCAP Assessment Concept ASSESSMENT INDICATORS SMETLS MOES WITH STANDARDS Apx A Developing Leaders to Exercise MC Apx B AMCAP Assessment Indicators Apx C MC Philosophy MOE Standards Apx D MC WfF Cdr Task MOE Standards Apx E MC WfF Staff Task MOE Standards Apx F MC Additional Task MOE Standards Apx G MC System Info Technology MOE Standards We will further develop goals and objectives and measure progress to reach our AMCS strategic ends. CSA, AMCS 23

22 MCDMG Relevance to a CTC MC OC/T AMCS FRAMEWORK Mission Command Digital Master Gunner The MCDMG course produces SME that can operate, maintain, integrate, and train others on MCWS and other MC Info systems to generate a COP using a unit s integrated system-of-systems CP.. (ASI 5C) AMCS SPECIFIED TASKS : Conduct MC functional training. AMCAP SPECIFIED TASKS TRADOC: Conduct DMG courses for all MC system information technology components. Class : 03 Nov Nov 14 Class : 01 Dec Dec 14 Class : 05 Jan Jan 15 Class : 02 Feb Feb 15 Class : 9 Mar Mar 15 Class : 6 Apr Apr 15 Class : 4 May May 15 Class : 8 Jun Jun 15 Class : 13 Jul Jul 15 Class : 10 Aug Aug 15 Class : 8 Sep Sep 15 CDRs can grow MC system integration experts by sending SDMG/MCDMG courses. FORSCOM FY15 CTG 24

23 2015 Doctrine Pertinent to Mission Command ADRP 3-0 ADRP 5-0 ADRP 6-0 ADRP FM 3-13 Inform and Influence Activities FM 3-38 Cyber Electromagnetic Activities FM 3-52 Airspace Control FM 3-57 Civil Affairs Operations FM 3-61 Army Public Affairs FM 6-0 Commander and Staff Organization and Operations replaces ATTP FM 6-02 Signal Support to Operations FM 6-22, c1 Army Leadership Army Techniques Publication ATP Army Techniques Publication ATP Army Techniques Publication ATP Army Techniques Publication ATP Army Techniques Publication ATP Army Techniques Publication ATP Civil Military Engagement Army Design Methodology Command Post Organization and Operations Knowledge Management Army Team Building Red Teaming Oct 2013 TBP Dec 2014 TBP Dec 2016 TBP Dec 2014 TBP Dec 2015 TBP 25

24 Conclusion Continued Discussion(s) Key Take-Aways Way Forward Conclusion 26

25 Questions U.S. Army Combined Arms Center and Fort Leavenworth 43