army - fm25 4 - how to conduct training exercises

Field ManualNo. 25-4 FM 25-4

HEADQUARTERSDEPARTMENT OF THE ARMY

Washington, DC, 10 September 1984

HOW TO CONDUCT TRAINING EXERCISES

Table of Contents

* This publication supersedes FM 105-5, 31 December 1973.

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DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.

Preface

The US Army must be prepared to fight and achieve victory in combatoperations conducted anywhere in the world. Moreover, the Army must beprepared to conduct military operations in support of national policy objec-tives through tactical engagements and logistical support at any level ofintensity within the spectrum of conflict. It must be ready for war in deserts,arctic regions, jungles, and mountains, as well as in urban areas. It must beready to defeat modern and well-equipped armies, as well as small, lightlyequipped irregular forces. Training exercises help achieve the high level ofreadiness needed to defeat the enemy.

Training exercises provide an excellent environment for the simultaneousperformance of multiechelon responsibilities to evaluate and to sustain theskills of soldiers, leaders, teams, staffs, and units. Exercises simulate battleconditions to train leaders, staffs, and units in their wartime missions. Theyalso train leaders for mission-unique conditions and for applying the besttactics to the unit mission, enemy, terrain, and troops available (METT).Some exercises employ minimal troop support in providing commandersand staffs realistic practice in executing wartime missions. Other exercisescombine complete units, including those from other services and nations inorder to train critical teamwork and coordination skills.

This manual provides commanders, staffs, and exercise planners withdoctrine, guidance, and examples for planning, conducting, and controllingtraining exercises.

FM 25-4, which is one of the 25-series of training manuals, covers the con-duct of training exercises. Beginning with fundamental training theory,this manual discusses how to determine training needs and how to plan forand conduct the appropriate exercises. It concludes with sample scenariosfor exercises.

This manual is written for commanders, staffs, and exercise plannersprimarily at battalion level and above. It applies to both Active and ReserveComponent units. The concepts described herein, however, are applicable atany level. It applies to combat arms, combat support, and combat servicesupport units.

The proponent of this publication is the US Army Training Board. Submitchanges for improving this publication on DA Form 2028 (RecommendedChanges to Publications and Blank Forms) and forward it to the President,US Army Training Board, ATIC-TBT, Fort Eustis, VA 23604-5170.

Unless otherwise stated, whenever The masculine or feminine gender isused, both are intended.

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CHAPTER 1

Training Management and Training Exercises

TRAINING MANAGEMENT

Commanders are responsible for all organi-zational training. They evaluate soldier andunit proficiency. They identify the trainingobjectives and provide the necessary trainingguidance. They ensure that the training issupported with the needed resources and thatit is properly planned and conducted. Theythen conduct and evaluate the training andobtain feedback.

Training management is the continuousprocess commanders use to develop unittraining programs. The goal of trainingmanagement is the best combination ofresources, materials, guidance, and time tomeet specific training requirements. Thetraining management functions depicted inFigure 1 apply equally to training exercisesand to all training conducted in a unit. Allmanagement functions in the process takeplace at the same time. Training manage-ment and its applications are explained indetail in FM 25-2.

PLANNINGPlanning for training requires input from

several sources. Commanders and their

planners must know the unit missions, goals,and objectives and the guidance from higherheadquarters. They evaluate unit and soldierproficiency and obtain feedback from recentunit training activities. Commanders addtheir knowledge and experience to this basicinformation and develop training programsthat specifically address unit and soldiertraining requirements.

RESOURCESTraining plans specify training events or

activities that require resources and support.To implement those plans, resource actions—

Identify.Program.Coordinate.Obtain.Provide the training support necessary.

Training events and activities identifiedduring the planning phase provide input forthe assessment of resources required toconduct effective training. Feedback on howwell current and past training was supportedwith resources is also essential input inpreparation of the resource assessment.

CONTENTSTRAINING MANAGEMENT . . . . . . . . . . . . . 1

Planning . . . . . . . . . . . . . . . . . . . . . . . 1Resources . . . . . . . . . . . . . . . . . . . . . . 1Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2Evaluations . . . . . . . . . . . . . . . . . . . . . . 2

TRAINING EXERCISES . . . . . . . . . . . . . . 2Purposes . . . . . . . . . . . . . . . . . . . . . . . 2Phases . . . . . . . . . . . . . . . . . . . . . . . . 4

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FM 25-4Training Management and Training Exercises/Chapter 1

During long-range planning, commandersand their staffs identify and requestresources that require long lead times. Duringshort-range planning, they identify andcoordinate resources requiring shorter leadtimes. In the near-term planning period, theymake final arrangements and provideresources to units.

TRAINING

Training can be as simple as performance-oriented training on a soldiers manual task.It can also be as complex as a field trainingexercise (FTX) using MILES and opposingforces (OPFORs). The training phaserequires guidance with appropriate resourcesbased on long-range, short-range, and near-term plans. FM 25-3 provides directions andexamples for the conduct of training.

EVALUATIONSEvaluation is a continuous process. Com-

manders continually evaluate planning andresource actions to ensure that they meet unitneeds and comply with guidance from higherheadquarters. Higher headquarters evaluatetheir own planning and resource actions, aswell as those of subordinate units to makesure that they are mutually supporting andfocus on the unit mission. Commanders at allechelons evaluate how leaders and soldiersperform. Based upon their evaluations, com-manders provide feedback to the chain ofcommand, to the trainers, and to those beingtrained.

TRAINING EXERCISESTraining in units develops and sustains

those individual and collective skills thatsoldiers and units (including squads, crews,and sections) need to accomplish theirmissions. To help soldiers’ and leaders learnand sustain their skills, commanders develop

training programs that implement the bestmix of individual, leader, and collectivetraining.

Training in units follows the hierarchy inFigure 2, which FM 25-1 and FM 25-2 discussin detail. FM 25-3 assists leaders and trainersto conduct training at company level andbelow. Collective training involves the upperfour levels of the hierarchy. The trainingexercises described in this manual also applyto these levels but concentrate on unit andcombined arms and services proficiency.

PURPOSESThe diversity of organizations, equipment,

and environment inherent in air-land battlespresents a major challenge to commanders.They must train soldiers and leaders who caneffectively integrate the unit’s weaponsystems and doctrine to defeat an enemy thatmay be numerically superior. Training exer-cises are an effective way to build the team-work necessary to meet this challenge. Alltraining exercises—

Sustain and reinforce individual andcollective skills.Develop and sustain command and controlskills of commanders and their staffs.Support multiechelon training.

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FM 25-4

Chapter 1/Training Management and Training Exercises

Individual and Collective SkillsTraining exercises combine individual

skills, leader skills, drills, and weaponsystems proficiency. Training exercisesreinforce and sustain proficiency in indi-vidual and collective skills in units. Inaddition, exercises provide training on collec-tive tasks found in Army Training andEvaluation Programs (ARTEPs) andintegrate all elements of the combined armsteam. ARTEP tasks are modified as requiredto accommodate each unit’s METT.

Command and Control SkillsCommand and control training sustains

skill proficiency for leaders, staffs, and indi-vidual soldiers. It reinforces common skillsand those particular to duty positions. Ittrains each echelon to respond to the needs ofhigher, lower, adjacent, and attachedcombat, combat support (CS), and combatservice support (CSS) units. Responding tosubordinate units is particularly important.Inexperienced commanders and staffs tendto orient themselves to respond upward andoverlook the needs of subordinate units. Oneof the prime purposes of training exercises isto teach leaders to orient on the needs ofsubordinate units in a sequence of timelytroop-leading steps that allow units toexecute the mission properly.

Doctrine and training support materialsfor command and control training includesuch items as scenarios, simulation models,and recommended task lists. The unit canadapt these materials to address its uniqueMETT assessment. Command and controltraining packages prepared by proponentservice schools support MOS cross trainingand train-up and sustainment training.These packages are for each echelon of thecommand, including combat support andcombat service support.

To win air-land battles, all elements of thecombined arms and services team must beintegrated and need to function effectively on

the battlefield. Commanders must be com-petent in their command and control tasks.Battle staffs must be proficient in executingstaff planning responsibilities to achieve fullintegration of supporting arms and services.Training that enhances these skills shouldreceive emphasis at battalion level andabove. The three categories of command andcontrol training are battle staff training,survivability training, and combined armsand services training.Battle Staff Training. Battle staff trainingallows commanders and their staffs to fightair-land battles in diverse command postconfigurations under realistic combatconditions as smoothly functioning teams.This training is vital to command and controlof units. It develops the proficiency of indi-vidual staff members and molds them intotrained teams that can effectively manageand coordinate all systems to support thecommand’s mission. Such training requiresthat individual staff members know theunit’s tactical SOPs (TSOPs) thoroughly. TheTSOPs must be updated as appropriate toaddress changes in unit operations. Battlestaff training relies heavily on simulationssince they are often the only way to presentmany air-land battle situations and tasks toenable the commander to train his staff.Survivability Training. Survivabilitytraining ensures proficiency during intenseand continuous combat. It ensures that indi-vidual soldiers and teams can operate effec-tively in a variety of situations. It involvesthose routine tasks that units must performwell to ensure their survival. Examplesinclude—

Operations in nuclear, biological, orchemical (NBC) environments.Operations in hostile electronic warfare(EW) environments.Operations using various command post(CP) configurations.

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FM 25-4Conduct of Training Exercises/Chapter 3

Operations required to feed, arm, fuel, andmaintain the units’ command and controlelements.Procedures for succession of command.Limited visibility operations.Activation of alternate communicationmethods.Activation of alternate command posts.The hand-off between command posts(tactical CP to main CP).Passive air defense.Local security, to include calls for indirectfire and close air support.Most survivability tasks are detailed in

SOPs and provide standardization within aunit. Thus, they can be practiced prior to exer-cises. There is often no effective substitute,however, for full-scale exercises using allassigned equipment and personnel in asimulated combat environment to assess unitsurvivability proficiency in an environmentthat simultaneously employs all systems tofull capacity.Combined Arms and Services Training. Pro-ficiency in combined arms and servicestraining is required for units, staffs, andcommanders to fight and win air-landbattles. Examples of systems required to beintegrated into training are—

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Fire support.Intelligence.Electronic warfare.Airspace management.Air defense artillery.Ground maneuver.Antiarmor.Combat support.Combat service support.

A single level of command and control firstattains proficiency through battle stafftraining and survivability training. Battlesimulations are an important meanscurrently available for commanders andstaffs to practice combined arms integration.Once technical proficiency by the battle staffhas been achieved, it should be integratedwith supporting, supported, and adjacentunits in full-scale exercises against a targetarray or OPFOR that realistically representsthe enemy. Although the battlefield cannotbe replicated completely, it should be repre-sented accurately to include electronicwarfare, sensor, and electronic intelligencetargeting. Training aids such as emitters,transponders, jammers, and OPFOR vehiclesto represent the enemy formations allow thecommander to train the unit to operate undercombat conditions.

PHASESTraining exercises contain three phases:

preexercise, execution, and postexercise. Thepreexercise phase covers planning andpreparation. It ends with the start of theexecution phase (STARTEX). The executionphase begins at STARTEX and concludeswith the end of the exercise (ENDEX). Duringthe execution phase, player units participatein the exercise, which is controlled andevaluated according to plans developedduring the preexercise. The postexercisephase, beginning at ENDEX, covers reviewsand reports. All training events and exercisesshould conclude with after-action reviews(AARs). These reviews provide training assubstantive as the activity itself. In AARs,commanders determine accomplishment ofexercise objectives based on input fromstaffs, controllers, evaluators, umpires, andOPFORs, as appropriate. Participantsshould be. encouraged to discuss whathappened and why. They should beencouraged to suggest solutions and offer

FM 25-4

recommendations. To overcome short-comings, exercise participants can make avaluable contribution to training evaluationefforts by gathering information andanalyzing the critical lessons learned. Theselessons become essential elements ofinformation (EEI) for commanders andtrainers in the ongoing training manage-ment process. AARs must be conductedperiodically during the exercise to gainmaximum training benefit.

AARs should be used at every echelon, andthey should occur as often as necessary toensure that participants learn from thetraining conducted. If the exercise dividesinto deployment, attack, and defense, forexample, an AAR should be conducted aftereach phase. If significant events, such as amovement to initial positions and adeliberate river crossing, occur in a phase, anAAR should likewise be held after each

Chapter 3/Conduct of Training Exercises

significant training event. Appendix Gcontains additional information on AARs.

As soon after ENDEX as possible and priorto leaving the exercise area, controllers,umpires, and evaluators conduct an exitbriefing for those players with whom theywere closely associated during the executionphase. As soon after ENDEX as possible, theexercise director prepares a formal after-action report for the unit commander. Thisreport, which is distributed through the chainof command, is based on input fromcontrollers, umpires, and evaluators. Thesereports and the AARs that precede them sum-marize the exercise. Commanders use themboth to observe and evaluate staffs, leaders,and soldiers and to plan future training. Thebest use of these evaluations is to applylessons learned to training within the nearterm (two through six weeks), rather than tofile for review prior to the execution of thenext major exercise.

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CHAPTER 2

Exercise Planning

ANALYSIS

During the planning phase of trainingmanagement, commanders at each echelondetermine the need for training exercises andidentify the types they will use. The need foran exercise is based upon—

Higher headquarters’ analysis ofsubordinate unit proficiency.Higher headquarters’ issuance of themissions, goals, objectives, and guidance.Commanders’ evaluations of unit andsoldier proficiency.Higher headquarters employ the exercise

planning steps explained in this chapterwhen directing subordinate units to par-ticipate in training exercises. Subordinateunits also employ applicable planning stepsbased on information and orders receivedfrom higher headquarters. When com-manders direct internal exercises, they mustensure that the exercises meet unit trainingneeds and objectives.

Commanders must first analyze soldier,leader, and unit training proficiency. Thenthey select a particular type of training exer-cise. A training analysis must first establishthe training requirements and the prioritiesfor unit training programs, as described inFM 25-2. This analysis also determines thetraining objectives, which are based on theindividual and collective skills that needinitial or sustainment training. In so doing,the analysis must consider the three cate-gories of command and control training:

Battle staff training.Survivability training.Combined arms training.One or more of these categories must be

included in the unit training objectives andintegrated in the exercise. The exercise objec-

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tives should be specific, relevant, realisticallyobtainable, measurable, and supportive ofexercise goals. Exercise objectives should beorganized into functional areas to highlightactivities that need improvement. Properlystated objectives provide players, controllers,umpires, and evaluators with a solid basis forconducting their evaluation and AARs.When the exercise objectives are established,the type of exercise to be conducted can beselected.

CONTENTSANALYSIS . . . . . . . . . . . . . . . . . . . . . . . 6

SELECTION . . . . . . . . . . . . . . . . . . . . . . 7

CONSIDERATIONS . . . . . . . . . . . . . . . . . . 9Flexibility . . . . . . . . . . . . . . . . . . . . . . . 9Resources . . . . . . . . . . . . . . . . . . . . . . 9Participants . . . . . . . . . . . . . . . . . . . . . . 10Battle Simulations . . . . . . . . . . . . . . 10Situational Training Exercises . . . . . 11

PREEXERCISE PLANS . . . . . . . . . . . . . . . 11Preparing an Exercise Directive . . . 12Assigning Responsibilities . . . . . . 13Planning Milestones . . . . . . . . . . . 15Conducting Research . . . . . . . . . . . 16Preparing a Supporting Plan

Schedule . . . . . . . . . . . . . . . . . . . . . 16Preparing an Outline Plan . . . . . . . . 17Conducting a Reconnaissance . . . . 18Completing the Exercise

Support Plans . . . . . . . . . . . . . . . . 19Preparing the Scenario . . . . . . . . . . . 26Preparing an Operation Plan . . . . . 29Publishing the Letter of Instruction . 29Preparing a Contingency Plan . . . . 29Preparing the Terrain . . . . . . . . . . . . . 30Conducting a Rehearsal . . . . . . . . . . . 31

FM 25-4Chapter 2/Exercise Planning

An exercise must never be conductedsimply for its own sake. It must always helpto attain training objectives, which are tied tothe unit mission.

SELECTION

Once the initial analysis is completed, com-manders determine the type of exercises to beconducted. Comparing the objectives withthe kind of training that each exerciseprovides, they identify the proper exercise,within resource constraints, that can best

training categories for each echelon ofcommand.

Map exercises (MAPEXs) are employed toteach staff planning and coordination, aswell as preparation of estimates andoperations orders. They are not conductedbelow battalion level. Commanders employtactical exercises without troops (TEWTs) toteach the effective use of terrain to subor-dinate leaders. TEWTs involve specifictactical problems, employing unite andweapon systems. Command post exercises(CPXs) are effective in training members ofstaffs, command posts, and communicationssystems above company level. FTXs provide

meet the objectives. Table 1 shows the exer- realistic survivability ‘and combined armscises that best fit the command and control training for the total force. Battle staff

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FM 25-4Exercise Planning/Chapter2

sustainment training does occur in FTXs. some of the systems and objectives that canHowever, to preclude the delays and be trained effectively. The “X” indicates theinefficient use of troop-leading time that exercise which best affords realistic trainingnormally occur in the preliminary training ofthe staff, they should not be selected solely for

in the employment of the system or attain-

this purpose. Battle staff skills should bement of the objective indicated. For example,the training objective “Staff procedures” is

sharpened through CPXs, TEWTs, andMAPEXs prior to an FTX. shown only for the MAPEX, CPX, and

command field exercise (CFX) since they areTable 2 aids in selecting the appropriate the most effective ways to train those

exercise. It shows training exercises and objectives.

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FM 25-4

CONSIDERATIONSFLEXIBILITY

The planning phase must recognizethe value of flexibility and the necessity forbeing thorough. Planners must plan foralternate types of exercises in case weather orother constraints prohibit the originallyscheduled exercise. For example, if a brigadeneeds an FTX but there is a chance of fundsbeing reduced or the possibility of excessivemaneuver damage, contingency plans for aCFX or CPX should be preparedconcurrently.

Exercises must be flexible. They shouldallow subordinate commanders the freedomto innovate within the framework of new orexisting doctrine, tactics, techniques, andoperating procedures. They should not followrigid timetables that inhibit training andlearning. Instead, they should establishschedules that provide sufficient time tocorrect mistakes and ensure learning andAARs at all levels.

RESOURCESOnce a headquarters decides to conduct a

training exercise, the needed resources mustbe identified and procedures begun to obtainthem, in accordance with the trainingmanagement procedures described in FM25-2. The general steps below must be takenbefore beginning detailed work. Theyindicate whether the exercise can meet thetraining objectives. If any area appearsinadequate, the commander must decidewhether to proceed or consider an alternatetraining activity.

Facilities and LandPlanners must consider the environment

for the exercise and the impact of weather. Ifinadequate land or facilities will seriouslydegrade training, planners may have to alterthe exercises. For example, if an FTX hasbeen selected but the available training areasare not large enough to allow unit tactics to berealistically played, the planners may—

Chapter 2/Exercise Planning

Reduce the number of units in the exercise.Use a MAPEX or a CPX in place of an FTX.Conduct the exercise at a lower echelon.Range facilities in the continental United

States (CONUS) usually limit LFXs tocompany team level. The exception is theNational Training Center (NTC) at FortIrwin, California. At the NTC, resourcesand distances permit LFXs at battalion taskforce level. Except for scaled range training,range limitations also restrict fire coordi-nation exercises (FCXs) to small units. Battlestaff training during FCXs is generallylimited to—

Fire support coordination.Fire control.Preparation and issuance of plans andorders.When exercises use privately owned land,

planners must also consider maneuverdamage control.

SupportTraining exercises require support. Some

exercises consume large quantities ofallocated resources such as fuel, spare parts,flying hours, and maneuver area time. Theplanners must ensure that the exercises canbe conducted within the resource levels andthat the training received justifies theresources expended.

Commanders and staffs ensure thatinternal and external support equipment issufficient. For example, communications andtransportation for players, controllers,umpires, and evaluators must be adequate.Player units, including HQs, should use onlyorganic transportation, communications,and TOE equipment. Doing so teaches themto employ the full capabilities of the unit.They should not rely on outside assistance toreplace systems that are not mission capable

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FM 25-4Exercise Planning/Chapter 2

or to beef up the authorized strength of thestaff. Controller, umpire, and evaluatorequipment must not come from player units.

TimeThe time allocated for each exercise must

permit appropriate troop-leading steps to beexercised, as well as develop tactical situa-tions that lead to logical and sound tacticalemployment of player units. The time shouldalso be allocated for conducting completelogistical support of tactical operations, aswell as for an appropriate AAR.

PARTICIPANTSPlanners must consider whether or not

units or groups of individuals to be trainedare of the proper size or strength to benefitfrom the type of exercise selected. Forexample, the soldiers of a tank platoon con-sisting of two-man tank crews can beexpected to gain very little from an LFX. Per-sonnel shortages might also cause com-manders to conduct CFXs rather than FTXs.

BATTLE SIMULATIONSBattle simulations, both manual and

computer-supported or computer-assisted,provide effective training in many battlestaff skills. Battle simulations can be usedwith virtually any scenario. They are readilyadapted to specific local conditions and unitmissions.

Simulations will not correct all commandand control training problems or substitutefor field training. If properly used, they canprovide a readily acceptable means for exer-cising significant elements of the commandand control system.

Battle simulations have the followingcharacteristics:

They are relatively inexpensive.They do not require large training areas.

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They save training time.They reduce preexercise and postexerciserequirements.They are flexible and easily tailored tounique training objectives.They can present situations (nuclear,chemical, tactical air) that cannot be repro-duced in other training environmentsbecause of safety or expense.Battle simulations encourage multiechelon

training. Higher and lower echelons can beexercised simultaneously with a minimumexpenditure of valuable training resources.Simulations can portray joint service opera-tions involving the Air Force, Navy, andMarines, as well as the combined elements ofother nations. Battle simulations can alsoportray various equipment mixes or degradedoperations, allowing commanders and staffsto exercise back-up systems and procedures.

Battle simulations provide realistic cuesand feedback to the command as a result ofdecisions made by higher, lower, andadjacent units. Each command groupexecutes and subsequently modifies its plans,based on the situation. Simulations forcecommand groups to adjust plans, organi-zations, assets, and firepower to cope withchanging battlefield situations. They mayalso force adjustments in command postconfigurations and procedures to deal effec-tively with unforeseen situations.

Battle simulations can create uniquemixtures of organizations, equipment,missions, and operational situations. Theydo this while realistically portraying the unitMETT. Questions and comments about battlesimulations ma be addressed to DeputyCommandant, Command and General StaffCollege, ATTN: ATSL-SWN, Fort Leaven-worth, KS 66027; AUTOVON 552-4612/2442,Commercial (913) 684-4612/2442.


Tactical engagement simulations such as and situational training exercises should useMILES add significant realism to field exer- MILES for training. Because MILES is thecises. They do so by confronting leaders and most realistic training short of actualsoldiers with realistic simulations of directfire weapon systems in a training environ-

combat, it should be approached withdetailed planning that keeps the training

ment. Only units that have demonstrated objectives clearly in mind. For details on thehigh levels of proficiency during battle drill planning and use of MILES, see TC 25-6.

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SITUATIONAL TRAININGEXERCISES

The use of situational training exercises to perform a specific mission. FM 25-3(STXs) should be considered in the develop- explains the STX concept. STXs can facilitatement of an exercise. They teach the “best” or training through the application ofpreferred way to accomplish a task and area standardized tactical formations andstandard way in which a task should be employment. Thus, they should be consideredexecuted. They are developed by the service in planning and preparing for an exercise,schools to teach the doctrinally preferred way whenever appropriate.

PREEXERCISE PLANS

The preexercise is usually the longest of thethree exercise phases. For large exercises,such as the FTX portion of Redeployment ofForces to Germany (REFORGER), this phasecan take longer than a year. The preexercisephase develops all the support plans thatgovern the execution and postexercisephases.

Planning begins immediately after thedecision has been made to conduct an exer-cise. The planning steps listed below are usedto prepare for an exercise. Specific exercisesmay omit some. These steps are generallysequential; however, some may be performedsimultaneously.

Preparing an exercise directive.Assigning responsibilities for planning.Conducting research.Preparing a supporting plan schedule.Preparing an outline plan.Conducting a reconnaissance.Completing the exercise support plans.Preparing the scenario.Preparing and issuing the operations plan(OPLAN).Publishing the letter of instruction (LOI).Preparing the terrain.Conducting a rehearsal.

The training objectives and the echelon atwhich the exercise is to be conducted deter-mine how complex these steps will become.For example, at battalion level there may belittle or no need to conduct detailed researchor to write a planning schedule. Much of theplanning can take place during trainingmeetings. However, at division level,research and written planning schedules arenecessary. They can be the key to a successfulexercise.

PREPARING AN EXERCISEDIRECTIVE

The headquarters requesting or conductingthe exercise issues an exercise directive. Itstarts the development process.

Before preparing the exercise directive, theexercise planner carefully considers thepurpose of the exercise, the objectives statedor implied by the commander, and guidancefrom higher headquarters. The objectives arethe basis for planning and developing theexercise directive. An exercise directive will—

Name the exercise director and provide fora staff. These personnel will plan theexercise.Specify what type of exercise to conductand state its specific training objectives.Indicate the time frame for the exercise, itsphysical location, and the duration of itsexecution phase. The location, time, and

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duration must be consistent with the type operations. It should also include area andof exercise selected, the participating units, background studies pertinent to theand the training objectives. exercise site.Prescribe the type and number of par-ticipating units. ASSIGNING RESPONSIBILITIESIdentify the type and quantity of special Planning and conducting a large exerciseequipment required. requires the same attention to detail as anProvide additional information such as actual combat operation. The exercisefunding, environment, and any pertinent director and designated staff are responsibleassumptions. Funding data should specify for planning and conducting the exercise toboth fund citations and fund limitations. meet the training objectives stated in theEnvironmental information should exercise directive. See Figure 3 for a summarydescribe the strategic setting to be played of planning staff duties and coordination.during the exercise. It should describe the Normally, the planning staff G3/S3 acts astype of exercise envisaged such as general the principal coordinator for the exerciseor limited warfare or internal defense director.

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PLANNING MILESTONESDeveloped early in the process, milestones and include such actions as establishing

will ensure full and timely completion of the budget requirements and acquiringplanning effort. Typical milestones for abrigade-size FTX are shown in Table 4. The maneuver land permits. Exercises thatplanning milestones to support a large involve Reserve Component units alsodivision exercise would be more extensive require extra planning and preparation time.

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FM 25-4

Exercise Planning/Chapter 2

CONDUCTING RESEARCHNew missions spawn new tactical doctrine.

In turn, the new doctrine generates require-ments for improved weapon systems,equipment, and organizations. Thus, exerciseplanners must be thoroughly familiar withdoctrine, TOES, and equipment requirementsprior to development of training exercises.Exercise planners must conduct appropriateresearch to update controllers and par-ticipants prior to STARTEX. The intelligencestaff provides the information for making theOPFOR and the combat environmentrealistic. Realism maintains theparticipants’ interest and enthusiasm.

Such research identifies appropriate andavailable training support or trainingsupport materials. Up-to-date trainingsupport may come from Reserve Componentactivities such as maneuver area commands(MACs) or maneuver training commands(MTCs). These organizations develop andconduct exercises for Reserve Componentunits. Planners may request model training

exercises developed by proponent serviceschools. Use of the models may save con-siderable planning time by providingexamples and format guides. Plannersshould consider battle simulation kits,available through training and audiovisualsupport centers (TASCs) or training resourceassistance centers (TRACs). They shouldconsult after-action reports and lessonslearned from previous exercises. Plannersshould also consult administrativereferences. These ensure that the exerciseplanning is consistent with policy governingthe safety and welfare of the participants.Post and garrison regulations, rangeregulations, and unit SOPs are alwayspertinent and should be reviewed prior to thepublication of exercise plans.

PREPARING A SUPPORTING PLANSCHEDULE

Training exercises must have complete,workable supporting plans. Exercises may

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fail to accomplish all intended training objec-tives if planners overlook guidance essentialfor conducting them. The supporting planschedule lists all the major plans required forthe exercise. It also designates the staffofficer responsible for each plan and the timewhen it must be submitted for the com-mander’s approval. The amount of timerequired to produce the plan will vary withthe experience of the planning staff.

For a battalion-level exercise, the S3prepares a planning schedule. It may benothing more than a brief written set of mile-stones which identifies the tasks to betrained. At corps and division levels, the

planning staff G3 prepares a planningschedule that calls for detailed supportingplans. The first step in preparing thisschedule is to determine the data that will beused as a basis for the exercise. Usingbackward planning as described in FM 25-2,the G3 sets completion dates for each sup-porting plan based on its required publicationdate. The schedule allows for timely planningand detailed coordination between appro-priate staff agencies.

PREPARING AN OUTLINE PLANThe outline plan is the framework used to

build the scenario—the story of the exercise.

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The procedures for developing the outlineplan depend on the size of the unit involved.In small-unit exercises at company and bat-talion levels, the reconnaissance phase andthe outline planning considerations arenormally combined. For large-unit exercises,these two phases are separated. Nonetheless,exercise directors and staffs take the sameactions in preparing outline plans for large-unit and small-unit exercises.

CONDUCTING A RECONNAISSANCEPlanners should make the most efficient

use of land allocated for exercises. Theyshould first study updated maps of the areaswith updated aerial photographs, ifavailable. They should analyze the land todetermine its military features, includingobservation and fields of fire, cover andconcealment, obstacles, key terrain, andavenues of approach. For example, if an exer-cise starts with the mission “deliberateattack,” the planners should first select thefinal objective. They then plan backward,choosing a possible assault position, a line ofdeparture, an assembly area, and othercontrol features normally used in the attack.

Planners must select locations for OPFORactivities or positions where specific actionsare to take place. They conduct intelligencepreparation of the battlefield (IPB) for eachphase of the exercise, using US and potentialadversary doctrinal templates. Next, theyselect locations for roadblocks, road guards,and control points. Then they determine theoverall scheme of the operation byvisualizing the employment of the parentunit two command levels higher than the par-ticipating unit. For battalion exercises, theymust visualize the employment of the entiredivision.

In selecting the locations, planners mustremember that they are limited to the areasdesignated for the exercise. In special caseswhere the exercise may use land not owned bythe military, they must get approval to usesuch land and consider environmentalimpact during initial planning.

Plans must be developed that fully use theterrain but do not abuse it. The use of legs, asillustrated in Figure 6, is one method ofensuring that terrain does not suffer fromexcessive maneuver damage.

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Second, planners reconnoiter the ground to The planners then move through theverify the tentative plan prepared from maps remaining portion of the area and determineand aerial photographs. Ground reconnais- the most realistic locations for other plannedsance should consider such points as— events. The planners should change the

The use of chemical agents and decontami- original plan as necessary. Then they submitnation requirements. it to the directing authority for approval

before making any further plans. If the mapThe impact of tactical engagement and aerial photographic reconnaissance hassimulations. been thorough, the original plan may requireThe effect of low visibility operations. only minor changes.

Maneuver damage and safety.The impact of the equipment such as the COMPLETING THE EXERCISEM1 tank as compared to wheeled vehicles. SUPPORT PLANSA ground reconnaissance validates the For the training exercise to run smoothly

plan backward from the objective. It verifies and accomplish its objectives, writtenthat the plan is appropriate for the partici- support plans must contain practicalpating units. At the objective, the planners guidance for the exercise participants. Thecritically examine the terrain, as would an plans discussed in this section are distributedenemy commander, to determine the most to the appropriate controllers, umpires,realistic locations for scheduled activities. evaluators; OPFORS, and players.

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Intelligence PlansThe planning staff G2 prepares the intel-

ligence plan in coordination with theplanning staff G3 and the chief controller.The plan should provide for—

OPFOR units to portray OPFOR tactics.Realistic input of combat information.Timely introduction of information into theexercise intelligence.Before writing an intelligence plan, the G2

studies the directive and the scenario. Incoordination with the G3 and designatedOPFOR commander, the G2 prepares a seriesof OPFOR situations. These will guide theexercise in a scenario that reflects the tacticaldoctrine, capability, and vulnerability of theselected adversary. The G2 then reconnoitersthe terrain to ensure that the OPFOR situa-tions are feasible. The intelligence plan andits support documents must be carefullycoordinated with the control plan and theoperations plan.

OPFOR Situation. This portion of the plancovers the various enemy situations thatmust be portrayed by the OPFOR. To clarifyit, planners prepare a situation overlay foreach phase. Given the OPFOR situations andoverlays, the OPFOR commander makes adetailed plan of operations for the requiredtasks. This plan includes simulating OPFORunits that are not physically portrayed.

The play of intelligence sources andagencies is described. These include—

Aerial surveillance and reconnaissance.Surveillance devices.Patrols.Signal intelligence.Electronic intelligence.Prisoners of war.Technical intelligence.

Counterintelligence, guerrilla activities,enemy propaganda, counterpropaganda, andintelligence activities in rear areas are alsoportrayed. Planners first determine whatsystems the player units have for collectingthis information. The types of intelligenceportrayed by the OPFOR must be variedenough to exercise all the intelligencecollecting agencies of the player unit.

The NBC attack capabilities of the OPFORare developed in enough detail to require theplayer units to interpret the informationgathered. Plans should be made for earlydissemination of—

Meteorological data.Recent OPFOR NBC activities.Intelligence bulletins on OPFORequipment.Unusual diseases.Other pertinent information.Whenever possible, OPFOR capabilities

should be represented by replicating actualintelligence targets for friendly units todetect. This not only refers to combat-electronic warfare intelligence (CEWI)activities, but applies across the board for allsystems. It is essential that exercisesduplicate the tasks, conditions, andstandards that must be mastered to fight air-land battles in a realistic environment.

Situations are developed for disseminatingelectronic warfare support measures (ESM)information, current OPFOR electronicwarfare order of battle (OB), and recentOPFOR electronic warfare activities.OPFOR tactical deception (TD) and counter-deception activities are standard parts ofexercise scenarios. They are necessary forrealism. The TD story must be plausible,complete, and consistent with previous,current, and anticipated OPFOR activity.

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FM 25-4Chapter 3/Conduct of Training Exercises

Intelligence information released tofriendly forces must depict both the TD andthe true exercise activities of the OPFOR,though not necessarily at the same time.There should be enough information in bothcategories so that friendly forces will havedifficulty in reaching a quick decision aboutthe OPFOR. Information for bringing theplay back to the intended path must also beready in the event that friendly forces acceptthe initial OPFOR TD activity as the truepicture. OPFOR counterdeception activitiesshould be realistic and inhibit friendlydevelopment of TD activities. Plannersalways distinguish between exercise andactual security and intelligence measures.Directive to OPFOR Commander. Theplanning staff G2 prepares a directiveoutlining the OPFOR commander’s respon-sibilities. It cites the training objectives,announces the exercise dates, and specifiesthe suspense date for the OPFOR com-mander’s operation plan. The directive alsodefines the command relationship betweenthe OPFOR commander and the exercisedirector or chief controller.Special Instructions to the OPFOR. Theseinstructions are an enclosure to the OPFORcommander’s directive and outline matters ofinterest to the entire OPFOR unit. At aminimum, these instructions cover—

The composition and identity of theOPFOR.OPFOR uniforms and equipment.Provisions for an orientation of OPFORkey personnel.Guidance for conducting OPFOR training.Preexercise training area allocation.A rehearsal schedule for OPFORs.Rehearsals may be MAPEXs, terrainwalks, CPXs, FTXS, or a combination ofthese.

OPFOR conduct during the exercise. Thisincludes actions taken with prisoners ofwar (PWs) and as PWs.Appendix C is a detailed discussion of the

OPFOR, its use, and the training it requires.

Intelligence Information Distribution. Thisplan provides the scheme of intelligence playbefore and during the tactical play of theexercise. It includes the information to bereleased, guidelines on how to release it, and aschedule for its distribution. The intelligenceinformation released falls into twocategories:

What the unit receives automaticallythrough command channels.What the unit receives only when it takesthe proper action to obtain it.The most realistic method of starting intel-

ligence play in large-unit exercises is for thenext higher tactical headquarters to dis-seminate intelligence to the participatingunit early in the exercise. Disseminating areaanalysis and intelligence summaries andreports provides the necessary background toinitiate intelligence play. The OPFOR planand situation and the intelligence informa-tion distribution scheme are carefully coordi-nated to ensure synchronization. They alsointroduce events designed to see how thefriendly force will react to air-land battles.The reactions of friendly units become keypoints of discussion for the AAR.

Control PlansControl plans provide instructions for con-

trolling and evaluating the exercise andorganizing the control group. To build acontrol group, the planning staff G3 preparesthe control plan based on the exercisescenario and appropriate. references. Instruc-tions for the control group must conform tothe scenario and the intelligence plan. The

21


success of the exercise depends largely onhow thorough these plans are and how wellthey are executed.

Safety Instructions. The effort to attainmaximum realism may cause hazardous con-ditions and situations to arise. These hazardscould have an adverse effect on the progressof the exercise, as well as on the individualparticipants and the local civilian com-munities. To minimize accidents and injuries,planners must prepare and issue specificsafety instructions to all units well inadvance of the exercise. The control per-sonnel in the exercise area are responsible forimplementing these instructions. This in noway, however, lessens the command respon-sibility within the player units for issuing,clarifying, and enforcing safety rules. Safetyinstructions include—

Objectives and responsibilities.Accident causes and preventive measures.Accident reporting. Spot reports, as well asformal accident reporting and investi-gative procedures, are prescribed.Because current equipment is very mobile,

command instructions must emphasize itssafe operation during training exercises andunder administrative conditions during day,night, and reduced visibility.Uniform Markings, Color Control, and Exer-cise Rules. This portion of the control planprescribes—

Uniform markings for OPFOR, controller,evaluator, umpire, and observer personnel.Markings for vehicles, aircraft, andequipment.Pyrotechnics, munitions, and lasers per-mitted in the exercise and instructions fortheir use.Flag-signaling devices allowed andinstructions for their use.

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Funding authorization and source ofsupply.Controller rules.Guidance concerning the use of civilians(or military personnel disguised ascivilians) in exercise play, their identi-fication, and treatment.Guidance for civil-military relationships.The plan must be closely coordinated withthe exercise G5 and the public and unitinformation programs and activities. Addi-tionally, it will include procedures for iden-tifying and treating civilians who reside inor near the exercise area but who do notparticipate.

Umpires, personnel, vehicles, and installa-tions participating in combined land exer-cises with other nations must be marked inaccordance with NATO StandardizationAgreement (STANAG) 2100, Edition 5.

Controller, Umpire, and Evaluator Assign-ments. Controllers, umpires, and evaluatorsare essential for the effective and efficientoperation of training exercises. Controllersensure that events occur at the appropriatetimes and places according to the exercisescenario and schedule of events. Controllersrepresent all headquarters and units notphysically present as players. Evaluatorsobserve the activities of players and playerunits to determine whether they performtasks to predetermined standards.Evaluators provide input to the AARs.Umpires determine the outcome of battleengagements and the effects of fires,obstacles, and support activities. They reportthe results both to player units and thecontrol organization. The planning staff G1coordinates with appropriate staff membersto recommend sources of personnel and selec-tion criteria to the exercise director. Membersof the control group should be taken from

FM 25-4

nonplaying units because playing unitsshould be at full strength. During any oneexercise, controller, evaluator, and umpireduties are normally assigned to separate indi-viduals. However, the exercise director mayhave to assign two or more of these functionsto the same person due to shortages ofqualified personnel.

Each controller, evaluator, and umpire isassigned to a specific section for the durationof the exercise. The chief controller deter-mines these specific assignments based onthe scope of the exercise and the availablepersonnel and required equipment. Ifpossible, personnel assigned as evaluatorsshould have experience in the position beingevaluated. Whenever feasible, commandersshould evaluate commanders. For a descrip-tion of the duties of umpires, controllers, andevaluators, refer to specific exercises inChapter 3 and to Appendix E.

Controller, Umpire, and Evaluator Com-munication and Transportation. To controland coordinate exercises, good communica-tions are essential. A large-unit FTX mayoperate over extended distances and requirehighly mobile controllers, umpires, andevaluators. In such a case, obstacles to con-tinuous and efficient communication arenumerous. The G4, the special security officer(SSO), and the signal officer assist theplanning staff G3 to coordinate communi-cation and transportation needs. Since theplayer units require their organic communi-cation equipment and vehicles during theexercise, the G3, G4, and signal officer shouldacquire this equipment from other sources.

Schedule of Controller, Umpire, andEvaluator Training. Controllers, umpires,and evaluators must be trained to executetheir assignments. The amount of trainingdepends on the backgrounds and experienceof these individuals as well as the scale of theexercise. The schedule provides for—


A detailed orientation to the exercise,including the training objectives, themethods for attaining the objectives, thescenario, and the supporting plans.A detailed reconnaissance of the exercisearea.Schooling that emphasizes duties, use ofcontrol equipment, map reading, andtactics.Rehearsals or MAPEXs to ensure completeunderstanding of the exercise.Orientation on the conduct of the AAR.

Appendix E describes controller, evaluator,and umpire training.

Controller Reports. The chief controllerprepares a guide for reports. It lists requiredreports, provides the format for those reports,and designates special areas of interest forevaluation during each part of the exercise.

Administrative and LogisticsPlans

The administrative and logistics planprovides for actual combat service support ofthe exercises. The planning staff G4 coordi-nates with the G1, G5, and appropriatespecial staff officers regarding CSS. The G4determines the availability of essentialsupplies and maintenance support and plansfor medical evacuation and traffic control.

The administrative and logistics plan mustmatch the scenario and operation plan. Itcontains instructions for the realistic play ofCSS for both OPFOR and friendly units. Italso provides for the concurrent training ofthe CSS elements involved. Logistic supportmust conform to the logistic policies of theexercise. The planning staff G4 coordinatesclosely with the G1 and G5 to prepare theplan, which covers all phases of the exercise.

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Appendixes to the administrative andlogistics plan pertaining to CSS must—

Establish a list of mandatory supply itemsto be brought to the exercise area bysupporting troops.Describe the procedures for obtaining andmaintaining training supplies.Establish available supply rates for alltypes of munitions.Determine logistics requirements for.special items such as decontaminationmaterials, fog oil, and NBC simulators.

Planners estimate the required types andquantities of these various supply items earlyin the planning phase to ensure that theappendixes will contain all this information.

Movement PlanThe number of player units, OPFOR, and

control personnel involved in a large-unitfield exercise requires the planning staff G4to prepare a detailed movement plan. Thisplan coordinates transportation assets andcontrols traffic. When the exercise isconducted off military controlled land, thisplan must be coordinated with appropriatecivil authorities. Failure to do so may result inmilitary and civilian traffic problems thatcould interfere with the exercise timeschedule.

Maneuver Damage ControlPlan

The maneuver damage control plan isclosely related to the claims plan describedlater in this chapter. The maneuver damagecontrol plan prescribes—

General policies.Responsibilities of commanders and units.Areas of responsibility.

Training and orientation of troops, claimspersonnel, and repair teams.Restrictions, limitations, and precautionsto be observed. These include rulesgoverning vehicle travel, use of airstripsand railroads, communications, commandpost sites, and wire and cable laying.The organization and duties of maneuverdamage control teams.Participation of umpire and controlpersonnel.Preexercise reports, spot damage reports,player and support unit location reports,and postexercise repair reports.

If possible, aerial and other photographs ofthe exercise area should be made prior to andimmediately after the exercise. They willassist with cleanup and resolution ofmaneuver damage claims.

Civil-Military OperationsPlan

The CMO plan, prepared by the planningstaff G5, establishes the scope and objectivesof CMO play in the exercise. It may cover theemployment of civil affairs units and staffsduring the exercise, as well as those portionsof the PSYOP plan consolidating PSYOPactivities in support of the civil affairs plan.

Emergency or ReadinessMeasures Plan

Since forces involved in an exercise may berequired for actual operations, an emergencydeployment plan is prepared. Multiple andsecure notification means are provided forthis purpose. The planning staff G3 preparesthis plan.

A situation may require implementation ofoperation or alert plans and warrant theimmediate termination of the exercise. If so,

2 4


the exercise director transmits in the clear aduly authenticated, preselected code word. Inturn, the code word is transmitted by eachplayer and control echelon taking part in theexercise, and the exercise is terminated. Allcommunication circuits are cleared for emer-gency traffic. Circuits out of action due toexercise play are restored immediately.

Planners make careful distinctionsbetween exercise instructions and the actualinstructions for an operation or alert plan.Before leaving their garrisons, all units aretold the locations and availability of liveammunition in case play is terminated andexecution of a contingency plan is ordered.Live ammunition to be carried during theexercise is loaded according to local SOP.Coordinating and arranging for convoyroutes from the exercise location todeployment positions must occur during theplanning phase. If the exercise area is anunreasonable distance from the planneddeployment position, contingency plansmust be developed prior to the exercise.

Orientation and After-ActionReview Plan

The planning staff G3 prepares this plan. Itcontains detailed instructions for orientationbefore the exercise and for the AAR.

The preexercise orientation is essential toensure that all personnel start with the sameinformation and carry out their duties withinterest and enthusiasm. The orientationdevelops an understanding of the trainingobjectives and how to attain them. Key per-sonnel are designated to attend the orien-tation to ensure that player units receive thenecessary information. A briefing schedule ispublished and a rehearsal conducted.

AARs occur as soon as practicablefollowing major events, exercise phases, orENDEX. Effective AARs are as brief and

concise as possible considering the amount ofinformation to be covered. At a minimum,AARs include commanders and staff. Ifpossible, they include participating soldiers.Players discuss their reasons for takingactions. Controllers, umpires, and evaluatorsmake their observations. The OPFOR shouldgive its view of the exercise. In schedulingAARs, planners should consider the physicalcondition of the soldiers and the locations ofunits. They also need to consider the timeneeded to collect, collate, and evaluate reportsfrom controllers, evaluators, umpires, andOPFORs. For larger scale exercises, the G3should schedule multiechelon AARs, asdescribed in Appendix G.

Information PlanThe planning staff information officer

coordinates with all staff sections to preparea public information plan that will developpublic support of the Army’s mission. Thescope and objectives of the exercise determinethe extent of this plan. In the interest of soundpublic relations, the exercise director shouldprepare the local population for any unusualor inconvenient situations that may arise.

All exercises have certain security,political, and public relations implications.Planners weigh these implications carefullyand formulate a basic concept for publicityfor each exercise. They determine a suitablepress release date in advance. It takes intoconsideration the requirements for security,public relations, and items of internationaland political interest. They weigh the releaseof detailed information concerning thenature and location of the exercise and theparticipating forces in relation to securityand political implications. Invitations to thepress are prepared by information officersand cleared by SSOs. The invitations mayrequest that the exercise be given no publicityuntil a predetermined date.

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When publicity is not desired, plannersestablish policies for handling pressinquiries. The information plan also providesfor—

Initial releases announcing the exercise.The extent of hometown press releases.Radio, television, and other news mediacoverage.The extent of press coverage and the invita-tions to be issued.Support of news media representatives.Briefings to be given and courtesies to beextended.Unit orientation.Exercise news publications or other newsfeatures.

Claims PlanWhen a large-unit field exercise uses

privately owned land, buildings, orequipment, the planning staff G4 mustprepare a claims plan. This plan is preparedin coordination with the G1, staff judgeadvocate, engineer officer, G5, and G3. Theplan designates—

A claims officer, who is appointed early toexecute the leases for the property required.The same officer is responsible for settlingany claims arising from the exercise.The amount of land, equipment, or buildingspace required.A rental procedure, to include the length oftime that facilities or land will be required.The limitations imposed on the use of allleased property.The means for issuing these instructions toall units.A means of processing claims.

The procedure for obtaining claimsreleases.Off-limits areas.

Comptroller PlanFor funding purposes, large field exercises

normally require the assignment of acomptroller to the planning staff. Comp-troller activities in support of the exerciseinclude—

Preparing the comptroller plan.Monitoring the exercise expenditures.Advising the planning staff on financialmatters.

Records and Reports PlanThe planning staff G3 formulates a plan for

required records and reports based on theexercise director’s guidance. At a minimum,it requires an AAR upon completion of theexercise. The plan designates the com-manders who must conduct AARs andprescribes the format, number of copies, andsuspense date for after-action reports. Allreports are tabulated to show the—

Proper title.Basic references.Submitting unit.Time interval covered.Suspense date.Format.Number of copies required.Method of transmission.

PREPARING THE SCENARIOOnce the exercise director has approved the

outline plan, the planning staff G3 and G2,

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with other staff participation, complete thescenario. Scenarios are stories for trainingexercises. They list the events that lead up tothe points requiring player units to executetheir operation orders (OPORDs) and thusbegin the exercises. These lists include thefacts necessary to place player units in thedesired tactical settings prior to STARTEX.Scenarios guide umpire, controller, andevaluator personnel so that the exercise willprogress according to predetermined plans.Although scenarios are normally innarrative form, overlay scenarios may beused for small exercises with limited objec-tives. Scenarios portray a series of tacticalsituations. They are supported by OPLANs toinclude the annexes and overlays necessaryto meet the command objectives.

Each free-play scenario presents an initialsituation and provides sufficient detail andguidance so the player can prepare anOPLAN, annexes, and overlays. AfterSTARTEX, higher headquarters and theplayer commander control the activities,based on METT and a realistic enemy. Usingthis type of scenario, a player is free, withindoctrine and the higher unit OPORD, toinitiate activity. Each controlled-playscenario presents detailed situations andevents created to accomplish a specific exer-cise objective. It is normally keyed to a rigidschedule of events with a predeterminedmessage release list.

The two scenarios differ in purpose. Free-play scenarios allow commanders maximumlatitude in executing missions. Conversely,controlled-play scenarios cause commandersto take specific actions in response to pre-determined events.

Controlled-play scenarios are best usedwhen exercise objectives are to train onspecific battle staff, survivability, orcombined arms and services tasks under

specific conditions. Examples include opera-tions in a chemical environment, deliberateriver-crossing operations, and military opera-tions on urbanized terrain (MOUT). Con-trolled-play scenarios are best supported byschedules of events that ensure the timelyinsertion of incidents.

Free-play scenarios are best used when theexercise objective is to integrate systems,survivability, and battle staff training in themost realistic, full-threat environmentpossible. Free-play scenarios can use battlesimulations such as Pegasus, First Battle, orCAMMS.

Scenarios contain the following elements:A general situation that provides the par-ticipants with the background informationnormally available in a combat situation.An initial situation that starts the actionby the player unit and causes the com-mander to issue orders committing unite.A subsequent situation that continues theexercise and causes controllers, umpires,and evaluators to maintain control. Itincludes all major events necessary toaccomplish the exercise objectives withinthe allotted time.

Considerable guidance is required fromplayer unit commanders regarding the paceof the exercise. The scenario developers mustplan thoroughly to balance the number andtypes of requirements placed on the playersand the time allocated to complete them. Theplanners must not attempt to do too much intoo little time. It is better to conduct a fewevents to standard and have time for con-ducting good AARs and for repeating anyevents as necessary, rather than to attemptmore events than can be executed using theappropriate troop-leading procedures.

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General SituationAt a minimum, the general situation

includes—A general statement describing the eventsthat precipitated the current situationcausing the commitment of US forces.The strategic and tactical situation, toinclude friendly forces two echelons higher.A description of the OPFOR situation, toinclude the disposition of their forces twoechelons higher.An analysis of the area of operations.In developing the general situation,

planners should establish the troop list of thenext higher echelon and the time frame forthe execution phase of the exercise. Adjust-ments can be made as the training andsupport situations change; however, majorrevisions should be avoided.

Initial SituationThe initial situation places the player unit

in a tactical situation before STARTEX. If apreexercise phase is used to prepare anOPLAN, the prepared OPLAN is converted toan OPORD at, or prior to, STARTEX by afragmentary order (FRAGO). However, if apreexercise phase is not used, an OPLAN isdeveloped during the initial phase. Itprovides the basis for subsequent operations.The requirements for the initial situation willdepend on when the player OPLAN isdeveloped. In any case, the controllers shouldreview the OPLAN for format and content,since the preparation, dissemination, andsupervision of plans, orders, and estimatesare normally prime objectives of any exercise.The annotated OPORD shown as an annex inFM 101-5 should be used as a model format.

The OPORD causes the player to executethe mission assigned by higher head-quarters. The OPORD clearly expresses theway the player unit commander visualizesthe flow of the battle. If the player’s OPORD

does not comply with higher headquarters’directives or if execution of the order wouldcreate a serious safety hazard, the ordershould be returned for correction.

The initial situation should cause theG2/S2 to begin IPB. Through carefulanalysis of the terrain, avenues of approach,and adversary doctrinal templating, theplayer unit can determine the mostdangerous avenue of approach and the mostlikely enemy configuration. At STARTEX,the player unit should have sufficient enemyintelligence information as wouldrealistically be available in wartime. Thisinformation should be provided throughplayer channels to the lowest level to ensure aconsistent portrayal of the enemy situation.Failure to disseminate intelligence to subor-dinate units should be addressed in the AAR.

Subsequent SituationsExercise planners develop the subsequent

situations by creating a list of events that—Ensures a logical flow for the exercise.Obtains a realistic time estimate for theentire exercise.Ensures all training objectives areachieved.

Events are concise written statements oftactical activities. Planners list them inchronological order and estimate when theywill occur. They may cross reference eventsand their scheduled times by arranging bothin column format. Such a list will help theexercise flow to a logical conclusion. Oncethey prepare the list of events, plannersdevelop corresponding incidents withexecution times, if appropriate, that providecontrollers, umpires, evaluators, andOPFORs with a way of realisticallypresenting each event to the player. The listshould indicate—

Where each event or incident takes place.

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FM 25-4


Who is involved in each.How each is initiated.The events, incidents, and additional

information become a schedule of events andan enclosure to the scenario. The enclosure isan abbreviated publication arranged chrono-logically in column format. It provides aready index to the time, place, soldiers orunits involved, and the activity planned for agiven situation. It also estimates the timerequired to conduct the exercise, includingthe time for troop orientation beforeSTARTEX and for an AAR after each exer-cise phase or at ENDEX. Planners shouldadjust this time estimate after the exercise isrehearsed. For free-play scenarios, theschedule of events will be much less detailedthan for a controlled-play scenario. Items onthe schedule of events cause specific actionsor reactions by the players within or amongvarious systems. The schedule of eventsshould provide sufficient information toallow follow-up and observations by con-troller and umpire personnel. These events,actions, and reactions become topics of dis-cussion in the AAR.

PREPARING AN OPERATIONPLAN

The exercise scenario is the basis for theOPLAN. The OPLAN is the responsibility ofthe planning staff G3. However, all membersof he planning staff must share indeveloping the OPLAN to produce thevarious supporting annexes and overlaysthat it requires.

The complexity of the OPLAN may varywith the scope of the exercise. For example,the OPLAN for a battalion-level exercise maybe issued as a verbal order. Warning ordersand FRAGOs to initiate, continue, change, orhalt operations are often prepared in advancein support of exercises conducted for the

purpose of evaluating or testing multipleunits under like conditions.

PUBLISHING THE LETTEROF INSTRUCTION

The LOI provides exercise information toall participants. It may include references toinformation such as the maneuver damageplan or the safety SOP, already published inother sources.

The LOI is prepared in a format that is easyto use and provides all the necessary informa-tion. If the exercise is very large or complex,annexes to the LOI may address specificsubjects.

The first draft of the LOI is published farenough in advance of STARTEX to allow allconcerned agencies, major subordinate com-mands, and special staff members to respondand submit comments. The final version ofthe LOI is published only when thesecomments have been considered andincorporated. At division level, planningshould start at least 60 days prior toSTARTEX. For exercises above division, aminimum of 30 additional days should beallowed for each echelon.

Those who plan and participate in exer-cises must be kept well informed throughoutthe planning process. The LOI should not beused as the sole method of providing informa-tion. Briefings, updates, fact sheets, or in-process reviews (IPRs) may also be used, asappropriate or whenever important changesoccur that will influence the exercisedevelopment.

PREPARING ACONTINGENCY PLAN

The planning staff G3 is responsible forpreparing the contingency plan. It stipulateswhat actions are to be taken in the event ofadverse weather, actual war, or other factors

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PREPARING THE TERRAINlimiting exercise. If the plan calls for an alter- Preparation of the terrain may be neces-nate exercise, then the planning process for it sary to provide a realistic environment, tomust be given the same consideration as the protect the terrain from excessive maneuveroriginal exercise, including the appropriate damage, and to ensure troop safety whilesupport plan. employing high-mobility systems. For

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CONDUCTING A REHEARSALexample, in a live-fire exercise, electronicallyor mechanically controlled targets may be in-stalled in foxholes or bunkers to represent theOPFOR. Dug-in, remotely controlled machinegun simulators may represent OPFOR firefrom the objective. Barbed wire obstacles onthe objective, demolition pits along the routesof approach, enemy fighting positions, andsimulated gun emplacements can all addrealism. Safety devices to facilitate controland safe operation should be installed when-ever demolitions or live-fire exercises areincorporated in the training exercise.

As a final check on planning, the exercise isrehearsed. This rehearsal does not includeplayers. It occurs far enough in advance ofthe exercise for planners to correct errors andadjust the schedule. Controllers, umpires,evaluators, and OPFORs should rehearse sothat they are all thoroughly familiar withtheir duties. For large exercises, it is critical torehearse communications. The agency orindividual who originally directed the exer-cise should be represented at the rehearsal inorder to make necessary changes and toapprove the exercise.

31

CHAPTER 3

Conduct of Training Exercises

INITIAL CONSIDERATIONS

The training exercises described in thischapter provide the preferred methods toteach, sustain, and reinforce individual andcollective skills. They provide trainingmethods to develop, sustain, and evaluatecommand and control skills. They are essen-tial team-building tools, inasmuch as theyteach the employment of the internal andexternal systems necessary to coordinate andintegrate combined arms and services team-work in order to fight and win air-landbattles.

Training exercises are a vital part of thespectrum of training. Commanders use themto train individual, leader, and collectiveskills in battle staff, survivability, and com-bined arms and services training. Com-manders select a particular training exerciseor combination of exercises based on specifictraining objectives and on available

resources. They select the specific trainingexercise that will best attain their objectivesand expend the fewest resources.

COMMAND AND CONTROLPROFICIENCY

In order to conduct successful maneuversor FTXs at battalion level and above, com-manders and their staffs must already be pro-ficient in fundamental command and controlskills. The exercises described in this chaptertrain staffs to issue orders in a timelysequence so that the available combat powercan be committed at the right place and time.Exercises allow commanders to train theirstaffs—

To prepare orders to maneuver or moveunits.To plan and coordinate fire support.

CONTENTS

INITIAL CONSIDERATIONS . . . . . . . . . . . . . . . . 32Command and Control Proficiency . . . . 32Active Involvement . . . . . . . . . . . . . . . ...33Autonomy . . . . . . . . . . . . . . . . . . . . . . . . . .33

MAP EXERCISES . . . . . . . . . . . . . . . . . . . . . ...35Description . . . . . . . . . . . . . . . . . . . . . . ...35Phases . . . . . . . . . . . . . . . . . . . . . . . . . . ...37

TACTICAL EXERCISES WITHOUT TROOPS . . . . 40Description . . . . . . . . . . . . . . . . . . . . . . ...40Phases . . . . . . . . . . . . . . . . . . . . . . . . . . ...41

COMMAND POST EXERCISES . . . . . . . . . . . . . . 44Description . . . . . . . . . . . . . . . . . . . . . . ...44Phases . . . . . . . . . . . . . . . . . . . . . . . . . . ...47

FIELD TRAINING EXERCISES . . . . . . . . . . . . . . 53Description . . . . . . . . . . . . . . . . . . . . . . ...53

Phases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55COMMAND FIELD EXERCISES . . . . . . . . . . . . . 57

Description . . . . . . . . . . . . . . . . . . . . . . . . . 57Phases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58

LIVE-FIRE EXERCISES . . . . . . . . . . . . . . . . . . . . 59Description . . . . . . . . . . . . . . . . . . . . . . . . . 59Phases . . . . . . . . . . . . . . . . . . . . . . . . . . ...66

FIRE COORDINATION EXERCISE . . . . . . . . . . . . 69DEPLOYMENT EXERCISES . . . . . . . . . . . . . . . . . 70JOINT TRAINING EXERCISES . . . . . . . . . . . . . . 70COMBINED TRAINING EXERCISES . . . . . . . . . . 71

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FM 25-4

To integrate all supporting systems.Engineer barrier plans, for example, must

be coordinated with final protecting fires.Battalion battle positions and naturalobstacles must be tied to engineer tank obsta-cles. Where appropriate, exercises should useautomated data information and automateddata processing (ADP) systems to teachoperators to support staff requirements.Moreover, scenarios should be intenseenough to stretch ADP systems in providingtimely information.

ACTIVE INVOLVEMENTCommanders must caution their staffs to

recognize that reality is the basis for decisionmaking. Operations centers, current situa-tion maps, and ADP printouts are not reality.They are no more accurate than the fragmen-tary information fed into the tactical opera-tions center (TOC). Decision making mustultimately rely upon the commander’s judg-ment based upon his personal observation ofthe battlefield. The purpose of the stafftraining through simulations, TEWTs, andultimately major exercises is to teach unitteamwork and the proper preparation ofestimates and orders in support of thecommander.

The well-trained staff assists the com-mander in recognizing the critical actionsunfolding on the battlefield. The commanderpositions himself behind the main effort toencourage his soldiers, to see the battledevelop, and to be in position to make thecritical decisions that will determine the out-come of the battle. The staff members take thecommander’s decisions and use their com-munications and their teamwork to makemaximum combat power available to imple-ment his decisions. Exercises teach the unitto achieve this vital teamwork that enablesthe commander to translate his decisions intoactions that produce a decisive advantage atthe critical period of the battle.


AUTONOMYThe commander teaches his staff to operate

without him. Inasmuch as he can seldom beat the TOC except to receive a periodic updateduring periods of reduced activity, the com-mander uses a series of exercises to train thestaff. He ensures they are capable ofcontinuous operations by insisting upondesignation and observance of workingshifts. The next war is unlikely to be a shortwar. Consequently, the commander mustteach the staff to make operations routine,allowing personnel to be rested and alert fortheir tour of duty. To avoid a break in dutypersonnel thoroughly abreast of the tacticalsituation, officer and NCO shifts should notcoincide.

The commander should receive an updatebriefing from the staff upon his return to theTOC. This practice requires the staff to main-tain an estimate of the situation, which iscontinually updated during the course oftheir duties. TOC operators brief theirreplacements when relieved at the end oftheir tour of duty. The update briefing for thecommander normally takes one of two forms:a formal briefing attended by the senior shiftpersonnel or individual updates for the com-mander at each staff section.

The commander uses the update to ensurehis estimate of the situation is current, toevaluate the staff estimate, and to train thestaff. Normally the commander, who hasobserved the major actions of the unit andvisited his subordinate commanders, willhave more current information than does hisstaff. The staff update will often show thatsubordinate units have failed to report essen-tial information that SOP requires them toreport. This experience teaches the staff toinsist upon prompt and continuous reporting.During the update briefing, the commandercoaches the staff on the proper formulation ofestimates, a disciplined thought processdeveloped over time.

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Through the conduct of austere exercises,the commander trains his commanders andthe staff so that they are prepared to performtheir duties during maneuvers or the conductof combat operations. During a MAPEX orCPX, the commander can observe individualstaff sections and critique specific actions,such as—

Posting situation maps.Using radio telephone procedures.Preparing estimates and orders.Exchanging information within the staff.Arranging the TOC to facilitatecoordination.

The commander must emphasizecoordination and information flow since theyare essential to an efficient operation. Hemust insist that information be disseminateddown the chain, as well as to higher and adja-cent units. Each echelon can become a filterof essential information unless the staffcontinually works at information sharing.Recognition that the staff serves the lowerunits, as well as the commander, is aprofound concept—a mark of professionalstaff organization.

Mastery of troop-leading procedures allowssubordinates adequate time to issue warningorders, to conduct reconnaissance, and toprepare and issue timely orders. Suchmastery is a key training objective of the com-mander. This objective can be achieved onlythrough practice. The time for mistakes andomissions is during training exercises thatdo not involve troops. The AAR should high-light this important dimension of commandand control, upon which successful opera-tions are predicated. Once the commander’sconcept of operations is provided to his com-manders and detailed orders are published, ashared understanding of operations is estab-lished. It can become the basis for verbalFRAGOs to adjust to the changing tacticalsituation. The compression of time in thetroop-leading steps for the use of a FRAGO ismade possible by the previous employment offull troop-leading steps. These ensure a com-mon understanding of the enemy, missionand friendly situation, current controlmeasures, and detailed reconnaissance (mapor ground) of the operational area. The team-work of a trained staff facilitates this process.Staff proficiency and teamwork aredeveloped over time through the exercisesdiscussed in this chapter.

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MAP EXERCISESDESCRIPTION

MAPEXs are low-cost, low-overhead train-ing exercises that portray military situationson maps and overlays that may be supple-mented with, or replaced by, terrain modelsand sand tables. MAPEXs allow com-manders to train their staffs to perform essen-tial integrating and control functions to sup-port their decisions under simulated wartimeconditions. MAPEXs may be employed bycommanders to train the staffs at anyechelon—

To function as effective teams.To exchange information.To prepare estimates.To give appraisals.To make recommendations and decisions.To prepare plans.To issue orders.To be proficient in integration of all branchelements of the teams.MAPEXs are suitable for command and

control training from battalion through corpslevels. They are especially useful for multi-echelon staff training when commanderswant to involve the minimum number ofsoldiers while fully exercising staff proce-dures and techniques at multiple echelons.MAPEXs are relatively inexpensive. Theirscenarios derive from event schedules or frombattle simulations, depending upon theresources available.

MAPEXs can provide survivability train-ing through the practice of continuous opera-tions, operations in a mission-oriented protec-tion posture (MOPP) 4 environment passingcontrol to alternate operations centers andjump CPs, as well as practice in operation in adispersed posture.

CharacteristicsMAPEXs should attempt to portray the

battlefield as realistically as possible. They

should include NBC play, both defensive andoffensive, to demonstrate and prepare partici-pants for the physical and psychologicaleffects of continuous NBC operations. Theyportray exercise administrative and logis-tical situations realistically to integrate allaspects of the battle. They portray EWrealistically to allow participants to achieveproficiency in working through jamming andin exercising appropriate countermeasures.

Controllers must consider how the informa-tion they input affects player staff sectionsunder actual battle conditions. These inputsshould make players aware of the tacticaland logistical situations, both friendly andenemy, as well as of the impact of the civiliansituation upon tactical operations. Thecontrol group must render prompt and logicalrulings for all tactical and logistical situa-tions that arise. When player and enemyforces make contact, controllers allow thesituation to develop until a tactical ruling isindicated or required. The control groupassesses casualties and damage andannounces engagement results. Thecompany players use this information topaint the battlefield picture to battalion head-quarters. Since MAPEXs are training vehi-cles, players, and controllers must not revealinformation unavailable in a real situation.

MAPEXs require the controllers to avoidinfluencing exercise play artificially sincedoing so creates other artificial situationslater. Controllers should not interfere withplayer personnel even though they may beallowed free access to player facilities so theycan perform their assigned duties. Con-trollers should provide their insights and sug-gestions during periodic AARs to assistplayers in maximizing lessons learnedthrough the exercise.

PersonnelThe player personnel for MAPEXs should

include representatives from all elements of

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the combat team or task force. MAPEXsrequire control teams to regulate the exerciseand cause play to flow to a logical conclusion.The chief controller supervises the entirecontroller facility and acts as the director ofcontroller personnel. The assistant chief con-troller acts as the chief battle map (terrainmodel) controller. He is responsible for thebattle portrayal on the map, to include battledamage assessment. The assistant battlemap controllers ensure that players report tohigher headquarters only what they couldobserve in an actual tactical situation. Theyensure that maneuver, fire support, CS, andCSS functions are realistically portrayed byboth friendly personnel and threat con-trollers. They also arbitrate all points ofdisagreement concerning battle map play.

The threat controllers ensure that enemyactions are portrayed according to threatdoctrine and the exercise order of battle. Theybegin the exercise by displaying the initialthreat situation prepared by the exerciseplanning group. They continue exercise playby interacting with the player commandersand by continually presenting realistic situa-tions using threat tactics. The damageassessment controllers assess personnel andequipment loss and determine whendamaged equipment and wounded personnelcan be returned to action. Controllers mustnot usurp player functions. For example,medical personnel of the player unit shouldbe required to determine when or if woundedpersonnel can return to the battle.

The number of control personnel requireddepends upon the size of the player organiza-tion and the scope of the exercise scenario. Ifa simulation drives the MAPEX, the instruc-tions contained in the simulation packagewill provide guidance for developing con-troller manning tables.

Both controller and player personnel mustunderstand the specific job positions and

command echelons represented by membersof the control group. The control group repre-sents all persons and units except thosespecifically represented by the player units.

Equipment and FacilitiesMAPEXs require on] y minimal equipment.

It may consist of the following:Exercise maps sufficient in number to meetthe demands of the exercise objectives. Ter-rain models or sand tables that are exactreplicas of the maps may be used inconjunction with the maps or alone. If theyare used, they should be large enough toallow all player and controller personnel toobserve and to perform as assigned.General purpose items such as office sup-plies, overlay production material,message and journal logs, report forms,unit SOPs, and appropriate referencematerials.Simple point-to-point wire communicationsto permit simulation of communicationlinks to be practiced during the exercise. Ifradio or wire links are employed in anoperational environment, players shouldnot be permitted to make face-to-facecommunication with other players.Requiring little communications equip-

ment and a minimum number of supportpersonnel, MAPEXs may be conducted inpermanent or temporary locations. Plannersmust provide buildings or tents large enoughto house both player and control functions.The work area should be relativelyuncrowded. Planners must make provisionsfor security, visitor reception and briefing,food service, and vehicle parking, as appro-priate. If the MAPEX is conducted away fromthe unit’s cantonment area, planners mustarrange transportation and medical support.If the MAPEX is to last longer than one day,they must arrange for billeting.

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PHASESPreexercise

Prior to selecting the MAPEX trainingmode, commanders must ensure that staffmembers and leaders are familiar with theindividual skills of their duty positions andthe collective skills of their staff section orcommand group. Full proficiency is notrequired for participation, inasmuch as thepurpose of the MAPEX is to build proficiency.

Planners must consider the planning stepsdiscussed in Chapter 2. Commanders andstaffs at battalion level plan and conductMAPEXs for their own units. At higherechelons, planning staffs and controllerteams plan, prepare, conduct, and review theexercise. Once the objectives, scope, troop list,

player unit commander and selected unitpersonnel should be briefed on the exercise.The commander of the player unit uses theMAPEX LOI as the basis for providing exer-cise information to subordinates. Theplanning staff also uses the LOI to brief con-trollers, umpires, and evaluators.

Normally 24 to 48 hours before STARTEX,the controllers train the players in theconduct of the MAPEX. Players who receivebattlefield information directly from con-trollers must have additional training on howto translate it into usable and recognizableformats. These formats include spot reports,situation reports, NBC reports, shell reports,

exercise area, and outline are approved, the and others.

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FM 25-4

Conduct of Training Exercises/Chapter 3

Controller and player training prior to aMAPEX involves the following:

Purpose and scope.Training objectives.Participating units.Enemy situation.Control organization.Communications plan.Casualty and damage assessment.Time delays in message transmission.Controller records and reports.Intelligence play.War-game procedures.

Information flow.In-progress and after-action reviews.Controller duties.

ExecutionThe LOI for the MAPEX will include

instructions for moving to the exercise site, ifappropriate. Time must be set aside andpersonnel assigned prior to STARTEX toinstall any necessary point-to-point wire com-munications, to set up the player andcontroller TOC, and to prepare maps, sandtables, or terrain models.

Prior to STARTEX, the chief controllergives the player commander a commander’supdate briefing. This briefing includes anychanges to the LOI not already announced or

3 8


any items requiring reiteration. The chief sets the stage for the remainder of the exer-controller may assume the role of the player cise and imparts realism. The chief con-unit’s higher commander, unless the com- troller, acting as the higher commander, con-mander elects to play this role himself in the verts the exercise OPLAN to an OPORD andtraining of his subordinates. At this point, announces that staff members are availablethe chief controller is briefed by controllers for coordination with their player counter-representing staff members. This briefing parts. This normally constitutes STARTEX.

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The brigade-level MAPEX functions asfollows:

The players are presented with a generaland a special situation.The players react to the situation andprovide information and reports to higher,lower, and adjacent units, as appropriate.The control group, in its role as higherheadquarters, evaluates the player ordersfor mission accomplishment, fights itsportion of the air-land battles, andresponds to player requests for support, asappropriate. At the same time, companycommanders gather around the battle mapand fight the battle according to battalionorders.The results of battle board actions arerelayed to the player battalion head-quarters in the form of reports andrequests. These portray the battle andcreate new situations requiring additionalplayer actions or reactions. BattalionTOCs, in turn, feed information, reports,and requests to the brigade.The players react to the new situations asthey normally would in combat. This forcesthe brigade and battalions to alter battleplans, issue FRAGOs. and place demandson CS and CSS units.This process continues until the MAPEXends.

PostexerciseAt ENDEX, the chief controller holds an

immediate AAR so that all players andcontrollers gain the maximum trainingbenefit from the exercise. At a minimum, theAAR should–

Provide an opportunity for the players andcontrollers to exchange information, ideas,and lessons learned.

4 0

Allow the threat controllers to explain theirbattle plans, battle outcomes, and strengthat ENDEX. An assessment of future threatcapabilities should also be presented.

Appendix G contains a complete discussionof the AAR and after-action reports.

TACTICAL EXERCISESWITHOUT TROOPS

DESCRIPTIONTEWTs are low-cost, low-overhead exer-

cises conducted in the field on actual terrainsuitable for training units for specific mis-sions. Using few support troops, TEWTs areused by commanders to train subordinateleaders and battle staffs at any echelon—

To analyze terrain.To employ units according to terrainanalysis.To emplace weapon systems to best supportthe unit’s mission.To plan conduct of the unit mission.To coach subordinates on the best use of ter-rain and proper employment of all combatarms (CA), CS, and CSS assets.Unit personnel participate in a TEWT as

members of small groups. The commander orhis S3 orients them on the terrain, pointingout prominent features and their importanceto the exercise. The commander then-presentsthe special situation—an extension of thegeneral situation that was issued in advanceof the TEWT—followed by the initial require-ment. Group members then solve eachrequirement individually and prepare topresent their solutions. Next, the groupdiscusses individual solutions and develops agroup solution. The commander critiques thegroup and presents his solution. Discussion

FM 25-4


of individual solutions generates interest andunderstanding of tactics and optimum use ofthe terrain. By allowing group leaders toexplain unit dispositions for a given opera-tion, TEWTs create a favorable environmentfor a professionally challenging and informa-tive class on subjects that impact directlyupon the unit mission.

CharacteristicsFor a successful TEWT, the commander

must select the proper terrain and reconnoiterit. This process is vital since the TEWTteaches tactics by using actual terrain. Thegeneral area is selected from a map recon-naissance and then followed up with an on-the-ground reconnaissance. Sites preselectedshould be appropriate for the training objec-tives and flexible enough to portray morethan one practical solution. The various loca-tions selected for specific events during thereconnaissance become training sites forspecific situations. The time schedule identi-fies these locations by six-digit gridcoordinates.

PersonnelThe personnel participating in a TEWT are

subordinate commanders, leaders, and staffsselected by the unit commander.Commanders or S3s from direct supportorganizations may supply advice on situa-tions concerning their own specialties. Basedon their participation, the TEWT can providecombat team training. The participants fromsupporting organizations should be con-sulted during the preparation of the exerciseand be available during its execution.

The procedures involved in the TEWT canalso be applied to achieve battle staff andcombined arms training in—

MOUT.Deployment planning.

Mobilization planning.Amphibious operations.Combat and field trains establishment andoperations.Intelligence-gathering techniques.

Equipment and FacilitiesEquipment required for a TEWT depends

on the amount of time to be spent on theexercise and the objectives of the exercise.TEWTs are always conducted in the field onterrain suitable for training the units to per-form in specific missions.

PHASESPreexercise

Prior to selecting the TEWT training mode,commanders determine whether subordinateleaders and staff members are proficient inthe individual and leader skills their dutypositions require. Although a TEWT may bethe best way to teach tactical principles onthe ground, it does not emphasize time anddistance factors and their significance foreffective troop-leading procedures. Beforeconducting other exercises with soldiers,commanders should recognize these limita-tions and provide appropriate emphasis toensure that participants recognize howimportant time, distance, and light condi-tions are to actual operations. Planners mustconsider the planning steps discussed inChapter 2.

The exercise directive for a TEWT can be assimple as a warning order from the com-mander that states—

Why the TEWT is being conducted.Who will participate.What equipment is required.

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When and where the TEWT will beconducted.What the special instructions are.Plans for a TEWT are normally formatted

by the unit staff and should include thetasking of assistant trainers, if required.

Research for a TEWT consists of—Reviewing missions, weapons capabilities,and tactics.Reviewing appropriate laws, regulations,and SOPs pertinent to the use of a parti-cular piece of land.During the preliminary reconnaissance of

the terrain, the planners—Walk the terrain, making a carefulinspection of the entire area to ensure thatthe military aspects of the terrain are fullyappreciated. The commander normallymakes this reconnaissance and selectsteaching points that support his mission,as well as his training objectives.Take notes at each training site concerningthe problem to be presented and itssolution.Select the initial rendezvous point for allpersonnel.Choose vehicle parking areas, if required.Confirm routes and movement times fromvehicle parking areas to each training siteand between training sites.Select an area for meals, if necessary.If the TEWT is to be conducted off a

military reservation, planners must contactlandowners to get permission to use the land.

After the first reconnaissance, plannersprepare a draft of the exercise with situationnarratives for each requirement and solution.They may have to visit each training siteseveral times to finalize details of the situa-tion and to check the proposed solutions.

4 2

Doing so is particularly important if the solu-tions will become the bases for subsequentsituations and requirements.

Once the commander approves the tacticalproblems and solutions, a scenario isdeveloped. The scenario includes a generalsituation, initial situation and requirement,subsequent situations and requirements, anda time schedule. The general situationdescribes the friendly and enemy unitsinvolved, their locations on the ground, andthe significant activities for the previous 24hours. Subsequent situations and require-ments are derived from the trainingobjectives.

The time schedule should indicate the esti-mated time needed for presenting each situa-tion and requirement at each training site.The schedule helps ensure that no one spendstoo much time on any one requirement or atany one location. Figure 3-5 shows a timeschedule for a single training objectivecovered at two different locations.

Once the time schedule is developed, thescenario is checked to ensure that it fits theterrain selected. During this check all likelyresponses to situations and requirementsshould be war-gamed.

Narratives covering the subsequentsituations should create a realistic battlefieldpicture. They should be as short as possible,be compatible with the exercise, and containonly the information players need to weighrelevant factors and produce an acceptablesolution. Narratives should cover thecomposition of forces and the air situation.Participants are expected to know the TOEand weapon capabilities; consequently, theproblem is normally in the form of orders andappropriate graphics. Short verbal orders tointroduce new situations will not only savetime, but also give subordinate commandersand staffs practice in working from verbalorders.

MISPRINT

Figure 3-5 does not exist.

FM 25-4


The LOI includes— written in the five-paragraph field orderAdministrative instructions (mess, format with annexes, as appropriate. It con-transportation, medical). tains information developed from the general

Maneuver damage procedures.and initial situations and the firstrequirement.

Actual time and duration of the TEWT.Training objectives.

Execution

Personnel to be trained.For a battalion-level TEWT, the battalion

commander begins at the first training sitePreexercise training requirements. by explaining the purpose of the exercise and

the tasks to be covered. The commander thenThe OPORD for the TEWT should be issued presents the general situation, the initial

at least 24 hours prior to STARTEX. It is situation, and the first requirement.

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After giving the first requirement, the Presents a solution and the reasons for it.commander— Guides a discussion of all solutions for the

Allows time for players to develop requirement and explains the preferredsolutions. solution.Selects one leader to present a solution. Gives instructions and time limits forSelects other leaders to present their proceeding to the next training site.solutions.Guides a discussion of the various This procedure occurs at all subsequentsolutions. training sites until the TEWT is completed.

PostexerciseInasmuch as the TEWT is a formal part of

the officer development program of the unit,the lessons learned should provide a founda-tion for subsequent instruction. Materialscompiled during preparation and conduct ofthe TEWT may be retained for reference onfuture TEWTs. Some service schools offeradditional information and examples ofTEWTs through their catalogs of instruc-tional materials. Planners should consultthese catalogs to determine the suitabilityand availability of appropriate supportingmaterials.

COMMAND POST EXERCISESDESCRIPTION

CPXs are medium-cost, medium-overheadtraining exercises that may be conducted atgarrison locations or in the field. In garrison,CPXs are expanded MAPEXs using tacticalcommunications systems and personnel in acommand post environment. Normal battle-field distances between the CPs are usuallyreduced, and CPs do not need to exercise alltactical communications.

The most effective CPXs are conducted inthe field. In field operations, time and

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FM 25-4


distance should realistically reflect AirLandBattle doctrine. Operations should be con-tinuous and use all organic and supportingcommunications equipment. Commanderspractice combined arms integration andtactical emplacement and displacement ofCPs. Each headquarters should practicesurvivability operations such as dispersion,camouflage, and security.

Commanders use CPXs to trainsubordinate leaders and staffs at allechelons—

To function as effective teams and buildcohesion.To exchange information.To prepare estimates.To give appraisals.To prepare plans.To issue orders.To reconnoiter, select, and tacticallyoccupy CP locations.To establish and employ communications.To displace headquarters and commandposts.

CPXs also provide commanders withvaluable training experiences in planningand executing CS and CSS activities. Troopsother than headquarters and communica-tions personnel are normally represented bycontrollers. CPXs may be driven either bymaster schedules of events or battlesimulations.

CharacteristicsSuccessful CPXs are conducted under

battlefield conditions. To validate staff andunit procedures, tactical exercises integratenuclear and chemical weapons employment;

NBC warning and reporting; reconnais-sance; and MOPP, logistical, decontami-nation, and smoke operations. Administra-tive and logistical situations are portrayedand played realistically so that player com-manders and staffs realize their effects on allaspects of the battle. EW should be portrayedto show how important it is to all elementsand how it hinders commanders and staffofficers who are not prepared for it.

Controllers should avoid influencingexercise play artificially since doing socreates other artificial situations later. Wheninputting information, controllers considerwhich player staff section would be mostaffected under actual battle conditions.Inputs should make the player personnelaware of the tactical and logistical situationsand cause player action. Field CPXs shouldforce the player units at all echelons toemplace and displace their TOC. TOCdisplacement teaches the units to use tacticaland main CPs, to perform continuous opera-tions and reconnaissance, and to set uporganic and supporting communicationssystems. It also provides realistic time anddistance experience.

The control group renders prompt andlogical rulings for all tactical and logisticalsituations that arise during exercise play.When player and threat forces make contact,controllers allow the situation to developuntil a tactical ruling is indicated or required.Rulings are based on results obtained fromwar-gaming, based on player-directedactions. The control group assessescasualties and damage and announcesengagement rulings. The company playersuse this information to paint the battlefieldpicture to the battalion headquarters.Controllers are allowed free access to playerfacilities to perform their assigned duties, butthey do not interfere with player personnel.

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PersonnelIn addition to the commander, staff, and

subordinate commanders and staffs of theplayer units, CPXs require controllers andevaluators. The controllers, directed by thechief controller, manage the exercise andcause play to flow to a logical conclusion. Theevaluators observe player activities to deter-mine if tasks are performed to preestablishedstandards at each echelon. The number ofevaluators and their qualifications depend onthe scope of the exercise and the tasks orprocedures to be evaluated. If an externalevaluation has been directed, the chiefevaluator will form evaluator teams.

It is essential that both controller andplayer personnel understand the specific jobpositions and command echelons representedby the control group. The control group repre-sents all persons and units except the jobpositions and functions specifically repre-sented by the player units.

The exercise control center (ECC) functionsas the player unit higher headquarters. Oneof the functions of the ECC is to monitor theplayer actions, situations, and plans. ECCpersonnel also—

Maintain controllers’ battle maps.Portray the threat force.Insert incidents and messages.Assess equipment and personnel losses.The chief controller is in charge of the ECC

and all subordinate controllers, umpires, andevaluators. Additionally, the chief controlleracts as the higher commander. Staffcontrollers act as the higher HQ staff. Insupport of the chief controller, they fight theair-land battles. They prepare orders, requestinformation, and receive and act on reportsand requests from the players. The assistantchief controller acts as the chief controllerwhen necessary and performs as the higherHQ chief of staff for the player units.

The service support controller supervisesthe activities of the service support staff con-trollers. They prepare orders, requestinformation, and act on requests andmessages from players.

OPFOR controllers are responsible forenemy actions according to threat doctrineand order of battle. They show the initialthreat situation prepared by the exerciseplanning group. They also interact with theplayer company commanders. andcontinually present them with realistic situa-tions using threat tactics.

Damage assessment controllers assesspersonnel and equipment losses and deter-mine when damaged equipment andwounded personnel can be returned to theplayer for use in the CPX. They do not circum-vent actions taken by the players. Forexample, medical personnel in the exercisedetermine when wounded personnel can bereturned to action.

Player personnel include the companycommanders, XOs, and FIST chiefs from thebattalions. They execute the battalionOPORD and fight the battle according toorders received. Since the exercise is atraining vehicle for the battalion, they do notreveal information unavailable in a realsituation.

Equipment and FacilitiesThe equipment required for a CPX consists

of—Communications equipment to replicatethe higher headquarters of the player unit.General purpose items such as office sup-plies, overlay production material,message and journal logs, report forms,unit SOPs, and appropriate referencematerial.Equipment required to replicate the TOC ofthe player units’ higher headquarters if the

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CPX is to be conducted in a fieldenvironment.Appropriate military references (fieldmanuals, training circulars).Equipment necessary to identifyparticipants and provide- security for theTOC (ID badges, signs).CPXs conducted in garrison require

separate buildings or tents large enough tohouse the control team and player units. Theavailable space should be adequate for theunit’s TOC. Provisions should be made forsecurity, visitor reception and briefing,feeding, and vehicle parking. If the exercisesare conducted away from the unit’simmediate cantonment area, transportationand medical support must also be arranged.Exercises lasting longer than one day requirebilleting arrangements.

For CPXs conducted in the field, maneuverareas must be large enough for player head-quarters to disperse realistically. The controlheadquarters will ensure good radio and/orwire communications with player units andsubordinate control elements. The controlheadquarters should be located to obtain thebest possible communications and to facili-tate travel to and from player headquarters.Facilities to support the control headquartersmust also be planned. They provide—

Security.Visitor reception and briefing.Food service.Medical aid.Maintenance.Hygiene.The amount of outside support required for

the control organization depends on the scopeand duration of the exercise. Assistance fromoutside agencies may be required in thefollowing areas:

Prepackaged battle simulations.Additional communications.Additional map coverage.Maneuver area clearances.Billeting.Medical support.Food service.

Sample division CPX controller facilityconfigurations and relationships are shownin the following diagrams. These can betailored or augmented for use in CPXs con-ducted at other echelons. These diagrams donot portray specific vehicles or buildings.They are presented to show the personnel,elements, and equipment required and theirphysical relationships. Controller and playerrelationships are as shown. The divisioncommand structure extending through thebrigade, division artillery (DIVARTY), anddivision support command (DISCOM) to thebattalions should function as it would in atactical situation. These echelons injectrealism by forcing units to respond to higherand lower unit needs.

PHASESPreexercise

Prior to selecting the CPX training mode,the commander should determine whetherthe personnel chosen to participate are profi-cient in the individual and collective skillsrequired by their duty positions and assignedunits. Planners must consider the steps listedin Chapter 2.

Sufficient time must be allocated to allowfor thorough planning and preparation. Thesize and length of the exercise impacts on thetime required for these functions.

Normally 24 to 48 hours before STARTEX,the controllers train the players in theconduct of the CPX. Players who receive

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battlefield information directly from con- and recognizable formats. These formatstrollers must be given additional training on include spot reports, situation reports, NBChow to convert that information into usable reports, shell reports, and others.

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51


For controller and player training prior to aCPX, planners should consider the followingsubjects, as appropriate:

Purpose and scope of the exercise.Training objectives.Maneuver area rights and restrictions.Participating units.Enemy situation.Control organization.Communications plan for the exercise.Controller duties.Casualty and damage assessment.Use of time delays in messagetransmission.Controller records and reports.Intelligence play.War-game procedures.Information flow.Controller communications check.Controller reconnaissance of exercise area.After-action reviews.A CPX at the battalion level is normally

conceived, planned, and conducted by thecommander and his staff. At higher echelons,planning staffs and controller teams arenormally formed to plan, prepare, conduct,and review the exercise. The commanderdirecting the CPX first approves the objec-tives, scope, troop list, exercise area, andoutline plan of the CPX. Then the player unitcommander and selected personnel should bebriefed by the controllers.

The planning staff completes the exerciseLOI and sends it to the player unit for use inplanning for the exercise. The planning staffalso uses the LOI to brief controllers,umpires, and evaluators. The LOI for theCPX includes instructions for movement to

the exercise site, if appropriate. Time must beset aside and personnel assigned priorSTARTEX to install necessary communica-tions equipment, set up the controller TOC,and prepare maps.

ExecutionImmediately prior to STARTEX, the chief

controller and staff give the player com-mander and staff a commander’s updatebriefing. Included in this briefing are anychanges to the LOI which have not alreadybeen announced or any items requiringreiteration. When this portion of the briefingis completed, the chief controller assumes therole of the players’ higher commander and isbriefed by controllers, who represent thestaff. This briefing sets the stage for the exer-cise and imparts realism to it. At this pointthe chief controller, in the role of higher com-mander, first converts the exercise OPLAN toan OPORD. Then he announces that the staffis available for coordination with playercounterparts. This is normally STARTEX.

The division-level CPX functions asfollows:

The players are presented with a generaland a special situation.The players react to the situation and pro-vide information and reports, as appro-priate, to higher, lower, and adjacent units.The control group, in its role as the corps,evaluates the player orders for missionaccomplishment, fights its own portion ofthe air-land battle, and responds to playerrequests for support, as appropriate. At thesame time, company commandersgathered around the battle map in eachbrigade battle facility fight the battleaccording to battalion orders. The results ofengagements are relayed to the playerheadquarters as reports and requests thatcombine to create new situations andcontinue to portray the battle.

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The players react to the new situations asthey would in combat. This forces bat-talions to alter battle plans, issue FRAGOs,and place demands on CS and CSS units.The process continues until the CPX isterminated.


immediate AAR for all players and con-trollers, in order to gain the maximumtraining benefit from the exercise. At aminimum, the AAR—

Provides an opportunity for the playersand controllers to exchange information,ideas, and lessons learned.Allows the threat controllers to explaintheir battle plans, battle outcomes, andstrength at ENDEX. An assessment offuture threat capabilities is also presented.Exercises conducted at brigade level and

above offer an excellent opportunity toconduct a multiechelon AAR. For example, adivision CPX AAR could involve thefollowing:

A battalion-level AAR conducted bybattalion controllers for the battalion com-mander, staff, company commanders, andthreat controllers from the brigade battlefacility.A brigade-level AAR conducted by thebattle facility controller for the brigadecommander and staff, battalion com-manders, and controllers from the brigadebattle facility.A division-level AAR conducted by theexercise director for the division com-mander, staff, major subordinate com-manders, and selected staff members. Con-trollers from the ECC and selected con-trollers from the brigade battle facilitiesparticipate in the AAR according to theagenda.

Following the division-level AAR,individual sessions may be held for func-tional areas: intelligence, maneuver, fire sup-port, logistics, and communications. Thesediscuss the action and interaction of eachstaff function in detail. Appendix G containsa complete description of the AAR and after-action report.

FIELD TRAININGEXERCISES

DESCRIPTIONFTXs are high-cost, high-overhead

exercises conducted under simulated combatconditions in the field. They exercise com-mand and control of all echelons in battlefunctions—intelligence, combat support,combat service support, maneuver, com-munications—against an actual or simulatedOPFOR. They are conducted in a realisticenvironment using the full combined armsteams. They provide both intersystems andintrasystems training to fight air-landbattles, using all unit personnel and equip-ment. FTXs must include all attached units.

FTXs provide the most realistic environ-ment of all training exercises. FTXs allowparticipants to appreciate real time anddistance factors. FTXs involve severaltactical situations in which one or more unitsparticipate. They may require movement andcommunications over long distances. FTXsdo not use live fire. However, they may use aTES such as MILES to assess losses realisti-cally. TC 25-6 provides details regardingMILES employment.

FTXs are used to train the commander,staff, and subordinate units—

To move and/or maneuver unitsrealistically.To employ organic weapon systemseffectivey.

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To build teamwork and cohesion.To plan and coordinate supporting fires.To plan and coordinate logistical activitiesto support tactical operations.

FTXs are the only exercises that fullyintegrate the total force in a realistic combatenvironment. They involve combat, CS, andCSS units to include battle staff, surviv-ability, and combined arms training. FTXsencompass battle drills, crew drills, situa-tional training exercises, and other types oftraining to reinforce individual and collectivetask integration.

CharacteristicsFTXs are executed under battlefield

conditions. They provide opportunities topractice both offensive and defensive opera-tions. Thus, they enhance the ability ofsoldiers and leaders to fight and survive onan integrated battlefield. Such trainingbuilds teamwork under conditions likely toprevail in time of war and impresses players,commanders, and staffs with the magnitudeand scope of planning and operations.

FTXs portray administrative and logisticalsituations realistically so that playercommanders and staffs experience theirimpact on all aspects of the battle. FTXsshould also integrate E W and NBC warfareinto exercise play. Doing so familiarizes com-manders and staffs with the capabilities,availability, and employment doctrine of EWand NBC assets. When properly employed,EW assets become a combat multiplier thatextends a unit’s tactical capability. Theyprovide commanders with nonlethal means,which can accomplish desired results andconserve combat capability. PW play shouldbe realistic. Trained personnel should act asPWs so that interrogators and capturingunits get realistic training.

FTX controllers, umpires, or evaluatorsmust consider how players will be affected bythe information they input. These inputsshould make the players aware of the tacticaland logistical situations. The inputs presentsituations and requirements that will causeplayers to act.

Controllers must not influence playartificially. The control group must renderprompt and logical rulings in all tactical andlogistical situations that arise. When theplayers and OPFOR controllers makecontact, the control group allows the situa-tion to develop until a tactical ruling is indi-cated or required. The control group assessescasualties and damage. It announces rulingsin a manner that provides as much realism aspossible. These rulings are based on observa-tion of the player units, as well as on resultsfrom war-gaming, player-directed actions.Controllers have free access to player facili-ties so they can perform their assigned duties.However, they do not interfere with theplayers.

PersonnelPlayer unit personnel perform their

assigned functions and duties. Controllersguide the exercise through OPFOR actions.To do so they create tactical situations whichachieve exercise objectives and cause theplay to flow to a logical conclusion.Evaluators observe player and OPFOR unitactivities and determine whether tasks areperformed to predetermined standards.Umpires determine the results of battleengagements, fires and obstacles, andsupport activities. They report the results toplayers, evaluators, and controllers.OPFORs replicate enemy forces in the appro-priate size and strength to portray the threatactivities realistically at specific times andplaces on the battlefield. The number ofcontroller, umpire, evaluator, and OPFOR

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FM 25-4


personnel that will be required depends uponthe size of the player organization and theobjectives of the exercise.

Equipment and FacilitiesThe equipment required for an FTX

consists of—Communications equipment that willportray the higher headquarters of theplayer unit.General purpose items such as officesupplies, overlay production materials,message and journal logs, report forms,unit SOPs, and appropriate referencematerials.Equipment that player units at all echelonsneed to operate in the field for a sustainedperiod.Appropriate military reference materials.The exercise area should be large enough to

allow realistic dispersion of all player unitsaccording to AirLand Battle doctrine. See TC25-1 for guidance in determining spacerequirements. The site for the control head-quarters should ensure good communica-tions. The control headquarters should belocated where it will support the exercise andallow for easy travel to and from player head-quarters. Facilities in support of the controlheadquarters include—

Security.Visitor reception and briefing.Food service.Medical service.Maintenance.Hygiene facilities.The amount of outside support required will

also depend on the scope and duration of theexercise. Assistance from outside agenciesmay be required in the following areas:

Additional communications capability.Additional map coverage.Maneuver area clearances.Billeting.Medical service.Food service.

PHASESPreexercise

Prior to selecting the FTX training mode,commanders must determine that subordi-nate commanders, leaders, and soldiers areproficient in the individual, leader, andcollective skills required by their dutypositions. Commanders will also ensure thatall squads, platoons, and companies haveattained basic proficiency in appropriateARTEP tasks and missions. This must bedone to obtain the appropriate trainingbenefit from maneuvering tactical unitswhile conducting a battalion-or brigade-levelFTX. Planners must consider the stepsdiscussed in Chapter 2.

Normally within 72 hours beforeSTARTEX, the planners of the excercisetrain the controllers and umpires. Controller,evaluator, OPFOR, and umpire training foran FTX involves some or all of the following:

Purpose and scope.Training objectives.Maneuver area rights and restrictions.Participating units.Enemy situation.OPFOR organization.Rules of engagement.Communications plan.Controller duties.

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FM 25-4


Casualty and damage assessment.Controller records and reports.Intelligence play.Information flow.Controller communications checks.Controller reconnaissance of exercise.After-action review.The chief controller first trains his staff in

supporting umpires/controllers. Then thecontrollers brief the player unit commandersand selected personnel on the exercise.

ExecutionThe LOI should include instructions for

moving to the exercise site. Time should be setaside and personnel assigned prior toSTARTEX to install the necessary controllercommunications equipment, to set up thecontroller TOC, and to prepare maps andoverlays.

The controller manning tables for adivision FTX in Appendix D can be used asguidelines for manning the ECC. Manningtables should be modified to fit the echelon atwhich the FTX is being conducted. Forexample, battalion ECCs need fewerpersonnel than division ECCs, and theirfunctions are narrower.

Immediately prior to STARTEX, the chiefcontroller and controller staff give the playercommander and staff a commander’s updatebriefing. This briefing includes any changesto the LOI not already announced or itemsthat require reiteration. Then the chiefcontroller assumes the role of the players’higher commander. He is briefed by the con-trollers, who represent the staff. This briefingsets the stage for the exercise and impartsrealism. At this time, the chief controller, asthe higher commander, converts the exerciseOPLAN to an OPORD. He then announcesthat the command staff is available for

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coordination with their player counterparts.This normally constitutes STARTEX.

The battalion FTX functions as follows:Player units with their respectiveevaluators and umpires, controllerelements, and OPFOR personnel with theircontrollers and umpires move to initialfield positions for STARTEX. They receivean orientation on administrative require-ments and exercise objectives. The generaland initial situations are issued to players.OPFOR personnel are briefed separatelyand in a different location. They executetheir role in the FTX, using predesignatedincidents from the schedule of events totrigger player actions.Players fight the battle according to theinitial OPORD. OPFOR actions are used tobuild intelligence estimates, which requireplayers’ staffs to make estimates and com-manders to issue guidance and makedecisions. FRAGOs are issued as needed inorder to continue the battle.Players provide reports to higherheadquarters, request support, and allocateor apply combat power, as appropriate.Umpires determine the results of maneuverengagements and the effects of fire support.They assess losses accordingly.Controllers guide battle play in order toaccomplish the exercise objectives and tokeep the exercise within the limitsprescribed by the scenario.Evaluators judge units and soldiersaccording to established standards inARTEPs and soldiers manuals.This process continues until the FTX ends.The player commander in coordinationwith the chief controller should monitor theattainment of the exercise objectives. Ifnecessary, the exercise may be halted toreorient either the OPFOR or the playerunits in order to accomplish the exerciseobjectives.

FM 25-4


All unit leaders and controllers must stresssafety. They ensure that all participantsfollow the established procedures forpreventing injuries and keeping incidentscaused by carelessness or overly aggressivepersonnel from interrupting the exercise.These include—

Stand-off distances between troops andvehicles to prevent physical contact.Safety procedures for firing blanks andusing pyrotechnics.Search procedures for captured personnel.Procedures for returning capturedpersonnel to their own units as quickly aspossible so the soldiers can continue FTXtraining.Safety procedures to halt all exerciseactivity.Safety requirements for vehicle movement

FTX.

at night or in limited visibility.FTXs must be thoroughly planned and

executed, or extensive maneuver damage canresult. Great care must be taken to preventwater pollution or damage to roads, fields,crops, trees, animals, or man-madestructures.


immediate AAR for all players and con-trollers in order to obtain the maximumtraining benefit from the exercise. This AARwill—

Provide an opportunity for the players andcontrollers to exchange information, ideas,and lessons learned.Allow the OPFOR controllers to explaintheir battle plans, the battle results, andtheir strength at ENDEX. They should alsopresent an assessment of future OPFORcapabilities.

Appendix G contains a full description of theAAR and after-action reports.

COMMAND FIELD EXERCISES

DESCRIPTIONCFXs lie on a scale between CPXs and

FTXs. Available resources-money, time,personnel, equipment—determine whereCFXs fall on the scale. CFXs can also be usedas backups for FTXs in the event thatmaneuver damage or other factors such aschanges in the weather prohibit the planned

The CFX is an FTX with reduced combatunit and vehicle density, but with fullcommand and control, CS, and CSSelements. For example, the platoon leader inhis combat vehicle represents the entireplatoon. The battery headquarters, the firedirection center (FDC), and the base piecerepresent the artillery firing battery. TheCFX allows the full-up employment of certainassets such as the signal battalion, the CEWIbattalion, and the target acquisition battery(TAB). CFXs are not simply scaled-downFTXs. They are, in fact, excellent vehicles for

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training commanders and staffs with certainfull-up systems to gather information, toprovide communication links, and to developintelligence. CFXs provide real-timeoperations over actual distances with appro-priate logistical support. They are driven byschedules of events or by controlled OPFORsoperating under the exercise director.

CharacteristicsCFXs are less expensive than FTXs. Yet

they provide equal training value for trainingof the staff. They may be the single best wayto train intersystems linkages for full-up inte-gration of all brigade and above assets. Com-manders should use CFXs to sharpen unitskills in such areas as—

Fire support.Resupply procedures.Rear area combat operations (RACO).COSCOM interface.CEWI collection interpretation. anddissemination procedures.

PersonnelPersonnel requirements are similar to

those in the FTX with fewer con-trollers/umpires needed at lower levels.

Equipment and FacilitiesBecause CFXs use fewer soldiers than

FTXs, they need less logistical support. Thesupport should be sufficient for the personneland equipment actually employed. Themaneuver area required for a CFX is the sameas for an FTX at the same echelon. However,because the CFX uses fewer vehicles,maneuver damage is considerably less.

PHASESPreexercise

CFXs follow the same planning steps asFTXs. Prior to selecting the CFX training

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mode, commanders should determine ifsubordinate commanders, leaders, andsoldiers are proficient in the individual,leader, and collective skills required by theirduty positions. Preliminary training throughTEWTs, MAPEXs, and CPXs can ensure thatparticipants are sufficiently trained to justifythe use of the CFX. Planners must considerthe steps discussed in Chapter 2. The com-plexity of each step depends upon the desiresof the commander directing the exercise andthe echelon at which the exercise is con-ducted. Planning and preparation must bethorough. The size and length of the exerciseimpacts on the time required for preparation.

Normally within 72 hours beforeSTARTEX, the controllers train the playersin the conduct of the CFX. Controller,evaluator, OPFOR, and umpire training issimilar to the training requirements inpreparation for an FTX. The chief controllertrains his umpires and controllers. Then theybrief the player unit commanders andselected personnel on the exercise. Theplanning staff completes the LOI and sends itto the players for preparing for the exercise.The planning staff also uses the LOI to briefcontrollers, umpires, OPFORs, andevaluators.

ExecutionControl requirements are approximately

the same as for an FTX. Additional controlinput is required when more realism is addedand more systems integrated. Moreover,additional controller input will be required tosimulate enemy activity, EW, or fire supportas troop participation decreases.

Basic umpire functions in a CFX are thesame as those required in an FTX, asdescribed in Appendix D. Umpires base theirdecisions on the orders and actions of playerunit commanders, as understood andexecuted by the lowest echelon player head-quarters. Umpires visualize how the units

FM 25-4


Postexercisewould actually be employed based on thedetailed plans and orders of the participatingunits.

Umpires are even more critical tosuccessful CFXs than to FTXs. They must seethe concept of the exercise through the eyes ofunit commanders. They must make decisionscritical to exercise control and unit evalua-tion. They must be present when companyOPLANs, OPORDs, and FRAGOs are issued.They must observe each platoon leader brief asimulated platoon to ensure that they havedetailed pictures of unit deployment whenthey meet with OPFOR umpires to determinethe results of unit engagements.

Once platoon leaders have had sufficienttime to simulate deployment, they shouldwalk over the terrain with the umpires orevaluators and explain the deployment. Inturn, umpires must be able to explain thedisposition and maneuver of their playerunits to the OPFOR umpires, so that they canwork together to resolve the outcome of eachengagement accurately and professionally.This coordination takes place before theOPFOR and friendly units make contact. Todo so, player and OPFOR umpires, who knowunit disposition and activities in detail,should meet at a vantage point to umpire theensuing action.

Platoon umpires stay with their units andmaintain radio contact with their companyumpires. The company umpires assessdamage and casualties and consider reportsfrom platoon umpires as fire and maneuvertake place on the battlefield. Platoon umpiresrelay the decisions of the company umpires tothe unit commanders. When platoons or com-panies do not physically participate, theumpires and their player counterpartsexchange plans, developments, and directedactions to war-game engagements and assessthe outcome of the action.

A face-to-face exchange between companyumpires and their player counterparts isrequired at the conclusion of each engage-ment. The CFX is executed and an AAR isconducted, as previously described for theFTX.

LIVE-FIRE EXERCISES

DESCRIPTIONLFXs are high-cost, resource-intensive

exercises in which player units move ormaneuver and employ organic and sup-porting weapon systems using full-serviceammunition with attendant integration of allCA, CS, and CSS.

The extensive range and ammunitionrequirements for LFXs usually limit them toplatoon and company team levels. Conse-quently, unit and weapon systems integra-tion at the company team level is theprincipal focus of the exercise.

LFXs can provide maximum trainingbenefits through multiple iterations. Theseiterations, each including an AAR, normallyoccur in the following sequence:

1.

2.

3.

4.

5.

6.

A dry run conducted to review the unitSOP and battle drills.An AAR to discuss actions on this dryrun.A second run with a reduced amount ofammunition to show the complexities offire and maneuver coordination.An AAR to discuss actions on thissecond run.A third run with full ammunition to rein-force previous training and to buildconfidence.An AAR to discuss actions on the thirdrun.

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7.

8.

A fourth iteration, preferably withammunition, conducted at night orduring limited visibility.Other iterations using ammunitionsaved by crews/units to sustain andattain proficiency for new or unqualifiedcrews/units.

CharacteristicsLFXs are executed under simulated battle-

field conditions. They are employed by com-manders to train integration of fire andmaneuver or movement against a realistictarget array. They train squads, crews, andsections to employ their weapons in a tacticalenvironment. They permit evaluation oftactical employment and precise measure-ment of the effectiveness of fire employedagainst target arrays.

PersonnelLFXs require commanders, leaders, and

soldiers from the participating units. Theyalso require controllers, evaluators, umpires,and range support personnel. The controlteam, developed by the chief controller,manages the exercise and causes exerciseplay to flow to a logical conclusion.

Evaluators and umpires observe theactivities of the players and player units toassess the results of fires and determinewhether tasks are performed to standard.Range support personnel include an officer incharge (OIC) and a chief safety officer. Anammunition detail is necessary to handle,secure, and account for ammunition. A guarddetail controls traffic adjacent to and enter-ing the range. If targets are left in placeovernight, additional guards are required. Atarget detail checks targets after each unitrun. Demolition personnel emplace anddetonate the explosives in demolition pits.Moving target operators, if applicable, acti-vate the appropriate targets at the appro-

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priate time in the scenario. Administrativepersonnel assist the range OIC and chiefsafety officer in operating radios and tele-phones and in tabulating scores. Medicalpersonnel and a litter-carrying vehiclestand by.

Equipment and FacilitiesPlayer units are expected to have assigned

TOE equipment on hand. LFXs are con-ducted according to local range regulationsand SOPs. Target arrays should adequatelydisplay the appearance and characteristics ofthe threat force targets. Communicationsequipment must be available for range opera-tions (according to the range SOP) and forcontroller/evaluator personnel.

Transportation, food service, ammunition,and administrative support for the LFXs aredictated by the level and scope of the exercise.LFXs for maneuver elements also require thefollowing materials:

Target engagement chart.Target description chart.Target maps.Demolition pit map.Fire support plan.Ammunition amounts, by type.The target engagement chart describes the

manner and sequence in which targets will bedisplayed. It keys the target display to eventsfrom the scenario. Before the LFX starts,controller personnel must receive instruc-tions from range personnel on using thescenario, chart, and target system.

The target map is normally in strip mapformat and shows where each target, bynumber, is located on the range. Thedemolition pit map shows the location of eachdemolition pit on the range, displaying itsnumber.


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64


Fire support information details the points and the weapons and ammunition toweapons and ammunition that can be fired be fired from them must be developed andand specifies when they can be fired. It pro- approved by range control. Information con-vides special instructions to the players and cerning ammunition requirements must becontrollers. Approved overlays of all firing provided.

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PHASESPreexercise

Before selecting the LFX training mode,commanders must ensure that subordinatecommanders, leaders, and soldiers are profi-cient in the individual and collective skillsrequired for maneuvering or moving and foremploying weapons and weapon systems intactical environments. Planners mustconsider the steps discussed in Chapter 2.

Scenarios for LFXs differ from thosedescribed in Chapter 2 because of the specificcontrol measures dictated by safety require-ments. Scenarios are normally modified to fitthe range on which the LFX is conducted.Scenarios should precisely define thesequence of events in terms of the types oftargets and the time that specific targetarrays are displayed.

Scenarios must be flexible enough to allowthe commander and other leaders to decidehow to use the terrain. They must also beextensive enough to facilitate training andevaluation of unit tasks executed inaccordance with the commander’s conceptfor the operation, which is formulatedthrough a METT assessment. They must bevaried enough to allow leaders to engage theproper targets with the right weapons at theappropriate times. Sample scenarios fordefense and offense in a platoon LFX areshown in Figures 22 and 23. More detailedscenarios are available from the commandersof local live-fire complexes. The battalioncommander and company commandersnormally plan LFXs, and battle simulationsare not used.

The OPORD issued to the player unit for anLFX is in the form of a standard five-paragraph field order. It contains enoughdetail to ensure that the player unit deploysproperly to begin the exercise and to allow theLFX to flow smoothly.

The commander directing the LFXapproves its objectives, scope, troop list,exercise area, and outline plan. Then the

6 6

player unit commander and selectedpersonnel, such as controllers, umpires, andevaluators, must be briefed on the exercise.The company commander uses the exerciseLOI as a basis for providing instructions tosubordinates.

Before the unit occupies the range, eachOIC, controller, umpire, and evaluator mustbe briefed by range control personnel.Briefings are scheduled with range controloperations and conducted at least 24 hoursbefore STARTEX. These briefings include aterrain walk of the entire range area. Itfamiliarizes evaluators and safety personnelwith all the safety requirements.

Controller, evaluator, and umpire trainingfor an LFX include the following:

Purpose and scope.Training objectives.Range regulations and restrictions.Participating units.Enemy situation and its relationship to thetarget array.Control measures.Communications plan.Controller duties.Casualty and damage assessment.Controller, evaluator, and umpire recordsand reports.Intelligence play.Safety during live fire.Medical treatment and evacuationprocedures.

ExecutionThe unit moves to and tactically occupies

an assembly area. The assembly area may betask force size with other teams depicted asnotional units. At this time, live ammunition

FM 25-4


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is issued but not loaded in weapons. MILESshould be integrated into the exercise whenrange or resource limitations prevent live firefor certain weapon systems such as theDragon, TOW, or HELLFIRE.

Final briefings occur at the task forcecommand post in the vicinity. The task forcecommander and staff brief the teamcommander and selected key personnel onthe immediate enemy situation. They alsogive any last minute administrative andsafety instructions. Leaders conduct areconnaissance under the supervision of therange OIC. The team commander preparesplans and gives a briefing to the task forcecommander and staff. The team commanderthen briefs his subordinates.

The team conducts a tactical move to theattack position, which is close to the line ofdeparture/line of contact (LD/LC). here thelive ammunition is loaded in the weapons,and the safeties are locked. The controllergives the order to begin the attack. Once theteam is across the LD/LC, it may begin livefiring. The exercise then continues until thescenario is completed.

After the exercise, participants clear allweapons, and controllers immediately collectall the live ammunition. Safety personnelcheck and clear all weapons before the unitmoves off the range. The company returnstactically to the assembly area where itreceives an AAR.

PostexerciseThe chief controller and commander

conduct the AAR. It should include rangecontrol personnel and evaluators who lead adiscussion of the unit’s performance inrelation to—

Troop-leading procedures.Maneuver.Close support.

Weapons employment.Communication of orders and directives.Combined arms integration.

FIRE COORDINATIONEXERCISES

FCXs are medium-cost, reduced-scaleexercises that can be conducted at platoon,company/team, and battalion/task forcelevels. The purpose of FCXs is to exercise thecommand and control skills of the leadershipof the unit through the integration of allorganic weapon systems, as well as indirectand supporting fires. Subcaliber devices aresubstituted for service ammunition to permitfire planning and simulated employment ofall weapon systems available to support thecommander in the execution of his assignedmission. FCXs should stress target acquisi-tion. FCXs present target arrays and targetinformation to player units, placingcommanders and leaders in realistic battle-field situations. Targets controlled mechani-cally and electronically appear at the appro-priate places and times according to thescenario. Commanders employ FCXs to trainsubordinate leaders to integrate anddistribute direct and indirect fire systems sothat the optimum weapons engage thetargets at optimum ranges as they becomevulnerable to engagement.

FCXs should be fast moving, with severalweapon systems engaging multiple targetssimultaneously as targets enter optimumengagement ranges. FCXs should challengethe skills of commanders, subordinateleaders, crews of direct fire weapons, FDCpersonnel and forward observers. They facili-tate training in the effective use of organic

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FM 25-4


weapon systems, employment of supportingweapon systems, and target acquisitionsystems. FCXs require players to react tofluid battlefield situations by promptlyapplying supporting and organic firesagainst changing target arrays.Note: TC 25-4-1 should be used as a study guideprior to participation in FCXs.

DEPLOYMENT EXERCISES

Deployment exercises (DEPEXs) providetraining for individual soldiers, units, andsupport agencies in the tasks and proceduresfor deploying from home stations or installa-tions to areas of hostilities. Practicing thesetasks and procedures ensures that—

Soldiers have properly secured andaccounted for military equipment andpersonal property in case of actualdeployment.Soldiers have their personal and familyaffairs in order.Soldiers are qualified in the minimumessential combat skills such as weaponqualification and NBC proficiency.Unit alert and recall plans are current andadequate.Unit equipment disposition plans andloading plans are current and accurate.Unit SOPs for movement to the embarka-tion point and from the debarkation pointto the mission site are current andadequate.Units, higher headquarters, installation,and supporting agencies such as mainte-nance, logistics, and transportation havecurrent and adequate staff and supportfunctions for deployment.DEPEXs are conducted under simulated

emergency conditions. They use immediate

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deployment such as the emergencydeployment readiness exercise (EDRE); or iftime is available, they use time-phaseddeployment with AARs built in. Deploymentinvolves a complex matrix of SOPs that arevery time-critical and sequential, both hour-by-hour and day-by-day. They may beconducted as stand-alone exercises or asparts of CPXs or FTXs.

Commanders vary the scope andcomplexity of DEPEXs based on resources,time, and training objectives. One option is afull-scale exercise. In it, units actually movedeployable equipment to staging areas andload equipment and personnel aboard air,rail, or sea transport. At the other extreme, noequipment is moved. Personnel report todesignated locations for coordination and forany necessary activities short of movingequipment. Deployment procedures are alsoexercised with facilities that simulate deploy-ment processing agencies. For example,medical personnel and transportationstations as required by the scenario may setup in a large gymnasium. Designatedpersonnel representing the deploying unitand participating agencies report to theproper station to coordinate activities. Insuch environments, DEPEXs are conductedlike MAPEXs, using scenarios, maps, andappropriate sketches.

JOINT TRAINING EXERCISES

Joint training exercises (JTXs) involve twoor more services of the US armed forces. AJTX at brigade level and higher may be a—

MAPEX.CPX.CFX.FTX.DEPEX.

FM 25-4


The planning steps for JTXs are similar tothose employed in preparation for theconduct of other types of exercises. Theplanning staff includes representatives fromall the services involved. Each service musthave adequate time to plan, staff, andapprove its exercise support plans. Specialaccountability arrangements may berequired for logistics support to accommodatethe elements of each service. For example, ifthe Army provides all the fuel, it mustestablish an accounting system for the fuelconsumed by other services.

In preexercise training, participantsreview each service’s tactical SOP and jointtraining regulations. Umpires study thecapabilities of the various weapon systemsused by each service. They prepareappropriate effects tables to assess weaponeffects and battle casualties.

The following considerations are essentialto the success of JTXs. They must receivedetailed attention during the planning,execution, and evaluation phases:

Command and control relationships.Interoperability of weapon and supportsystems.Communication and electronicscompatibility and procedures.Map compatibility.Administrative and logistics arrange-ments.

During the planning phase, services must beadvised of AAR procedures and the necessityfor their participation. Representatives fromeach service must actively participate in theAAR.

COMBINED TRAINING EXERCISES

Combined training exercises (CTXs)involve armed forces from two or morenations. CTXs may be in the form of any ofthe training exercises previously described.The planning steps for CTXs are the same asthose discussed in Chapter 2.

Language differences among participantsmust be addressed and practical steps takento ensure effective two-way communication.CTX planners must also consider differencesin doctrine, organization, logistics, andcustoms. The unified commander of themultinational armed forces involved in aCTX must establish an exercise planninggroup to ensure these matters are considered.This group must include planning staffrepresentatives from all the armed forceselements involved. The group’s primary goalthroughout the planning, execution, andevaluation phases is interoperability of both

equipment and methods of operations.Interoperability allows multinational armedforces to work smoothly and effectivelytogether.

The following considerations are vital tosuccessful CTXs and must receive detailedattention during the planning process:

Common objectives. Multinational armedforces participating in a CTX must agreeupon training objectives.Command and control relationships. CTXsshould exercise the wartime operationalcommand structure as established byinternational agreement.Standing operating procedures. Foreffective operations, the nations involvedwill exchange SOPs and translations ofcommonly used terms.

71


Coordination. Because boundaries betweenmultinational armed forces are parti-cularly vulnerable, areas adjacent to themrequire detailed coordination. Operationalprocedures must be established to ensuremutually supporting and responsiveemployment of all direct and indirect fire toinclude close air support (CAS).Communications. Communicationsequipment and language training mustpermit interoperability in the nets of thearmed forces elements involved.

Liaison. Liaison teams must be bilingualand know the organization, procedures,and equipment of the armed forces withwhich they will be operating.Plans and orders. Commanders must takedifferences in tactics, terminology,graphics, and language into considerationwhen issuing orders. Personal contactamong commanders and liaison teams isnecessary to ensure mutually agreed uponand supporting actions during the exercise.During the planning phase, all national

Language. Interpreter-translators will be armed forces must be advised of AAR proce-required in key positions to allow dures and the necessity for their participa-commanders to communicate effectively tion. Representatives from each- nationalwith adjacent, supporting, and supported force should participate actively in the AAR.units.

7 2

APPENDIX A

Scenario Example

OUTLINE

The defense of Western Europe is a early days of a general war in Centralfundamental US national security objective. Europe. To provide the foundation for bothThis sample exercise scenario for a notional the exercise scenario and the schedule ofcorps in the Central Army Group (CENTAG) events, exercise planners develop a scenarioin Europe portrays corps actions during the outline.

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FM 25-4

Scenario Example/Appendix A

SCENARIONATO COMMAND STRUCTURE

During general alerts or wartime, national command (OPCOM) of the Allied Command,forces in NATO are placed under operational Europe (ACE). Each nation is responsible for

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FM 25-4

Appendix A/Scenario Example

its own combat service support; therefore, theUS theater army (TA) commander will retaincommand and control of US CSS forces in thecommunications zone (COMMZ). Theresulting NATO command structure isshown below.

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FM 25-4


GENERAL SITUATIONThe nations of Europe are generally

divided into two camps: the western-alignednations that comprise NATO; the SovietUnion and its satellite regimes that make upthe Warsaw Pact. Germany is similarlydivided, with the Federal Republic ofGermany aligned with NATO, and theGerman Democratic Republic (GDR) alignedwith the Warsaw Pact. Germany is vital tothe interests of both NATO and Soviet effortsto expand their spheres of influence.

Three months ago, relations between

point of a complete diplomatic breakdown.Charges of an unprecedented Soviet armsbuildup and charges of Soviet violations ofarms control agreements by NATO wereanswered by strident propaganda attacks bycommunist controlled news media. Thispropaganda further deteriorated confidenceand increased tensions.

Both the Warsaw Pact and NATO forceshave fully mobilized. The general dispositionof forces and threat attack plans are shown inFigures 24 and 25. Initial enemy air

NATO and the USSR deteriorated to the superiority is assumed.

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F M 2 5 - 4


INITIAL SITUATIONIn the past several years, relations between between the Western Allies and the enemy

NATO nations and the enemy in Central were suspended. By E-73, provocative SovietEurope steadily deteriorated over the issue of maneuver exercises along the eastern borderthe reunification of Germany. In early 19—, of the Federal Republic of Germany hadmost negotiations and diplomatic relations increased. Intelligence reports indicated a

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FM 25-4


massive buildup, especially in the centralregion of Germany. By E-60, the NATO secre-tary general authorized the European alliedcommander to declare a low-level alert. Allnational units permanently assigned underAllied Command Europe were reinforced,and all nonessential US dependents wereordered to CONUS. The commander in chief,United States Army, Europe (CINCUSAREUR),requested early shipment of replacementcombat vehicles, as well as buildup ofammunition, spare parts, and high priorityClass IX assemblies from CONUS.

In response to a continued enemy buildup,NATO declared a mid-level alert on E-37 anda high-level alert one week later (E-30), whenall NATO nations began mobilization. Onthe same day, the US declared a state ofnational emergency and ordered selectedunits of the Ready and Standby Reserves toactive duty. The president ordered the deploy-ment of forces to Germany. During themobilization period, a limited number ofactive personnel and combat and combatsupport units began deploying to Europe byair. Merchant ships were engaged totransport equipment and other supplies toEurope to reinforce deployed US units.

The Soviet Union ignored repeatedattempts to negotiate; therefore, NATOnations continued to strengthen theirdefenses in Central Europe. As NATO’sdefense posture improved rapidly, thechances of an enemy daring raid diminisheduntil it was no longer considered a realisticthreat. The primary threat appeared to be amajor offensive operation against NATOforces, as indicated by continued enemy airbuildup and ground force deployment. On E-25, several US Air Force fighter, fighterbomber, and reconnaissance squadrons begandeploying to Germany.

On E-14, the 10th (US) and 12th (US) Corpsunits were deployed to positions along the

international border. From north to south,CENTAG forces consisted of the 9th (GE),12th (US), 10th (US), and 4th (GE) Corps.

The enemy continued to build up combatunits and began to pre-position ammunitionand fuel at supply points along the inter-national border. Upgraded active duty CSand CSS units were deployed from CONUS.A COMMZ was established under a TA com-mander to support the 10th (US) and 12th(US) Corps. Recently activated Reserve Com-ponent units were deployed from CONUS byair and surface transportation and beganarriving in the theater at E-10.

Allied forces continued making defensivepreparations in sectors, and at E-7 allCENTAG corps implemented their OPLANS.In the 10th (US) Corps sector, OPLAN 1-82became OPORD 1-82. It placed the 201stArmored Cavalry Regiment and the 313thSeparate Mechanized Brigade in a coveringforce mission under the deputy corps com-mander. The 20th Infantry Division, the 54thMechanized Division, the 124th SeparateInfantry Brigade, the 25th Armored Division,and the 230th Separate Armored Brigadewere ordered to defend the MBA in the corpssector. The 312th Separate MechanizedDivision was given a primary RACO missionin the corps rear. The 171st Air CavalryCombat Brigade was placed in reserve.

POMCUS was issued, and residual wasplaced in the supply system. All PWRMs wereissued by E-Day. PWRMs remaining at E-Day were treated as GS supply items reportedaccordingly.

Intelligence reports indicated enemy forceconcentrations were nearing final prepara-tion for a major offensive operation. Threecombined arms armies and one tank armywere identified massing near the inter-national border.

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7 9

FM 25-4Scenario Development/Appendix A

8 0

APPENDIX B

CS and CSS in Exercises

PRINCIPLES

Support functions respond to the needs of system within which CS and CSS unitsthe supported units. Figure 30 depicts the operate.

The tactical situation creates the needs to the resources available for responding towhich the system responds. Consequently, these needs. For notional units, plannersthe tactical situation drives the support control both the needs and the resources. Insystem. The response is the way in which CS preparing for training, planners shouldand CSS fill the needs. It is determined by the employ the principles in this manual toresources available. In wartime, the needs are conduct CS and CSS training exercises.created by what happens on the battlefield:equipment may be lost or damaged,personnel may be killed or wounded.However, in peacetime exercises, plannersdetermine the tactical situation and theresources available in order to meet theobjectives.

In training exercises, CS and CSS unitssupport actual units or notional units. Actualunits generate their own needs. However, tomeet the exercise objectives, planners control

This appendix discusses specificconsiderations for planning, controlling,umpiring, and evaluating the followingfunctions:

Health services.Military police.Personnel and administration.Transportation.Maintenance.

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CS and CSS in Exercises/Appendix B

HEALTH SERVICES OPERATIONS

Exercise play should include healthservices support operations, involving bothnonmedical units and supporting ArmyMedical Department (AMEDD) organiza-tions. As far as possible, AMEDD units andpersonnel should provide realistic support inexercises. They use moulaged casualties totrain medical units in the transport, triage,and care of the wounded.

The terms patient and casualty are precisedesignations that ensure proper care ofactual patients and proper use of actualresources. Patients are sick, injured, orwounded personnel receiving medical care ortreatment. Actual patients are those who arereally sick, injured, or wounded. They needactual medical care. Simulated patients arenot really sick, injured, or wounded. They aretagged or otherwise identified (with or with-out cosmetic makeup) to simulate actualpatients for training or evaluation purposes.They must be physically moved or cared for tomeet training or evaluation requirements.Constructive patients represent sick, injured,

or wounded patients in reports, messages, orother written or oral communications toassist in CPX play. It is not necessary to movethese patients. Casualties are those lost totheir organizations because of death,wounds, injuries, or disease. The differencesamong actual, simulated, and constructivecasualties are similar to those described forpatients. In exercises, all patients andcasualties should have one of thesedesignations.

Actual health services support mustintegrate with simulated and constructiveexercise play. However, actual supportshould not replace simulated or constructiveplay unless it is furnished under the combatconditions. For example, a combat supporthospital (CSH) providing only area sick callsupport for an exercise is not accomplishingits major CSS mission. See Table 9 for thetypes of health services support operationsthat should be performed by different levelsof AMEDD and non-AMEDD units in fieldexercises.

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FM 25-4Appendix B/CS and CSS in Exercises

PLANSExercise directors must ensure that

AMEDD planners include actual, simulated,and constructive health services supportrequirements early in preexercise planning.AMEDD training objectives should integratewith other exercise objectives. Detailedguidance is contained in the 8-series AMEDDARTEPs.

Planners must identify all the necessaryresources such as—

Funds.Personnel.Equipment.Supplies.Transportation.Some of the required health services

personnel for exercises may be temporarilyassigned to fixed installation medicalfacilities. Agreements between AMEDD TOEunits and the local medical activity/medicalcenter (MEDDAC/MEDCEN) should specifythe release procedures for TOE unit personnelin on-the-job training or directed supportprograms. Agreements should specify proce-dures for obtaining controller, umpire, andevaluator personnel. Local agreementsshould also provide adequate time to requestand obtain release of personnel from theirparent units. When local assets cannotprovide actual, simulated, and constructivehealth services assistance, requests shouldgo through appropriate command channels.

To support the training objectives of mostAMEDD treatment and evacuation units,realistic simulated casualty or patient play isnecessary. Exercise planners must determinethe source of casualties and patients, forexample, by assessing player units or byusing casualty or patient pools. In exercisesthat involve only medical or other supportunits, pools are usually necessary to providethe required volume of patients or casualties.In large exercises, assessments during exer-

cise play should generate casualties. Thisprocedure ensures that AMEDD trainingobjectives are met. It also ensures that playerunits operate with realistic combat losses.Detailed instructions issued to controllers,umpires, and player units specify how torelease simulated casualties into the treat-ment and evacuation system. Proceduresmust also provide for the timely return ofpersonnel to units upon their release frommedical channels. Normally, exercised toaccomplish this. AMEDD units are notresponsible for returning patients to theirunits.

Casualties should simulate only thoseinjuries or diseases that could be found in thearea of operations under the conditions estab-lished for the exercise. To determine thebattle and nonbattle casualties for each exer-cise, planners consider—

Units involved.Troop population and density.Enemy forces.Type of combat.Weather.Terrain.The available resources may limit the

simulated casualties. To meet the trainingobjectives, varying numbers of casualties arenecessary.

Medical planning should provide realisticsituations and events for AMEDD units. Itshould provide enough information so thatparticipating units can respond realistically.Medical units practice survivability opera-tions and operate 24 hours a day.

For FTXs, units attached to the medicalheadquarters in peacetime or scheduled forattachment in contingency operations maycomprise only a portion of the organization.Other units must be added, as needed.ARTEP 8-112 contains guidance.

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FM 25-4


PERSONNEL AND EQUIPMENTDetailed requirements to support specific

AMEDD units are contained in appropriate 8-series ARTEPs. To determine the personneland equipment for large-unit exercises,planners analyze—

The objectives of the exercise.The quantity, types, and locations of playerunits.The timing of exercise events.Control and evaluation functions may be

combined or separated, depending on theexercise. Sufficient qualified personnel mustbe available to play all nonparticipatingagencies with which the unit would normallycoordinate and communicate. Manyprofessional specialties in AMEDD unitscannot be adequately evaluated. Controllersmust be experienced and knowledgeableenough to initiate actions for, and respond to,player units. Control personnel have tomoulage simulated patients and instructthem in their roles. Simulated casualty poolsthat generate patient play must have suffi-

cient personnel. The appropriate 8-seriesARTEPs recommend numbers of personnelfor specific units. Driver/radio telephoneoperator (RATELO) personnel with vehiclesare required to support the AMEDD con-trollers, umpires, evaluators, and patients.

When simulated patients and casualtiesare in treatment facilities during meal hours,the facilities will feed them. Class X clothingis required for simulated patients, parti-cularly those who will be moulaged.

CONTROLExercise plans must specify detailed

control procedures for actual casualties andpatients. Actual medical support is normallythe responsibility of the participating units.Provisions are made for—

Sick call and outpatient care.Emergency care.Ground and air evacuation, as appropriate.Hospitalization.

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FM 25-4

Appendix B/CS and CSS in Exercises

Care for personnel unable to return to their turn it in to AMEDD controllers on aunits but not requiring hospitalization. prearranged schedule. Controllers shouldMedical supply and maintenance support. compare the collected Parts A and B at least

once daily. Doing so ensures that assessedCommunications to support the above casualties are being released into, and. .functions.Casualty tags identify simulated

casualties, place them into training exercises,and trace their movement through themedical treatment and evacuation system. Ifsimulated casualties result from assess-ments, controllers must be briefed and issuedthe simulated casualty tags with Part A com-pleted. Often the assessors are not AMEDDpersonnel. They may be controllers for otherparticipating units. When players are tagged,Part B of the tag should be completed,separated, and turned in to AMEDDcontrollers on a prearranged schedule,normally at least once a day. Part A shouldremain affixed to the simulated casualtyuntil released from medical channels. Thelast medical treatment or evacuation unitseeing the casualty should keep Part A and

properly moved through, the medical system.Controllers should bring major problemareas to the attention of player units for cor-rective action.

Standard moulage aids are relativelysimple and increase visual impact, Patientsmust be briefed on behavior, signs, andsymptoms. Then they can add realism to theexercise play.

Exercises with MILES should use thecasualty procedures in TC 25-8. Controllersfor such exercises will be issued packages ofMILES casualty tags (GTA 8-11-5). The tagsare issued concurrently with MILES devices.Unlike the casualty tags described above, theMILES casualty tags have predeterminedwound diagnoses by percentage of varioustypes of casualties. The controller willrandomly issue one tag to each player prior to

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STARTEX. Players will place the tags intheir pockets without reading them. If aplayer’s MILES equipment is activated, thecontrollers read the card to assess thecasualty.

If a casualty pool is used, medical controllerpersonnel should moulage and brief thepatients, attach a casualty tag and/or DDForm 1380 (Field Medical Card), and coordi-nate their insertion in exercise play.Simulated casualties can be introduced intoplay by—

Being picked up at simulated aid stationsor other field sites by evacuation units.Walking into a facility.If the scenarios require that casualties be

evacuated after receiving initial treatment,each must have a DD Form 1380 to reflecttreatment received.

Non-AMEDD controllers must ensure thatreleased patients return to their units accord-ing to established exercise procedures. If theydo not receive casualty information through

Being transported to the treatment facility normal communications, controllersby ground or air ambulances or other portraying a unit’s higher headquarters or avehicles. subordinate unit should request it from

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FM 25-4

player units. These controllers should alsorespond realistically to requests from partici-pating units.

Detailed procedures for evaluating andmaintaining records of medical exerciseactivities are found in appropriate 8-seriesARTEPs and FM 8-23. Also, see TC 25-6 forinstructions on MILES-supported exercises.

DA Pamphlet 310-12 describes a wide rangeof available simulation training aids.Planners should also consider other locallyconstructed aids. Some applicablenonstandard aids may be available throughthe MEDDAC/MEDCEN. They may be justi-fied for purchase and use within a command.Improvised medical training aids are asvaried as imagination and resources allow.

MILITARY POLICEOPERATIONS

Military police (MP) units participate inexercises to provide realism. These unitsprovide combat, CS, and CSS to thecommander. Table 10 summarizes MPmissions and operations and identifies themilitary police TOE units responsible foreach.

PLANSMilitary police planning considerations

are applicable to actual tactical situations, aswell as to the planning and conduct oftraining exercises. Wherever feasible, mili-tary police participate in the planning so thattheir training needs can be incorporated inthe exercise. Tasks in the MP ARTEP shouldbe included in the exercise scenario. Addi-tional military police tasks dictated by localmissions or circumstances may also beincluded. Planners should keep in mind thesize and actual capabilities of the militarypolice unit being employed. The widespectrum of possible military police missions


requires that the military police be givenevery opportunity to experience situations asclose to actual combat conditions as possible.For example, military police play a vital rolein RACO. Planning of military policemissions for RACO should be exercised inaccordance with current doctrine. The condi-tions needed to employ military policerealistically are best met by including themin exercises conducted by major head-quarters. Military police can receive excellenttraining in planning for, and assisting with,the movement of units to and from thetraining areas.

PERSONNEL AND EQUIPMENTMilitary police planners develop their

plans to best support the concept of theexercise. Planning factors that affectmilitary police employment include—

Number, types, and missions of units in theMP element’s area of operation.Specific missions and the type of supportrequired of the MP element.Quantity, quality, and types of vehiclesand equipment available to the MPelement.Environmental conditions within the areaof operations.Width, depth, size, and location of built-upareas.Attitudes and needs of the inhabitants.Requirements for augmentation by MPelements.Enemy capabilities in the rear area.Political or psychological activitiesdirected against US forces.

The military police controller, umpire, orevaluator checks to ensure that MP unit com-manders establish mission priorities in the

8 7


8 8


light of available troops and provide for 24- Military police planners consider aviationhour area coverage. Once these determina- employment andsupport in the followingtions have been made. the formula below, as missions:well as the directions’ found in ARs 310-31,310-49, and 570-2, may be used. Command and control, especially for

Military police planners will considerextending communications capabilities.

special equipment, facilities, and transporta- Security.tion. MP units, can provide the majority oftheir equipment needs. Special missions Overwatch of extended LOC, includingrequire augmentation. Such missions may convoy cover, location of congestion,involve—

Support of river-crossing forces.interruption of the MSR, and in-transitsecurity.

Security of ports and harbors.Security of permanent stations.Handling unusual numbers of PWs ormilitary prisoners.Riot or civil disorder control.

Movement of MP elements to unblock athreat obstruction and to relieve congestionon road networks.

Timely coordination with supported head-quarters and subordinate military policeelements.

Security for extended lines of communica-tion (LOC) under enemy observation and Evacuation of selected PWs for specialfire. protection or interrogation.

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FM 25-4


Contingency planning must includeimplementing instructions to undertake alltypes of operational support, including—

Rear area protection.Security of critical installations.Security of LOC.Reaction to major disaster situations (areadamage control).Reaction to installation security plans.Reaction to civil disturbance and riotcontrol missions.Implementation of nuclear accident/inci-dent control plans.Conduct of joint operations.

PERSONNEL ANDADMINISTRATION

OPERATIONSPersonnel and administation (P&A)

functions are heavily loaded with peacetimerequirements. During wartime, only a few ofthese functions become more important orcreate a heavier work load than during peace-time. Training exercises must focus on thesecritical wartime functions at each echelon.Critical functions include—

Personnel strength accounting.Personnel information system (auto-mated/manual) operations.Replacement requirements andrequisitions.Replacement processing/operations.Casualty reporting.Military awards.Postal operations.

Tactical administration service operations.Promotions/reductions.Other P&A functions may be performed in

combat. However, these are the critical onesthat must be performed by each echelon.They differ from echelon to echelon. Forexample, at battalion level, personnelinformation will be detailed. At corps level, itwill be summarized. Tactical SOPs and plansshould include procedures and requirementsto ensure that the system supports eachechelon.

PLANSFor successful exercises, P&A planning

must occur early. It must—Establish objectives.Determine which functions will be playedand plan to exercise them thoroughly.Coordinate with scenario developers toensure that the play will exercise theselected objectives.In multiechelon exercises, P&A elements at

all levels must coordinate to ensure that cur-rent SOPs and plans are sufficient. In exer-cises without higher and lower echelons,controllers must be provided proper informa-tion to create exercise realism. A number offunctions require support from otherorganizations. If a player element does notprovide this support, a controller mustprovide it to ensure that the units are fullyexercised. For example, the division AGcompany (replacement detachment) needstransportation support from the supply andtransportation (S&T) battalion to movereplacements. If the replacement system isnot being exercised, movement requirementsmust still be submitted so that the transporta-tion element can exercise.

Exercises should involve both P&A func-tional and tactical responsibilities. For

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FM 25-4


example, the division AG company shouldalso perform rear area security and rear areadamage control in the division support area.The maneuver battalion’s personneladministration center (PAC) should performthe same function in the brigade trains area.

PERSONNEL AND EQUIPMENTThe personnel selected for the exercise

must be those who would normally performduring combat operations. The exercise objec-tives and the P&A functions to be playeddetermine the actual number of participants.Only equipment authorized by the TOEshould be used. Blank forms and appropriatereferences required by field SOPs should beavailable.

CONTROLExercise play drives P&A activities. For

example, as personnel losses are declared,these losses are translated into MOSs andreported in accordance with established

procedures. The personnel controller is thekey to this function. He should have the TOEand Standard Installation/Division Person-nel System (SIDPERS) rosters to verify lossesby MOS and grade. The personnel controllerensures that personnel and other staffelements coordinate properly especiallywhen exercise action increases. ARTEPs and12-series field manuals cover P&A elements.

TRANSPORTATIONOPERATIONS

Exercise play should include realistictransportation requirements for partici-pating units. Transportation plannersconsider—

The types of transportation operations andthe modes of transportation to be exercised.See Table 11 for an example.The levels of transportation to be exercised.The integration of transportation play intoexercises.

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PLANSPlanning steps identify basic transporta- does this planning. The operative level

tion levels—strategic, coordinative, and involves unit missions. Each unit performsoperative. The steps then relate these to the its function:transportation command structure. Thestrategic level involves high-level, long-range Discharging containers from ships.planning. It is done by the assistant chief of Clearing terminals by truck, water, rail,staff for-transportation at theater army HQ and air.or by the senior transportation command in atheater. The coordinative level integrates Performing intermediate aviation

maintenance.movement. Normally, the movement controlcenter or the senior transportation command Providing training for troops.

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FM 25-4


PERSONNEL AND EQUIPMENTExercise planners assign tasks at the

correct transportation level—strategic,coordinative, or operative. Planners use theapplicable ARTEP to suggest supportrequirements for various transportation exer-cises, as well as the framework for the desiredstandards and control.

MAINTENANCE OPERATIONSBy virtue of their missions, maintenance

units perform daily many of the functionsthey can expect to perform under field condi-tions. At the DS level, these include—

Inspecting.Testing.Classifying.Supplying repair parts.Cannibalizing.Controlling exchange.Repairing.Modifying materiels.These are prime candidates for exercise

play. Some functions, notably reclamation,

overhaul, and rebuilding, are performed atmaintenance levels higher than DS.Nonetheless, exercise planners shouldconsider giving all functions some play.

The exercise scenario should include theapplicable tasks shown in the appropriateARTEP. It should also include tasks that arenot part of the daily maintenance mission.

Exercises should be as close as possible toactual combat. For example, the supply func-tion should train in conjunction with mainte-nance. Doing so is important because mostmaintenance supply actions will have aneffect on Class IV supply. Similarly, themateriel management center (MMC) shouldtrain to find additional sources of repairparts, such as adjacent maintenance unitsand equipment that can be cannibalized.Accurate and timely readiness reporting isabsolutely essential. Effective communica-tions nets are also vital. If radio silence isimposed, couriers must be used. Likewise, asmaintenance support teams (MSTs) are sentforward, they should train to satisfy both thesupported and supporting units. Responsetimes may be critical, both for equipmentrepair and MST survivability. MSTs may betransported by airlift to the equipment orprovided armored maintenance vehicles.

9 3

APPENDIX C

Opposing Forces

PURPOSE

OPFOR units are trained and equipped toconfront US units with realistic opponentsthat look like and fight like potentialadversaries. Such realism enhances trainingexercises. Well-equipped OPFOR units areskilled in the tactics and techniques of apotential adversary. They not only addrealism to training exercises, but generateplayer enthusiasm. Soldiers learn the poten-tial adversary’s tactics, doctrine, and weaponsystems that they could successfully exploitin air-land battles. OPFOR units encourage—

Effective intelligence-gatheringprocedures.Electronic warfare techniques.Operations security measures.Deception measures.Unconventional warfare techniques.

Presently, the collective sustainmenttraining in units further refines the tacticalskills taught in service schools. However,such training usually derives from friendly-on-friendly force engagements. Given suchtraining, US forces would have to developinnovative ways to fight an actual enemyduring the initial stages of a war. However,under current operational concepts, a periodof adaptation is no longer acceptable. Allunits should train for future battles by exer-cising as much as possible against realistic,uncooperative, and competitive OPFORsthat use threat doctrine, tactics, weaponsystems, and fortifications. Knowing how apotential adversary is likely to perform on thebattlefield, US soldiers and units can takeadvantage of enemy characteristics andweaknesses from the very start.

ORGANIZATIONSuccessful OPFOR employment relies on relationship fosters intelligence support to

support from unit commanders and staffs. the overall unit training goal of combat readi-Exept for the NTC, the Army has no ness. The G3 also monitors unit scenarios. Heauthorized manpower allocations for OPFOR ensures that they are properly designed andmaneuver units. Therefore, corps and controlled and that they allow the OPFOR todivision training programs must use unit create a realistic environment.assets to depict OPFOR tactics and opera-tional principles. The G3 manages the Units in the division or corps should beOPFOR program. The G3 staff section uses trained, on a rotating basis, to perform as anthe available expertise within the G2 section OPFOR element for training exercises andto help manage the program. This staff ARTEP evaluations.

SIZEFull-scale employment of OPFORs personnel. For reporting purposes, one

demands extensive resources. Thus, OPFOR OPFOR soldier normally represents threeparticipation may be scaled down to reduce enemy soldiers. One tank normally repre-costs. The size of the OPFOR usually depends sents a tank platoon. The ratio between theon the unit’s ability to provide supporting OPFOR and the notional enemy it represents

9 4

FM 25-4Appendix C/Opposing Forces

is flexible. The chief controller of the exercisemust establish the ratio, based on availableOPFOR training time, equipment, andpersonnel. However, the ratio must always berealistic. When using MILES with anOPFOR, refer to TC 25-6. Some additionalconsiderations when using OPFOR units in atraining exercise include—

Free play or controlled play scenarios.The exercise training objectives.The personnel, equipment, and facilitiesavailable.The scheme of maneuver.The fire support plan.The type, strength, composition, andtraining status of the OPFOR unit.The available maneuver space within thearea of operations.The weapon systems to be employed.

EQUIPMENTModified US vehicles can suggest the

appearances and silhouettes of threat combatequipment. Vehicle and equipment modifica-tion kits and soldier uniforms can be obtainedfrom TASCs. Likewise, foreign material andequipment for training can and should beanimportant part of the total OPFOR program.Foreign equipment in displays and in typicalstrongpoints can enhance realism inindividual, leader, and collective training.AR 350-2 outlines the training objectives andexplains how to obtain and maintain foreignequipment.

The OPFOR emblem identifies OPFORequipment and personnel. It is also used onOPFOR training literature and materials.When the emblem is superimposed onOPFOR-designed equipment, the star isblack and the circle red. The backgroundremains the original color of the equipment.

When a colored version is for uniforms, flags,and staff papers, the star and circle will begold and the background red. These emblemscan be obtained from TASCs.

TRAININGIdeally, each division should have a small,

permanent cadre to assist in OPFORtraining. This cadre should train the OPFORmaneuver unit to execute the OPFOR portionof exercises quickly and professionally. Itshould provide divisionwide classroominstruction pertaining to Soviet and NorthKorean military forces. See FM 30-102 andFM 34-71.

The US Army Forces Command(FORSCOM) Red Thrust element, located atFort Hood, Texas, has prepared trainingpackages to teach tank and motorized riflecompanies and battalions throughout theArmy how to portray authentic Soviet andNorth Korean tactics. Both Soviet and NorthKorean formations are relatively easy tolearn. To save fuel, OPFOR units can practicethem with ¼-ton trucks instead of trackedvehicles. Considerations to keep in mindwhen using OPFORS are—

The general tendency of an OPFOR torevert to US tactics once it begins tomaneuver against an actual US force.The tendency of OPFOR commanders touse the best of both Soviet and US tactics.Doing so should be avoided because any-thing less than authentic Soviet and NorthKorean tactics degrades the training ofboth the player unit and the OPFORelement.

PLANNINGThe exercise directive provides initial

planning guidance such as—The size of the OPFOR element required.The player units that will participate.

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FM 25-4Opposing Forces/Appendix C

The equipment available.The constraints (physical, financial) orother limitations.The tactical doctrine or techniques to beemphasized.The procurement of special supply items.The OPFOR training objectives andequipment.The source of OPFOR equipment andpersonnel.The OPFOR scenario is developed in the

same manner as the player unit scenario tofacilitate player intelligence training. TheOPFOR scenario emphasizes the following:

Propaganda to enable all personnel todevelop positive attitudes toward theexercise. Appropriate means may includeposters and leaflets, agent activities, andloudspeaker broadcasts.Simulated nuclear-chemical operations.Tactical deception designed to strengthenprocedures for developing counter-deception activities.Partisan, guerrilla, and counterintelli-gence agency operations to train all playerunits in survivability operations.The preexercise phase must provide

sufficient time to allow for—Training and converting a unit to OPFORstatus, to include rehearsing the tacticalplan.Developing plans and orders, to includepreparation of communication, air support,and fire support plans.Developing plans for OPFOR intelligenceactivities.

Once the OPFOR has been designated bythe directive, the OPFOR commander andstaff begin planning and training—

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To establish operational headquarters.To reorganize units for OPFORemployment.To designate OPFOR identities for person-nel and to issue weapons, clothing,markings, and documents, as needed.To construct necessary defensive positionsaccording to threat tactics.To prepare the OPFOR OPLAN based onthe exercise scenario.To plan and conduct appropriaterehearsals in coordination with controllerpersonnel.To schedule briefings for all OPFORpersonnel on the nature of the exercise andtheir particular roles in the exercise.

CONTROL

The exercise control plan details provisionsfor controlling OPFOR play. The type ofscenario dictates the measures used forOPFOR control. Threat doctrinal controlmeasures and graphics control OPFOR ele-ments during the exercise. Controllers andumpires are designed to OPFOR units—

To evaluate actions.To ensure realism.To assess loss and damage.To control activities.Detailed training for umpires and

controllers in OPFOR organization, doctrine,and tactics is the key to realistic control ofexercise play. The corps or division OPFORprogram manager or other personnel trainedin OPFOR tactics and organization canprovide this training.

The OPFOR commander has tactical andadministrative control of the OPFOR and itsattached units during the exercise. The

FM 25-4

Appendix C/Opposing Forces

OPFOR should rehearse planned tactical with the terrain and control measures to beoperations with the umpires and controllers. used and allows correction of faulty tacticalThis enables all concerned to become familiar procedures.

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APPENDIX D

Exercise Control

PURPOSEAll training exercises require control. Some

such as TEWTs need only commanders.Others such as division- or corps-level CPXsor FTXs may require formal controllerorganizations responsible for conductingentire exercises. The control system for anyexercise should ensure that it follows itsscenario and attains its objectives. Thecontrol system makes sure that each exercisedevelops smoothly and provides meaningful,realistic training.

ORGANIZATIONTo control exercises, chief controllers must

organize the staffs to use the availablepersonnel most effectively and beneficially.To do so, they prepare controller manningtables.

The composition of the control teamdepends upon—

The type of exercise and the echelon atwhich it is conducted.The method, sometimes called the exercisedriver, that sustains the exercise andcauses it to flow to a logical conclusion. Asequence of events, a battle simulation, anOPFOR element, or a combination of thesemay drive an exercise.

Troop lists from the notional higher andadjacent headquarters.Controllers should represent all higher,

subordinate, adjacent, and supporting unitsand staffs except those physically repre-sented. If First Battle drives a CPX, the chiefcontroller can use the organizer’s guide fromFirst Battle and the OPLAN troop list toassign controllers properly. For an FTX withan OPFOR element and no higher head-quarters, OPLAN, or troop list available, thechief controller must decide not only where toplace controllers, but whom they mustrepresent.

Each battle simulation includes a recom-mended controller manning table along withthe instructions. In many instances,manpower restrictions will dictate modifica-tions to it. However, control organizationsthat are not familiar with the particularsimulation being used should follow therecommended control organization as closelyas possible. A control staff, a headquarterstogether with umpires, and evaluators mayall be necessary.

Controllers ensure that events take place atthe right time and place per scenario andschedule. They perform as all HQs and units

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FM 25-4Appendix D/Exercise Control

not present as players. Umpires determineoutcomes of—

Engagements.Fires.Obstacles.Support activities.They report outcomes to players and

controllers. Evaluators observe activities todetermine whether tasks are performed tostandard. Ideally, one person should notserve as controller, evaluator, and umpireduring the same exercise. However, exercisedirectors may have to make dual assign-ments if there is a shortage of qualifiedpersonnel.

EXERCISE CONTROL CENTERAs the focal point for controlling each exer-

cise, the ECC will portray the higher head-

quarters of the player unit. It will also beresponsible for the administration andlogistics necessary to support the exercise.Subordinate control centers, if used, andumpire teams report to, and coordinate theiractivities through, the ECC. ECC personnelmust also know control and umpire proce-dures thoroughly and interact as requiredwith subordinate control centers. The chiefcontrollers or their designated representa-tives will coordinate all activities of thecontrol organization according to theguidance from the exercise director. Alltraining exercises have ECCs. Higherechelons require formal organizations.

A sample controller manning table for theECC of a division-level FTX appears in Table14. The suggested task organizations areaustere. Actual controller requirements mustbe based on a mission analysis of the exercise

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FM 25-4Exercise Control/Appendix D

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being conducted and permit sustained opera-tions. Manning and equipment tables varydepending on the type of exercise. They arebased on the mission, the terrain, and thetroops available to support the operation. TheECC must be organized to permit sustainedoperations.

Chief ControllerThe chief controller commands all exercise

controller personnel. He is responsible forinforming the exercise director of player unitlocations, plans, and intentions. He advisesthe exercise director about taking possibleactions through controller channels to influ-ence the tactical situations. ECC staffmembers aid the chief controller in theseduties. In the absence of a chief controller, asenior member of each shift of the operationssection acts as ECC officer in charge.

Operations OfficerThe operations officers are the primary

advisors to the chief controller for exerciseplanning and operations. The operationssection controls all notional units. It isaggressive in seeking updated informationfrom the area coordination centers (ACCs)and the player unit’s highest headquarters. Itis responsible for—

Fighting its portions of air-land battles.Disseminating changes to the highestplayer unit’s OPORD.Issuing orders and directives.Planning on behalf of the player unit’shigher headquarters. - -

Intelligence OfficerThe intelligence officers are the primary

advisors to the chief controller on all OPFORmatters. The EGG intelligence sectioncontrols all OPFOR units. It makes sure theyadhere to the OPFOR commander’s orders. It

ensures that all necessary intelligencereports are issued and received per SOPrequirements.

FSE OfficerThe FSE officers represent the chief

artillery umpires at the EGG. They—Brief the exercise director, chief controller,and staff.Recommend actions to control the exercise.Direct actions based on guidance from theexercise director and chief controller.The FSE officers receive reports from the

fire support sections of the ACCs andmaintain current status reports on all fieldartillery player elements. The FSE officersensure that map and status charts for EGGoperations are properly posted. They passguidance and information to the subordinatefire support controllers as required, and theymaintain artillery unit status logs and staffjournals.

NBC OfficerThe EGG NBC officers are responsible for

general supervision of the NBC control andumpire system. The NBC element coordi-nates chemical release procedures andchemical fire support plans. It maintainsliaison with area control center NBCpersonnel and brigade NBC umpirepersonnel. Through reports submitted byACC personnel, the NBC element monitorsthe effects of chemical or nuclear weaponsystems in tactical play. It recommendschemical or nuclear courses of action to thechief controller.

Engineer OfficerThe EGG engineer officer is responsible for

briefing the exercise director and chiefcontroller concerning engineer activities. Theengineer officer also posts information about

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current engineer operations on the map andmaintains all necessary logs. He directsengineers to comply with guidance receivedfrom the exercise director and chiefcontroller, and he coordinates with otherECC staff sections, as required.

ADA OfficerUsing information from ACCs, the ECC

ADA officer maintains status maps showingall units and their engagement zones. Hereports all ADA position changes to the ECCoperations section, and he reports all changesin ADA position and operational status to theALO. In addition, the ADA officer maintainsthe current and planned air defense situationbased on situation reports received from theair defense umpires.

Air Liaison OfficerThe ECC air liaison officer assesses the

bomb damage from sorties not controlled bythe forward air controller (FAC) and passesthe BDA to the ACC, which in turn passes iton to the maneuver unit umpires for assess-ment. The chief ECC ALO exercises opera-tional control over airborne umpires, ECCALO umpires, and other controllers of AirForce activities, as required.

Aviation OfficerThe ECC aviation officer compiles and

maintains all Army aviation-related dataduring the exercise. He briefs aviation-related activities to the exercise director andchief controller.

Logistics and Civil Affairs OfficersThe ECC G4 aids in the coordination of US

and local national agencies or citizens, asrequired, concerning conflicts or maneuverdamage, linguistic support, and other civilaffairs activities related to the controlmission. The G5 assists in handling foreign

nationals who visit control facilities or activi-ties. The G5 may collocate with the provostmarshal section to assist in resolvingincidents involving foreign nationals.

Provost MarshalThe provost marshal advises the chief

controller on the status of all controlpersonnel during the exercise. He advises theECC personnel officers on matters involvingpolicy violations. He maintains liaison withsafety officers and provides the requiredreports on accidents involving umpirepersonnel and equipment. The provostmarshal maintains the umpire’s seriousincident reporting system and is the ECCpoint of contact with appropriate publicagencies.

SurgeonThe surgeon advises the chief controllers

on the health status of all personnel duringthe exercise. He is responsible for operationsof the casualty evacuation system.

Visitor’s Bureau OfficerThe ECC visitor’s bureau (VB) is

responsible for hosting visitors to the ECC, inaccordance with established itineraries. TheOIC of the VB establishes and maintainsliaison/coordination with the secretary of thegeneral staff. He keeps the chief controllerand staff advised of visitors and their status,reporting their times of arrival and departureto the VB. He meets and escorts visitors in theECC area, as the headquarters commandantdirects, and he provides ground transporta-tion for visitors in the ECC area, as neces-sary. The OIC also coordinates visits withumpires or ACCs.

AREA COORDINATION CENTERACCs, when established, are subordinate

to the ECC. ACCs remain in fixed locations.

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They coordinate the administrative andlogistical support that is not part of exerciseplay. In addition, ACCs monitor and recordmaneuver damage. ACCs are normally estab-lished for division and higher echelon exer-cises or when the geographic area is too largefor an ECC’s control radius. ACCs arenormally composed of three elements:

A maneuver section.A fire support section.An obstacle section.

For exercises above division or for specialcontingencies, they might add other sectionssuch as air liaison or maneuver damagecontrol.

ACCs must know—The locations of all player and OPFORunits.The locations of all emplaced obstacles.The general tactical situation.ACCs use this information—To coordinate the support, such as mainte-nance, refueling, feeding, and administra-tive information, for umpire teams and con-troller/evaluator personnel.To coordinate emergency support that isnot part of exercise play for allparticipants.To brief visitors to the exercise area.

Wire and/or radio communicationconnects each ACC with the ECC and witheach other. ACCs are administrativeelements and do not control, umpire, or evalu-ate. ACCs depend upon effective communica-tion and timely reports from the umpireteams operating within their areas ofresponsibility. When the need for ACCs hasbeen established, it is normal to field two ormore of them.

The number of communications netsestablished by each ACC will depend on thetype and echelon of the exercise. Sufficientnets must be established to enable the ACC tofunction effectively. Some nets that can beused are the—

Umpire command net.Administrative/logistical net.Maneuver net.Fire support net.Obstacle net.Fire marker net.Whenever possible, each ACC spans a

geographical area that corresponds to theplayer unit boundaries. Thus, each ACCshould work with only one player, OPFOR,and umpire/controller organization.However, if terrain and communicationlimitations make this ideal impossible, eachACC must be prepared to act as a relay pointfor other umpire/control elements. For divi-sion-level exercises, ACC limits usually cor-respond to brigade boundaries. ACCs thenperform both their own functions and those ofbrigade umpire teams. All ACC sectionsassist area umpires and controllers inresolving administrative and logisticalproblems.

Maneuver SectionThe maneuver section maintains the

locations and status of all player and OPFORunits on the operations map. It placesopposing maneuver umpires and controllersin direct communication with each other toinstitute and/or evaluate planned activities.This section consolidates umpire teamreports and keeps the ECC informed of theintentions of subordinate units. It coordi-nates with adjacent ACCs and reports to theECC on the status of flank units and on anyboundary problems.

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Fire Support SectionThe fire support section monitors all fire

support activities and communications,serving as the control element for all supportfires within the ACC radius. All fire supportumpires are required to process their reportsthrough this section to the ECC. DuringLFXs, this section may have to halt play forsafety reasons.

Obstacle SectionThe obstacle section provides current

information on obstacles to area umpires andcontrollers. It monitors conventional obsta-cles and damage to the MSR and to LOC forits assigned area. It should be staffed byexperienced engineer personnel. Collateraldamage from conventional, chemical, ornuclear strikes that create obstacles must bereported to this section. It assigns sequentialtarget numbers to obstacles, and it reportstheir status, target numbers, and locations tothe ECC. It reports current obstacle informa-

assists in controlling tactical obstacles andcoordinates the placement of obstacle guardswithin the ACC area. It may divide its areainto subareas to simplify the disseminationof information to tenant units. Breachedobstacles are logged on the obstacle status logand removed from the obstacle map.Repairing unit umpires report MSR and LOCrepairs, and ACC personnel post them inproper logs, remove them from the correctobstacle overlay, and report them to the ECCG4. The obstacle section also ensures that allobstacles in the ACC area are properlymarked throughout the exercise. The obstacleshould be marked by either the emplacingunit umpire, the requesting unit umpire, or anearby resident umpire.

A sample ACC organization for a brigadearea of operations during a division FTX isshown in Table 15. The table is provided forguidance. Exact manning will depend on the

tion to maneuver unit umpires by means of type of exercise, the echelon at which it isupdated obstacle overlays. This section conducted, and the geographic area.

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UMPIRE TEAMSThe umpire teams evaluate engagements,

fires, obstacles, encounters, and supportactivities, based on weapons effect tables,professional judgment, and a thoroughknowledge of the player unit’s dispositionand scheme of maneuver. The teams inter-face with ACCs. They are especially active atthe battalion and lower levels of commandwhere they may perform simultaneously ascontrollers and evaluators.

The organizational tables that followdepict umpire teams supporting a division(brigade-slice) FTX. These tables depict themost commonly required teams. Any unit inan exercise may require a correspondingumpire team.

Brigade Team

Brigade Chief Umpire. The brigade chiefumpires are in charge of all brigade umpireteams in their sphere of control. They are theprimary link between the ECC, ACC, and theplayer units. They provide liaison with playerunits and ensure that ACCs and the ECCreceive frequent updates on unit locations,plans, and intentions. They coordinate withOPFOR brigade umpires and assist in posi-tioning opposing battalion umpires. Theyensure that timely situation reports(SITREPs) are received and forwarded.

The brigade chief umpires maintaincurrent locations of player units and monitorplayer unit plans and intentions. Theyresolve conflicts among player umpires andreport them to the division chief umpires,when appropriate. The brigade chief umpiresalso conduct AARs at the ends of exercises.

Assistant Brigade Chief Umpire. Theassistant brigade chief umpires represent thechief umpires in their absence and performother duties that the chief umpires specify.

Administrative Umpire. The administrativeumpires monitor the personnel replacementand casualty reporting system.

Intelligence Umpire. The intelligenceumpires monitor the performance of thebrigade S2 section, to include the brigadeintelligence net traffic and actions generatedby that traffic.

PW Umpire. The PW umpires control trainedPWs, coordinate their insertion in playerchannels, and monitor the handling, pro-cessing, and evacuation of PWs in playerchannels. They accompany PWs from inser-tion to evacuation to the division PW collec-tion point. They ensure that capturedOPFORs are repatriated and not processed asPWs.

Operations umpire. The operations umpiresmonitor the brigade S3 section, maintaincommunications with the ECC or ACC, andgather and transmit SITREPs from battalionumpires.

Logistical Umpire and Assistant. Thelogistical umpires and assistants monitor allsupply expenditures and resupply activities.They also monitor equipment loss reportsand weapon systems replacement operationsin the brigade.

Medical Umpire. The medical umpires coordi-nate the insertion of medical casualties andmonitor the casualty evacuation system ofplayer units.

NBC Umpire. The NBC umpires at brigadelevel ensure that NBC umpires in maneuverunits are informed of brigade NBC playeroperations. They assist the maneuver unitNBC umpires in effecting umpire linkupbetween firing units and targeted units. Theyalso inform the ECC and ACC of brigadeNBC player operations.

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Maintenance Umpire and Assistant. Themaintenance umpires and assistantsmonitor all maintenance activities in thebrigade. They ensure that recovery, repair,and replacement follow established proce-dures. They may accompany equipmentthrough the maintenance system to observeplayer actions.

Maneuver Battalion Team

Battalion Chief Umpire. The battalion chiefumpires are in charge of all battalionumpires. They are the primary communica-tions link between the brigade team and theplayer units, and they ensure that the brigadeteam and the ACC maneuver section are noti-fied prior to entering or departing ACC areas.The chief umpires make sure that the brigadeteam and the appropriate ACC maneuversection get updates whenever the battalion ora subordinate company moves 2 to 3kilometers or more, changes the direction ofattack, or withdraws. They make sure thattimely SITREPs are transmitted to the ACC.They update the ACC frequently on playerplans and intentions. They place subordinatecompany umpires in direct contact with theircounterparts in the OPFOR. They resolveplayer-umpire conflicts and report them tothe brigade chief umpire, as necessary. Theyconduct informal briefings at the ends of theexercises and provide input for the AARs.

Battalion Assistant Chief Umpire. Thebattalion assistant umpires take the place ofthe chief umpires, in their absence. Theyperform any other functions that the chiefumpires direct.

Operations/Intelligence Umpire. Theoperations/intelligence umpires are theprimary contact between player unit umpiresand the umpire chain of command. Asassistants to the battalion assistantumpires/evaluators, they establish the

umpire maneuver operations center. Theymaintain the operations map with the cur-rent locations of battalion and subordinateunits. They maintain communication andcoordination with ACCs and subordinatecompany/scout platoon/attached unitumpires such as the engineer platoon umpire.They consolidate and transmit SITREPsfrom subordinate unit umpires to the ACC,and they transmit required reports to theappropriate ACCs. They provide targetinformation, when requested, through theACC maneuver section to the fire support sec-tion, and they receive and relay informationon opposing forces and obstacles from ACCsto concerned company/scout platoonumpires.

NBC Umpire. The NBC umpires are theprimary contact for NBC actions andinformation. They coordinate to ensure thatACC and higher and subordinate unitumpires are informed of any NBC hazards.The NBC umpires monitor and evaluate NBCprotective measures and defensive actions.They ensure that the battalion and subordi-nate and attached units respond to NBCattacks. They assist and advise the opera-tions/intelligence umpire on NBC matters,and they assess NBC casualties.

Logistics Umpire. The logistics umpiresmonitor the battalion logistics activities.They also monitor the equipment loss reportsand weapon system replacement operations.

Company Umpire. Normally, companyumpires go with the company commanders.They ensure that team members are properlypositioned to observe player activities. Theycommunicate or meet directly with theopposing force unit umpires to exchangeinformation, adjust engagements, assess allbattle losses, and determine the outcome ofengagements. They report the plans andintentions of player unit commanders, as well

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as changes in unit location of more than 2 to 3kilometers, to the battalion umpire teams.They also report all obstacles that playerunits emplace, execute, or breach to the bat-talion umpire team. The company umpiresemphasize safety and report any violationsdirectly to the unit or through umpirechannels. They conduct informal briefings atthe end of the exercise and report maneuverdamage that exceeds the allowablemaximum.

Scout Platoon Umpire. The scout platoonumpires monitor the activities of the scoutplatoon. They ensure that informationregarding opposing force sightings andimminent contact is relayed to the companyumpire. They must clear with the battalionchief umpire/operations officer beforedirecting the platoon’s withdrawal when it isreduced to one-third TOE strength.

Battalion Fire Support Umpire. Thebattalion fire support umpires assess theeffects of hostile weapons. They monitor theFSO’s fire planning and coordination.

Company Fire Support Umpire. Thecompany fire support umpires assess theeffects of incoming hostile fire. They monitorFIST/FO fire planning and coordination,positioning, and calls for fire. They forwardfire planning and other appropriate informa-tion through umpire channels to the bat-talion umpires. They mark indirect fireswithin their sectors.

Mortar Platoon Umpire. The mortar platoonumpires monitor platoon planning, coordina-tion, calls for fire, positioning, and interfacewith the scheme of maneuver.

Administrative Umpire. The administrativeumpires have the same duties as theadministrative umpires for the brigade team.

Redeye/Stinger Umpire. The Redeye/Stinger umpires monitor the tactical employ-ment of Redeyes and Stingers.

Antitank Platoon Umpire. For infantry bat-talions only, these umpires function like thecompany maneuver umpires but havespecific responsibility for the antitankplatoon.

Division Artillery Team

Chief Artillery Umpire. The chief artilleryumpire is in charge of all field artilleryumpires in the exercise sector. He is areresponsible for the training, supervision,placement, and welfare of umpires. The chiefumpire arbitrates conflicts; serves as contactbetween players and umpires, as required;and ensures that all umpires adhere to estab-lished procedures in performing their duties.

Division Artillery Umpire. The divisionartillery umpire team locates near the divi-sion artillery TOC. The division artilleryumpires monitor all counterfire missions,serve as umpires for the division artillery,and evaluate the operations of the divisionartillery units.

FA Battalion Team. The FA battalion teamcollocates with the player FDC operationscenter. The team monitors all counterfire andindirect fire missions, as required.

Lance Battalion Team. The Lance battalionteam collocates with the player unit andmonitors all missions.

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Calvary Squadron Team

The squadron umpire team has the same same responsibilities as the field artilleryresponsibilities as the maneuver battalion team. Intelligence and administra-team. The howitzer battery team has the tive/logistics umpires may be added as

appropriate.

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Air Defense Battalion TeamBattalion Umpire. The battalion umpires activities, keep abreast of unit intentions,maintain the status and location of all units assess battle losses and casualties, and reportand report to the ACC, as appropriate. Thebattalion umpires are the relay points forinformation provided the player unit by theACC, especially obstacle information. Theymonitor both tactical play and movement ofthe battalion headquarters and headquartersbattery. They assess battle loss and engage-ments, as required.

Battery Umpire. The battery umpires receiveand act upon messages from the battalionand platoon umpires. They monitor unit

current status to the battalion, umpires, asrequired. The battery umpires also submitobstacle reports to battalion umpires.

Platoon Umpire. The platoon umpiresmonitor player movement, tactics andengagements; and they report to the batteryumpires, as required. They assess battlelosses and casualties and report obstacles tobattery umpires. The platoon umpiresprovide aviation umpires with air defenselocations and operational status, as required.

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Division EngineerBattalion Umpire Team

Division Engineer Umpire. The divisionengineer umpires monitor operations of thedivision engineer battalion headquarters andthe division engineer section. They monitorall engineer obstacle information and ensurethat reports on engineer obstacles aretransmitted to the ACC.

Engineer Company Umpire. The engineercompany umpires validate operations of theengineer company to include obstacleemplacement, execution, breaching, andbridging operations. They monitor Class V

obstacle materiel management. They ensurethat obstacles are marked and reported andthat obstacle guards are properly placed.

Engineer Bridge Company Umpire. Theengineer bridge company umpires validatethe operations of an engineer companyequipped with mobile assault bridge (MAB),ribbon, and panel bridging. They ensure thatriver-crossing operations are conducted in arealistic manner and verify bridge construc-tion estimates during bridging operationswith the ACC.

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Aviation Control Team

Attack Helicopter Company Controller. The incoming fire missions upon receipt of reportsattack helicopter company controllers are in or retransmit reports to subordinate umpirescharge of the company umpire teams. They in the vicinity of the impact grid for theirkeep the ACC informed of company and assessment.forward arming and refueling point (FARP)locations, receive engagement reports fromplatoon umpires, and monitor currentcompany strength. They ensure thatassessed aircraft are removed from operationfor the prescribed time period, and theymonitor selected ammunition expendituresand resupply, to include FARP interdiction.The company controllers mark and assess

Platoon Umpire. The platoon umpires flywith and observe the deployment of theplayer-accompanied platoon. They assesslosses from ground fire and ADA weapons,contact ground unit umpires through theACC, provide a subjective loss evaluation ofboth air and ground elements, and submitengagement reports to the company umpire.

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Medical Control and Casualty Teams

Medical control and casualty teams record cate with the specific evacuation companiesand tag simulated casualties that medical that provide a simulated combat supportumpires have designated for evacuation hospital in the division support area.through medical channels. They will collo-

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APPENDIX E

Controllers, Umpires, and Evaluators

BASIC FUNCTIONS

Through the controllers, exercise directors units get the maximum training benefits.monitor the play to ensure that the training Evaluating is separate and distinct fromobjectives are accomplished. Controllers both controlling and umpiring. Evaluatorskeep the play within the limits prescribed by determine proficiency, based on the trainingthe scenario. By arbitrating engagements objectives in soldiers manuals and ARTEPs,and assessing losses, umpires help player by observing player activities.

PREPARATION

At all echelons of command the controllers,umpires, and evaluators who monitorexercise play must be knowledgeable in theperformance of assigned duties. They mustknow the schedule of events that support thetraining objectives. Controllers, umpires,and evaluators receive formal training afterthe LOI is published and prior to STARTEX.The chief umpire, chief controller, chiefevaluator, and their respective staffs conducttraining sessions together or separately.

Generally, preparation begins with teamleaders’ conferences. The chief controllers,umpires, and evaluators conduct conferenceswith their player counterparts at eachechelon to acquaint them with the exercisescenario and background information; themissions, concepts, policies, and proceduresfor controllers, umpires, and evaluators; theorganization, duties, and responsibilities forcontrollers, umpires, and evaluators; and theschedules for controllers and umpires.Preparation includes further schooling forcontrollers, umpires, and evaluators. Con-ducted either concurrently or separately,these schools familiarize personnel with—

Duties, responsibilities, and procedures.The exercise scenario and backgroundinformation.Administrative and logistics procedures.The exercise area, rules, and safetyrequirements.

Medical procedures.Environmental protection.Procedures during player tacticalmovement.Procedures for umpiring obstacleencounters.Direct and indirect fire assessment.Procedures for controlling ADA, tacticalair, and Army aviation.NBC operations.Preparation of reports.Procedures for multiechelon AARs.Preparation also includes reconnaissance,

coordination, and communications. Prior toSTARTEX, controller, umpire, and evaluatorteams and supporting personnel shouldreconnoiter the exercise area and test thecommunications equipment.

Evaluators should be selected with careand must be thoroughly knowledgeable inthe specific tasks to be evaluated. The seniorevaluator will instruct evaluator personnelon evaluation objectives and be responsiblefor their training. The senior evaluator willalso develop the evaluator manning table inconjunction with the chief controller, takingcare to ensure that evaluators are properlyselected and assigned to positions they arequalified to evaluate. Evaluators must alsobe knowledgeable concerning—

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FM 25-4Controllers, Umpires, and Evaluators/Appendix E

Player units’ TOE and TDAs.The personnel status of the player units.The training of the player units to date.The equipment status of the player units.Player units’ SOPs.

Evaluators are responsible for positioningthemselves where they can observe as manyactivities as possible. However, because it isphysically impossible to observe all activitiesduring an exercise, they must make soundjudgments to determine which ones are moreimportant. This does not relieve theevaluator of the responsibility to evaluate theother activities. To do that, evaluators mustrely on the reports received from othermeans, including—

Radio traffic.Pointed questions of other evaluators.Message traffic.Directed discussions with commandersand staff.

Evaluators may also assist unit commanderswho desire help in meeting trainingobjectives. Acting as trainers during theexercise, they can show soldiers and leadersbetter ways to perform tasks or correct poorperformance, if required.

PARTICULAR FUNCTIONSControl personnel must be able to monitor

and assess various kinds of exercise play:direct fire, indirect fire, ADA, Army aviation,tactical air support, and engineer.

DIRECT FIRE PLAYIf the exercises use MILES, umpires must

be familiar with assessment procedures fromTC 25-6. If simulation is used, umpires willassess casualties using the tables in

Appendix F for evaluating small armsengagements.

INDIRECT FIRE PLAYControl

Indirect fire control procedures requireeffective radio communications amongopposing unit umpires and fire directioncenters. Fire support controllers must beaggressive in establishing and maintainingcommunications. They must be accurate andprompt in informing each other of changes inlocations, maneuver control measures, firesupport coordination measures, and front-line traces.

Dedicated fire support umpires areassigned to each echelon from maneuvercompany headquarters to brigade head-quarters, including FA units. The composi-tion of umpire teams for FA units dependsupon unit missions and exercise objectives.Terrain and local situations may dictatemodifications to any manning table. Onlythe planners at local levels can determinemodifications. Appendix D of this manualprovides guidance and sample manningtables for control organizations. Umpiresaccompanying other forces must mark andassess indirect fires on their units’ installa-tions, as required.

Because no OPFOR live fire occurs duringfield exercises, targets that would normallybe located by counterfire radar, sound andflash ranging, and crater analysis cannot bedeveloped. The targeting assistance providedby CEWI units is also difficult to portray inexercises. Controllers or umpires can providenecessary information for exercising targetintelligence systems to provide battle staff,survivability, and systems training. Forexample, the umpire of the targeted unit canreceive the gun-target (GT) direction in eachindirect fire mission report from the FDCumpire. If the targeted unit players can, in a

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FM 25-4Appendix E/Controllers, Umpires, and Evaluators

practical manner, demonstrate to thecontroller that they know how to performcrater analysis correctly and have the equip-ment to do it, the controller will provide thehostile GT direction to the player unit. Theplayer unit must then get this informationthrough correct channels to the counterfirecenter at player division artillery. The firesupport section of each ACC where indirectfire systems are positioned will notify theECC fire support section of the identity andgrid locations of OPFOR targets according tothe schedule in Table 24.

Another way to create target intelligence isto have the ECC for the support sectionconsolidate opposing force locations and,according to percentages specified in Table34, relay a portion of them via telephone todivision G2/G3 controllers. The G2/G3controllers place the locations in the playerdivision all-source intelligence center (ASIC).The ECC fire support element relays theremaining firing unit locations to eachOPFOR DIVARTY controller by the fastestand most secure means available. In order tosimulate radar acquisitions, the DIVARTYcontroller sends relay locations to the FA bat-talion umpire, who will provide them to the

player radar section located in the area. Theplayer division artillery is responsible forproviding the communications link from theFA battalion umpire to the radar section. Tosimulate radar detection error, the ECCalters FA unit locations by no more than a300-meter radial error.

As constraints permit, umpires can usepyrotechnics, munitions, or other aids to addrealism. Upon notification of the mission, theumpire with the targeted unit can use anartillery simulator. A smoke grenade cansimulate chemical or smoke munitions.

AssessmentFor exercises such as CPXs that have no

actual OPFOR, umpires assess field artilleryand mortar effects, damage, and casualtiesusing the appropriate tables from AppendixF. For exercises such as FTXs that use anactual OPFOR, umpires with player andOPFOR units should determine the effects offires and assess damage and losses using theappropriate tables from Appendix F. Forexample, when an observer locates a targetand calls for fire, the unit umpire gets the firerequest information. The FDC umpire

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informs the company umpire of the impactlocation, shell, fuze, number of volleys, andobserver target direction, rounded to thenearest 10 mils. This information passesfrom the friendly to the OPFOR umpire, whoassesses casualties and damage based ondamage tables, accuracy of fire, and subjec-tive judgment, as appropriate. The OPFORcontroller provides damage and casualtyassessment to, the friendly controller, whothen provides it to the FO. The FO uses theassessment in submitting a surveillancereport if, in the controller’s judgment, the ter-rain and weather allow observation. If theOPFOR unit correctly conducts a crateranalysis, the OPFOR controller will providethe unit with a back azimuth upon which tobase a shell report. If the exercise is so largethat it is difficult to identify opponents, theumpire should get the call sign for theopposing umpires from the ACC.

Using Table 33, umpires assess personnellosses and equipment damage caused byartillery and mortar fires. Simulated battlelosses of cargo carrying vehicles include theloss of the cargo. The controller reduces orstops maneuver and/or delivery of fires, ascircumstances require, until the player unitsimulates resupply of destroyed cargo. Inthose firing units where weapon systems areassessed, the umpire adjusts the total roundsfired per mission based on the number ofvolleys fired, multiplied by the total numberof operational tubes remaining.

In order to place realistic restrictions on thenumber of fire missions that an indirect fireunit can deliver, umpires assigned to mortarand field artillery units must maintain strictand proper ammunition accountability,including simulated losses to counterfire asdescribed above. Maximum daily expendi-tures by type of firing unit and ammunitionare shown in Table 35. Unless OPFORs aredesignated and configured as threat units,the maximum authorized expenditures listed

for US forces will apply to both. When a unithas fired its maximum daily expenditure orlost it through damage assessment, theumpire denies the unit permission to tireadditional missions until it is resupplied.Table 35 approximates the ammunitionavailable daily, based on the unit’s on-boardbasic load plus 2½ turn-arounds of itsorganic resupply vehicles.

AIR DEFENSE ARTILLERY PLAYControl

Control of ADA play occurs at respectivefire units and at ADA tactical headquarters.The chief ADA controller manages playthrough control channels. Operatingelements of the ADA control organizationmaintain continuous communications andkeep records of all key events andobservations.

Each OPFOR maneuver battalion iscredited with the ADA array in Table 43. It isnot necessary to simulate that array since allair defense play is based on tables. Threatcapabilities to our rear areas are alsosimulated regardless of the actual mix of USor allied weapons on the ground.

Aircraft are so fast and air defensetracking systems so sophisticated that a fullyautomated system is necessary for system-to-system engagements. In order to generateuseful air defense play without ADP, controlprocedures define the flight route, theengagement technique of the aircraft, andthe air defense array that they fly over. Thesebecome the basis for assessments against theaircraft.

Lacking the capability for system-to-system engagements, ADA training usessimulations. Such simulations include actualtracking (radar and manual), simulatedfiring, and ammunition resupply. Reports gothrough command channels to battalion

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level where the commanders informed of thenumber of aircraft engaged, the numberestimated to be hit, and the volume ofammunition expended. Although suchreports are not used for assessments againstaircraft, they exercise air defense systemsand reporting channels. An ADA umpireteam is assigned to each ADA battalionoperations center. The teams monitor andreport ADA firing unit locations and are noti-fied of suppression fires delivered against theunit.

AssessmentWhen determining losses from ground fire,

umpires consider all types of weapons thatengage the target, including surface-to-airmissiles (SAMs), short-range air defense(SHORAD) artillery, and small arms. Toassess losses from simulated engagementsby operational ADA units, umpires deter-mine the validity of the engagement. ForHAWK units, this occurs in the batterycontrol center (BCC); for Nike Hercules units,it occurs in the director station trailer (DST);for SHORAD units and small arms/auto-matic weapons, it occurs at the individual fireunit. Additional details on engagementprocedures are found in FM 44-4.

Umpires determine the volume of fireduring the engagement. SAM units recordthe number of simulated missile launches bya single fire unit. Vulcan and 40-millimeterunits record the length of time the weaponssimulate fire.

ADA and USAF controllers operate in theECC or the TOC. They maintain a situationmap indicating current locations and statusof air defense assets. They receive aircraftflight data from the air support operationscenter (ASOC) and determine aircraftattrition.

ADA controllers plot the anticipatedaircraft flight route over the opposing ADA

array. Based on the number and type ofopposing ADA units, they use Tables 37, 38,and 39 to determine attrition. They enter thefigures on the line corresponding to theopposing ADA array and the column cor-responding to the number of aircraft flown.The intersection of that row and column indi-cates the number of aircraft destroyed.

USAF controllers receive the ADA lossesand determine additional losses caused byopposing interceptors. They then assessthese losses based upon guidance from theUSAF controller at the ECC. The overallattrition agreed upon by the ADA and USAFcontrollers will be given to the ASOC.

ADA unit umpires operate at each ADAbattalion and battery and at HAWKplatoons. ADA unit umpires determine thesuccess of individual aircraft engagementsbased on the system kill probabilities shownin Table 30 and the random number table atTable 45. Chaparral/Vulcan (C/V), 40-millimeter, and Rapier engagements will beassessed at the battery operations centerwhen the report is received from the platoon.HAWK engagements will be assessed atbattery level. ADA unit umpires pass airdefense locations and HAWK operationalstatus reports to the ACC. Company orbattery umpires assess Redeye engagementsusing Table 41. They assess small armsengagements using Table 42.

When ADA units are targeted by FA units,the HAWK battalion controller or the C/V orRapier battery controller will be contacted bythe ACC. The ACC fire support section relaysFA mission reports from the suppressing FAunit umpires. HAWK battalion umpires orC/V or Rapier battery umpires determine ifany player elements were at the specifiedgrids when the missions were fired. If noelement was at the grid, no further action isrequired. For successful suppressionmissions, ADA umpires refer to Table 32 to

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FM 25-4

Controllers, Umpires, end Evaluators/Appendix E

determine personnel and vehicle casualties.They pass casualty figures to their playercounterparts by face-to-face contact.

When ADA units are targeted by air assets,aerial umpires contact HAWK battalionumpires over the player battalion operationsnet and the C/V or Rapier battery umpiresover the battalion controller net. The aerialumpires determine vehicle and personnelcasualties. They pass the casualty figures toADA umpires using the procedures outlinedbelow. The ADA umpires pass casualtyfigures to their player counterparts face-to-face.

To use a random number table (see Table44), controllers enter it at any startingpoint—for example, row 12, column 2. Thenumber encountered is 15. They take addi-tional random numbers in order from thisstarting point in any direction. When theyreach the end of a row or column withouthaving the required amount of randomnumbers, they proceed to the next row orcolumn until they get the desired quantity ofrandom numbers. The number 00 in the tablemeans 100, not zero. Thus, if a system orevent has 0.64 probability of success, it willsucceed 64 times out of 100. When umpiresuse the random number table to assess the

system, the event occurs for any numberbetween 01 and 64 and fails for any numberbetween 65 and 00.

To assess an engagement with a flight offour high-performance threat aircraft attack-ing at 2,000 feet and using electronic counter-measures (ECM), an umpire considers theflight route. En route to the target, the air-craft fly through three overlapping HAWKdefenses and a Vulcan platoon that sur-rounds the target. The umpire enters theaircraft attrition table for high-performanceaircraft with ECM (Table 37) for an array ofthree HAWK platoons and one Vulcanplatoon. In a flight of four aircraft, three aredestroyed. The one surviving aircraft fliesthrough two HAWK defenses exiting thetarget. The umpire reenters the table for anarray of two HAWK platoons. For a flight ofone aircraft, none was destroyed. The umpirereports that three aircraft were destroyedbefore reaching the target.

To assess an engagement of a Chaparralplatoon firing three missiles at a flight ofhigh-performance aircraft, an umpire usesthe appropriate table. Table 40 shows the killprobability of Chaparral against high-performance aircraft as 0.16. The umpireenters the random number table (Table 44) at

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row 15, column 16, and reads down. The firstthree numbers encountered are 54, 08, and 64.The umpire determines that one missile wassuccessful (08 versus 16) and reports that factto the player battery TOC.

For additional details on air defenseoperations, exercise planners and umpiresshould consult FM 44-1, FM 44-3, FM 44-23,FM 44-90, and FM 44-95.

ARMY AVIATION PLAYControl

Army aviation control computes losses forboth aviation and OPFOR units duringengagements and insertions. Engagementsare confrontations between an attack heli-copter (AH) section, platoon, or company andan OPFOR unit for a 5-minute period. Inser-tions are troops or equipment delivered intolanding zones by assault or combat supportaviation companies. Engagement outcomesare based on attack positions, exposuretimes, and OPFOR air defense assets.

AssessmentFor engagements between AH-1 attack

helicopters with TOWs against an OPFORADA array, an umpire is assigned to eachAH platoon. A rated pilot rides in the frontseat of the OH-58 or in the back seat of theplayer platoon OH-58 which accompaniesthe AH platoon. The pilot must have access toFM communications.

To assess engagements with AHs, OPFORumpires monitor the number of engagementstheir ADA units accumulate againsthelicopter elements, keeping cumulativefigures throughout the exercise. OPFORcompany umpires coordinate with theOPFOR battalion umpire to determine whatADA assets, in addition to organic orattached systems, are available to thecompany. With these cumulative figures andknowledge of available ADA assets, OPFORumpires consult the helicopter-ADA assess-ment card (Table 26). They determine the linenumber by indexing available ADA assets onthe left of the card. They determine columnnumber by adding 1 to the total number of

121


prior engagements that have accumulatedagainst the unit. They then transmit the lineand column number to the airborne umpire.

Helicopter losses are the total losses for anengagement (5-minute period). OPFOR con-trollers use line 8 for any ADA assets whenOPFOR tactics and organizations are used.Controllers use this card when the OPFORground unit is attacked by helicopters orwhen an OPFOR ground unit occupies thelanding zone used for an insertion. OPFORground unit controllers keep track of thecumulative number of insertions and engage-ments that have been conducted againsttheir units. For example, four engagements(20 minutes total time) have been conductedagainst an OPFOR ground unit since thestart of the exercise. When the helicopter con-troller again makes contact with the OPFORcontroller, the OPFOR controller sends thehelicopter controller line 8, column 5, becausethis engagement is the fifth conductedagainst the unit. The helicopter controllerconsults the ADA-helicopter assessmentcard and follows line 8 across to column 5 andfinds the number 1 under column 5. Thismeans that one helicopter is lost during thefirst 5 minutes. If the engagement lastslonger than 5 minutes, the helicoptercontroller uses line 8, column 6. The number 1under column 6 means that another heli-copter is assessed during the second 5-minuteperiod. The helicopter controller keeps goingacross the line for each additional 5-minuteperiod. After reaching column 10, he returnsto column 1.

When air assault, air cavalry, or attackhelicopter missions overfly OPFOR territory,the inbound and outbound flights are subjectto casualty assessments. Helicopter unitumpires should establish communicationswith OPFOR umpires along the intendedflight routes. Doing so determines lossesinflicted on the way in and out of the missionobjective areas before the missions are

actually flown. Once the assessment processhas been coordinated and computed byaviation and OPFOR umpires, helicopterunits are allowed to perform the mission.Helicopter unit umpires will direct their unitsto divert the losses back to their home bases,to a FARP site, or in the case of an air assault,to the predesignated casualty holding area.

Aviation umpires should consider air-to-airengagements both in planning andcontrolling field exercises. Because Armyaviation performs a wide range of missionswith a wide variety of helicopters,standardized assessments are very difficult.Range, weapons, and targets control air-to-air and antihelicopter engagements. Forexample, rapid fire Gatling weapons areextremely effective at ranges less than 1,000meters, but their effectiveness decreasessignificantly as the range increases. At 1,000meters or less, machine guns or Gatling gunsare effective. At 1,000 to 1,800 meters, foldingfin aerial rockets or air-to-air missiles areeffective. At distances greater than 1,000meters, antitank guided missiles (ATGMs) orair-to-air missiles are effective.

In addition to the weapon systems and howthey relate to range, planners must considerother factors. Gatling guns have a highvolume of fire and create devastating effectson point targets at ranges under 1,000 meters.They require little time to lay on targets butmust hit targets directly to be effective.Rockets require relatively little time to lay ontargets. However, firing aircraft must aim atthe targets, which requires maneuveringtime. The greatest advantage of rockets istheir effectiveness without making a directhit. Although ATGMs are long-range andaccurate weapons, they require targets thatare stationary or moving very slowly. Theyare relatively ineffective against air-to-airtargets including other helicopters. Air-to-airmissiles are effective from 500 meters to theirindividual maximum effective ranges.

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Aircraft must be maneuvered to aim theweapon.

Target presentation is the third factor to beconsidered in an anti-helicopter con-frontation. Does the target helicopter presentits flank or front? Is it hovering, flying nap-of-the-earth (NOE), masked, flying contour,or attacking? Optimum hit and killprobability may occur when the targethelicopter presents its flank and is engagedas a point target at a range of less than 1,000meters. As the presentation becomes frontaland the range increases, the hit/killprobability decreases proportionally. Givenall the possible factors, the professionaljudgment of qualified control personnel muststill remain primary in assessing results.

TACTICAL AIR SUPPORT PLAYControl

For tactical air support during exercises,the ECC should be manned by sufficient AirForce TACP personnel and equipment tomaintain 24-hour duty and the Air Forcecontrol net. Normally, Air Force controllerfunctions are performed by the ALO attachedto the Army HQ that is given the mission toestablish control for the exercise. Each activeACC should be manned by sufficient TACPpersonnel to maintain and operate the AirForce control net as directed by the chief con-troller, and to receive/record BDA reports forairstrikes conducted within the ACC’s areaof responsibility. On joint training exercises,the appropriate Air Force headquarters willdesignate a chief controller for the exercise.

The Army controller organization shouldman the ASOC with sufficient ADAcontroller personnel and equipment tomaintain 24-hour duty and communicationswith the ECC. If the ASOC is not deployed tothe exercise area, ADA controllers mustestablish communications to the ASOC or to

the Air Force organization fulfilling theASOC mission for the exercise.

AssessmentFor all Air Force tactical air support sorties

entering the exercise area airspace (close airsupport, battlefield air interdiction, recon-naissance), the ADA controller computesattrition from ground-based ADA. TheASOC advises the ADA controller ofmissions, times over targets (TOTs), targetcoordinates or initial contact points based onNATO procedures, and numbers of aircraftinvolved. Using the attrition reports, theASOC advises’ the ADA controller of thenumber of sorties remaining.

Close Air Support. Forward air controllersare also players. They control specificmissions and supply BDA for them usingmutually agreed upon tables provided for theexercise. They also introduce BDAs intocontroller channels and transmit them viacontroller communications to targeted unitumpires.

The ASOC notifies FACs of the number ofaircraft for which BDA will be made. Forexample, the message Four aircraft; scorethree shows that ADA killed one aircraft.BDA reports only three aircraft are scored.All other ASOC transmissions to and fromthe FACs are standardized.

After each mission, the FACs make theBDAs using mutually agreed upon tablesand deliver the standard reports. In addition,the FACs contact the ACC responsible for thearea of the target coordinates and pass onmessages indicating the mission number,TOT, target coordinates, BDA, and numberof aircraft in the area. The ACCs log thesemission reports.

Battlefield Air Interdiction. The ASOCnotifies the Air Force controller in the ECC of

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all ground attack missions that will not beobserved or for which a BDA by a FAC willnot be made. The ASOC will provide missionnumber, actual TOT, target coordinates, typeof attack (visual, radar, air support radarteam), target description, type/number ofaircraft to score, and ordnance. The Air Forcecontroller will determine what unit may havebeen at the coordinates at the time of thestrike and initiate assessment procedures.

Reconnaissance. The ADA controller at theASOC will notify the ECC if a reconnais-sance mission was unsuccessful due toOPFOR action. The G2/S2 air controller willprevent the appropriate reconnaissancemission reports from being used by playerunits.

For tactical air reconnaissance missions,the ASOC notifies the supported unit TACPof how many aircraft were lost before theyreconnoitered the approved targets. TheTACP then notifies the designated or sup-ported unit umpire, as well as the appropriatestaff member of the supported unit. Unitumpires should provide an appropriateintelligence readout given the flight path ofthe reconnaissance flight.

Air Transport. For tactical air transportmissions, the ASOC notifies the supportedunit TACP of how many air-craft were lostbefore they got to the drop or landing zones.The TACP then notifies the designated sup-ported unit controller, as well as the appro-priate staff member of the supported unit.

ENGINEER PLAYControl

The planning sequence for engineer play intraining exercises and for actual combat areidentical. Exercise objectives determine thescope of engineer operations. The OPLAN

published by the higher headquarters con-ducting the exercise provides subordinatecommanders with EEI necessary to carry outthe mission.

The engineer staff officer assigned to theexercise planning staff writes the engineerannex to the OPLAN. During planning,major engineer elements participating in theexercise work with the engineer planner toensure that operations are adequate.

Umpires validate all simulated obstacleswith obstacle certificates. Upon partial or fullcompletion of a simulated obstacle, theumpire assigned to the emplacing unit fills inand signs the certificate and gives it to theobstacle guard. Obstacles should be so con-structed that encountering units have diffi-culty in breaching or bypassing them. Attri-tion will be enhanced if an obstacle is coveredby fire or if it coincides with a direct fire killzone. The emplacing engineer unit umpire or,in the case of reserve targets, the umpire withthe maneuver company guarding theobstacle reports completed obstacles to theACC. Demolition obstacles are not effectiveuntil execution, including detonation, isreported to the ACC.

Umpires of units capable of deliveringscatterable mines are informed of the mine-field mission by the delivering unit. After theemplacement, the maneuver unit umpiresubmits a report to the ACC, completes theobstacle certificate, and marks the obstacle.

Atomic demolition munitions are used onlyas obstacles and should be controlled as such.Once an ADM squad has deployed, the teamumpire should ensure the proper delay fortransporting the munitions from the specialammunition supply point (SASP) to thetarget site. The team umpire should alsoensure that the squad is proficient in ADMprocedures before validating the emplace-ment and detonation. After the simulateddetonation, the team controller reports the

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FM 25-4

resulting obstacle to the ACC and marks theobstacle with appropriate marking material.Appendix F contains information concerningADM target analysis. See Figures 34 and 35for an obstacle certificate. Residual radiationcasualties from ADM obstacles are notnormally assessed during combined armsexercises.

AssessmentUpon entering an exercise area, the

maneuver battalion umpire receives obstacleinformation from the ACC. The maneuverunit empire is responsible for ensuring thatthe unit takes appropriate action whenencountering an obstacle. Units encoun-tering obstacles should actually perform allsteps of the breach possible. For example,when a unit encounters a minefield, theleader must choose the breaching method. If

Appendix E/Controllers, Umpires, and Evaluators

detectors should actually attempt to locateand neutralize the mines. The nature of anobstacle determines the time required toreduce or breach it. This time obtained fromthe breaching requirements specified on theobstacle certificate. Appendix F provides thetime required for breaching and the casualtyassessment criteria for simulated minfields.

When an obstacle is covered by fire, theencountering unit must suppress or eliminatethe source of fire and proceed with the breach-ing requirements specified in the obstaclecertificate. Casualties from direct or indirectfire will be determined by casualty assess-ment instructions.

The exercise control organization providesobstacle guards who have the same authorityas other exercise controllers. Obstacle guardsenforce and ensure active compliance by allparticipating troops encountering the

mine detectors are used, operators with obstacle.

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FM 25-4Assessment and Computation Tables/Appendix F

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APPENDIX F

Assessment and Computation Tables

PRINCIPLESThe tables that follow were developed by

the Command and General Staff College forassessing such exercise effects as personnellosses and equipment damage and forcomputing emplacement or deploymenttimes. When battle simulations support anexercise, the tables from the simulationsshould be used. Other field manuals andtraining circulars, such as FM 101-10-1,contain data and tables that should be used,as appropriate, in the assessment procedures.Locally produced tables and proceduresshould be used judiciously. Within any exer-cise, all participating elements must use thesame tables.

To determine armored vehicle kill

probability (AVKP), umpires follow theprocedure below.

STEP 1First, opposing umpires determine task

organization based only on the part of theunit that is in contact. For instance, onearmored platoon, two mechanized infantryplatoons, and two TOW sections may beopposing each other. Each of these elementshas a kill potential in the following ranges:1,000 meters, 1,000-2,000 meters, and 2,000meters and beyond. At 500 meters or less,each can also inflict casualties. Umpires totalthe kill potential of all elements for eachrange, using Table 27.

STEP 2 STEP 3Opposing umpires then exchange their The umpires then adjust the AVKP they

accompanied unit AVKP. The totals above,for instance, would be exchanged as follows:

received for posture, visibility conditions,and the amount of indirect fire being used tosuppress the opposing forces. They adjust the

US to OPFOR 8/4/2/35 AVKP for these factors by referring to theOPFOR to US 12/6/3/68 direct fire adjustment table (27).

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Example 1US forces are in defensive/prepared

positions (2 to 8 hours). Heavy rain reducesvisibility. The US is firing light suppressionon OPFORs located 1,500 meters from USpositions. The AVKP US received fromOPFOR is 12/6/3/58. By entering the adjust-ment table at 6 (1,500 meters) and readingacross, the umpire determines that theposture adjustment is 3. The umpire thenenters the visibility table at 3 and adjusts forrain. The AVKP is reduced to 2. Finally, theumpire enters the suppression table at 2 and,reading across to light suppression, deter-mines an AVKP of 2. Thus, at a range of 1,500meters, the OPFOR has the potential to kill 2US armored vehicles in each five minutes ofcontact.

Example 2The OPFOR is attacking 900 meters from

US defensive positions. There is no nightillumination, and heavy suppression is beingfired on US positions. The AVKP thatOPFOR received from US is 8/4/2/35. Enter-ing the table at 8 and reading across, theumpire would determine that there is notarget posture adjustment. The OPFOR ismoving or in open positions; the nightillumination adjustment is 4; the heavy sup-pression adjustment is 2. Thus, at a range of900 meters, the US has the potential to kill 2OPFOR armored vehicles in each fiveminutes of contact.

Example 3The US is attacking and has breached a

minefield 900 meters from the OPFOR. TheUS umpire takes the AVKP previouslyreceived from the OPFOR controller—8/4/2/35—and makes a special AVKPadjustment. Using the AVKP for 900 meters,which is 8, the umpire enters the direct fireadjustment table (27) in the Moving or Open

column and reads directly across to theCanalized Crossing Obstacle column wherethe AVKP increases to 10. This numberreflects the increased vulnerability forcrossing an obstacle through a narrowbreach. Other adjustments are made forvisibility and suppression. The adjustedAVKP is assessed for each 55-minute periodthe US is moving through the breachedobstacle.

STEP 4From the above calculations, the umpires

determine that the OPFOR now has thecapability to inflict 2 armored vehicle lossesper 5 minutes of engagement on the US forcesand that the US can inflict 2 armored vehiclelosses per 5 minutes of engagement on theOPFOR.

When more than one unit opposes a singleunit, umpires use the cumulative AVKP inassessing losses. For example, an umpiremay receive AVKPs from two opposingcontrollers:

The umpire then adjusts the cumulativeAVKP for target posture, illumination, andsuppression. When a company is attacked bytwo opposing companies, the AVKP isdivided and forwarded to each opposing con-troller. For example, a company in such aposture has an AVKP of 10/6/4/18. Theumpire forwards an AVKP of 5/3/2/9 to eachopposing controller.

DIRECT FIRE TABLESTo determine the effects of direct fires,

umpires use the tables below, as appropriate.

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FM 25-4Appendix F/Assessment and Computation Tables

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FM 25-4

Assessment and Computation Tables/Appendix F

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INDIRECT FIRE TABLESTo determine the effects of indirect fires,

umpires apply the tables below, asappropriate.

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FM 25-4


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AIR DEFENSEARTILLERY TABLES

To determine the effects of ADA, umpiresapply the tables below, as appropriate.

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FM 25-4

Appendix F/Assessment and Computation Tables

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FM 25-4


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ENGINEER TABLESTo determine the effects of obstacle

emplacement and breaching operations,umpires apply the table below, asappropriate.

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FM 25-4

Appendix F/Assessment and Computation Tables

NBC ASSESSMENT TABLESTo determine the effects of NBC warfare,

umpires apply the tables below, as appro-priate.

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APPENDIX G

Postexercise Activities

AFTER-ACTION REVIEWS

Whether externally or internallyevaluated, all training exercises have AARs.Normally, the formality and scope of theAARs increase as the level and scope of thetraining expand. For example, becauseevents occur so frequently and over suchdistances in a company-level field exercise,no single person can observe all the events,especially someone preoccupied with theoverall unit mission. AARs pull together theseparate events. They integrate the experi-ences and observations of everyone involvedin an atmosphere that promotes effectivelearning. To be most effective, AARs shouldbe conducted during the exercise at logicalbreak points, as well as at the conclusion.

AARs are not critiques in the traditionalsense. They do not merely judge success orfailure. Instead, they are professional dis-cussions of training events. Trainers orcontrollers should not lecture participants onwhat went wrong. Rather they guidediscussions to ensure that important lessonsare openly discussed, preferably by theparticipants themselves. Soldiers whoidentify what went right and wrong learnmuch more than when lessons are dictated.For effective AARs—

All controllers, umpires, and evaluatorsmust be trained in AAR techniques andprepared to conduct AARs with subgroups.The chief controller should debrief allcontrollers and assistants prior to theAARs.Commanders and controllers should notcritique or lecture. They guide the dis-cussions by asking leading questions. Theyenter the discussion only to sustain theAAR, to get the discussion back on the righttrack, or to bring out new points.Discussions do not embarrass leaders orsoldiers but emphasize the positive.

Participants describe what happened intheir own terms.The discussions are outlined, prepared, andrehearsed.Thought-provoking questions are preparedto stimulate discussion.Analyses relate tactical events tosubsequent results and training objectives.Alternate courses of action are discussed.Discussions avoid minor events that do notdirectly relate to the major trainingobjectives.Participants do not excuse inappropriateactions. Instead, they examine why actionswere taken and what alternatives wereavailable.Terrain models and training aids illustrateevents. Participants relate their commentsto the model and move the markers forunits, vehicles, and personnel to show theevents. TV tape playbacks of key eventsgenerate interest and discussions.Every element that participated in the exer-cise is present at the AAR.Training deficiencies surfaced during theAAR are incorporated into the unit train-ing schedule within two to six weeks of theexercise.AARs encourage discovery learning.

Soldiers learn best when they learn from eachother and from their leaders. Controllers,umpires, and evaluators are there to guidethat learning. In this way, soldiers and juniorleaders get involved in their own professionaldevelopment and learn more in the process.

Controllers, umpires, and evaluators mustprovide comments to the units with whichthey work. AARs occur during the exercises

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FM 25-4Postexercise Activities/Appendix G

or as soon after them as practical. Duringlengthy exercises, they occur at predeter-mined times following significant activities.Controllers, umpires, and evaluators coordi-nate with respective OPFOR and player com-manders to determine who will attend. Thechief controllers schedule ARRs in conveni-ent locations, preferably quiet places pro-tected from adverse weather, where thesoldiers can feel relatively comfortable.Coffee and soup help create the properatmosphere. Regardless of the echelonconducting the exercise, the maximumnumber of player personnel should attend anAAR, down to and including the first-lineNCO leaders and soldiers. Exercises at bat-talion and above normally conduct separateAARs at each echelon.

AARs cover both the strengths and theweaknesses associated with—

Tactics.Combined arms employment.Command and control.Communications.Survivability.Personnel and logistics support.

They encourage dialogue among controllers,evaluators, umpires, and player unit person-nel so that everyone will have the opportunityto discuss the conduct of the exercise. AARshighlight lessons learned and alternativesolutions. The chief controllers provideagendas for the reviews. The agendas thenbecome outlines for the formal after-actionreports, which are written concurrently withor immediately after the exercise.

PREPARATIONIn order to conduct AARs, chief controllers

must have a complete picture of whathappened in the exercises. They base theAARs on comments provided by controllers,

1 5 8

umpires, evaluators, and OPFORs. Theymust debrief the controllers immediatelyafter ENDEX to determine what happened.They must also debrief the OPFORs, whichas control elements, are in advantageouspositions to observe player units.

If the controllers know something occurredthat they could not observe, they should ask aplayer unit member who was involvedexactly what happened, but not why or how.The why and how will be presented by theplayer during the AAR. Figure 36 provides apossible format they could use for makingdetailed observations during exercises. Bycollecting and recording the data from theseworking papers, chief controllers get theinformation needed to conduct AARs. Aftergathering all the information, the chiefcontrollers review the exercises to determinethe sequence of events and the cause andeffect relationships for all significant activi-ties. The chief controllers then coordinate theAARs and outline an agenda. Table 57 showsa possible agenda for the AAR of a platoon-orcompany-size maneuver unit in an offensiverole using TES.

CONDUCTEach AAR contains three major steps:A restatement of training objectives.A discussion of all events and how they arerelated, in order to bring out teachingpoints.A summary of the AAR and a recommenda-tion for subsequent training to correctweaknesses and sustain strengths.

The chief controller briefly restates thespecific training objectives. The AARnormally covers only the training objectivesthat the commander identified prior to theexercise. The chief controller then guides adiscussion of events and their relationshipsby—

FM 25-4Appendix G/Postexercise Activities

Asking leading questions that emphasize Bringing out important lessons learned.the training objectives. Relating tactical events to subsequentHaving the unit members describe what results.happened in their own words and fromtheir own points of view. Key elements of Exploring alternative courses of actionthe AAR are the unit commander’s that might have been more effective.visualization of the battle, the com- Avoiding detailed examination of eventsmander’s concept, the actual events, and not directly related to major trainingthe reasons why they happened. objectives.

1 5 9


Diagrams or overlays help players visualizewhat happened during the exercise. Forexample, the assembly area and the objectivecould be shown first. As the AAR proceeds,routes of advance and engagement locationscan be shown later as the exercise events arecovered.

The chief controller concludes the AARwith a quick summary. After the summary,the chief controller privately discussesindividual and unit performance with unitleaders. They discuss weaknesses honestlyand candidly in order to improve per-formance. But like the whole AAR, thisportion should be positive and encourageproud, confident units. Training objectivesfor subsequent exercises can derive from suchan analysis.

ECHELONSMost training exercises integrate several

systems such as maneuver, fire support,intelligence, engineer, and maintenance sup-port. They are intersystem exercises. Otherstrain only one system, regardless of its com-plexity. They are intrasystem exercises.AARs are conducted either consecutively orconcurrently at each echelon that took part inthe exercise.

For a division FTX, each echelon’s AARdiscusses items and events relating to theexercise objectives, unit OPORD, and TSOPas they affected the unit’s mission. CS unitsalso conduct multiechelon AARs followingexercises or after major phases or eventsduring an exercise. FA, ADA, and combatengineer units have special considerationsthat affect their AARs. CS units normallyprovide elements, such as FIST and fire sup-port sections, that associate and collocatewith maneuver units. These personnel shouldattend both the maneuver unit AAR and theparent unit AAR. If one person cannot attendboth AARs, a representative should attend

each one. Commanders of DS units (FA,engineer) should attend the maneuverbrigade (third-echelon) AAR and may wish toschedule the DS unit AAR later.

First EchelonAs soon after ENDEX as possible, the

company umpire holds an AAR for thecompany commander, leaders, and soldiers.A maneuver company AAR will discuss—

Engagements.Use of terrain.Suppression of enemy weapons.Coordination of fire and maneuver.Employment of antitank weapons.Employment of other organic and sup-porting weapon systems.

For example, during the FTX, antitankweapons engaged OPFOR units from defen-sive positions at the maximum range of 3,000meters. The OPFOR dispersed instead ofentering a kill zone where Dragons couldhave been employed. The AAR discusses thepros and cons of this event and the tacticalprocedures. It explores what should havehappened and what the results might havebeen.

During an FTX, elements of CSS units arenormally assigned to support maneuver unitsor areas. After ENDEX, members of CSSunits attend the first-echelon AAR of the sup-ported maneuver unit. Those in forwardareas should remain in position and attendthe AAR of the maneuver unit being sup-ported. Those in rear areas such as fieldtrains should attend the AAR conductedthere.

A first-echelon AAR should also be held atcompany level for CSS units. For example,the maintenance company umpire shouldconduct an AAR for the commander, leaders,

1 6 0


and soldiers. This AAR must be delayed untilall members attending maneuver unit orother AARs can arrive and until evaluatorobservations are compiled. A maintenancecompany AAR will discuss—

The capability to repair equipment as farforward as possible.Provision of spare parts.Optimum use of available spare parts.Communications.Availability of proper tools.Response time to requests for repair.Coordination procedures with supportedunits.Tactical operations (rear area security) andsurvival operations.

It will also discuss how the contact team canget enough information from the unitrequesting support so that supervisors sendthe right personnel equipped with the righttools forward to make repairs.

Second EchelonSecond-echelon AARs are conducted only

after the first-echelon AARs are held and thenecessary observations are recorded. Bat-talion umpires conduct second-echelonAARs. Battalion commanders, staffs,company commanders, and officers and non-commissioned officers down to platoon ser-geants or the equivalent attend. At thisechelon, AARs are professional discussionsled by commanders and battalion umpires toexamine what happened, why it happened,and what alternatives should be used indifferent tactical situations. A maneuver bat-talion AAR might discuss—

Organization for combat.Concept of operation and scheme ofmaneuver.

Fire support coordination.Combat engineer support.Employment of antitank weapon systems.Communication support.Target acquisition systems.Staff coordination.Administrative and logistical support.Integration and orchestration of all CA,CS, and CSS elements.Probable results for alternate courses ofaction.

For example, the AAR might discuss why thebattalion did not use combat engineersupport properly as a combat multiplier andhow ineffective planning resulted in inade-quate preparation of the battlefield. Thelessons learned can apply to the nextexercise. The engineer officer who supportedthe battalion should be present to discuss theproper use of combat engineers.

A maintenance battalion AAR will cover—Systematic procedures for requesting spareparts.Procedures for dispatching contact teamsto support maneuver units.Training shortcomings in specificmaintenance areas.Communication procedures.Maintenance system operations with unitsabove and below battalion level.The effect of terrain, weather, and intensityof combat on the demand for various typesof spare parts.The effect of new weapon systems onmaintenance procedures.Recovery and evacuation.Controlled substitution.

161


Maintenance collection points.Operational safety.Operational readiness plan.Mission essential maintenance only(MEMO).Calibration.Repair facility sites.

For example, the AAR might discuss theprocedures for dispatching contact teams toperform forward area maintenance and howa lack of organic transportation degradedresponsiveness. The AAR addresses alter-nate means of transportation available to thebattalion and procedures to obtain and usethem. If the unit SOP seems to be in error, thediscussion should focus on correcting andvalidating it in the next similar exercise.

Third EchelonThird-echelon AARs are conducted after

the second-echelon AARs are completed,allowing enough time for compiling neces-sary observations and examining lessonslearned at the battalion level. Brigadeumpires conduct third-echelon AARs for thecommanders, staffs, and appropriate non-commissioned officers. Battalion com-manders, their staffs, and company com-manders attend. AARs at this echelon areprofessional discussions of what happenedand why. However, third-echelon AARsinclude—

Operations under limited visibility.Tactical operations in an NBCenvironment.The impact of new systems and doctrine onoperations.Intelligence preparation of the battlefield.Tactical operations against differentenemy actions.

1 6 2

Effects of enemy EW activity on friendlyoperations.Integration and use of all CA, CS, and CSSassets.If the exercise were conducted in summer

under ideal conditions, the AAR coulddiscuss how the same operation would beconducted in winter on frozen ground andwith limited visibility. Under such condi-tions, operation planning would have toconsider—

Increased control measures.Degraded air support.Limitations on target acquisition. Effects of cold weather on troops andequipment.The impact on logistical systems.

Third-echelon AARs conducted for theDISCOM should be attended by the com-mander, staff, subordinate battalion com-manders and staff, and company com-manders. Representatives from maneuverand combat support units (FA, engineer,ADA) should also attend. These AARs shouldcover all aspects of CSS during the exerciseand their impact on the tactical operation.Topics for discussion include—

Medical support and casualty evacuation.Personnel and administrative support.Supply system operations.Maintenance procedures.Transportation.Ammunition hauling and stockpiling.The AAR discusses the time units actually

spent supporting exercise requirements asopposed to the time they spent on scenarioevents. The AAR compares the training bene-fits received from responding to actual situa-


tions caused by the exercise to the benefitsfrom simulated situations. The lessonslearned from this comparison allow plannersto schedule events for CSS units during futureexercises. They also provide indicators ofwhat will actually be required in combat andallow commanders to fine tune supportsystems and procedures.

Fourth EchelonFourth-echelon AARs bring together

comments from all previous AARs and theexercise in general. The exercise director andcontrol staff conduct these AARs. Thoseattending are division commanders andstaffs, along with the commanders and staffsof the DISCOM, the maneuver brigades, andtheir battalion commanders. Fourth-echelon

1 6 3


AARs focus on the exercise objectives and thedegree to which they were accomplished.They are professional discussions of theeffects of decisions made in response tochanges in the battlefield environment. Theydiscuss battle staff training, survivabilityoperations, and the CA, CS, and CSS integra-tion necessary to fight and win air-landbattles. They discuss how new systemsimpact on operations.

AFTER-ACTION REPORTSFormal after-action reports should be

submitted as soon after training exercises aspractical. Normally, this is no longer than

one to two weeks. Exercise directors areresponsible for producing this report.

The written after-action reports inform allunits about combat, CS, and CSS problemsencountered during the exercise. They docu-ment strengths and weaknesses of opera-tions. They also include test results on newtactics, techniques, and equipment. Com-manders and staffs should use them as inputfor long- and short-range planning for train-ing. The format and content of after-actionreports vary from one command to another.Exercise LOIs should provide guidance forthe format. See Figure 37 for a sample after-action report.

1 6 4

Glossary

A

AAFCE . . . . . . . . . . Allied Air Forces,Central Europe

AAR . . . . . . . . . . . . . . after-action reviewAC . . . . . . . . . . . . . . . Active ComponentACC . . . . . . . . . . . . . . area coordination centerACCB . . . . . . . . . . . . air cavalry combat

brigadeACE . . . . . . . . . . . . . . Allied Command,

EuropeACR . . . . . . . . . . . . . . armored cavalry

regimentADA . . . . . . . . . . . . . air defense artilleryADM . . . . . . . . . . . . . atomic demolition

munitionADP . . . . . . . . . . . . ..automatic data

processingAFCENT . . . . . . . . . Allied Forces, Central

EuropeAFNORTH . . . . . . . Allied Forces, Northern

EuropeAFSOUTH . . . . . . . Allied Forces, Southern

EuropeAG . . . . . . . . . . . . . . . adjutant generalAH . . . . . . . . . . . . . . . attack helicopterALO . . . . . . . . . . . . . . air liaison officerAMEND . . . . . . . . . . Army Medical

DepartmentAPC . . . . . . . . . . . . . . armored personnel

carrierAR . . . . . . . . . . . . . . . Army regulationARTBASS . . . . . . . Army Training Battle

Simulation System

ARTEP . . . . . . . . . . Army Training andEvaluation Program

ASA . . . . . . . . . . . . . . aviation support activityASIC . . . . . . . . . . . all-source intelligence

centerASOC . . . . . . . . . . . . air support operations

centerATOM . . . . . . . . . . . . antitank guided missileATLAS . . . . . . . . . . . A Tactical, Logistical,

and Air SimulationAVKP . . . . . . . . . . . . armored vehicle kill

probabilityAVLB . . . . . . . . . . . . armored vehicle

launched bridge

B

BAI . . . . . . . . . . . . . . battlefield airinterdiction

BC . . . . . . . . . . . . . . . . battalion through corpsBCC . . . . . . . . . . . . . . battery control centerBDA bomb . . . . . . . damage assessmentbde . . . . . . . . . . . . . . . brigadeBE . . . . . . . . . . . . . . . . BelgiumBENT . . . . . . . . . . . . before morning nautical

twilightbn . . . . . . . . . . . . . . . . battalionBR . . . . . . . . . . . . . . . Britain

C

C . . . . . . . . . . . . . . . . . confidentialCA . . . . . . . . . . . . . . . combat arms

1 6 5

FM 25-4Glossary

CAA . . . . . . . . . . . . . . combined arms armycal . . . . . . . . . . . . . . . . caliberCAMMS . . . . . . . . . . Computer-Assisted Map

Maneuver SimulationCAB . . . . . . . . . . . . . . close air supportCATTS . . . . . . . . . . . Combined Arms Tactical

Training SimulatorCAR . . . . . . . . . . . . . . chemical, biological,

and radiologicalCBU . . . . . . . . . . . . . . cluster bomb unitcc . . . . . . . . . . . . . . . . company commanderCENTAG . . . . . . . . . Central Army Group,

Central EuropeCEV . . . . . . . . . . . . . . combat engineer vehicleCEWI . . . . . . . . . . . . . combat electronic

warfare intelligenceCFX . . . . . . . . . . . . . . combined field exercisecal . . . . . . . . . . . . . . . . caliberC/F . . . . . . . . . . . . . . command/fireCI . . . . . . . . . . . . . . . . counterintelligenceCINCUSAREUR . commander in chief,

United States ArmyEurope

cml . . . . . . . . . . . . . . . chemical

CMO . . . . . . . . . . . . . civil-militaryoperations

co . . . . . . . . . . . . . . . . companyCOL . . . . . . . . . . . . . colonelCOMMA . . . . . . . . . . communications zoneCONUS . . . . . . . . . . continental United

StatesCOSCOM . . . . . . . . . corps support commandCP . . . . . . . . . . . . . . . . command postCPT . . . . . . . . . . . . . . captain

CPX . . . . . . . . . . . . . . command post exerciseCS . . . . . . . . . . . . . . . . combat supportCSH . . . . . . . . . . . . . . combat support hospital.ctg . . . . . . . . . . . . . . . . cartridge

CSS . . . . . . . . . . . . . . combat service supportCTX . . . . . . . . . . . . . . combined training

exerciseC/V . . . . . . . . . . . . . . Chaparral/Vulcan

D

DA . . . . . . . . . . . . . . . Department of the ArmyDACCS . . . . . . . . . . Department of the Army

Command and ControlSystem

DAME . . . . . . . . . . . . division airspacemanagement element

DA D . . . . . . . . . . . . . . Department of DefenseDEPEX . . . . . . . . . . deployment exerciseDISCO . . . . . . . . . division support

commanddiv . . . . . . . . . . . . . . .divisionDIVARTY . . . . . . . division artilleryDMMC . . . . . . . . . . . division materiel

management centerDO . . . . . . . . . . . . . . . . direct supportDST . . . . . . . . . . . . . . director station trailerDTG . . . . . . . . . . . . . . date-time group

E

E . . . . . . . . . . . . . . . . . exercise (STARTEX)EAC . . . . . . . . . . . . . . echelons above corpsECC . . . . . . . . . . . . . . exercise control centerECM . . . . . . . . . . . . . . electronic counter-

measures

1 6 6

FM 25-4Glossary

EDRE . . . . . . . . . . . . emergency deploymentreadiness exercise

EEI . . . . . . . . . . . . . . . essential elements ofinformation

ENCOM . . . . . . . . . . Engineer CommandENDEX . . . . . . . . . . end of the exerciseEPW . . . . . . . . . . . . . . enemy prisoner of warE/TA . . . . . . . . . . . . . electronic target

acquisitionESM . . . . . . . . . . . . . . electronic warfare

support measuresEUCOM . . . . . . . . . . European CommandEW . . . . . . . . . . . . . . . electronic warfare

F

FA . . . . . . . . . . . . . . . . field artilleryFAAR . . . . . . . . . . . . forward area altering

areaFAC . . . . . . . . . . . . . . forward air controllerFAR . . . . . . . . . . . . forward arming and

refueling pointFASCO . . . . . . . . . . forward area support

coordinatorFCX . . . . . . . . . . . . . . fire coordination exerciseFDC . . . . . . . . . . . . . . fire direction centerFEBA . . . . . . . . . . . . forward edge of the

battle arealSG . . . . . . . . . . . . . . first sergeantFIST . . . . . . . . . . . . . fire support teamFM . . . . . . . . . . . . . . . frequency modulatedFO . . . . . . . . . . . . . . . . forward observorFORSCOM . . . . . . . US Army Forces

Command

FPF . . . . . . . . . . . . . . final protective fireFR . . . . . . . . . . . . . . . . FranceFRAGO . . . . . . . . . . fragmentary orderFS . . . . . . . . . . . . . . . . fire supportFSC . . . . . . . . . . . . . . fire support coordinatorFSE . . . . . . . . . . . . . . fire support elementFSO . . . . . . . . . . . . . . fire support officerFSS . . . . . . . . . . . . . . fire support sectionFTX . . . . . . . . . . . . . . field training exercise

G

G1 . . . . . . . . . . . . . . . . assistant chief of staff,G1 personnel

G2 . . . . . . . . . . . . . . . . assistant chief of staff,G2 intelligence

G3 . . . . . . . . . . . . . . . . assistant chief of staff,G3 operations andplans

G4 . . . . . . . . . . . . . . . . assistant chief of staff,G4 logistics

G5. . . . . . . . . . . . . . . . assistant chief of staff,G5 civil affairs

GBU . . . . . . . . . . . . . . guided bomb unitGDR . . . . . . . . . . . . . German Democratic

Republic (EastGermany)

GE . . . . . . . . . . . . . . . Germany, FederalRepublic of(West Germany)

GELD . . . . . . . . . . . . ground laserlocator dectector

1 6 7

FM 25-4Glossary

GP . . . . . . . . . . . . . . . general purposeGS . . . . . . . . . . . . . . . general supportGT . . . . . . . . . . . . . . ..gun-targetGTA . . . . . . . . . . . . . graphic training aid

H

HAWK . . . . . . . . . . . homing-all-the-waykiller

HC . . . . . . . . . . . . . . . high concentrateHE . . . . . . . . . . . . . . . high explosiveHELLFIRE . . . . . . Heliborne Laser Fire-

and-Forget MissileSystem

HQ . . . . . . . . . . . . . . .headquartersHTF . . . . . . . . . . . . . . how-to-fight

I

ID . . . . . . . . . . . . . . . . identificationIPB . . . . . . . . . . . . . . . intelligence preparation

of the battlefieldIPR . . . . . . . . . . . . . in-process review

J

JCS . . . . . . . . . . . . . . Joint Chiefs of StaffJTX . . . . . . . . . . . . . . joint training exerciseJVB . . . . . . . . . . . . . . joint visitor’s bureau

K

KIA . . . . . . . . . . . . . .killed inactionKT . . . . . . . . . . . . . . .kiloton

L

LAW . . . . . . . . . . . . . . light antitank weaponlb . . . . . . . . . . . . . . . . . poundLC . . . . . . . . . . . . . . . .line of contactLD . . . . . . . . . . . . . . . line of departureLFX . . . . . . . . . . . . . . live-fire exerciseLO . . . . . . . . . . . . . . lines of communicationLOI . . . . . . . . . . . . . . . letter of instructionLT . . . . . . . . . . . . . . . .lieutenantLTC . . . . . . . . . . . . . . lieutenant colonel

M

m . . . . . . . . . . . . . . . . . meterMAB . . . . . . . . . . . . . mobile assault bridgeMAC . . . . . . . . . . . . .maneuver area

commandMACE . . . . . . . . . . . . Military Air Cargo

Export SystemMAJ . . . . . . . . . . . . . .majorMAPEX . . . . . . . . . . map exerciseMBA . . . . . . . . . . . . .main battle areaMCC . . . . . . . . . . . . . . movement control

centerMEDCEN . . . . . . . medical centerMEDCOM . . . . . . . . Medical CommandMEDDAC . . . . . . . . medical activityMEMO . . . . . . . . . . . mission essential

maintenance onlyMEDMOD . . . . . . . . Medical ModuleMETT . . . . . . . . . . . mission, enemy,

terrain, and troopsavailable

1 6 8

FM 25-4Glossary

MI . . . . . . . . . . . . . . . . military intelligenceMILES . . . . . . . . . . . Multiple Integrated

Laser EngagementSystem

MLB . . . . . . . . . . . . . . metallic link beltmm . . . . . . . . . . . . . . . millimeterMMC . . . . . . . . . . . . . materiel management

centerMOPP . . . . . . . . . . . . mission-oriented

protection postureMOS . . . . . . . . . . . . . . military occupational

specialtyMOUT . . . . . . . . . . . . military operations

on urbanized terrainMP . . . . . . . . . . . . . . . military policeMRL . . . . . . . . . . . . . . multiple rocket launcherMSG . . . . . . . . . . . . . . master sergeantMSR . . . . . . . . . . . . . . main supply routeMST . . . . . . . . . . . . . . maintenance support

teamMTC . . . . . . . . . . . . . . maneuver training

commandMTOE . . . . . . . . . . . . modification table of

organization andequipment

N

NA . . . . . . . . . . . . . . . not applicableNATO . . . . . . . . . . . . North Atlantic Treaty

OrganizationNBC . . . . . . . . . . . . . . nuclear, biological,

chemicalNCO . . . . . . . . . . . . . . noncommissioned officer

NCOIC . . . . . . . . . . . noncommissioned officerin charge

NL . . . . . . . . . . . . . .. NetherlandsNOE . . . . . . . . . . . . . . nap-of-the-earthNORTHAG . . . . . . Northern Army Group,

Central EuropeNTC . . . . . . . . . . . . . . National Training

Center

O

OB . . . . . . . . . . . . . . . order of battleO/O . . . . . . . . . . . . . . on orderOH . . . . . . . . . . . . . . . observation helicopterO/I . . . . . . . . . . . . . . . operations/intelligenceOIC . . . . . . . . . . . . . . officer in chargeOP . . . . . . . . . . . . . . . observation postOPCOM . . . . . . . . . . operational commandOPFOR . . . . . . . . . . opposing forceOPLAN . . . . . . . . . . operation planOPORD . . . . . . . . . . operation orderOPSEC . . . . . . . . . . . operations security

P

P&A . . . . . . . . . . . . . . personnel andadministration

pam . . . . . . . . . . . . pamphletPL . . . . . . . . . . . . . . . . phase linePAC . . . . . . . . . . . . . . personnel and

administration center

1 6 9

FM 25-4

Glossary

PAO . . . . . . . . . . . . . . public affairs officerPDF . . . . . . . . . . . . . point detonating fuzePERSCOM . . . . . . . Personnel CommandPFC . . . . . . . . . . . . . . private first classPOMCUS . . . . . . . . pre-positioning of

materiel configuredto unit sets

PSYOP . . . . . . . . . . . psychological operationsPW . . . . . . . . . . . . . . . prisoner of warPWRM . . . . . . . . . . . pre-positioned war

reserve materiel

R

RACE . . . . . . . . . . . . rear area combatoperations

RATELO . . . . . . . . . radio telephone operatorRC . . . . . . . . . . . . . . . Reserve ComponentREALTRAIN . . . . realistic trainingREFORGER . . . . . redeployment of forces

to GermanyRG . . . . . . . . . . . . . .. Reserve Guard

S

S . . . . . . . . . . . . . . . . . secretS&T . . . . . . . . . . . . . . supply and

transportationS1 . . . . . . . . . . . . . . . . adjutantS2 . . . . . . . . . . . . . . . . intelligence officerS3 . . . . . . . . . . . . . . . . operations and training

officer

1 7 0

S4 . . . . . . . . . . . . . . . . logistics officer

S5 . . . . . . . . . . . . . . . . civil affairs officer

SACEUR . . . . . . . . . supreme alliedcommander, Europe

SAM . . . . . . . . . . . . . . surafce-to-air missileSFC . . . . . . . . . . . . . . sergeant first classSGT . . . . . . . . . . . . . . sergeantSASP . . . . . . . . . . . . . special ammunition

supply pointSHORAD . . . . . . . . short-range air defenseSIDPERS . . . . . . . . Standard Installation

Division PersonnelSystem

SITREP . . . . . . . . . . situation reportSJA . . . . . . . . . . . . . . staff judge advocateSOP . . . . . . . . . . . . . . standing operating

procedureSP . . . . . . . . . . . . . . . . self-propelledSP4 . . . . . . . . . . . . . . specialist 4SQT . . . . . . . . . . . . . . skill qualification testSSG . . . . . . . . . . . . . . staff sergeantSSI . . . . . . . . . . . . . . . specialty skill identifierSSN . . . . . . . . . . . . . . social security numberSSO . . . . . . . . . . . . . . special security officerSTANAG. . . . . . . . . standarization

agreementSTARTEX . . . . . . . start of the exerciseSTRAC . . . . . . . . . . . Standards in

Training CommissionSTX . . . . . . . . . . . . . . situational training

exercise

FM 25-4Glossary

T

t . . . . . . . . . . . . . . . . . . tonT&E . . . . . . . . . . . . . training and evaluationT&EO . . . . . . . . . . . training and evaluation

outlineTA . . . . . . . . . . . . . . . . theater armyTAACOM . . . . . . . . theater army area

commandTAB . . . . . . . . . . . . . . target acquisition

batteryTACC . . . . . . . . . . . . tactical air control centerTACP . . . . . . . . . . . . tactical air control partyTACSIM . . . . . . . . . tactical simulationTADS . . . . . . . . . . Target Alerting Data

Display Set

TALC . . . . . . . . . . . . training and audiovisualsupport center

TC . . . . . . . . . . . . . . . . training circularTD . . . . . . . . . . . . . . . tactical deceptionTDA . . . . . . . . . . . . . . tables of distribution and

allowance

TES . . . . . . . . . . . . . . tactical engagementsimulation

TEWT . . . . . . . . . . . . tactical exercise withouttroops

TF . . . . . . . . . . . . . . . . task forceTNT . . . . . . . . . . . . . . trinitrotoluene

(dynamite)

TOC . . . . . . . . . . . . . . tactical operations centerTOE . . . . . . . . . . . . . . table(s) of organization

and equipment

TOT . . . . . . . . . . . . . . time over target

TOW . . . . . . . . . . . . . . tube-launched, optically-tracked, wire-guidedmissile

TPT . . . . . . . . . . . . . . target practice tracerTRAC . . . . . . . . . . . . training resource

assistance centerTRANSCOM . . . . . Transporation

CommandTSOP . . . . . . . . . . . . tactical standing

operating procedure

U

U . . . . . . . . . . . . . . . . . unclassifiedUS . . . . . . . . . . . . . . . . United StatesUK . . . . . . . . . . . . . . . United KingdomUSACAC . . . . . . . . . US Army Combined

Arms CenterUSAF . . . . . . . . . . . . US Air ForceUSAREUR. . . . . . . US Army, EuropeUSATSC . . . . . . . . . US Army Training

Support CommandUSSR . . . . . . . . . . . . Union of Soviet

Socialist Republics

V

VA . . . . . . . . . . . . . . . VirginiaVB . . . . . . . . . . . . . . . visitor’s bureauvs . . . . . . . . . . . . . . . . versus

171

FM 25-4Glossary

W

WIA . . . . . . . . . . . . . . wounded in actionWO . . . . . . . . . . . . . . . warrant officerWP . . . . . . . . . . . . . . . white phosphorus

X

XO . . . . . . . . . . . . . .. executive officer

1 7 2

References

AR 310-31

AR 310-49

AR 570-2

FM 25-1FM 25-2FM 25-3FM 30-102FM 34-71

FM 41-5FM 41-10FM 44-1 (HTF)

FM 44-3 (HTF)

FM 44-4FM 44-23

FM 44-90

FM 44-95

FM 101-5

FM 101-10-1

TC 25-1

TC 25-3TC 25-6

USATSC Bulletin 82-1USACGSC 101-1

Management Systems for Tables ofOrganization and EquipmentThe Army Authorization DocumentSystem (TAADS)Organization and Equipment Authori-zation Tables: PersonnelTrainingHow to Manage Training in UnitsHow to Conduct Training in UnitsOpposing Forces: EuropeOpposing Forces Training Module:North Korean Military ForcesJoint Manual for Civil AffairsCivil Affairs OperationsUS Army Air Defense Artillery Employ-mentAir Defense Artillery Employment,Chaparral/ VulcanOperation and Training, ChaparralUS Army Air Defense Artillery Employ-ment, RedeyeUS Army Air Defense Artillery Employ-ment, HawkAir Defense Artillery Employment, NikeHerculesStaff Officer Field Manual: StaffOrganization and ProceduresStaff Officer Field Manual: Organiza-zational, Technical and Logistic DataTraining Land: Unit Training LandRequirementTraining AmmunitionTactical Engagement SimulationTraining with MILESBattle SimulationsOrganizational Data for the Army in theField

1 7 3

FM 25-4Index

1 7 5

FM 25-4Index

1 7 6

FM 25-4Index

1 7 7

FM 25-4Index

1 7 8

FM 25-4Index

1 7 9

FM 25-4

10 SEPTEMBER 1984

By Order of the Secretary of the Army:

JOHN A. WICKHAM, JR.General, United States Army

Chief of Staff

Official:

ROBERT M. JOYCEMajor General, United States Army

The Adjutant General

DISTRIBUTION:

Active Army, ARNG, and USAR: To be distributed in accordance with DA Form 12-11B, Require-ments for Operations of Army Forces in the Field (Qty rqr block no. 405) and Maneuver Control(Qty rqr block no. 422).Additional copies may be requisitioned from the US Army Adjutant General Publications Center,2800 Eastern Boulevard, Baltimore, MD 21220.

✩ U.S. GOVERNMENT PRINTING 0FFlCE: 1992-281-486/43661

PIN: 056289-000

army - fm25 4 - how to conduct training exercises

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