Soldier'S Manual and Trainer'S Guide: Mos 11Z Infantry Senior Sergeant

STP 7-11Z-SM-TG
SOLDIER'S MANUAL AND TRAINER’S GUIDE

MOS 11Z
Infantry Senior Sergeant

SKILL LEVEL 5
DECEMBER 2019
HEADQUARTERS, DEPARTMENT OF THE ARMY

DISTRIBUTION RESTRICTION: Distribution authorized to U.S. Government agencies and their
contractors only to protect technical or operational information from automatic dissemination under the
International Exchange Program (AR 614-10) or by other means. This determination was made on 11
September 2011. Other requests for this documentation will be referred to Commander, U.S. Army
Maneuver Center of Excellence, ATTN: ATZB-TDT, Fort Benning, GA 31905-5593.
DESTRUCTION NOTICE: Destroy by any method that will prevent disclosure of contents or
reconstruction of the document.
This publication is available at the Army Publishing Directorate
site (http://www.armypubs.army.mil), and the Central Army
Registry site (https://atiam.train.army.mil/catalog/dashboard))
STP 7-11Z-SM-TG
SOLDIER TRAINING HEADQUARTERS

PUBLICATION DEPARTMENT OF THE ARMY
No. 7-11Z-SM-TG Washington, DC, December 17, 2019
Soldier's Manual and Trainer’s Guide

MOS 11Z
Infantry Senior Sergeant
SKILL LEVEL 5
Contents
Page
Preface ................................................................................................................................... ...v

Chapter 1 ..............................................................................................................1-1
Introduction ..............................................................................................................1-1
Chapter 2 ..............................................................................................................2-1
Trainer’s Guide...................................................................................................................2-1
Chapter 3 ..............................................................................................................3-1
1SGMOS Skill Level Tasks ............................................................................................................... 3-1
Subject Area 1: Battalion/Squadron Staff ............................................................................................ 3-2
171-630-0052 Manage Tactical Information at Battalion/Squadron Level ................................ 3-2
171-133-5202 Assist in Planning Unit Tactical Security ............................................................. 3-9
171-720-0007 Develop a Reconnaissance and Security Plan ................................................. 3-11
171-133-5322 Oversee Preparation of a Situational Map ......................................................... 3-17
171-620-0123 Employ Common Operational Terms and Graphics ......................................... 3-20
171-630-0032 Plan a Tactical Road March at Battalion/Squadron Level ................................ 3-24
171-630-0038 Assist in Preparing a Unit Situation Report ....................................................... 3-28
171-630-0039 Assist in Preparing a Fragmentary Order at Battalion Squadron Level ......... 3-30
171-630-0086 Conduct Lethal or Nonlethal Targeting Process at Battalion and Below ....... 3-32
171-630-0084 Coordinate the Evacuation of Casualties at Battalion/Squadron Level .......... 3-36
171-630-0106 Engage Human Networks in the Area of Operations ........................................ 3-39
171-133-5314 Supervise Establishment of a Command Post .................................................. 3-43
071-332-5034 Extract Information from a Route Reconnaissance Report ............................. 3-46
171-300-0036 Evaluate a Ground Surveillance Mission ........................................................... 3-48
171-300-0045 Manage Operational Area Security Measures ................................................... 3-50
DISTRIBUTION RESTRICTION: Distribution authorized to U.S. Government agencies and their contractors only
to protect technical or operational information from automatic dissemination under the International Exchange
Program (AR 614-10) or by other means. This determination was made on 11 September 2011. Other requests
for this documentation will be referred to Commander, U.S. Army Maneuver Center of Excellence, ATTN: ATZB-
TDT, Fort Benning, GA 31905-5593.
DESTRUCTION NOTICE: Destroy by any method that will prevent disclosure of contents or reconstruction of the
document. i
FOR OFFICIAL USE ONLY
Contents
171-630-0102 Perform as a Battle Captain ................................................................................ 3-53

171-630-0104 Recognize Brigade Combat Team and Below Organizations and
Capabilities................................................................................................................................. . 3-56
171-133-5003 Assist the S-3 in Preparation of Operation Orders ........................................... 3-63
171-133-5004 Assist in Course of Action Development........................................................... 3-70
171-133-5005 Assist the S-3 in the Synchronization of a Fire Support Plan ......................... 3-72
171-133-5201 Assist the S-3 in Recommending Allocations of Ammunition/Equipment .... 3-75
171-133-5203 Assist the S-3 in Coordinating Engineer Requirements .................................. 3-77
171-133-5318 Assist in the Military Decision-Making Process as a Primary Operations
NCO ............................................................................................................................................. 3-79
171-133-5034 Supervise Command Post Security ................................................................... 3-86
171-630-0015 Supervise Information Management in a Command Post ............................... 3-88
171-133-5315 Supervise Displacement of a Command Post ................................................... 3-94
171-630-0050 Establish Combat Trains Command Post at Battalion/Squadron Level ......... 3-97
171-133-5035 Assist in Conducting Rear Detachment Operations ........................................ 3-99
Subject Area 2: Company/Troop First Sergeant .......................................................................... 3-102
171-133-5028 Supervise the Company or Troop Gunnery Program ..................................... 3-102
171-133-5030 Supervise the Noncommissioned Officers Development Program .............. 3-104
171-300-0069 Assist the Commander with the Unit Level Training Management Program 3-107
171-133-5001 Assess Training at Company/Troop Level ...................................................... 3-112
171-133-5325 Develop a Company/Troop Physical Security Plan ........................................ 3-114
171-133-5329 Assist the Company/Troop Commander with a Unit's Maintenance
Program .................................................................................................................................... 3-116
171-133-5330 Assist the Company/Troop Commander with a Command Supply Discipline
Program ................................................................................................................................... 3-118
171-630-0057 Supervise Deployment Operations at Unit Level ............................................ 3-121
171-620-0126 Apply the Warfighting Functions of Army Operations ................................... 3-126
171-121-4045 Conduct Troop Leading Procedures ................................................................ 3-131
171-133-5022 Supervise a Pre-Combat Inspection at Company/Troop Level ..................... 3-138
171-630-0110 Conduct a Rehearsal at Troop/Company Level .............................................. 3-141
171-300-0068 Develop a Unit Level Casualty Evacuation Plan ............................................. 3-146
171-620-0121 Plan the Employment of Direct Fire Systems at Company/Troop Level ...... 3-148
171-133-5017 Control Local Area Security .............................................................................. 3-152
171-133-5023 Conduct Logistics Package Operations at Company Level .......................... 3-154
171-620-0074 Conduct the Evacuation of Enemy Prisoners of War and Detainees at
Company/Troop Level ............................................................................................................... 3-157
171-133-5018 Supervise the Tactical Implementation of Chemical, Biological, Radiological,
and Nuclear Activities ............................................................................................................... 3-160
171-133-5040 Monitor Unit Readiness Status ......................................................................... 3-164
171-133-5320 Monitor Risk Management................................................................................. 3-166
171-133-5024 Supervise Health and Welfare Inspections at Company/Troop Level .......... 3-169
171-133-5319 Manage Administrative and Personnel Actions at Company/Troop Level .. 3-172
ii STP 7-11Z-SM-TG December 17, 2019

Contents
071-133-5401 Manage the Army Substance Abuse Program at the Company/Troop

Level ........................................................................................................................ 3-175
171-133-5009 Supervise the Administration of the Army Physical Fitness Test ................. 3-177
171-133-5016 Manage the Army Body Composition Program ............................................... 3-179
071-133-5402 Manage the Family Advocacy Program at Company Level............................ 3-182
171-133-5011 Assist the Company Commander with the Company/Troop Family Readiness
Groups Program ........................................................................................................................ 3-185
171-133-5316 Advise the Company/Troop Commander on Uniform Code of Military Justice
Actions ........................................................................................................................ 3-188
052-250-1005 Comply with Host Nation, Federal, State, and Local Environmental Laws and
Regulations ........................................................................................................................ 3-191
171-133-5321 Communicate the Army's Sexual Assault Prevention and Response
Program ........................................................................................................................ 3-192
171-133-5002 Manage Military Drills and Ceremonies ............................................................ 3-193
Glossary ..................................................................................................................... Glossary-1
References ................................................................................................................. References-1
Figures
There are no figures in this publication.
Tables
Table 2-1. Skill Level 5 individual critical tasks list ....................................................................... 2-1
Table 3-1. Task format ....................................................................................................................... 3-1
December 17, 2019 STP 7-11Z-SM-TG iii

This page intentionally left blank.
Preface
STP 7-11Z-SM-TG is for Soldiers holding military occupational specialty (MOS) 11Z, Infantry senior
sergeant, skill level 5, their trainers, and first-line supervisors. It contains standardized training
objectives in the form of task summaries, to train and evaluate Soldiers on critical tasks that support
unit missions during wartime. Trainers and first-line supervisors should ensure Soldiers holding MOS
11Z, skill level 5 have access to this publication.
STP 7-11Z-SM-TG applies to the active Army, Army National Guard/Army National Guard of the United
States, and the United States Army Reserve unless otherwise stated.
The proponent of STP 7-11Z-SM-TG is the United States Army Training and Doctrine Command. The
preparing agency is the United States Army Maneuver Center of Excellence. Send comments and
recommendations on DA Form 2028 (Recommended Changes to Publications and Blank Forms) to
Commanding General, MCoE, Directorate of Training and Doctrine, Task Development Branch, ATTN:
ATZB-TDT, Fort Benning, GA 31905-5410; by e-mail to usarmy.benning.mcoe.mbx.doctrine@mail.mil;
call COM 706-545-8874 or DSN 835-8874; or submit an electronic DA Form 2028.
December 17, 2019 STP 7-11Z-SM-TG v

Chapter 1
Introduction
1-1. Soldier training publications (STPs) contain critical tasks and other training information that
standardize individual training for the Army. STPs provide information and guidance for conducting
individual training in the unit; and aid the Soldier, noncommissioned officer, officer, and commander
in training critical tasks. This publication consists of common or military occupational specialty
(MOS)-specific individual tasks that support collective training; and are critical for Soldiers and
leaders to perform their job, fight, and win in the operational environment. Leaders should use the
STP to plan, conduct, and evaluate individual training that supports their unit’s collective
mission-essential tasks.
1-2. The STP is the primary MOS reference to support the training and self-development of every
Soldier in the unit. The STP is used in conjunction with Soldier’s manuals, ADP 7-0, and FM 7-0,
to establish effective training plans and programs tailored to unit missions.
1-3. Army training includes a system of techniques and standards that allow units and Soldiers to
determine, acquire, and practice necessary skills. The foundation of a unit’s readiness ties directly
to the proficiencies of its individual Soldiers and how they perform specified tasks related to an
assigned duty position and skill level. Success in battle does not happen by accident; it is a direct
result of tough, realistic, and challenging training. For more information on training development,
management, and responsibilities see:
 ADP 7-0 establishes the role of training and leader development, including Army civilian
leader development. It discusses training that prepares Soldiers, Army civilians,
organizations, and their leaders to conduct unified land operations. This ADP also
discusses how Soldiers and units are trained.
 FM 7-0 is the primary how-to for training management. It introduces the Army’s concepts
of training and provides details on the processes needed to develop a unit training plan
that enables proficiency and sustainment of training readiness. It outlines how to plan,
prepare, execute, and assess realistic training events to maximize outcomes and support
training readiness.
December 17, 2019 STP 7-11Z-SM-TG 1-1

Chapter 2
Trainer’s Guide
2-1. This STP identifies the critical individual tasks for 11Z skill level 5 Soldiers. It is designed to
support preparation of individual and unit training plans that satisfies integration, cross-training,
train-up, and sustainment training requirements for Soldiers in this MOS. Units have different
training needs and requirements based on differences in environment, location, equipment,
dispersion, and other similar factors, so all tasks in this manual may not be relevant and some tasks
may not be included.
2-2. The critical task list (see table 2-1) identifies tasks by number and name. The tasks are
organized within duty positions. All tasks are recommended for annual sustainment training
frequency but can be trained as necessary to maintain proficiency.
Table 2-1. Skill Level 5 individual critical tasks list
Skill Level 5
Subject Area 1: Battalion/Squadron Staff
Task Number Title
171-630-0052 Manage Tactical Information at Battalion/Squadron Level
171-133-5202 Assist in Planning Unit Tactical Security
171-720-0007 Develop a Reconnaissance and Security Plan
171-133-5322 Oversee Preparation of a Situational Map
171-620-0123 Employ Common Operational Terms and Graphics
171-133-5323 Oversee the Handling of Classified Material
171-630-0032 Plan a Tactical Road March at Battalion/Squadron Level
171-630-0038 Assist in Preparing a Unit Situation Report
171-630-0039 Assist in Preparing a Fragmentary Order at Battalion-Squadron Level
171-630-0086 Conduct Lethal/Nonlethal Targeting Process at Battalion and Below
171-630-0084 Coordinate the Evacuation of Casualties at Battalion/Squadron Level
171-630-0106 Engage Human Networks in the Area of Operations
171-133-5314 Supervise Establishment of a Command Post
071-332-5034 Extract Information from a Route Reconnaissance Report
171-300-0036 Evaluate a Ground Surveillance Mission
Table 2-1. Skill Level 5 individual critical tasks list (continued)

Chapter 2
Task Number Title
171-300-0045 Manage Operational Area Security Measures
171-630-0102 Perform as a Battle Captain
171-630-0104 Recognize Brigade Combat Team and Below Organizations and Capabilities
171-133-5003 Assist the S-3 in Preparation of Operation Orders
171-133-5004 Assist in Course of Action Development
171-133-5005 Assist the S-3 in the Synchronization of a Fire Support Plan
171-133-5201 Assist the S-3 in Recommending Allocations of Ammunition/Equipment
171-133-5203 Assist the S-3 in Coordinating Engineer Requirements
171-133-5318 Assist in the Military Decision-Making Process as a Primary Operations NCO
171-133-5034 Supervise Command Post Security
171-630-0015 Supervise Information Management in a Command Post
171-133-5315 Supervise Displacement of a Command Post
171-630-0050 Establish Combat Trains Command Post at Battalion/Squadron Level
171-133-5035 Assist in Conducting Rear Detachment Operations

Subject Area 2: Company/Troop First Sergeant
171-133-5028 Supervise the Company or Troop Gunnery Program
171-133-5030 Supervise the Noncommissioned Officers Development Program
171-300-0069 Assist the Commander with the Unit Level Training Management Program
171-133-5001 Assess Training at Company/Troop Level
171-133-5325 Develop a Company/Troop Physical Security Plan
171-133-5329 Assist the Company/Troop Commander with a Unit's Maintenance Program

Assist the Company/Troop Commander with a Command Supply Discipline
171-133-5330
Program
2-2 STP 7-11Z-SM-TG December 17, 2019

Trainer’s Guide
Table 2-1. Skill Level 5 individual critical tasks list (continued)
Task Number Title
171-630-0057 Supervise Deployment Operations at Unit Level
171-620-0126 Apply the Warfighting Functions of Army Operations
171-121-4045 Conduct Troop Leading Procedures
171-133-5022 Supervise a Pre-Combat Inspection at Company/Troop Level
171-630-0110 Conduct a Rehearsal at Troop/Company Level
171-300-0068 Develop a Unit Level Casualty Evacuation Plan
171-620-0121 Plan the Employment of Direct Fire Systems at Company/Troop Level
171-133-5017 Control Local Area Security
171-133-5023 Conduct Logistics Package Operations at Company/Troop Level

Conduct the Evacuation of Enemy Prisoners of War and Detainees at Company
171-620-0074
/Troop Level
Supervise the Tactical Implementation of Chemical, Biological, Radiological,
171-133-5018
and Nuclear Activities
171-133-5040 Monitor Unit Readiness Status
171-133-5320 Monitor Risk Management
171-133-5024 Supervise Health and Welfare Inspections at Company/Troop Level
171-133-5319 Manage Administrative and Personnel Actions at Company/Troop Level
071-133-5401 Manage the Army Substance Abuse Program at the Company/Troop Level
171-133-5009 Supervise the Administration of the Army Physical Fitness Test
171-133-5016 Manage the Army Body Composition Program
071-133-5402 Manage the Family Advocacy Program at Company/Troop Level

Assist the Company Commander with the Company/Troop Family Readiness
171-133-5011
Groups Program
Advise the Company/Troop Commander on Uniform Code of Military Justice
171-133-5316
Actions
Comply with Host Nation, Federal, State, and Local Environmental Laws and
052-250-1005
Regulations
171-133-5321 Communicate the Army's Sexual Assault Prevention and Response Program
171-133-5002 Manage Military Drills and Ceremonies

Chapter 3
MOS Skill Level Tasks
3-1. Each task provides the Soldier and trainer with the information necessary to prepare, conduct,
and evaluate critical task training. See table 3-1 for the format components (information) included
in each task.
Table 3-1. Task format
A unique, permanent identification number used to identify each

Task Number
individual task.
Task Title Describes the required action to be performed.
Describes the operating conditions under which the task will be
performed. The condition expands on the information in the task title
Condition by identifying when, where, and why the Soldier performs the task
as well as what materials, personnel, and equipment the Soldier
must have to perform the task.
Describes the acceptable level of performance. It notes how well the
Standard Soldier should perform the task to be considered competent. The
standard includes both the performance and the criteria.
Consists of detailed outline information on how to perform the task.
Performance Steps A performance step is a single discrete operation, movement, action,
or decision that composes part of the task.
Identifies the specific actions that the Soldier must meet to
Performance Measures successfully complete the task. Listed in a GO/NO-GO format for
easy evaluation.
References Identifies required and primary references.
Safety (danger, warning, and caution) statements alert users to the
Safety Statements possibility of immediate death, personal injury, or damage to
equipment, respectively.
Notes provide a supportive explanation or hint relative to the
Notes
performance steps.
3-2. Evaluation preparation. Trainers provide Soldiers with the equipment needed as outlined in
the task condition statement. They tell the Soldier what is required to successfully complete the
task by reviewing the conditions and standards. Trainers stress the importance of cautions,
warnings, or dangers associated with the task to avoid injury or damage to equipment, if applicable.
3-3. Evaluation guidance. Score the Soldier GO if all performance measures are passed. Score
the Soldier NO-GO if any performance measure is failed. If the Soldier scores a NO-GO, show the
Soldier what was done wrong and how to do it correctly by reviewing the conditions and standards.
Soldiers should then be given remediation training time prior to re-evaluation.

Chapter 3
Skill Level 5
Subject Area 1: Battalion/Squadron Staff
171-630-0052
Manage Tactical Information at Battalion/Squadron Level
Conditions: You are the operations noncommissioned officer in charge (NCOIC) of a battalion or
squadron conducting tactical operations. The commander has given guidance and specified the
intent of the next higher commander. The commander has directed you to manage tactical
information for the battalion or squadron. The staff has issued an operation order (OPORD). The
commander's critical information requirements (CCIR) and the decisions they support have been
stated. The decision support template (DST) and synchronization matrix have been developed and
disseminated. Your unit may be augmented with additional maneuver, sustainment assets.
Coalition partners; civilians; government agencies; joint, interagency, intergovernmental,
multinational forces; and the international media may be present in the area. The battalion or
squadron may be equipped with one or more component systems of the Army Battle Command
System. Provisions have been made for analog units to receive digital and automated information.
You have the daily staff journal or duty officer's log, and the unit's current tactical standard operating
procedure (SOP).
Standards: Specify procedures for communicating and organizing the command information
center. Verify the staff sections' collection of timely and relevant information. Determine how staff
sections collect and process information and data. Ensure commonality of information storage
systems and posting of information to the common operational picture (COP). Analyze routine
reports to update warfighting functions-specific products. Collect the staff analysis and conclusions.
Release the staff analysis to higher, subordinate, and adjacent units. Manage battle update
briefings and shift changes. Inform the operations officer (S-3) of any problems encountered.
Note: Information management is the science of using procedures and information systems to
collect, process, store, display, disseminate, and protect data, information, and knowledge
products.
Performance Steps
1. Specify procedures for communicating.
2. Organize the command information center for the current operation.
Note: The unit SOP should be used as a baseline for the command information center
configuration. Adjustments are made as required by the upcoming operation.
a. Ensure Army Tactical Command and Control Systems, Force XXI Battle Command Brigade
and Below (FBCB2) Systems, and other information systems are operating using the current unit
table of organization.
b. Verify common tactical picture (CTP) application system configurations are current for the
upcoming operation to include map areas, chart tabs, overlays, and filters.
c. Confirm data feeds (platform or unit locations) for friendly, enemy, and other elements the
brigade is tracking are displayed on the COP.
(1) Direct the Maneuver Control System (MCS) operator to verify accuracy of friendly unit
locations posted on the COP.
(2) Ensure the intelligence officer (S-2) section posts known enemy and templated enemy
locations on the COP as directed by the commander or unit SOP.
d. Determine the specific overlays needed to augment the COP.
e. Display the COP at the command information center according to the SOP or mission
requirements.

f. Ensure the operations NCOIC posts decision aids (unit table of organization, DST,
synchronization matrix, CCIR, and other items) according to the SOP.
g. Ensure a current status of critical sustainment assets are displayed at the command
information center.
Note: Critical assets tracked by the assistant S-3 may be listed in the unit SOP or designated by
the commander. These must be included in the sustainment commander's tracked item list.
h. Determine voice net monitoring responsibilities (command, operations, and intelligence).
i. Verify the message addressing the default settings in the common operating environment
communications message processor meets the mission requirements.
j. Assign specific information requirements that answer the CCIR to staff sections in
coordination with the S-3.
k. Initiate a staff log to record key events.
l. Ensure the operations NCOIC maintains a copy of all current information:
(1) Written orders (warning orders, OPORDs, fragmentary orders [FRAGORDs]) in the MCS
and one printed backup on file.
(2) Verbal and digital reports.
(a) Spot reports.
(b) Status reports.
(c) Obstacle reports.
(d) Chemical, biological, radiological, and nuclear (CBRN) reports.
m. Ensure the current operations element receives messages, reports, and orders from higher
headquarters and subordinate units as specified in the SOP or as required by the tactical situation.
n. Assign the operations NCOIC to monitor the tactical situation of friendly assets.
(1) Maintain the battalion or squadron task organization display.
(2) Post and maintain the battalion or squadron combat power chart.
(3) Track the combat status of operational control and sustainment assets supporting the
battalion or squadron.
(a) Engineer assets.
(b) Artillery.
(c) Air defense artillery.
(d) Supplemental CBRN units.
(4) Track the capability of the battalion or squadron sustainment assets.
(a) Medical evacuation and aid station.
(b) Organic supply transportation.
(c) Recovery assets.
(5) Follow up to ensure this task is completed.

Chapter 3
o. Ensure the current operations element maintains a journal of significant activities.

(1) Daily log.
(2) Copies of all orders.
(3) Copies of all messages received and sent.
(4) List of all tactical operations center (TOC)-sensitive items.
(5) TOC briefing format.
p. Ensure the current operations element maintains and updates unit locations and activities
two levels down (including adjacent units).
(1) Reconnaissance troop(s).
(a) Reconnaissance platoons.
(b) Mortar sections.
(c) Human intelligence specialists.
(d) Dismounted patrols.
(e) Security outposts or checkpoints.
(2) Brigade assets active in battalion or squadron battlespace.
(3) Joint task force assets active in battalion or squadron battlespace.
q. Direct the current operations element to maintain information on the enemy situation.
r. Ensure that all personnel know when to:
(1) Notify the commander, S-2, and S-3 of changes in priority intelligence requirements
(PIR).
(2) Update the commander on the status of friendly forces information requirements (FFIR).
(3) Coordinate with the S-3 to advise the commander of significant changes and their impact
on the mission.
s. Ensure the current operations element maintains the status of supplies, resupply, and
replacement projections.
3. Verify the staff sections collect timely and relevant information of deep, close, and rear
operations.
a. Ensure the S-2 section receives updates on the enemy situation via the All Source Analysis
System, frequency modulation, or Tactical Unmanned Aircraft System feed.
b. Ensure the fire support element (FSE) receives fire support information via the Advanced
Field Artillery Tactical Data System.
c. Receive orders from higher command and situation reports from subordinate commands.
d. Ensure the personnel (S-1) and logistics (S-4) staff sections receive logistics, combat health
support, and personnel status reports from supporting units.
e. Ensure the S-4 section receives the main supply route (MSR) status.
f. Receive aviation-related information and aviation unit status, if applicable.
g. Ensure the signal (S-6) staff section receives information on the following:
(1) Network status.
(2) Critical signal equipment.

(3) Unit table of organization updates via the tactical internet manager, FBCB2, near-term
digital radio, near-term management terminal, and other digital systems.
4. Determine how the staff sections do the following:
a. Collect information requiring immediate action from the other staff sections.
(1) Data supporting CCIR, PIRs, FFIR, or essential elements of friendly information.
(2) Data supporting a decision the commander has to make.
(3) Unexpected reports affecting the current operation.
Note: Examples may include bridge collapses, improvised explosive device discovery or attack,
radical changes in weather, unexpected appearance of enemy equipment, civil disturbances, or
other situations.
(4) FRAGORDs from higher headquarters requiring immediate throughput to subordinates.
b. Collect information for further internal analysis and develop recommendations:
(1) Alert the S-3 plans team of data affecting future plans.
(2) Share data relevant to other staff sections or other headquarters.
5. Identify methods and mechanisms the staff uses to process data.
a. Organize data.
b. Collate data.
c. Plot data.
d. Arrange data.
e. Analyze and evaluate data.
(1) Specified requirements.
(2) Implied requirements.
(3) Gaps.
(4) Distractions.
6. Ensure the commonality of information storage systems between staff sections and
subordinate elements.
Note: The staff must be able to share all relevant information in order to support the decision-
making process.
7. Confirm that the staff is collaborating, sharing, and tailoring relevant information for the COP.
Note: Command and control systems fuse information. Information systems facilitate the rapid
distribution of meaningful images.
a. Update CTP overlays to maintain their portion of the COP.
b. Voice.
c. Posting to joint common database.
d. Share folders.
e. Staff section web page.
8. Analyze routine reports to update warfighting functions-specific products ensuring the
following:
a. S-2 section uses information to update:

Chapter 3
(1) Situation template.

(2) Intelligence summary.
(3) Intelligence report.
(4) Status of intelligence collection assets.
(5) Battle damage assessment.
b. FSE uses information for target acquisition to update:
(1) Attack guidance matrix.
(2) Fire support coordinating measures (FSCMs).
(3) High payoff target lists.
(4) Fire support status chart.
c. Intelligence, surveillance, and reconnaissance (ISR) team uses information to:
(1) Modify ISR plan.
(2) Modify ISR matrix.
(3) Update status of reconnaissance assets.
d. S-3 staff section uses information to update:
(1) Changes to Army airspace command and control on CTP.
(2) Status of aviation assets.
e. S-1 and S-4 sections use information to update:
(1) Logistics overlay.
(2) Logistics synch matrix.
(3) MSR status.
(4) Combat service and support automation information systems database.
(5) Casualty status.
(6) Critical military occupational specialty report.
f. S-6 section use information to update status of:
(1) Networks (frequency modulation voice and data; local area network and wide area
network).
(2) Retrans sites.
(3) Signal assets.
9. Collect the staff analysis.
10. Release the staff analysis to higher, subordinate, and adjacent units.
11. Manage battle update briefings and shift changes within the S-3 section to ensure:
a. All staff sections conduct internal changeover briefs.
b. All staff sections brief the situation from the COP including (but not limited to):
(1) S-2 section:
(a) Recent enemy activities.
(b) Current enemy operations.

(c) Future enemy operations.

(2) Battle captain:
(a) Current tactical situation.
(b) Updated answers to CCIR and recommended additions.
(c) Current combat power.
(d) Locations of reconnaissance subunits (two levels down) and critical sustainment units
and nodes.
(e) Significant activities (past 12 hours).
(f) Anticipated significant events and commander's decisions (next 12 hours).
(g) Communications status.
(h) Unresolved supply and personnel issues.
(i) Status of orders process.
(j) Any displacement instructions.
(3) FSE:
(a) Priorities of fire.
(b) Targets.
(c) Multiple launch rocket system and field artillery tube strength.
(d) Changes to field artillery organization of combat.
(e) FSCMs.
(4) S-6 section:
(a) Communications and network status.
(b) Communications priorities.
(c) Unit table of organization update and communications security changes.
(5) Direct time synchronization.
12. Inform the S-3 of any problems you may encounter in executing the information management
plan.
Performance Measures GO NO GO
1 Specified the procedures for communicating. _____ _____
2 Organized the command information center for the current operation. _____ _____
3 Verified the staff sections collected timely and relevant information. _____ _____
4 Determined how the staffs collected information. _____ _____
5 Identified methods and mechanisms the staff used to process data. _____ _____
6 Ensured the commonality of information storage methods. _____ _____
7 Confirmed that the staff was collaborating, sharing, and tailoring relevant _____ _____
information for the COP.

Chapter 3
8 Analyzed routine reports to update warfighting functions-specific _____ _____

products.
9 Collected staff analysis. _____ _____
10 Released staff analysis to higher, subordinate, and adjacent units. _____ _____
11 Managed battle update briefings shift changes within the S-3 section. _____ _____
12 Informed the S-3 of any difficulties. _____ _____
References
Required Primary
ATP 3-20.96 Cavalry Squadron
ATP 3-90.5 Combined Arms Battalion

171-133-5202
Assist in Planning Unit Tactical Security
Conditions: The battalion or squadron is conducting combat operations. As the operations and
training noncommissioned officer in charge, you have been directed by the commander to assist in
planning tactical security. The brigade or regiment has issued an operation order (OPORD) to the
battalion or squadron for a new mission. The operation or movement is depicted on an overlay or
graph showing the scheme of maneuver or movement, phase lines, critical points, and a friendly
and enemy situation map. The battalion or squadron may be equipped with one or more component
systems of the Army Battle Command System.
Standards: Review the OPORD and evaluate the current enemy situation. Ensure that all security
measures are taken to include usage of cover and concealment and natural obstacles, provision
for early warning of enemy approach, security at boundaries and open flanks, provisions for reserve
maneuver force, and coordination of indirect support fires. Plan patrol routes, observation post
locations, and maintain situational awareness.
Note: The operational environment is considered at all times during this task. All Army elements
are prepared to enter any environment and perform their missions while simultaneously dealing
with a wide range of unexpected threats and other influences. Units are ready to counter these
threats and influences and at the same time, are prepared to deal with various third-party actors
such as international humanitarian relief agencies, news media, refugees, and civilians on the
battlefield. These groups may or may not be hostile to us, but they can potentially affect the unit's
ability to accomplish its mission.
Units equipped with digital communication systems will use these systems to maximize information
management and minimize electronic signature.
Performance Steps
1. Review the OPORD for the operations and movement of the battalion’s or squadrons
subordinate units.
2. Evaluate the current enemy situation.
3. Ensure the battalion or squadron takes advantage of existing cover, concealment, and natural
obstacles.
4. Ensure the battalion or squadron has implemented early warning capabilities to identify enemy
approach.
5. Ensure security is provided at unit boundaries and open flanks to include the following:
a. Contact with adjacent units is established.
b. Signals are established recognition and coordination.
c. Establish a flank guard.
d. Dispatch the flank guard.
e. Identify rear boundary.
6. Ensure provisions are made for a reserve maneuver force.
Note: The size of the reserve maneuver force depends on several factors: the objective, a limited
knowledge of the enemy situation, and available friendly combat power. The inability to visualize
the attack or its conclusion requires the retention of a stronger reserve than when these conditions
do not exist.
a. Verify a reserve maneuver force is readily available for the commander’s immediate use.

Chapter 3
b. Ensure that the reserve maneuver force is fully capable to:

(1) Maintain the momentum of the attack.
(2) Defeat enemy counterattacks.
(3) Provide security by protecting the flanks and rear of a force.
(4) Reinforce the attack.
c. Ensure the reserve maneuver force can be established or reconstituted as needed.
7. Ensure indirect fires are coordinated.
8. Plan patrol routes.
9. Plan observation post locations.
10. Maintain communications.
1 Reviewed the OPORD for the operations and movement of the battalion’s _____ _____
or squadron's subordinate units.
2 Evaluated the current enemy situation. _____ _____
3 Ensured the battalion or squadron took advantage of existing cover, _____ _____
concealment, and natural obstacles.
4 Ensured the battalion or squadron has implemented early warning _____ _____
capabilities to identify enemy approach.
5 Ensured security was provided at unit boundaries and open flanks. _____ _____
6 Ensured provisions were made for a reserve maneuver force. _____ _____
7 Ensured indirect fires were coordinated. _____ _____
8 Planned patrol routes. _____ _____
9 Planned observation post locations. _____ _____
10 Maintained communications. _____ _____
References
Required Primary

171-720-0007
Develop a Reconnaissance and Security Plan
Conditions: You are the noncommissioned officer in charge in the intelligence staff section of a
battalion or squadron conducting combat operations. The battalion or squadron has been given an
operation order from the brigade or regiment on a new mission. The battalion or squadron
commander has given you the task to plan the reconnaissance and security (R&S) plan for the
unit's next mission. The commander has given you guidance and the initial commander's critical
information requirements (CCIR). All personnel, charts, equipment, and additional assets are
available. Updated reports from higher are continuously being received by the battalion or
squadron.
Standards: Develop an R&S plan by conducting the intelligence preparation of the battlefield (IPB),
beginning the modified combined obstacle overlay (MCOO), confirming current information of the
enemy situation, developing multiple courses of action (COAs), developing the event template,
receiving the commander's revised priority intelligence requirements (PIR), coordinating with the
operations staff section (S-3) to develop the warning order (WARNORD). Begin the R&S plan
development concurrent with course of action (COA) development, wargaming the COA with the
staff, finalizing the R&S plan, coordinating with the fire support element (FSE), and the S-3 during
rehearsal.
Performance Steps
1. Conduct the IPB process.
a. Answer the following:
(1) What to collect?
(2) Where to collect?
(3) When to collect?
(4) How long to collect?
(5) Who should collect?
(6) What information or observation is time sensitive?
b. Conduct intelligence coordination by identifying the following:
(1) Threat elements.
(2) Weather and light data.
(3) Terrain updates.
(4) Aerial photographs.
(5) Trails and obstacles not on a map.
(6) Known or suspected threat locations.
(7) Weapons.
(8) Possible threat COAs.
(9) Recent threat activities.
(10) Local population.
(11) Update to CCIRs.
2. Begin the MCOO development of the area of operations (AO).
3. Confirm information of the enemy situation with division intelligence staff (G-2) or intelligence
unit (S-2).

Chapter 3
4. Develop multiple enemy COAs.

Note: Focus on quality analysis rather than the visual properties of the products.
5. Develop the event template.
Note: The event template allows the S-2 to confirm or deny a COA, gauge enemy or friendly rates
of movement, compare rates of movement between mobility corridors and avenues of approach,
and cue other collection assets based on friendly and enemy rates of movement.
a. Ensure that the overlay has phase lines to depict the rate of movement.
b. Direct the S-2 section to prepare for mission analysis.
6. Assist the staff to brief the mission analysis.
7. Ensure the staff receives the commander's revised PIR.
Note: In an abbreviated process, the executive officer must include R&S staff planning on the
timeline to allow completion of the R&S plan. It is conducted immediately after mission analysis to
allow collection assets to be positioned early.
8. Review the PIR to ensure it complies with the following:
a. Asks only one question.
b. Identifies a specific fact, event, or activity.
c. Supports a single decision.
d. Indicates the latest time the information is of value.
e. Indicates if it is linked to an enemy course of action.
9. Coordinate with the S-3 concerning the preparation of the WARNORD for R&S.
Note: The S-3 prepares and issues a five-paragraph warning order for R&S and ensures that the
WARNORD specifies areas-limits of R&S responsibility; all units acknowledge receipt and
understand mission and initial task organization; and that the WARNORD includes R&S
restrictions, including no earlier than time, limit of advance, and size of reconnaissance elements.
This allows subordinate units or assets to deploy early within the AOs.
10. Begin the R&S plan development in concurrence with COA development.
a. Associate the commander's PIR and situation or event template with the enemy COA.
b. Identify PIR that could be satisfied with organic, assigned, or attached collection assets.
c. Identify PIR to be submitted as a request for information to higher headquarters.
Note: Named areas of interest (NAIs) that are identified by the S-3 or commander to be targeted
become target areas of interest (TAI), which later become part of the fire plan.
11. Staff wargame COAs.
a. Ensure the following:
(1) Enemy indicators answer the PIR.
(2) NAIs are placed where the indicator is expected to occur.
(3) The regiment's R&S efforts are focused.
(4) Required collection assets are identified.
(a) Consider number and type.
(b) Consider type of mission.

(c) Consider strength, composition, and disposition of the enemy security force.
(5) Required equipment is identified.
(a) Proximity of the collection asset to the NAI.
(b) Environmental conditions.
(c) Signature provided for the target.
(6) All collection assets are integrated.
(7) Specific information requirements (SIR) for each NAI are identified for each collection
asset.
(8) Requests for information are identified for collection by higher headquarters.
(9) Enemy actions and reactions are doctrinally represented.
(10) Advantages and disadvantages of enemy COAs with decision points are identified.
(11) Event templates listing enemy high-value targets with associated NAIs and TAIs are
developed.
(12) R&S assets are doctrinally employed.
(13) PIR and intelligence requirements with latest time information of value are finalized for
approval.
b. Coordinate with the S-3 to ensure the following:
(1) Collection asset relationship with security force is established.
(2) Subordinate units are identified-tasked for collection.
(3) Terrain is deconflicted between unit R&S assets.
(4) Plans are addressed for the infiltration and exfiltration of collection assets and resupply
routes through friendly force sectors-zones.
(5) Limit of advance is identified.
(6) Battle handover line is identified.
(7) Forward boundaries are identified.
(8) Plans for reconstitution of assets are developed.
(9) A risk assessment is conducted on the employment of assets and fratricide control
measures are identified.
c. Coordinate with the logistics staff (S-4) section to ensure the following:
(1) Elements have the proper sustainment, such as Classes I, II, III, V, VIII, and IX, to
conduct the task.
(2) Resupply is identified and the questions how often, by whom, where, and how are
addressed.
(3) Collection assets have the proper evacuation resources to evacuate casualties,
identifying whom and how.
(4) Collection assets are reconstituted and their location is identified.
d. Coordinate with the assistant brigade engineer to ensure routes through obstacle belts are
established.
e. Coordinate with the air defense officer to ensure that coverage is provided to collection
assets.

Chapter 3
f. Coordinate with the signal officer to ensure that primary and backup communications will
support the collection assets throughout the sector-zone.
g. Coordinate with FSE to ensure fires and fire support coordinating measures (FSCMs) are
planned and coordinated in support of the R&S plan with the S-3.
12. Finalize the plan.
a. Ensure the following:
(1) Information request is forwarded to the G-2 or S-2 to answer questions addressed in the
wargaming process.
(2) Subordinate S-2’s are informed of significant changes during the initial fragmentary
order.
(3) Specific orders and requests for each collection asset are tasked.
(a) Intelligence synchronization matrix is prepared to answer PIR and targeting
requirements, and to meet the commander's reconnaissance objectives.
(b) Specific orders and requests for each NAI are identified for each collection asset.
(c) Redundancy in collection assets and a mix of assets to support the collection effort
are coordinated.
(d) The R&S plan addresses the regiment's sector or zone in depth (not just the forward
areas).
b. Coordinate with the S-3 to ensure the following:
Note: The S-3 issues a five-paragraph warning order with an R&S plan and an R&S overlay (R&S
tasking matrix on overlay [optional]) to subordinate units. The R&S overlay includes routes, zone
and area reconnaissance, limits of responsibility, passage points, control points, listening post,
observation post, ground surveillance radar positions (primary, alternate, and supplementary),
sectors of scan for sensors, medical evacuation locations, NAIs, target areas of interest, and
friendly boundaries. A decision support template and a situation template are also issued to
subordinate units.
(1) Subordinate units are tasked through the S-3, with task and purpose to support the
collection plan.
(2) All units are aware of the positioning of reconnaissance assets.
(3) Terrain is managed and controlled so subordinate units do not commit fratricide.
(4) Collection assets have the proper security.
(5) The decision support template is coordinated and finalized with the staff.
(6) The overall reconnaissance effort is coordinated.
Note: All assets in the unit are focused on the R&S effort.
(7) The R&S overlay with an R&S matrix is created, based on addressing who, what, where,
why, and how.
(a) Routes.
(b) Zones of reconnaissance.
(c) Limits of responsibility.
(d) Passage points.
(e) Control points.
(f) Listening post or observation post positions.

(g) Ground surveillance radar positions.

(h) Sectors of scan for sensors.
(i) Medical evacuation locations.
(j) NAIs.
(k) Friendly boundaries.
c. Coordinate with assistant brigade engineer to ensure the following:
(1) An enemy minefield support template is created and maintained.
(2) All minefield locations (friendly or enemy) are disseminated.
(3) Engineer reconnaissance is addressed.
d. Coordinate with S-4 to ensure the following:
(1) Collection elements have the proper sustainment, such as Classes I, II, III, V, VIII, and
IX, for the time expected to conduct the task.
(2) Collection elements have the proper evacuation resources to evacuate casualties.
(3) Collection assets are not positioned beyond support capability.
13. Coordinate with FSE to ensure the following:
a. Proper FSCMs are established.
b. Fire support plan is completely disseminated to subordinate units and collection assets.
c. Indirect systems are in place to support collection assets.
d. No-fire areas are established and planned.
14. Coordinate with the S-3 to ensure that during rehearsal subordinate elements identify:
a. The unit or directed SIR collection requirements.
b. The type of report to submit.
c. The handover process of the enemy.
1 Conducted the IPB process. _____ _____
2 Began the MCOO development of the AO. _____ _____
3 Confirmed information of the enemy situation with division G-2 or unit _____ _____
S-2.
4 Developed multiple enemy COAs. _____ _____
5 Developed the event template. _____ _____
6 Assisted the staff to brief the mission analysis. _____ _____
7 Ensured the staff received the commander's revised PIR. _____ _____
8 Reviewed the PIR. _____ _____
9 Coordinated with the S-3 about the warning order for R&S. _____ _____

Chapter 3
10 Began R&S plan development in concurrence with COA development. _____ _____
11 Staffed wargame COA. _____ _____
12 Finalized the plan. _____ _____
13 Coordinated with the FSE. _____ _____
14 Coordinated with the S-3 during rehearsal. _____ _____
References
Required Primary
ADP 5-0 The Operations Process
ADP 6-0 Mission Command: Command and

Control of Army Forces

171-133-5322
Oversee Preparation of a Situational Map
Conditions: You are the operations noncommissioned officer in a fully operational tactical
operations center conducting combat operations and are responsible for preparing a situational
map (known as SITMAP). You have a map and its appropriate adjoining map sheets of the area of
operations, ADP 1-02, acetate, masking tape, map markers, alcohol pens, protractors, and the
current threat situation. Intelligence information is continually being received.
Standards: Oversee the preparation of the unit's SITMAP by ensuring correct map(s) are used,
directing the development of the map overlay, ensuring all current major enemy and friendly
dispositions and activities are collected and posted using correct military symbology according to
ADP 1-02, ensuring the universal transverse mercator (UTM) grid is posted on the map, providing
guidance on maintaining relevant information, and monitoring posting of the information on the
SITMAP.
Performance Steps
1. Ensure the appropriate map or map sections representing the area of responsibility (AOR) are
used.
2. Direct the development of the map overlay.
a. Ensure that the overlay is registered to the map within one percent by tracing the grid
intersections at the top right and bottom left corners of the overlay.
b. Make sure each registration mark is labeled with the proper grid coordinates and 100,000-
meter square identification.
c. Make sure the date and time of the information is annotated on the overlay.
d. Make sure the overall classification is marked, stamped, or affixed at the top and bottom of
the overlay.
e. Ensure the following information is recorded in the legend:
(1) Title.
(2) Date and time of information.
(3) Map reference.
(a) Sheet name.
(b) Sheet number.
(c) Map series number.
(d) Scale.
(e) Security classification.
(f) Additional information.
(4) Prepared by data.
(a) Name.
(b) Rank.
(c) Organization.
(d) Date and time of preparation.
(5) Color code for posting symbology.

Chapter 3
3. Ensure information on the current dispositions and major activities of threat and friendly units
is collected and correctly posted, to include:
a. Unit identification.
b. Unit locations.
Note: The center of mass of a symbol usually indicates the general vicinity of the center of mass
of the units. The exact position of a unit is indicated by extending a solid line from the center of the
symbol to the exact location on the overlay.
c. Boundaries, forward line of own troops, and forward edge of the battle area.
d. Location of weapons.
e. Minefields.
f. Entrenchments.
g. Chemical, biological, radiological, and nuclear (CBRN) contaminated areas.
h. Roadblocks.
i. Terrain data.
j. Obstacles.
4. Ensure UTM grid location is posted on the map and is within an accuracy of 100 meters.
5. Ensure that correct military symbology is used according to ADP 1-02.
a. Symbols are plotted within 100 meters.
b. Symbols are the correct color.
Note: If only one color is available, threat symbols should be outlined with double lines. If other
colors are used, they must be explained in the legend.
(1) Blue or black -- friendly units, installations, equipment, and activities.
(2) Red -- threat units, installations, equipment, and activities.
(3) Green -- friendly or threat man-made obstacles (minefields, demolitions, or roadblocks).
(4) Yellow -- friendly or threat areas of chemical, biological, or radiological contamination.
List as soon as practicable.
c. The correct date time group is posted under symbols.
Note: The time plotted under the symbol should always indicate the time of the sighting or
occurrence of the activity and not the time when the report was received.
(1) The first two digits indicate the day of the month.
(2) The last four digits signify the time of day.
6. Provide guidance to subordinates on maintaining relevant information on the SITMAP.
a. Continual monitoring of message traffic.
b. Evaluating the source of information.
7. Monitor the posting of information to the SITMAP.
a. Ensure new information on the threat situation is plotted as soon as practicable.
b. Determine when plotted information is no longer of value to the SITMAP.
c. Remove obsolete information from the map.

d. Record information considered of no importance elsewhere.
1 Ensured appropriate map or map sections representing the AOR were _____ _____
used.
2 Directed the development of the map overlay. _____ _____
3 Ensured information on the current dispositions and major activities of _____ _____
threat and friendly units was collected and posted.
4 Ensured UTM grid location was posted on the map and was within an _____ _____
accuracy of 100 meters.
5 Ensured that correct military symbology was used. _____ _____
6 Provided guidance to subordinates on how to maintain relevant _____ _____

information.
7 Monitored the posting of information to the SITMAP. _____ _____
References
Required Primary
ADP 1-02 Terms and Military Symbols ADP 5-0 The Operations Process
TC 3-25.26 Map Reading and Land Navigation

Chapter 3
171-620-0123
Employ Common Operational Terms and Graphics
Conditions: You are a leader in a unit conducting combat operations. Your unit is given an
operation order (OPORD) from your parent unit to conduct a defense. You intend to brief your
OPORD to your subordinate leaders using a map, enemy force graphics overlay, fires overlay,
obstacle overlay, and company graphics overlay. Additional assets are available to your unit to
include fire support, engineer support, and unmanned aircraft systems (UASs). Joint, interagency,
intergovernmental, and multinational forces; civilians; and the international media may be present
in the area. The unit may be equipped with one or more component systems of the Army Battle
Command System. Provisions have been made for analog units to receive information. The unit
has been provided guidance on the rules of engagement.
Standards: Brief the type of defense your company or troop will conduct, the graphic control
measures, enemy situation, logistic support, engineer support, and fire support. Ensure the briefing
is accurate using the correct operational terms and graphics.
Note: This task will utilize some common terms and graphics. For a complete definition of common
operational terms and graphics, refer to ADP 1-02.
Performance Steps
1. Use graphic control measures on the company or troop overlay to:
Note: Aspects of the area of operations is covered here.
a. Identify boundaries of the unit.
b. Identify phase lines.
c. Identify points.
(1) Checkpoints.
(2) Coordination points.
(3) Passage points.
d. Identify forward line of own troops (FLOT).
e. Identify forward edge of the battle area.
f. Identify assembly area.
g. Identify landing zone.
h. Identify engagement areas.
i. Identify UAS flight paths.
j. Identify restricted operations zone.
k. Identify observation post.
l. Identify reserve location and their task and purpose.
(1) Counterattack.
(2) Assault.
(3) Reinforce a defending force.
2. Brief enemy situation using a map and enemy overlay.
a. Describe enemy composition.
(1) Armored unit.

(2) Mechanized unit.

(3) Light Infantry unit.
b. Identify enemy known or suspected location.
c. Use common operational terms to brief enemy strength.
(1) Squad size.
(2) Platoon size.
(3) Company size.
(4) Morale of the enemy.
(5) Equipment.
d. Brief enemy actions on contact.
e. Brief enemy most probable course of action.
f. Identify location of FLOT.
g. Identify enemy avenues of approach.
h. Describe enemy schemes of maneuver.
3. Brief the type of defense the company or troop will conduct using a map and overlay.
a. Identify the type of defense the company will conduct using graphics.
(1) Area defense.
(2) Mobile defense.
(3) Retrograde operations.
b. Describe defense technique using operational terms and graphics.
(1) Defend in sector.
(2) Defend a primary or alternate battle position (BP).
(3) Defend a strong point.
(4) Defend a perimeter.
c. Use terms and graphics to explain the direct fire plan, to include:
(1) Mass the effects of fire.
(2) Destroy the greatest threat first.
(3) Avoid target overkill.
(4) Employ the best weapon for the target.
(5) Minimize friendly exposure.
(6) Plan for extreme limited visibility conditions.
(7) Develop contingencies for diminished capabilities.
d. Identify BPs using graphics on an overlay.
(1) Primary.
(2) Alternate.
(3) Supplementary.

Chapter 3
(4) Subsequent.
e. Brief displacement criteria, to include:
(1) Disengagement criteria.
(2) Direct fire suppression.
(3) Indirect fires and smoke.
(4) Cover and concealment.
4. Brief engineer support using a map and obstacle overlay.
a. Identify primary and alternate fighting positions.
b. Identify location of minefield.
c. Identify locations of wires.
d. Identify location of antitank ditch.
e. Identify locations of antitank mines.
f. Identify location of antipersonnel minefield.
g. Identify type of obstacles emplaced.
(1) Blocking obstacles.
(2) Fixing obstacles.
(3) Turning obstacles.
(4) Disrupting obstacles.
h. Brief priority of survivability, mobility, and countermobility.
i. Brief disrupting effects.
j. Brief fixing effects.
5. Brief fire support using a map and fires overlay.
a. Use operational terms to describe tasks and purpose of fires.
b. Use graphics to identify:
(1) Target reference point.
(2) Forward observer position.
(3) Final protective fires.
(4) Final protective line.
(5) Position area for artillery.
(6) Linear smoke target.
c. Identify planned smoke with designated time shown.
6. Brief logistic support using a map and overlay.
a. Identify points.
(1) Ambulance exchange point.
(2) Casualty collection point.
(3) Enemy prisoner of war (EPW) collection point.

(4) Logistics release point.

(5) Maintenance collection point.
(6) Decontamination points.
(7) Detainee exchange points.
b. Identify locations of prestocks and caches.
c. Identify resupply methods, which include:
(1) Service station resupply.
(2) Tailgate resupply.
d. Brief emergency resupply.
e. Brief casualty evacuation plan.
(1) Location of role 1 care.
(2) Location of role 2 care.
(3) Mass casualty situation.
f. Brief EPW processing and evacuation.
1 Used graphic control measures on the company overlay. _____ _____
2 Briefed enemy situation using a map and enemy overlay. _____ _____
3 Briefed the type of defense the company or troop will conduct using a map _____ _____
and company overlay.
4 Briefed engineer support using a map and obstacle overlay. _____ _____
5 Briefed fire support using a map and fires overlay. _____ _____
6 Briefed logistic support using a map and company overlay. _____ _____
References
Required Primary
ATP 3-20.97 Cavalry Troop
ATP 3-21.11 SBCT Infantry Rifle Company
ATP 3-90.1 Armor and Mechanized Infantry

Company Team
ADP 1-02 Terms and Military Symbols

Chapter 3
171-630-0032
Plan a Tactical Road March at Battalion/Squadron Level
Conditions: You are the noncommissioned officer in charge of a battalion or squadron operations
(S-3) conducting tactical operations. The brigade or regiment has issued an operation order
(OPORD) requiring the battalion or squadron to conduct a tactical road march. The commander
has issued guidance. The commander has also directed you to plan the tactical road march. Your
unit may be augmented with additional maneuver sustainment assets. The battalion or squadron
may be equipped with one or more component systems of the Army Battle Command System.
Provisions have been made for nondigital units to receive information along with the rest of the
battalion or squadron. Current standard operating procedures are available.
Standards: Receive the mission, specify organization of the march serial, prepare a tentative plan,
conduct backward planning, reconnoiter the routes and assembly areas (AAs), refine the plan,
publish the OPORD, and direct the battalion or squadron to conduct rehearsals.
Performance Steps
1. Receive the mission.
Note: Digital units only: the battalion or squadron Maneuver Control System (MCS) receives the
mission and associated graphics digitally from the brigade or regiment's MCS. The MCS also
displays maps digitally with the maps and overlays application.
a. Alert the staff of impending road march.
b. Issue initial warning order (WARNORD) to subordinate units.
Note: Force XXI Battle Command Brigade and Below System, MCS, and other information systems
can be used to digitally disseminate the WARNORD to subordinate units.
The staff identifies mission, available assets, area of operations, and concept of operation.
2. Specify organization of the march serial.
a. Establish organic and nonorganic movement capabilities.
b. Determine unit movement priorities.
Note: A march serial includes all elements of the battalion or squadron using the same route for a
single movement under the control of a single commander. A large column, generally a brigade,
may be composed of a number of march serials, each under the control of a subordinate
commander.
March columns are composed of four elements: tentative reconnaissance party, quartering party,
main body, and trail party.
3. Prepare a tentative plan.
Note: All routes designated in the tentative plan are reconnoitered and classified.
a. Conduct map reconnaissance to select tentative primary and alternate routes, if not given
in the higher headquarters OPORD.
b. Prepare road march overlay.
(1) Start point (SP), critical points, check points, and release point (RP).
Note: Movement of vehicles falls under the control of the movement commander at the SP.
Columns return to the authority of their respective commander at the RP.
(2) Schedule halts.
(3) Routes.
(4) Major cities and towns.

Note: Digital units only: digital overlays enhance mounted navigation. They display way points and
other information concerning unit locations along the route of march and facilitate maintaining a
common operational picture.
c. Select the most appropriate march technique.
(1) Open column for good visibility.
(2) Closed column for limited visibility.
(3) Infiltration to decrease possibility of threat observation.
d. Determine the time all elements must cross the SP, critical points, and RP.
(1) Calculate time-distance (known as TDIS).
Note: MCS maps and overlays and synchronization matrix applications can be used to assist
calculating TDIS and pass time (known as PST).
(a) Determine the distance between checkpoints.
(b) Determine time: distance divided by rate of march.
(2) Calculate PST.
(a) Determine density: 1000 meters divided by (gap in meters between vehicles)
multiplied by the average vehicle length.
Note: Typically, vehicle interval during daylight movement is 100 meters. This corresponds to a
density of 10 vehicles per kilometer.
(b) Determine time gaps: number of units minus one times (time gap between units).
(c) Determine road space: add (number of vehicles divided by density) to (time gaps)
times (rate of march divided by 60 minutes).
(d) Determine PST: divide (road space times 60) by rate of march.
(3) Make calculations for the first march unit by determining arrival times and PST at each
checkpoint.
(4) Conduct calculations for subsequent march units by adding the time gap to the previous
unit's PST.
(5) Determine intervals between subordinate elements.
(a) Determine density.
(b) Determine speed.
(c) Calculate time gaps.
(6) Calculate the longest PST to ensure the battalion or squadron clears the RP at the
prescribed time.
Note: Typically, there are five minutes between march serials and two minutes between march
units. Time gaps are included in calculations because otherwise, you would be calculating PST for
one continuous column of vehicles. There is one less time gap than there are march units.
e. Establish rate of march and catch up speed.
f. Establish contingency plan for late elements necessitating an adjustment to the rate of
march or vehicle interval of that element and follow-on units.
Note: Units cross their SP at the prescribed time. Failure to do so results in unequal dispersion
between march units. This interrupts their flow of units and necessitates adjustments to the march
tables. It also affects the arrival time to the arrival point. Units failing to cross their SPs on time must

Chapter 3
adjust their speed rate. Battalion or squadron traffic observers should be positioned at the SP,
critical points, and the RP to monitor unit progress through those points.
g. Establish contingency plan for unexpected adjustments to the movement table.
(1) Coordinate with the chain of command and traffic control points (known as TCPs) to
ensure that follow-on elements adhere to new guidance.
Note: The intent of the new guidance is to close the gap created by lost march units.
(2) Reorient any lost element toward the nearest traffic control point.
Note: Reoriented units are usually inserted at the end of the column.
h. Review the route and timetable to reduce the probability of convergence at traffic control
points along the march route.
i. Plan to reduce the rate of march of the converging units to prevent a buildup of congestion
at the convergence area.
j. Determine actions and locations for scheduled halts.
k. Determine air defense warning status.
(1) Employ passive air defense measures.
Note: Digital units only: Air Missile Defense Work Station integrates air defense, sensors, and
mission command centers digitally, and provides third dimension situational awareness.
(2) Preposition battalion or squadron air defense units along the route to provide
overlapping air defense coverage and coverage of air avenues of approach.
(3) Integrate air defense units into the march column for longer moves.
l. Establish command and control measures.
Note: Movement control is a key consideration in planning. The commander and operations officer
(S-3) are involved in planning, supervising, and refining execution of the movement. The details of
movement planning and supervision are largely the responsibility of the battalion or squadron
executive officer, who serves as the movement control officer.
(1) Plan for march units to move under radio discipline.
(2) Position a battalion or squadron traffic observer initially at the SP to control the start
time.
(3) Displace the battalion or squadron tactical command post forward early to assist in the
mission command of the road march, if necessary.
(4) Position the retransmission team along the route to ensure continuous communications.
(5) TCPs along the route.
(6) Establish a special movement control net.
(7) Instruct all elements to use directional antennas and transmit on low power, when
possible.
4. Conduct backward planning to determine whether any units must begin movement prior to
orders being published.
5. Reconnoiter the routes and AAs along the routes prior to departure of the main body.
Note: All routes designated in the tentative plan must be classified.
a. Attach engineers to reconnaissance units, as necessary.
b. Determine the status of the following:

(1) Trafficability of main and alternate routes.

(2) Named areas of interest.
(3) Critical points.
(4) Condition of surrounding terrain, lateral routes, and built-up areas along the route.
(5) Overpasses.
(6) Underpasses.
(7) Culverts.
(8) Existing or suspected obstacles.
(9) Bypass routes.
c. Report enemy and civilian activity that can influence movement along the route.
Note: In the operational environment, populated areas must be approached with caution. Political
and religious sensitive areas should be avoided, if at all possible. Protection is increased for
sustainment elements if those areas cannot be bypassed.
6. Refine the plan.
7. Publish the OPORD.
8. Direct the battalion or squadron to conduct rehearsals.
1 Received the mission. _____ _____
2 Specified organization of the march serial. _____ _____
3 Prepared tentative plan. _____ _____
4 Conducted backward planning to determine needed movement prior to _____ _____

publishing OPORD.
5 Reconnoitered the routes and AAs along the routes prior to departure of _____ _____
the main body.
6 Refined the plan. _____ _____
7 Published the OPORD. _____ _____
8 Directed battalion or squadron to conduct rehearsals. _____ _____
References
Required Primary
ATP 3-21.20 Infantry Battalion
ATP 4-16 Movement Control

Chapter 3
171-630-0038
Assist in Preparing a Unit Situation Report
Conditions: You are the operations and training section's noncommissioned officer in charge of a
unit conducting tactical operations. You have been directed by the unit commander to assist in
preparing a unit situation report (SITREP). Resources available include the intelligence staff section
(S-2), operations staff section (S-3), staff journal, a brigade or regiment operation order, maps with
operation overlays, and file copies of previously submitted SITREPs. The unit standard operating
procedure (SOP) is available. Your unit may be augmented with additional maneuver and
sustainment assets in the form of tanks; antitank weapons; tactical unmanned aircraft systems;
sensors; and chemical, biological, radiological, and nuclear reconnaissance assets. Engineers and
intelligence gathering resources may be available to the unit. Coalition partners; civilians;
government agencies; joint, interagency, intergovernmental, multinational forces; and the
international media may be present in the area. The unit may be equipped with one or more
component systems of the Army Battle Command System and is passing information according to
the unit SOP.
Standards: Validate the unit's tactical status and prepare the SITREP with information details from
other staff officers in a five-paragraph format. Submit the SITREP to higher headquarters as
prescribed in the unit's SOP. Confirm receipt of the SITREP when sent by voice radio and ensure
it is logged into the S-2 and S-3 staff journal maintained by the tactical operations center (TOC).
Performance Steps
1. Validate the unit's tactical status.
Note: The SITREP is the means of reporting the operational situation. It is a recurring report
submitted one or more times daily in the prescribed format.
a. Analyze subordinate unit's SITREP information regarding matters that affect unit
operations.
b. Identify any problems that may affect the S-3's area of interest or the command as a whole.
2. Prepare the report with information details from other staff officers in a five-paragraph format.
Note: For example, the S-2 provides information on the enemy paragraph and the logistics staff
section (S-4) provides information pertaining to sustainment. Subparagraphs not applicable are
omitted.
a. Ensure the SITREP contains correct classification and downgrading instructions.
b. Authenticate the SITREP.
c. Ensure the SITREP contains distribution instructions.
d. Verify the SITREP is completed and distributed according to the unit SOP.
e. Validate the commander's evaluation when directed by your higher authority.
f. Develop sketches or overlays to reduce the size of the SITREP and for clarity of the report.
3. Submit the SITREP to higher headquarters as prescribed in the unit's SOP.
a. Submit based on priority.
b. Give reason for any rating other than green.
4. Confirm receipt of the SITREP.
5. Ensure it is logged into the S-2 and S-3 staff journal maintained by the TOC.

1 Validated the unit's tactical status. _____ _____
2 Prepared the report with information details from other staff officers in a _____ _____
five-paragraph format.
3 Submitted the SITREP to higher headquarters as prescribed in the unit's _____ _____
SOP.
4 Confirmed receipt of the SITREP. _____ _____
5 Ensured it was logged into the S-2 and S-3 staff journal maintained by the _____ _____
TOC.
References
Required Primary
FM 6-99 U.S. Army Report and Message

Formats

Chapter 3
171-630-0039
Assist in Preparing a Fragmentary Order at Battalion Squadron Level
Conditions: You are the noncommissioned officer in charge of the operations staff section and
have been directed by the battalion commander to prepare or issue a fragmentary order
(FRAGORD). The battalion or squadron has received a change of mission from the brigade or
regimental commander, or the battalion or squadron commander has issued guidance for a
mission. Resources available include commander's guidance, maps, overlays, brigade or regiment
operation order (OPORD), and information or intelligence about the enemy situation. The battalion
or squadron may be equipped with one or more component systems of the Army Battle Command
System.
Standards: Prepare a FRAGORD by determining the changes to the plan, issue a FRAGORD,
and receive acknowledgement of the FRAGORD from subordinate units.
Some iterations may be performed in mission-oriented protective posture as required by current
chemical, biological, radiological, and nuclear status.
The FRAGORD is the usual method of issuing orders once the operation begins. The FRAGORD
or series of FRAGORDs may be used in place of an OPORD, if time does not allow for an OPORD.
The company or troop commander needs to know the current OPORD and the five-paragraph
OPORD format.
Performance Steps
1. Update the plan.
a. Determine changes to be made, based on analysis performed in troop-leading procedures.
b. Determine which subordinate elements are affected by the changes.
2. Issue the FRAGORD to the appropriate elements.
a. Determine the means of communication to be used to pass orders.
b. Ensure that the FRAGORD is brief, concise, and understandable.
c. Ensure that the FRAGORD relays the higher commander's intent and concept.
d. Ensure that the FRAGORD permits subordinates some flexibility in accomplishing the
mission within the higher commander's intent.
e. Ensure that the execution paragraph is presented in chronological order.
f. Issue the FRAGORD in a timely manner, allowing subordinates to react immediately.
3. Require receipt of the orders.
a. Require receipt and understanding of the order.
b. Request acknowledgment.
c. Ensure the order is understood by subordinate units, if time permits.
d. Clarify portions of the FRAGORD that subordinate units question to aid them in their
understanding.

1 Updated the plan. _____ _____
2 Issued the FRAGORD to the appropriate elements. _____ _____
3 Required acknowledgment of receipt and understanding of the orders. _____ _____
References
Required Primary

Chapter 3
171-630-0086
Conduct Lethal or Nonlethal Targeting Process at Battalion and Below
Conditions: You are the noncommissioned officer in charge of the operations staff section (S-3)
for a battalion conducting tactical operations. The battalion commander has directed you to conduct
the lethal or nonlethal targeting process. The higher headquarters' operation order (OPORD) fire
support plan includes the following: commander's intent and concept of fires, targeting guidance,
high-payoff target list (HPTL) and attack guidance matrix, specific tasking for brigade targets, and
fire support coordinating measures. A battalion decision support template (DST), a current tactical
standard operating procedure, and additional sustainment support are available to you. You have
analyzed the order. The battalion has established communications and digital connectivity with
subordinate and higher headquarters. Provisions have been made for analog units to receive digital
and automated information.
Standards: Use the decide, detect, delivery, and assess phases of the targeting process. Review
the current intelligence preparation of the battlefield (IPB). Refine the HPTL. Publish an OPORD.
Conduct a rehearsal. Verify the targeting team has been briefed throughout the targeting process.
Note: Targeting activities occur throughout the military decision-making process as a part of normal
operations and fire support planning. The targeting process is dynamic and must keep up with the
changing face of the battlefield.
The digital process differs from the standard targeting process only in the locations of targeting
activities, the systems used to conduct targeting, and the inputs and products used and generated
by the automated systems.
WARNING
The primary cause of fratricide is the lack of positive target
identification. To prevent fratricide, commanders and leaders
maintain situational understanding at all times. Positive target
identification is assured at all levels before the issue of fire
commands. All units accurately report their locations during
combat operations, and all tactical operations centers and
command posts (CPs) carefully track the location of all
subordinate elements in relation to all friendly forces.
Performance Steps
1. Plan the "decide" phase of the targeting process.
Note: The targeting team typically includes the battalion commander, battalion executive officer,
battalion intelligence officers (S-2), operations officers (S-3), battalion fire support officers (FSOs),
S-3 air, battalion fire support sergeant, and company FSOs. Additional staff representatives may
also be included on the targeting team such as the air liaison officer, chemical officer, air defense
officer, engineer, and others as required.
a. Focus on current operations out to the next 72 hours.
b. Establish a reasonable cutoff time for submitting routine changes to the target list before
the start of combat operations.
Note: Emergency and critically important changes may be accommodated anytime.
c. Verify the S-2 includes the following in the description of the battlefield environment:
(1) Target arrays.
(2) Enemy capabilities.

(3) Enemy projected courses of action (COAs).

(4) Civilian situation.
(5) High value targets (HVTs).
(6) Battle damage assessment (BDA) capabilities.
d. Wargame alternatives based on each enemy COA.
e. Work closely with the S-2, battalion FSO, and S-2 to prioritize the HPTL.
f. Integrate the battalion fire plan into the company fire plan.
Note: The company and battalion FSO determines friendly weapons systems capable of attacking
HVTs with lethal fires, and the S-2 nominates and coordinates to provide nonlethal fires.
g. Direct battalion FSO to confirm there is no duplication of work between the company and
the battalion.
h. Confirm the S-2 has developed the intelligence collection plan.
i. Determine desired effect.
Note: The S-3 specifies the desired effects on target when the S-3 does not agree with the effects
recommended by the FSO or S-2.
j. Verify the FSO and S-2 have determined the attack systems to be used.
k. Present HPTL to the commander for approval.
l. Ask the commander for targeting guidance and implementation orders.
m. Identify constraints during each phase of the battle.
n. Confirm the company FSOs report to the battalion all high-payoff targets (HPTs) that cannot
be acquired or attacked.
Note: The reconnaissance and surveillance plan ensures that observers are focused on designated
named areas of interest to facilitate the targeting effort.
o. Determine the target selection standards for attack and engagement:
Note: The S-3 decides where or when the HPTs are engaged for greatest benefit to the friendly
operation.
(1) Final protective fires.
(2) Screening fires.
(3) Obscuration.
(4) Illumination.
(5) Positioning.
(6) Engagement method.
(a) Timeliness.
(b) Accuracy.
(7) Counterfire targets.
p. Confirm the company FSO has completed the battalion attack guidance matrix.
q. Ensure the HPTL, attack guidance matrix, and BDA are integrated with the DST.

Chapter 3
r. Verify the battalion targeting team members know the following:

(1) Targets planned within the battalion zone.
(2) Companies' responsibilities for battalion targets.
(3) Targeting detection and delivery assets allocated to the battalion:
(a) Close air support sorties.
(b) Combat observation and lasing teams.
(c) Aviation support.
(d) Priorities of fire.
(e) Special types of ammunition such as family of scatterable mines and dual-purpose
improved conventional munitions.
(4) Restrictions.
2. Continuously review the current IPB.
3. Continuously refine HPTL based on IPB updates.
5. Conduct rehearsals.
Note: Rehearsals clarify the fire plan for observers, sensor operators, attack system managers,
and maneuver units they support. Rehearsals facilitate the synchronization of maneuver with fire
support.
6. Conduct the "detect" phase of the targeting process.
a. Ensure the S-2 directs the collection management effort.
b. Verify the following:
(1) Target acquisition (TA) systems are fully employed.
(2) HPTs are being tracked.
(3) TA and BDA requirements have been distributed to systems that can accomplish both.
(4) The companies' focus is on priority intelligence requirements (PIR) including HPTs
approved as intelligence requirements.
(5) PIR, intelligence requirements, HPTL, and attack guidance matrix are updated as
necessary.
c. Verify the intelligence collection plan. This includes the following:
(1) Essential target information.
(2) Collecting.
(3) Processing.
(4) Disseminating.
7. Conduct the "delivery" phase of the targeting process.
a. Verify communications links are established between detecting systems, decision-makers,
and delivery systems.
b. Confirm the backup attack system for each critical HPT.
c. Verify that clearance has been established to facilitate target engagement.

d. Establish procedures to control each potential fratricide situation.

e. Make technical or tactical decisions based on the current situation.
f. Attack with lethal or nonlethal means.
g. Verify the HPTL is updated.
h. Synchronize the attack guidance matrix, DST, and fire support, as necessary.
8. Perform the "assess" phase of the targeting process.
a. Confirm the collection asset managers have been notified of targets needing assessment.
b. Determine status of BDA collection.
c. Verify information is delivered to the appropriate agency for evaluation.
d. Confirm the targeting team has reviewed the results of the attack to determine restrike
requirements.
e. Ensure the target intelligence gathered from the assessment is incorporated into the overall
enemy situation development.
9. Verify the targeting team has been briefed throughout the targeting process.
1 Planned the "decide" phase of the targeting process. _____ _____
2 Reviewed the current IPB. _____ _____
3 Refined HPTL. _____ _____
5 Conducted rehearsal. _____ _____
6 Conducted the "detect" phase of the targeting process. _____ _____
7 Conducted the "delivery" phase of the targeting process. _____ _____
8 Performed the "assess" phase of the targeting process. _____ _____
9 Verified the targeting team has been briefed throughout the targeting _____ _____
process.
References
Required Primary
ATP 3-60 Targeting

Chapter 3
171-630-0084
Coordinate the Evacuation of Casualties at Battalion/Squadron Level
in a battalion that is preparing for combat operations. You have been instructed to coordinate the
evacuation of casualties from the battlefield. The commander has issued guidance. All medical
assets, including the battalion surgeon, medical platoon leader, medical vehicles and equipment,
medical personnel, and other staff support is available to you. The unit has been provided guidance
on the rules of engagement.
Standards: Coordinate with the medical platoon leader in developing a plan for medical evacuation
(MEDEVAC), coordinate with the battalion surgeon, logistics staff section (S-4), personnel staff
section (S-1), the battalion aid station (known as BAS), and higher headquarters on ensuring all
evacuation procedures are planned and coordinated.
Performance Steps
1. Coordinate with the medical platoon leader to develop a plan for MEDEVAC.
Note: Evacuation of injured Soldiers is categorized into two types. MEDEVAC is the use of ground
or air ambulances to evacuate from the point of injury to a medical treatment facility while providing
en route care. Casualty evacuation is the use of non-medical vehicles or other means for patient
movement without providing en route care.
The battalion medical platoon is responsible for MEDEVAC of casualties from the point of injury to
the BAS.
a. Determine what assets are needed to evacuate casualties.
b. Obtain the necessary maps of the area of operation to include overlays from the S-3 section.
c. Coordinate reconnaissance of MEDEVAC routes.
d. Provide ambulance teams with the following:
(1) Strip maps.
(2) Orders.
e. Identify the primary and alternate helicopter landing sites.
f. Coordinate with the forward support medical company (known as FSMC) on medical
evacuation.
g. Coordinate with FSMC on the location of the ambulance exchange point (AXP).
h. Select alternative routes, if main supply route cannot be used.
i. Coordinate with higher headquarters on air evacuation.
j. Designate separate holding areas for contaminated and uncontaminated personnel killed in
action.
k. Designate holding areas for receiving enemy prisoner of war (EPW) casualties.
l. Designate an individual to organize holding areas and process casualties.
2. Coordinate with the battalion or squadron surgeon.
a. Plan echelon I combat health support (known as CHS) for the battalion/squadron.
Note: Echelon I CHS includes medical treatment, medical evacuation, and clearing the battlefield.
It includes preventive medicine activities to counter disease, or combat and operational stress
disorders. It includes emergency medical treatment and advanced trauma management (known as
ATM) to save lives, limbs, or sight; and to stabilize the wounded or injured patient for further

evacuation. This also includes maintaining accurate field health records in addition to the
permanent health record in a garrison setting.
b. Supervise medical evacuation treatment provided by platoon personnel.
c. Plan courses of treatment for disease and nonbattle injury wounded patients, to include
ATM.
d. Identify nonmedical personnel for patient decontamination teams.
3. Coordinate with the battalion S-4.
a. Develop the mass casualty plan.
b. Plan the use of nonstandard vehicles to evacuate casualties.
c. Ensure all medical graphics are marked on the support overlay, such as:
(1) AXP.
(2) BAS.
(3) MEDEVAC sites.
d. Coordinate with graves registration for the transport of deceased personnel.
e. Provide pouches for human remains (body bags).
f. Provide transportation assets for casualties.
(1) Use returning logistics package vehicles.
(2) Coordinate special haul.
4. Coordinate with the battalion or squadron S-1.
Note: The S-1 updates personnel status and sends personnel report to personnel division (G-1).
a. Coordinate EPW casualty support.
b. Conduct CHS planning.
c. Track all patients processed through the BAS.
d. Conduct mission analysis with the battalion or squadron surgeon.
(1) Assess CHS capabilities with organic and attached assets against current status and
location.
(2) Assess limitations.
(3) Identify specified, implied, and essential CHS tasks in the brigade operation order.
(4) Support of MEDEVAC by air and ground ambulances.
(5) Resupply of Class VIII.
(6) Estimate on casualties.
(7) Effects of terrain on location, acquisition, and evacuation of casualties.
5. Coordinate with BAS personnel regarding wounded in action (WIA) patients.
Note: Battalion aid station personnel conduct triage on WIA patients, assess and categorize WIA
patients for priority of treatment and evacuation, and administer emergency treatment within the
limits of the tactical situation.
a. Ensure they are capable to conduct triage on WIA patients.
b. Request MEDEVAC of patients.

Chapter 3
c. Monitor MEDEVAC of patients.

d. Monitor chemical, biological, radiological, and nuclear (CBRN) patient decontamination.
e. Monitor CBRN patient treatment.
Note: Patient decontamination is performed by a pretrained decontamination team. This team is
composed of eight nonmedical personnel from supported units that work under the supervision of
medical personnel. Patient decontamination teams perform best when they are trained and are
permitted to exercise their skills with the supporting BAS.
6. Coordinate with higher unit in evacuating casualties.
a. Ensure MEDEVAC plan supports the medical platoon.
b. Coordinate AXP locations.
c. Coordinate landing sites for aerial evacuation.
d. Ensure battalion or squadron surgeon attends all coordination meetings.
e. Ensure brigade tactical standing operating procedures are up to date.
f. Request additional support, if necessary.
1 Coordinated with the medical platoon leader to develop a plan for _____ _____
MEDEVAC.
2 Coordinate with the battalion or squadron surgeon. _____ _____
3 Coordinated with the battalion or squadron S-4. _____ _____
4 Coordinated with the battalion or squadron S-1. _____ _____
5 Coordinated with BAS personnel regarding WIAs. _____ _____
6 Coordinated with higher unit in evacuating casualties. _____ _____
References
Required Primary
ATP 4-02.2 Medical Evacuation
ATP 4-02.3 Army Health System Support to

Maneuver Forces

171-630-0106
Engage Human Networks in the Area of Operations
in a unit that is conducting decisive action. The S-3 wants you to integrate the network engagement
activities of partnering with friendly networks, engaging neutral networks, and countering threat
networks into your unit’s operations. Your unit may be required to interact with partner nations;
special operations forces (SOF); host nations (HNs); civilians; private voluntary organizations
(known as PVOs); nongovernmental organizations (NGOs); international media; and joint,
interagency, intergovernmental, and multinational forces. Your unit has received guidance on the
rules of engagement.
Standards: Identify and define the human networks within the unit’s area of operation (AO) and
integrate network engagement activities into your unit’s operations to achieve the commander’s
desired end-state.
Note: Network engagement is the interactions with friendly, neutral, and threat networks,
conducted continuously and simultaneously at the tactical, operational, and strategic levels, to help
achieve the commander’s objectives within an operational area.
Performance Steps
1. Identify the human networks within the AO.
Note: All the collected information is used to define the type of human network, such as friendly,
neutral, or threat.
a. Collect information from staff sections.
b. Collect information from unified action partners operating within your unit’s AO.
c. Collect information from all source intelligence assets.
d. Collect information from intelligence, surveillance, and reconnaissance assets operating
within your unit’s AO.
2. Determine the structure of the human networks within the AO.
Note: Network structures may be placed into three categories: hierarchical, nonhierarchical, and
blended. A hierarchical network is a tiered decision-making structure, nonhierarchical network is
decentralized, and blended networks are a combination of both hierarchical and nonhierarchical
networks.
3. Determine the function and density of the human networks within the AO.
Note: Human networks may be financial, business, governmental, security forces, religious,
criminal, or threat. All networks have a task and purpose that may not be listed.
4. Determine the survivability and sustainability of the human networks within the AO.
a. Ability to adapt and regenerate.
b. Fiscal capability and capacity.
5. Determine the type of human networks within the AO.
a. Identify friendly networks as:
(1) Partner nation forces.
(2) HN military forces.
(3) Government officials.
(4) SOF.

Chapter 3
(5) Active supporters among the HN population.

b. Identify neutral networks as:
(1) Village and tribal elders.
(2) Business leaders.
(3) Criminal organizations.
(4) Infrastructure.
(5) Passive elements among the HN population.
c. Identify threat networks as:
(1) Regular forces.
(2) Irregular or insurgent forces.
(3) Hybrid threats.
(4) Threat network facilitators (logisticians, financiers, recruiters, and other members).
(5) Criminal organizations.
6. Integrate partnering with friendly network activities into the unit’s operations.
Note: Establishing and maintaining unity of effort with mission partners working toward mutually
acceptable objectives is invaluable.
a. Synchronize information related capabilities.
b. Develop a tasking plan of organic and inorganic elements.
c. Establish and maintain cooperative relations with partner nations, coalition forces, SOF,
and HN security forces.
d. Plan for decisive actions with partner nations, coalition forces, SOF, and HN security forces.
e. Employ partner nations, coalition forces, SOF, and HN security forces in conjunction with
U.S. forces.
f. Integrate area security operations.
g. Consolidate gains in coordination with friendly networks.
7. Integrate engaging neutral network activities into the unit’s operations.
Note: Coordinate and synchronize narratives, themes, messages, images, activities, and actions
to ensure their integrity and consistency across all relevant activities that convey information.
a. Synchronize information related capabilities.
b. Establish and maintain cooperative relations with the neutral network.
c. Conduct key leader engagements to fulfill information requirements and build local
relationships.
d. Inform, educate, persuade, and influence neutral networks to not join or support threat
networks.
e. Support economic and infrastructure development.
f. Integrate interagency, PVO, and NGO activities with military operations.
g. Integrate area security operations.
h. Consolidate gains.

8. Integrate countering threat network activities into the unit's operations.

a. Synchronize information-related capabilities.
b. Incorporate information collection assets.
c. Conduct appropriate offensive operations in coordination with friendly networks.
d. Conduct appropriate defensive operations in coordination with friendly networks.
e. Isolate threat networks from the neutral network.
f. Integrate anticorruption activities.
g. Consolidate gains.
9. Assess the integration of network engagement activities into the unit's operations.
Note: Assessment is a continuous process used during planning and execution of the unit’s
operations. Additionally, network engagement activities may require a long length of time to
accurately assess the outcome.
1 Identified the human networks within the AO. _____ _____
2 Determined the structure of the human networks within the AO. _____ _____
3 Determined the function and density of the human networks within the AO. _____ _____
4 Determined the survivability and sustainability of the human networks _____ _____
within the AO.
5 Determined the type of human networks within the AO. _____ _____
6 Integrated partnering with friendly network activities into the organization’s _____ _____
operations.
7 Integrated engaging with neutral network activities into the unit’s _____ _____
operations.
8 Integrated countering threat network activities into the unit’s operations. _____ _____
9 Assessed the integration of network engagement activities into the units’s _____ _____
operations.

Chapter 3
References
Required Primary
ATP 2-01.3 Intelligence Preparation of the
Battlefield
ATP 2-33.4 Intelligence Analysis
ATP 5-0.6 Network Engagement
FM 3-0 Operations
FM 3-13 Information Operations
FM 3-55 Information Collection
FM 3-96 Brigade Combat Team

171-133-5314
Supervise Establishment of a Command Post
Conditions: You are a leader in a unit conducting a tactical mission. You have been directed to
supervise the establishment of a command post (CP). All required organic equipment and
personnel are available. You have your unit's standard operating procedure (SOP) and guidance
from your commander.
Standards: Determine what type of CP you will establish. Select the location, establish basic CP
operation, and set up a security plan.
Performance Steps
1. Determine the type of CP to establish.
a. Main CP.
Note: The main CP is the commander’s principal mission command facility. Usually, the executive
officer (XO) is responsible for supervising all staff activities and functions of the main CP.
The primary considerations in positioning the main CP are survivability, communications, and
accessibility. The main CP should be physically configured in a manner that facilitates the best flow
of information and crosstalk.
b. Tactical CP.
Note: The tactical CP is a facility containing a tailored portion of a unit headquarters designed to
control portions of an operation for limited time. The tactical CP aids in the control of maneuver and
fires during the battle. Based on mission, enemy, terrain and weather, troops and support available,
time available, and civil considerations analysis, the commander determines the composition,
nature, and tasks of the tactical CP.
The operations officer (S-3) usually leads the tactical CP with representatives from the staff section,
S-3, and fires cell sections. The tactical CP is not a permanent organization and usually is
prescribed by the standard operating procedure and modified as necessary. It is fully mobile,
enabling the S-3 to assist the commander anywhere on the battlefield. Usually, the combined arms
battalion (CAB) employs the tactical CP only for the actual battle, with the main CP controlling the
CAB during other periods.
The tactical CP usually operates in two or three armored vehicles modified for mission command.
The crews of the vehicles in the tactical CP assist in operating radios and network systems, moving
the vehicles, and providing security. This frees the staff officers and noncommissioned officers to
concentrate on the battle.
c. Combat trains CP.
Note: The combat trains command post (known as CTCP) is the coordination center for
sustainment. Usually the headquarters and headquarters company commander is responsible for
operations, movement, and security of the CTCP and the combat trains. Often the forward support
company (FSC) has a representative such as the XO at the CTCP. The CTCP also monitors the
current tactical situation on the command net to assume its function as the alternate main CP. The
CTCP usually performs the following functions: plans and coordinates sustainment for tactical
operations, serves as alternate for the main CP, prepares to shift support if the main effort changes,
maintains personnel and logistics status reports on all organic and attached units, reports to the
main CP any change in the ability of the sustainment system to support the operation, casualty
operations, ensures personnel accountability of all assigned or attached CAB personnel, and
essential personnel services.
The combat trains usually consist of emergency Class III and Class V supplies, the maintenance
collection point (known as MCP), the personnel (S-1) and supply (S-4) sections, and the battalion
aid station.

Chapter 3
d. Field trains CP.

Note: The FSC commander (CDR) has the responsibility of the field trains command post (FTCP)
and is located in the brigade support area when supported fully by a deployed brigade support
battalion. The FSC CDR is the direct link to the brigade sustainment system via systems and
location to best support the mission. The FTCP is usually the coordination and control center for
the S-1’s personnel and administration center, company supply sections, and the FSC. The FSC
CDR has the ability to move forward as required to assess sustainment execution at the CTCP,
MCP, or during logistics package operations.
2. Select the location for the CP.
Note: Built-up areas are good locations for CPs because they provide cover and concealment,
access to electricity and other services, and good access and egress routes. However, they can
provide enemy units covered and concealed positions to monitor and attack the CP. If a built-up
area is not available, position the CP on a reverse slope with cover and concealment. Avoid key
terrain features such as hilltops and crossroads. Locate CPs on ground that is trafficable, even in
poor weather.
a. Ensure line-of-sight communications with higher, lower, and adjacent units.
b. Use terrain for passive security (cover and concealment).
c. Colocate with tactical units for mutual support and local security.
d. Avoid possible enemy target reference points for enemy artillery and close air support.
e. Locate the CP near an existing road network out of sight from possible enemy observation.
3. Establish basic CP operation requirements.
Note: SOPs for each CP should be established, known to all, and rehearsed. An inclusive CP SOP
assists with efficient mission command.
a. Ensure all personnel know the organization and setup of each CP.
(1) Physical security plans.
(2) Priorities of work.
(3) Loading plans and checklists.
(4) Orders production.
(5) Techniques for monitoring enemy and friendly situations.
(6) Displays of electronic map boards and status charts.
(7) Maintenance of CP journals and logs.
b. Ensure the CP can support its six basic functions.
Note: There could be elements operating within a joint or multinational environment that does not
have digital equipment. In such cases, the staff realizes that integrating an analog unit requires the
use of older analog control techniques.
(1) Receive information.
(2) Distribute information.
(3) Analyze information.
(4) Submit recommendations to the commander.
(5) Integrate resources.
(6) Synchronize resources.

c. Designate CP personnel to duties or shifts.

4. Establish CP security.
Note: In general, positioning CPs away from major enemy mounted avenues of approach reduces
the enemy threat. There should be no signs advertising CP locations.
a. Set a 360-degree-perimeter with defensive position for the CP security force.
Note: Set the perimeter far enough out to prevent enemy fires on the CPs. Security force has
communications with the CP at all times.
b. Establish a quick reaction force and rehearse the execution of the perimeter defense.
c. Ensure all units and elements of the CP receive near and far recognition signals, challenges,
and passwords.
d. Designated rally point and an alternate CP in case of artillery or air attack, at least 500 to
1000 meters away.
e. Disperse CP vehicles.
f. Thoroughly camouflage all vehicles and equipment.
g. Maintain noise and light discipline.
1 Determined the type of CP to establish. _____ _____
2 Selected the location for the CP. _____ _____
3 Established basic CP operation requirements. _____ _____
4 Established CP security. _____ _____
References
Required Primary

Company Team

Chapter 3
071-332-5034
Extract Information from a Route Reconnaissance Report
Conditions: You are the noncommissioned officer in charge of the operation staff section and have
been directed to extract information from a route reconnaissance report in preparation for an
upcoming mission. You have been given the commander or operations officer (S-3) planning
guidance, the route reconnaissance report, and unit standard operating procedures
Standards: Receive the required route reconnaissance report from the reconnaissance element,
identify pertinent information from the report, confirm route intelligence and data already available
from existing sources, and coordinate with staff members on extracted information.
Performance Steps
1. Receive the required route reconnaissance report from the reconnaissance element.
2. Identify pertinent information from the route reconnaissance report.
a. Identify any known enemy activity along route.
b. Anticipate the traffic flow along the route.
c. Identify routes for movement.
d. Coordinate departure time with all units.
e. Implement appropriate control measures identified in report.
f. Identify special equipment, if needed.
g. Consider the terrain.
(1) Identify existing routes for movement.
(2) Identify gradients and radius of curvatures on route.
(3) Identify bridges along route.
(4) Identify vehicle fording, ferrying, and swimming sites.
(5) Identify known tunnels, underpasses, and similar obstructions to traffic flow.
(6) Locate artificial obstacles such as areas of chemical, biological, and radiological
contamination, roadblocks, craters, and minefields, if applicable.
(7) Identify rock falls and slide areas.
(8) Bypass poor drainage areas.
(9) Identify natural or manmade features, which may affect movement (wooded and
built-up areas).
h. Recommendation for speed of movement along route.
i. Select a start point (SP) and release point (RP) for mission.
j. Locate critical points.
k. Identify suitable location for assembly area.
l. Estimate necessary personnel and equipment to repair and maintain routes.
m. Identify obstacles to be cleared.
n. Recommend bypass routes.

o. Check road distance between critical points on the route and total road distance from the
SP and RP
p. Identify guides and their locations, if needed.
3. Confirm route intelligence and data already available from existing sources (S-3 and logistics
[S-4]).
4. Coordinate with staff members on extracted information.
1 Received the required route reconnaissance report from the _____ _____
reconnaissance element.
2 Identified pertinent information from the route reconnaissance report. _____ _____
3 Confirmed route intelligence and data already available from existing _____ _____
sources.
4 Coordinated with staff members on extracted information. _____ _____
References
Required Primary
ATP 3-21.8 Infantry Platoon and Squad
TC 3-25.26 Map Reading and Land Navigation

Chapter 3
171-300-0036
Evaluate a Ground Surveillance Mission
Conditions: You are the operations noncommissioned officer in charge and your battalion or
squadron is engaged in combat. An operation order (OPORD) and the commander's guidance has
been received. You have a list of the tactical sensors available to the unit. The main command post
and all staff sections are functioning and reports are being received. You have been directed to
evaluate the ground surveillance mission.
Standards: Coordinate with the intelligence staff section (S-2) section to develop a plan that
designates the methods and elements that collect intelligence data to meet the commander's
priority intelligence requirements (PIR). Recommend employment of tactical sensors to satisfy
collection requirements according to the commander's intent.
Performance Steps
1. Oversee the S-2 section in beginning the intelligence preparation of the battlefield (IPB)
process by answering the following:
a. What to collect?
b. Where to collect?
c. When to collect?
d. How long to collect?
e. Who should collect the data?
2. Recommend tactical employment of remote sensors.
Note: The latest capabilities of tactical sensors can provide day and night imaging sensors,
unmanned aircraft systems, satellite communications capability, and advanced acoustic sensors.
Today's tactical sensors provide detailed target classification and target location information.
a. Identify the requirements within the anticipated area of operation (AO).
(1) Review the OPORD.
(2) Review the operation overlay to determine the current situation and friendly mission.
b. Assess the unit's capabilities to meet the requirements.
c. Determine which sensors to use to collect the information.
d. Determine which units to employ tactical sensors.
e. Determine how often reports are required.
f. Submit the sensor reconnaissance and surveillance plan to the commander for approval.
3. Direct the modified combined obstacle overlay (MCOO) development of the AO.
4. Ensure a follow up with the division intelligence staff section (G-2) and regimental S-2 to
confirm information on the enemy situation.
5. Plan the avenues of approach overlay.
6. Plan the development of multiple enemy courses of action (COAs).
7. Plan the event template using the avenues of approach overlay.
a. Ensure that the overlay has the time phase lines to depict rate of movement.
b. Direct the S-2 section to prepare for the mission once the overlay is complete.
8. Ensure the staff briefs the mission analysis.

9. Ensure staff receives the commander's revised PIR.

10. Coordinate with the operations staff section (S-3) to develop the warning order (WARNORD)
for reconnaissance and surveillance.
11. Ensure the staff begins reconnaissance and surveillance plan development in concurrence
with COA development.
a. Associate the commander's PIR and situation or event template with enemy COA.
b. Identify PIR that could be satisfied with organic, assigned, or attached collection assets.
c. Identify PIR that will be submitted as a request for information to higher headquarters.
1 Oversaw the S-2 section in beginning the IPB process. _____ _____
2 Recommended tactical employment of remote sensors. _____ _____
3 Directed the MCOO development of the AO. _____ _____
4 Ensured a follow up with the division G-2 and regimental S-2 to confirm _____ _____
information on the enemy situation.
5 Planned the avenues of approach overlay. _____ _____
6 Planned the development of multiple enemy COA. _____ _____
7 Planned the event template using the avenues of approach overlay. _____ _____
8 Ensured the staff briefed the mission analysis. _____ _____
9 Ensured staff received the commander's revised PIR. _____ _____
10 Coordinated with the S-3 to develop the WARNORD for reconnaissance _____ _____
and surveillance.
11 Ensured the staff began reconnaissance and surveillance plan _____ _____
development in concurrence with COA development.
References
Required Primary

Chapter 3
171-300-0045
Manage Operational Area Security Measures
Conditions: You are the first sergeant in a troop or company, or an operations noncommissioned
officer in charge in the operations staff section of a battalion. You have personnel and equipment,
and must establish operational area security.
Standards: Establish operational area security measures that analyze the enemy threat, consider
elements of proactive aspects of operational area security, assess operations security (OPSEC),
plan development considerations, conduct risk management, and conduct threat assessment.
Performance Steps
1. Analyze the threat.
Note: Units equipped with digital communication systems will use these systems to maximize
information management and minimize electronic signature.
a. Gather essential elements of information to identify likely targets that include the following:
(1) Organization, size, and composition of the group.
(2) Motivation.
(3) Long and short range goals.
(4) Religious, political, and ethnic affiliations.
(5) International and national support.
(6) Recruiting methods, locations, and targets.
(7) Identifying key leaders, opportunists, and idealists.
(8) Intelligence capabilities and connections with other hostile groups.
(9) Sources of supply and support.
(10) Important dates and religious holidays.
(11) Planning capabilities.
(12) Internal discipline.
(13) Preferred tactics and operations.
(14) Willingness to kill.
(15) Willingness for self-sacrifice.
(16) Group skills.
(17) Equipment and weapons.
(18) Transportation.
(19) Medical support availability.
(20) Means and methods of command and control.
(21) Means and methods of communicating to the public.
b. Write the enemy threat analysis addressing the following factors:
(1) Existence.
(2) Capability.
(3) Intentions.

(4) History.
(5) Targeting.
(6) Security environment.
2. Consider the elements of operational area security.
Note: Physical security consists of all the functional areas that make up those measures necessary
to protect and safeguard personnel and facilities from hostile acts, to include:
a. Entrance and exit gates.
b. Headquarters buildings.
c. Banks.
d. Post exchange and commissary.
e. Housing areas.
f. Schools.
g. Military police and fire department.
h. Hospital.
i. High visibility areas.
j. Use of quick reaction force and guard force.
k. Education awareness.
l. Use of safety officers.
m. Very important persons.
n. Communication equipment.
3. Assess OPSEC.
a. Deny intelligence and information to the enemy.
b. Avoid rigid operational routines.
c. Integrate OPSEC into physical security and operational area security programs.
d. Be familiar with techniques used by the enemy to collect information.
e. Develop essential elements of friendly information to facilitate and focus efforts to deny
information to the enemy.
4. Plan development considerations.
a. Coordinate with the installation plans office.
Note: This is the first stop on the initial coordination level; the installation plans office should be
able to help you merge the final product.
b. Review the existing plans.
(1) Installation security plan.
(2) Disaster preparedness plan.
(3) Weapons of mass destruction plan.
(4) Existing operational area security plans.
Note: Consider using an operational area security working group or other working groups as
identified by your installation.

Chapter 3
c. Coordinate process considerations.

(1) Timeliness.
(2) Designate task annexes.
(3) Form working groups.
(4) Complete memorandums of understanding or memorandums of agreement.
(5) Acquire coordination signatures.
d. Classify the plan.
Note: Specific measures attached to specific bases in the plan are classified confidential. Be sure
to safeguard the information appropriately.
5. Conduct risk management.
a. Identify the hazards.
b. Assess the hazards.
c. Develop controls and make decisions.
d. Implement controls.
e. Supervise and evaluate.
6. Conduct threat assessment.
Note: Different services have different agencies responsible for producing this assessment. You
may be required to produce your own threat assessment. When assessing the threat there are
some facets of the local area you need to consider.
a. Operational capability.
b. Intentions.
c. Activity.
d. Operating environment.
1 Analyzed the threat. _____ _____
2 Considered the elements of proactive aspects of personnel protection. _____ _____
3 Assessed OPSEC. _____ _____
4 Planned development considerations. _____ _____
5 Conducted risk management. _____ _____
6 Conducted threat assessment. _____ _____
References
Required Primary
ADP 3-0 Operations

171-630-0102
Perform as a Battle Captain
Conditions: You are performing the duties of a battle captain in your unit. You have received the
commander’s guidance. Your organization may be equipped with one or more component systems
of the Army Battle Command System. Provisions have been made for analog units to receive
information along with the rest of the units.
Standards: Perform duties as a battle captain by assisting the executive officer (XO) with
coordination, placing the command post (CP) at a suitable location, providing security for the CP,
and maintaining continuous operations of the CP.
Note: The CP staff focuses on collecting the critical information the commander needs to fight the
battle. Information flow is a constant challenge, especially since everyone in the CP maintains a
common operational picture.
The term battle captain is used to identify the shift officer in charge within a CP and is associated
by position not rank. The battle captain assists the commander by being the focal point in the CP
for communications, coordination, and information management. The battle captain is responsible
for knowing the current situation two echelons down at all times and the activities of adjacent units.
The battle captain's role is to plan, coordinate, supervise, and maintain communication flow
throughout the CP to ensure the successful accomplishment of all assigned missions. The battle
captain assists the commander, XO, and operations staff officer (S-3) by being the focal point in
the CP for communications, coordination, and information management. The battle captain is also
the CP officer in charge in the absence of the commander, XO, and S-3.
Performance Steps
1. Establish CP at a suitable location.
Note: The best location for CPs is determined by mission, enemy, terrain and weather, troops and
support available, time available, civil considerations analysis. Built-up areas can be good locations
for CPs because they provide cover and concealment, access to electricity and other services, and
good access and regress routes. However, they also can put indigenous populations at risk and
can provide enemy units covered and concealed positions to monitor and attack the CP. Locating
a CP in built-up areas for longer periods tends to degrade its ability to displace quickly. A CP not
in a built-up area should be located on a reverse slope with cover and concealment.
The area selected must be large enough to accommodate all CP elements including liaison teams
and attachments, communications support, eating, sleeping, latrine, and maintenance areas.
Sufficient space must be available for positioning security, and vehicle dismount points and parking.
a. Ensure communications are established with higher, lower, and adjacent units.
b. Use terrain to mask communications signals from the enemy.
c. Use terrain for passive security (for cover and concealment).
d. Colocate with tactical units for mutual support and local security.
e. Avoid possible enemy target reference points templated for enemy artillery and close air
support.
f. Locate CPs on ground that is trafficable even in poor weather.
g. Locate the CP near an existing road network, out of sight from possible enemy observation.
h. Avoid key terrain features such as hilltops and crossroads.

Chapter 3
2. Establish security for the CP.

Note: CP survivability depends mostly on concealment and mobility. The best way to protect a CP
is to prevent the enemy from detecting it.
a. Emplace operations security.
b. Avoid posting signs advertising CP locations.
c. Disperse vehicles.
d. Employ a security force with a 360-degree perimeter around the CP.
e. Establish a reaction force.
f. Position mission command assets off major enemy avenues of approach to reduce the
probability of detection.
Note: CPs should be near, but not next to, a high-speed avenue of approach with no more than
one or two routes leading into the CP. These routes should provide cover, concealment, and access
to other routes. When possible, a helicopter landing zone should be nearby.
g. Provide security for any remote antennas located outside the perimeter.
h. Provide all subordinate units and elements of the CP with near and far recognition signals.
i. Camouflage all vehicles and equipment.
j. Maintain noise and light discipline.
k. Ensure battle drills are rehearsed before and during combat operations, when possible.
Note: Low humidity and good reading lights are vital when working with maps and producing orders
and overlays. CPs should be sheltered from weather conditions and should have lights for night
work (exercising proper light discipline). Buildings are the best choice but if none are available, CPs
can operate from their organic vehicles or tents.
3. Maintain continuous operations of CP.
a. Ensure all staff elements in the CP understand their actions according to the standard
operating procedure (SOP) and operation order.
b. Provide coordination for message flow, staff briefings, updates to CP charts, and other
coordinated staff actions.
c. Ensure battle tracking of current situation.
(1) Read the current plan and task organization of the unit to understand the commander’s
intent.
(2) Monitor current location of friendly and enemy units, and groups of civilians.
(3) Assess the activities and combat power of friendly and enemy units.
(4) Monitor the status of adjacent and supporting units.
(5) Maintain map graphics and charts.
d. Ensure communications are maintained with and between all stations.
(1) Couriers.
(2) Sound and visual signals.
(3) Telephones.
(4) Radios.
(5) Tactical satellite.

(6) Use brief radio transmissions to reduce signature.

(7) Use secure operational and numerical codes to reduce the chance of enemy detection.
(8) Use low-power transmissions and terrain to mask signals from enemy direction-finding
equipment.
(9) Use information systems to disseminate battlefield information up and down the chain
of command and to adjacent units.
e. Use the Army Battle Command System.
(1) Maneuver Control System.
(2) All Source Analysis System.
(3) Advanced Field Artillery Tactical Data System.
(4) Air and Missile Defense Workstation.
(5) Battle Command and Sustainment Support System.
f. Ensure all messages and reports are routed and logged per SOP.
g. Ensure all tactical and logistical information is gathered and provided to the CP staff, S-3,
and XO on a regular basis.
h. Provide current status to assist with military decision-making process and planning future
operations.
i. Track commander's critical information requirements and provide recommendations to the
commander and XO.
j. Ensure reports are sent to higher headquarters.
k. Ensure relevant information is passed to subordinate units.
1 Established CP at a suitable location. _____ _____
2 Established security for the CP. _____ _____
3 Maintained continuous operations of CP. _____ _____
References
Required Primary
ATP 6-0.5 Command Post Organization and

Operations

Chapter 3
171-630-0104
Recognize Brigade Combat Team and Below Organizations and Capabilities
Conditions: You are the noncommissioned officer in charge of an organization that is conducting
combat operations. The operations staff officer (S-3) wants to ensure that you can recognize
organizations and capabilities of the brigade combat team (BCT) and below. The task organization
of your unit, intelligence reports, common operating picture, maps, pattern analysis, standard
operating procedures, and other informational resources are available to you.
Standards: Demonstrate your ability to recognize BCT and below organizations and capabilities
by describing the three types of BCT organizations and their respective capabilities.
Note: Although BCTs can operate in any operational environment and against any threats, each
BCT has unique characteristics. The Infantry brigade combat team (IBCT) is best employed when
the Army needs to deploy forces rapidly. With its airborne capabilities, the IBCT can conduct forced
entry operations, and is prepared to conduct offensive operations immediately upon arrival. The
Armored brigade combat team (ABCT) does not deploy rapidly, although its Soldiers can draw from
prepositioned supplies worldwide. The ABCT is best employed against enemy mechanized and
armored forces because it offers the best protection of the three BCTs. The Stryker brigade combat
team (SBCT) cannot deploy as easily as an IBCT, nor does it have the protection of an ABCT.
However, it does offer the Army a force that is highly mobile once deployed, with a smaller logistics
footprint of heavier forces. The BCTs can operate by themselves or together as part of a division.
Performance Steps
1. Describe the ABCT organization.
a. Combined arms battalion (CAB), three per ABCT.
Note: The CAB's mission is to close with the enemy by means of fire and maneuver to destroy or
capture, or to repel the assault by fire, close combat, and counterattack.
(1) CABs are organized with:
Note: Of the three CABs, one is comprised of two mechanized Infantry companies and one Armor
company.
(a) A headquarters and headquarters company (HHC).
(b) Two Armor companies.
(c) One mechanized Infantry company.
(2) Organic support:
(a) Mortar platoon.
(b) Scout platoon.
(c) Sniper squad.
(d) Retransmission section.
(e) Mine roller section.
a. Cavalry squadron.
Note: The cavalry squadron provides accurate and timely ground reconnaissance and surveillance
in support of brigade operations, enabling the commander to employ ground forces or joint fires
precisely at the time and place of their choosing. It is also able to close with and destroy enemy
forces using fire, maneuver, and shock effect, or to repel assault by fire and counterattack.
(1) Cavalry squadrons are organized with:
(a) A headquarters and headquarters troop (known as HHT).

(b) Armor company

(c) Three ground reconnaissance troops.
(2) Organic support.
(a) Retransmission section.
(b) Mine roller section.
b. Fires battalion.
(1) Fires battalions are organized with:
(2) Headquarters and headquarters battery (known as HHB), equipped with:
(a) AN/TPQ-50 lightweight counter mortar radar (known as LCMR).
(b) AN/TPQ-36(v)10, Counter-Fire Target Acquisition Radar Systems.
(3) Three batteries of 155 millimeter (mm) artillery (Paladin).
c. Brigade support battalion (BSB).
(1) HHC.
Note: The BSB headquarters distribution management section receives requests, monitors
incoming supplies, and constructs, manages, and distributes configured loads.
(2) Six forward support companies (FSCs).
Note: The FSCs provide habitual support to each of the CABs, the fires battalion, and the
reconnaissance squadron. These FSCs provide each battalion commander with dedicated logistics
assets organized specifically to meet their battalion's requirements.
(3) Distribution company.
(4) Field maintenance company (known as FMC).
(5) Brigade support medical company (known as BSMC).
Note: The supply and distribution company, FMC, and BSMC ensure that the BCT can conduct
self-sustained operations for 72 hours of combat.
d. Brigade engineer battalion (BEB).
Note: The BEB provides mission command to the BCT HHC, network support company, military
intelligence company, and chemical, biological, radiological, and nuclear (CBRN) reconnaissance
platoons of the ABCT.
(1) BEB HHC.
(2) Two engineer companies.
(3) Signal company.
Note: The brigade signal company has two network extension platoons. The platoons consist of
one Joint Network Node section and an extension section. Usually, one platoon is located at the
BCT main command post and one at the BEB tactical operations center.
(4) Military intelligence company.
Note: The military intelligence company consists of a small headquarters section, intelligence,
networking element, an information collection platoon, a multifunction platoon, a staff weather
office, and the Tactical Unmanned Aircraft System platoon.
2. Describe the ABCTs operational capabilities:
a. Conducts sustained operations in most environments.

Chapter 3
b. Accomplishes very rapid movement and deep penetration.

c. Conducts security operations.
d. Conducts offensive and defensive operations.
e. Maintains the ability to integrate light or special operations forces (SOF).
f. Possesses mobile, protected firepower.
g. Provides digital situational awareness down to the vehicle-level.
h. Performs company-sized air assaults.
i. Limitations:
(1) Dependent on high use of radio communications.
(2) Restricted mobility in highly mountainous terrain or dense forests.
(3) High rate of consumable supplies (Class III, V, and IX).
(4) Vulnerable to mines and antitank weapons.
(5) Larger footprint than light forces.
(6) Limited dismounted combat identification capabilities.
(7) No S-3 air section to plan and oversee air assault operations.
3. Describe the IBCT organization.
a. Infantry battalion, three per IBCT.
Note: The Infantry battalion's mission is to close with the enemy by means of fire and maneuver to
destroy or capture, or to repel the assault by fire, close combat, and counterattack.
(1) Battalions are organized with:
(a) An HHC.
(b) Three rifle companies.
(c) Weapons company.
(a) Mortar platoon.
(b) Scout platoon.
(c) Sniper squad.
(d) Retransmission team.
b. Cavalry squadron.
Note: The reconnaissance squadron conducts reconnaissance and surveillance supporting the
development of the brigade's situational awareness and knowledge in the area of operations.
(a) An HHT.
(b) Two mounted reconnaissance troops equipped with M1114 armored
high-mobility multipurpose wheeled vehicles.
(c) One dismounted reconnaissance troop that can deploy either by fixed or rotary
wing aircraft.


(a) Sniper squad (attached to the dismounted troop).
(b) Mortar section (one section per troop).
(c) Retransmission section.
c. Fires battalion.
(2) An HHB equipped with:
(a) AN/TPQ-50 LCMR.
(b) AN/TPQ-36(v)10, Counter-Fire Target Acquisition Radar Systems.
(3) Two batteries of 105mm towed artillery.
Note: Only one in Airborne battalions.
(4) One battery of 155-mm (M777-series)
d. BSB.
(1) HHC.
(2) Six FSCs.
Note: The FSCs provide habitual support to each Infantry battalion, the fire battalion, and the
reconnaissance squadron. These FSCs provide each battalion commander with dedicated logistics
assets organized specifically to meet the battalion's requirements. Each FSC in a maneuver
battalion also has dedicated troop transportation assets that provide the capability to move one rifle
company via trucks.
(4) FMC.
(5) BSMC.
e. BEB.
(1) BEB HHC.
(3) Signal company.
4. Describe the IBCTs operational capabilities:
a. Conducts small-unit operations.
b. Conducts operations with armored, mechanized, or wheeled forces.
c. Conducts operations with SOF.
d. Takes part in amphibious operations.
e. Maintains the ability to conduct forced entry or early entry operations.
f. Conducts air assault, air mobile, or airborne operations.
g. Maintains a reconnaissance squadron consisting of mounted and dismounted personnel.

Chapter 3
h. Limitations:
(1) Does not have the firepower, mobility, or inherent protection of ABCTs.
Note: The two maneuver battalions of the IBCT move predominately by foot; organic vehicles move
either Soldiers or supplies. The BSB has only enough trucks to transport two rifle companies.
(2) Retaining capabilities for a pursuit, exploitation, or reserve force is limited.
(3) Possesses no organic gap-crossing capability.
(4) Requires United States Air Force support for Airborne operations.
(5) Requires the support of at least two combat aviation brigades for a brigade-level
air assault.
(6) Infantry Soldiers are especially vulnerable to enemy fires and CBRN attacks while
moving.
5. Describe the SBCT organization:
a. Infantry battalions, three per SBCT.
Note: The infantry battalion's mission is to close with the enemy by means of fire and maneuver,
to destroy or capture, or to repel the assault by fire, close combat, and counterattack.
(1) Battalions are organized with:
(a) An HHC.
(b) Three rifle companies.
(a) Mortar platoon (one per HHC).
(b) Mortar section (one per company).
(c) Scout platoon.
(d) Sniper squad.
(e) Retransmission section.
b. Cavalry squadron.
Note: The SBCT squadron's mission is to perform accurate and timely ground reconnaissance and
surveillance in support of brigade operations, enabling the commander to employ ground forces or
joint fires precisely at the time and place of their choosing.
(a) An HHT.
(b) Three reconnaissance troops.
(c) One weapons troop.
_1_ Three anti-armor platoons.
_2_ Three mobile gun system platoons.
(a) Retransmission platoon.
(b) Sniper squad.
c. Fires battalion.


(2) An HHB equipped with:
(a) AN/TPQ-50 LCMR.
(b) AN/TPQ-36(v)10, Counter Fire Target Acquisition Radar Systems.
(3) Three batteries of towed M77 (155-mm) towed artillery.
d. BSB.
(1) HHC.
(2) Six FSCs.
(4) Forward maintenance company.
(5) BSMC.
e. BEB.
(1) BEB HHC.
Note: The engineer company provides the SBCT with mobility support, which includes limited
bridging assets.
(3) Signal company.
6. Describe the SBCTs operational capabilities:
a. In-theater mobility.
b. Lower rate of Class III supplies than the ABCT, with nearly the same mobility.
c. Greater survivability than an IBCT.
d. Conducts forced entry or early entry operations.
e. Contains reconnaissance squadron with organic human intelligence Soldiers.
f. Limitations:
(1) Does not have the firepower or inherent protection of ABCTs.
(2) Requires more aircraft to deploy than an IBCT.
(3) BSB does not have FSCs for each maneuver battalion.
(4) Limited organic gap crossing capability.
(5) No brigade special troops battalion for mission command of brigade troops.

Chapter 3
1 Described the ABCT organization. _____ _____
2 Described the ABCT's operational capabilities. _____ _____
3 Described the IBCT organization. _____ _____
4 Described the IBCTs operational capabilities. _____ _____
5 Described the SBCT organization. _____ _____
6 Described the SBCT's operational capabilities. _____ _____
References
Required Primary
FM 3-96 Brigade Combat Team

171-133-5003
Assist the S-3 in Preparation of Operation Orders
Conditions: You are the operations noncommissioned officer in charge in a unit conducting tactical
operations. An operation order (OPORD) is received from higher command. The commander
decides on a course of action (COA) and presents it to the staff. The operations staff officer (S-3)
has directed you to assist in the preparation of an OPORD for the unit. All necessary information is
available. Your unit may be augmented with additional maneuver and sustainment assets. Coalition
partners; civilians; government agencies; joint, interagency, intergovernmental, and multinational
forces; and the international media may be present in the area. The unit may be equipped with one
or more component systems of the Army Battle Command System. Provisions have been made for
nondigital units to receive automated and digital information along with the rest of the unit. A current
tactical standard operating procedure is available to you.
Standards: Assist in the preparation of the OPORD for your unit by ensuring it includes the task
organization, the five paragraphs in the OPORD, and the signature of the approving authority.
Performance Steps
1. Assist in specifying procedures for communicating by digital and analog means.
2. Assist in the preparation of the heading to the OPORD.
Note: Operation orders at battalion or squadron level are written for distribution to subordinate,
higher, and adjacent units. The OPORD is a clear, concise, complete, and timely expression of the
plan for an operation.
a. Determine the degree of security classification.
Note: The classification of most OPORDs is secret. Training OPORDs may be unclassified.
b. Indicate changes to oral orders, if any.
Note: "NO CHANGES FROM VERBAL ORDER" or "NO CHANGE FROM VERBAL ORDER
EXCEPT PARAGRAPH NUMBER (#)." are required if an oral order has been issued by the
commander.
c. State "NUMBER OF COPIES PUBLISHED" and the issuing headquarters.
d. Indicate the copy number (the number of the copy out of the total number of copies
produced).
Note: The S-3 maintains accountability of OPORDs.
e. Designate the unit issuing the order and its location.
f. Indicate the place of issue:
(1) Indicate the name of the nearest town or place to the issuing headquarters command
post in capital letters.
(2) Indicate the state or country in which the unit is located in capital letters.
(3) Indicate the coordinates of the command post in parenthesis.
g. Indicate the date time group signature as one of the following:
Note: This is the time for executing the order unless stated differently in the coordinating
instructions.
(1) Zulu, unless the order states differently.
Note: This is particularly important if the OPORD applies to units in different time zones.
(2) State the time in terms of an event.

Chapter 3
(3) Indicate day (D) as the unnamed day.

Note: Higher headquarters specifies the exact meaning of "D."
h. Assign the OPORD a message reference number from the unit signal officer.
i. Assign an OPORD number and code name.
j. List all referenced maps, charts, or other documents required to understand the OPORD.
k. Ensure that the same time zone is used throughout the order.
3. Assist in the preparation of the task organization list.
Note: Task organization is determined by the unit commander and higher headquarters. It may be
placed in Annex A if it is long or complicated.
a. List major subordinate units alphabetically or numerically, according to maneuver,
sustainment, and headquarters control troops.
b. List sustainment units of same type by size, numerical designation, and alphabet.
c. List headquarters security forces under headquarters control troops
d. List all units directly under command and control of the unit under a single heading.
e. Insert a plus (+) symbol when attaching one or more subelements of a similar function to
headquarters.
f. Insert a minus (-) symbol when deleting one or more subelements of a similar function to
headquarters.
g. Qualify relationships other than attachment by parenthetical terms, such as operational
control, general support (GS), or direct support.
4. Assist in the preparation of the body of the OPORD.
a. Assist in the development of paragraph 1 (Situation).
Note: Only the Mission and Intent subparagraph headings must have an entry. A subparagraph
heading with no text states: "NONE" or "SEE ATTACHMENT (TYPE)" identified by a letter or a
number.
(1) Enemy forces.
Note: In the operational environment, the enemy consistently improves techniques and becomes
more proficient. This paragraph should include any known changes the enemy has made to their
tactics, techniques, and procedures since the last operation.
(a) Enemy's most likely COAs, down to platoon echelons.
Note: A sketch with a written description is preferred. Insert sketches as appendixes to Annex B
(Intelligence).
(b) Assessment of terrorist activities directed against U.S. government interests in the
area of operation.
(c) Information about the threat that is vital to the entire command (address it two levels
down).
(d) Threat disposition, composition, capabilities, limitations, threat decision points, high-
value targets, high-payoff targets, and an overall threat timeline.
(2) Civilian considerations.
(a) Provide society overview, if applicable.
(b) Describe infrastructure considerations as they affect the mission.

(c) Describe negative effects of the civilian considerations.

(3) Friendly forces.
(a) Commander's intent and concept of operation of higher headquarters two levels up.
(b) Provide the brigade or regiment mission, intent, and concept of the operation.
(c) Mission of flank units and other units whose actions have significant effect on the unit.
(4) Attachments and detachments.
(a) Units attached or detached to the unit headquarters.
Note: Do not repeat information already listed under the task organization paragraph or in Annex
A (Task Organization).
(b) Indicate "SEE TASK ORGANIZATION" or "SEE ANNEX A."
(c) State when attachment or detachment becomes effective if different from the effective
time of the OPORD.
b. Assist in the development of paragraph 2 (Mission) in terms of who, what, when, where,
and why.
Note: The mission statement is derived from the commander's mission analysis during the military
decision-making process. It must stand alone without making reference to other documents except
a map. It includes on-order missions.
c. Assist in the development of paragraph 3 (Execution).
(1) Unit commander's intent in terms of key tasks, purpose of the mission, and desired end
state.
(2) Concept of operation.
Note: Concept of operation may be prepared as a separate annex (for example, Annex C,
[Operations]), if necessary.
(a) Scheme of maneuver.
Note: Scheme of maneuver designates the main effort for each phase of the operation if phases
are used, and includes any be-prepared missions. It addresses the decisive and shaping
operations, including security operations and use of reserves.
(b) Concept of fire support (FS).
Note: The FS plan addresses (by phase) the purpose, method of control, and FS effects to include
priority of fires, allocation (priority targets), and restrictions. The FS officer assists in developing
this subparagraph.
The air support plan, field artillery support, naval gunfire support, and FS coordinating measures
may be listed here or in Annex D (Fires).
(c) Intelligence, surveillance, and reconnaissance (ISR) plan.
Note: The ISR plan addresses the overall reconnaissance objective—how the ISR concept ties in
with the scheme of maneuver.
Do not assign ISR tasks to units in this subparagraph.
(d) Intelligence.
Note: The intelligence subparagraph, provided by the intelligence officer (S-2), describes the
intelligence system concept; priority of effort among situation development, targeting, battle
damage assessment, priority of support to units, and priority of counterintelligence effort.
(e) Engineer.

Chapter 3
Note: The engineer subparagraph describes integration of engineer assets and obstacles,
establishes priority of work (if not addressed in standard operating procedures), provides priority of
mobility aspects, lists environmental considerations, and delegates or withholds authority to
obstacle emplacement. This paragraph is developed with the engineer officer's assistance.
Reference can be made to Annex G (Engineer).
(f) Air defense.
Note: The air defense subparagraph addresses the overall concept of air defense support to the
maneuver plan, establishes priority of air defense for GS units, and provides air defense artillery
weapon status and warning status. The air defense officer assists in preparing this subparagraph.
Reference can be made to Annex E (Protection).
(g) Information operations (IO).
Note: IO addresses the overall concept of IO support.
Reference can be made to Annex C (Operations).
(h) Chemical, biological, radiological, and nuclear (CBRN) operations.
Note: CBRN states the overall concept of CBRN operations, assigns priorities of effort and support,
and if not clear in task organization, addresses functions or support roles of organic or attached
chemical and smoke units. The chemical officer assists in developing this subparagraph.
Reference can be made to Annex E (Protection).
(i) Military police (MP) operations.
Note: The MP subparagraph states the overall concept of MP operations in support of the scheme
of maneuver, assigns priorities of effort and support, if not clear in task organization, addresses
functions or support roles of organic or attached military police units. The MP subparagraph also
establishes priorities of support to enemy prisoners of war operations, circulation of the control
plan, and rear area security. The military police officer or liaison assists in developing this
paragraph.
(j) Civil-military operations (CMO).
Note: The CMO subparagraph states the overall concept and assigns priorities of effort and
support. The plans staff section (S-5) assists in developing this subparagraph.
(3) Tasks to maneuver units.
Note: The tasks to maneuver units subparagraph lists specific tasks to be accomplished by
subordinate elements in a separate lettered subparagraph for each unit; and lists units
alphabetically or numerically in order of decreasing size by type of unit.
Do not state tasks that affect two or more units.
Instructions presented in "CONCEPT OF OPERATION subparagraph" may be repeated for clarity.
Instructions in the subordinate unit subparagraph apply only to that unit. If the commander has no
further instructions for subordinate elements, the unit name may be listed in appropriate sequence
followed by "NONE."
(4) Tasks to other sustainment units.
The tasks to other sustainment units subparagraph lists tasks assigned to nonmaneuver combat
units and sustainment units, lists units in task organization sequence, and lists only those tasks
that are specified or implied elsewhere.
(5) Coordinating instructions.

Note: The coordinating instructions subparagraph provides details of coordination and control
applicable to two or more elements, except signal. Complex instructions should be placed in an
annex. If there are no coordinating instructions, write "NONE."
Subparagraphs (a) through (e) are required.
(a) Time or condition when the OPORD becomes effective.
(b) Commander's critical information requirements.
(c) Risk reduction control measures.
Note: Risk reduction control measures include measures unique to the operation, are not covered
in the unit's standard operating procedure (SOP) or fratricide prevention measures, and may
include mission-oriented protective posture and operational and exposure guidance.
(d) Rules of engagement.
(e) Environmental considerations regarding probability and significance of collateral
damage to natural and cultural resources and a reaction plan to environmental terrorism and
sabotage.
(f) Force protection.
(g) Additional coordinating instructions (such as counter-fratricide measures).
d. Assist in the development of paragraph 4 (Sustainment).
Note: The supply officer provides paragraph 4 input.
(1) Support concept.
(a) Synopsis of the support command mission.
(b) Locations of next higher logistics base.
(c) Next higher level's support priorities.
(d) Commander's priority of support.
(e) Host nation support, if any.
(f) Unusual or significant sustainment issues.
(g) Significant sustainment risks.
(h) Unique requirements in manning, arming, fueling, fixing, moving, and sustaining
Soldiers and their systems.
(i) Support concept based on operational phasing; or in the before, during, and after
operations format.
(2) Material and services.
(3) Health service support.
(4) Personnel service support.
e. Assist in the preparation of paragraph 5 (Command and Signal).
(1) Command.
(a) Future map coordinates for tactical command post (CP), main CP, rear CP, and
alternate CP.
(b) Chain of command if not addressed in the unit tactical SOP.
(c) Designate location of commander, S-3, executive officer, and the succession of
command.

Chapter 3
(2) Signal.
Note: The signal officer assists in developing this subparagraph.
(a) Instructions not covered in unit SOP.
(b) Identify reports, formats, and times for report submissions not specified in the SOP.
(c) Signal operating instructions in effect.
(d) Provide a battlefield information synchronization matrix reflecting the unit's command
information plan.
5. Acknowledge instructions.
a. Direct the recipient to acknowledge receipt of the OPORD.
Note: Acknowledgement may be made in the clear using the message reference number in the
OPORD heading.
b. List special instructions pertaining to acknowledging.
6. Verify the S-3 or commander signs the original order.
7. Authenticate whether the commander or someone else signed the OPORD.
Note: The authenticator's name and authenticator's position is included if the commander does not
sign the original order. Add the phrase "FOR THE COMMANDER" if the commander is not the one
signing the OPORD.
Annexes issued with the order do not require authentication.
Annexes issued separately require the same authentication as the original OPORD.
8. Integrate all appropriate annexes and overlays into the OPORD.
Note: Annexes are prepared by the appropriate staff officer having staff responsibility for the
activity, arm, or service covered by the annex.
If an annex does not accompany the OPORD, ensure the phrase "TO BE ISSUED" follows the
listing of the annex.
a. Receive annexes and overlays from preparing staff sections.
b. Verify annexes use simple, clear graphics to enable subordinate elements to understand
the operation and essential tasks.
c. Ensure annexes are lettered alphabetically and listed in the order in which they appear in
the OPORD.
9. Direct the S-3 section to prepare the operation's overlay.
1 Assisted in specifying procedures for communicating by digital and analog _____ _____
means.
2 Assisted in the preparation of the heading to the OPORD. _____ _____
3 Assisted in the preparation of the task organizations list. _____ _____
4 Assisted in the preparation of the body of the OPORD. _____ _____
5 Acknowledged instructions. _____ _____

6 Verified the S-3 or commander signed the original order. _____ _____
7 Authenticated whether the commander or someone else signed the _____ _____
OPORD.
8 Integrated all appropriate annexes and overlays into the OPORD. _____ _____
9 Directed the S-3 section to prepare the operation's overlay. _____ _____
References
Required Primary
FM 6-99 U.S. Army Report and Message

Formats

Chapter 3
171-133-5004
Assist in Course of Action Development
Conditions: You are the operations noncommissioned officer in charge in a unit conducting
operations. The unit has been given a warning order. You have been directed to assist staff
members in developing a course of action (COA). All COA formats and products are available. The
unit may be equipped with one or more component systems of the Army Battle Command System
(ABCS).
Standards: Assist in developing COAs by using the warfighting functions and obtaining the
commander's approval on one COA in order to begin the orders process.
Note: The ABCS is the system used by the Army to distribute and manage information. The
assistant operations officer or the standard operating procedures specifies procedures for
communicating digitally and by voice, and must make provisions for nondigital units to receive
automated information with the rest of the battalion.
Performance Steps
1. Assist in developing COAs by using the following warfighting functions:
Note: ADP 3-0 can be referenced for further information on the warfighting functions.
a. Mission and control.
Note: The command and control warfighting function is the related tasks and a system that enable
commanders to synchronize and converge all elements of combat power. The primary purpose of
the command and control warfighting function is to assist commanders in integrating the other
elements of combat power (leadership, information, movement and maneuver, intelligence, fires,
sustainment, and protection) to achieve objectives and accomplish missions.
b. Movement and maneuver.
Note: The movement and maneuver warfighting function is the related tasks and systems that
move and employ forces to achieve a position of relative advantage over the enemy and other
threats.
c. Intelligence.
Note: The intelligence warfighting function is the related tasks and systems that facilitate
understanding the enemy, terrain, weather, civil considerations, and other significant aspects of the
operational environment. Other significant aspects of an operational environment include threats,
adversaries, and operational variables, which vary with the nature of the operations. The
intelligence warfighting function synchronizes information collection with primary tactical tasks of
reconnaissance, surveillance, security, and intelligence operations.
d. Fires.
Note: The fires warfighting function is related tasks and systems that provide collective and
coordinated use of Army indirect fires, air and missile defense, and joint fires through the targeting
process. Army fires systems deliver fires in support of offensive and defensive tasks to create
specific lethal and nonlethal effects on a target.
e. Sustainment.
Note: The sustainment warfighting function is the related tasks and the systems that provide
support and services to ensure freedom of action, extend operational reach, and prolong
endurance.
f. Protection.
Note: The protection warfighting function is the related tasks and systems that preserve the force
so the commander can apply maximum combat power to accomplish the mission. Preserving the

force includes protecting personnel (combatants and noncombatants) and physical assets of the
United States, unified action partners, and host nations.
2. Assist in obtaining the commander's approval on one COA in order to begin the orders
process.
1 Assisted in developing COAs by using warfighting functions. _____ _____
2 Assisted in obtaining the commander's approval on one COA in order to _____ _____
begin the orders process.
References
Required Primary
ADP 3-0 Operations ADP 5-0 The Operations Process

Chapter 3
171-133-5005
Assist the S-3 in the Synchronization of a Fire Support Plan
Conditions: You are the operations noncommissioned officer in charge of a unit conducting
operations with units forward. You have a mission to assist the operations officer (S-3) in
coordinating a fire support plan. You have an operation order (OPORD), fire support charts, signal
operating instructions, maps, overlays, radios, and a requirement to coordinate fires.
Standards: Assist the S-3 in preparing a fire support plan. Coordinate with the fire support element
(FSE) and develop a means of attack. Monitor the communications network and plot the fire support
information on the operations situation map. Maintain a journal of all fire missions, targets, and
destruction or damage to enemy targets. Report enemy target information to higher headquarters.
Performance Steps
1. Prepare the fire support plan.
Note: Formal planning deals with specific operations. Informal planning is dynamic, unpublished,
and continually updated.
a. Use the task force commander's guidance to coordinate the fire support plan with the FSE.
Note: The fire support plan should tell team commanders the means to support maneuver
elements, priorities, and how to obtain support, limitations, and other items of interest to them.
Include those units involved with fire support, their role in the commander’s concept, mission
assignment, march routes, restrictions, and coordinating instructions for counterfire, air defense
suppression, and priorities.
b. Get the commander's approval.
c. Make sure the plan contains only those target lists and information needed for each fire
support unit that supports the task force.
d. Disseminate the target list to company teams, the mortar platoon, supporting fires battalion
fire direction center, and other key elements as required in the OPORD.
2. Coordinate with the FSE to make sure suppressive fires, final protective fires (FPFs), and fire
support measures are planned.
a. Plan harassing and interdiction fires prior to an attack.
b. Plan fires for the defense.
(1) Harassing and interdiction fires.
(2) Counter preparation fires.
(3) Fires in support of battle areas.
Note: Fires should be planned in support of battle areas on likely avenues of approach, in
conjunction with barrier and denial plans and beyond, on top of, and behind defensive battle
positions.
(4) FPFs.
Note: Field artillery FPFs are integrated with those of the supported force where they can best
augment the weapons organic to the maneuver elements occupying battle positions.
FPFs are used only in the area defense. The width of an FPF ranges from 200 to 300 meters; its
depth is not fixed. The precise location of an FPF is designated by the team commander.
(5) Fires in support of a friendly counterattack.
c. Plan counterfire.

Note: Counterfire is used to attack the enemy’s indirect fire system. Counterfire can be employed
during any stage of the offense or defense.
3. Develop a means of attack.
Note: The operations sergeant may be required to assist the battalion task force commander and
fire support officer (FSO) in coordinating fire support.
a. Assist the task force commander and FSO in selecting the optimum means for attacking a
target by considering:
(1) Characteristics of the target and the desired effect.
(2) Characteristics, capabilities, and limitations of available weapons.
(3) Most economical means.
(4) Coordinated supply rate.
(5) Safety of friendly troops.
(6) Response time.
(7) Tactical benefits to be gained.
(8) Civilian casualties.
b. Assist in the development of the following fire support coordination measures:
(1) Coordinated fire line (CFL).
Note: The CFL is a permissive fire support measure normally established at brigade level. Any
target beyond the CFL is open for attack by mortars, field artillery, and naval gunfire without prior
coordination. Fires short of the CFL are coordinated through the FSO of the commander who
established the CFL. Its location is sent out by the FSO through fire support channels. The CFL is
important to the commander as it frees the FSO of the requirement to coordinate fires on all targets
in the sector or zone. It allows the FSO to concentrate on those which might endanger friendly units
and speed up the attack of targets.
(2) Restrictive fire line (RFL).
Note: The RFL is a line established between two converging forces beyond which neither can fire
any weapon without coordinating with the affected commander. This is normally established by the
common commander of both forces. It is placed along easily identifiable terrain. Functioning much
the same as a boundary, it impacts on troop safety and is sent out by the FSO.
(3) Restrictive fire area (RFA).
Note: The RFA is an area in which specific restrictions are imposed and into which fires that exceed
those restrictions are not delivered without coordination with the establishing headquarters. It is an
excellent measure for protecting patrols or other forces operating at some distance from the main
body of the battalion. The area should include terrain features easily identifiable from the air.
4. Monitor communications networks.
a. Ensure fire support requests include:
(1) Description (nature).
(2) Location or altitude (if needed).
(3) Size (in meters).
(4) When fire is needed.
(5) Type of fire needed.
(6) Need for adjustment.

Chapter 3
b. Ensure immediate fire support requests are handled expediently.

5. Plot fire support information on the operations situation map.
a. Fire support positions.
b. Targets.
6. Maintain a journal (daily log) to include:
a. Fire missions.
b. Targets.
c. Damage to enemy targets.
7. Report enemy target information to higher headquarters, to include estimated damage.
1 Prepared the fire support plan. _____ _____
2 Coordinated with the FSE. _____ _____
3 Developed a means of attack. _____ _____
4 Monitored communications networks. _____ _____
5 Plotted the fire support information on the operations situation map. _____ _____
6 Maintained a journal (daily log). _____ _____
7 Reported enemy target information to higher headquarters, to include _____ _____

estimated damage.
References
Required Primary

171-133-5201
Assist the S-3 in Recommending Allocations of Ammunition/Equipment
Conditions: You are the operations noncommissioned officer in charge. You have been ordered
to assist the operations and training officer (S-3) in the allocation of ammunition and equipment.
You have been given map(s) with overlays, the operation order (OPORD) or operations plan
(OPLAN), the ammunition supply rate, the table of organization and equipment, and the unit
standard operating procedure (SOP). The intelligence officer (S-2) has provided you with the
friendly and enemy situations, and the logistics staff officer (S-4) has provided you with the current
operational ready rates for equipment.
Standards: Review the OPORD or OPLAN. Determine the priority, needs, and recommend
allocations of ammunition and equipment for subordinate units.
Performance Steps
1. Review the OPORD or OPLAN.
2. Determine priority for allocating ammunition and equipment to subordinate units by studying
the following:
a. Mission of each subordinate unit according to the OPORD or OPLAN.
b. Ammunition and equipment status reports.
c. Friendly and enemy situations as provided by the S-2.
d. Operational ready rate as provided by the S-4.
3. Determine the needs of subordinate units by doing the following:
a. Reviewing the unit’s ammunition and equipment status report.
b. Coordinating with the S-4 to determine the availability of ammunition and equipment.
c. Determining through coordination with the S-4 the authorized levels of ammunition and
equipment.
Note: Standard basic loads of ammunition are determined by the Department of the Army.
Additional ammunition may be authorized for units by the field Army commander. Equipment
authorization is determined by the unit modification table of organization and equipment or table of
distribution and allowances.
4. Recommend allocation of ammunition and equipment.
a. Ensure allocation complies with the unit SOP.
b. Ensure ammunition supply rates are in compliance with higher headquarters directives.
c. Ensure allocations adhere to the guidance of the commander.
1 Reviewed the OPORD or OPLAN. _____ _____
2 Determined the priority for allocating ammunition and equipment to _____ _____
subordinate units.
3 Determined the needs of subordinate units. _____ _____
4 Recommended allocation of ammunition and equipment. _____ _____

Chapter 3
References
Required Primary

Company Team

171-133-5203
Assist the S-3 in Coordinating Engineer Requirements
Conditions: You are the operations sergeant in a battalion or squadron and are required to assist
the operations officer (S-3) and, if assigned, the engineer officer. You are to allocate and integrate
engineer assets to support the commander's maneuver plan. The battalion or squadron has the
operations plan (OPLAN) or operation order (OPORD), pertinent map sheets, and supporting
engineer elements.
Standards: Analyze the mission and area of operations. Review the engineer estimate and provide
it to the S-3. Incorporate the engineer plan into the OPLAN or OPORD. Provide input to mobility,
countermobility, and survivability operations.
Note: Some of these steps are performed by the staff operating as a unit. However, most of them
are done by the combat engineer officer that supports the brigade, battalion task force, or company
team.
Performance Steps
1. Assist with the analysis of the mission.
a. Outline the priority of work concerning mobility, countermobility, and survivability.
b. Coordinate with the intelligence staff officer (S-2) and the engineer officer during the
intelligence preparation of the battlefield process to define enemy avenues of approach.
c. Recommend where obstacles can be best placed.
d. Recommend the employment of countermines, counter obstacles, and gap crossing
equipment.
e. Recommend additional engineer assets, if needed.
2. Review the completed engineer estimate from the engineer officer before giving it to the S-3
to ensure it includes:
a. Prioritized mobility, countermobility, and survivability tasks.
b. List of the resources available.
c. Recommendations for any necessary allocation of engineer assets to subordinate units.
d. Recommendations for the priority of engineer tasks and effort.
e. Recommended route selections based on trafficability.
f. Recommended engineer task organization.
3. Integrate the engineer plan into the battalion or squadron OPORD.
a. Include information on mines, fortifications, obstacles, and priority of engineer tasks in
paragraph 3 of the OPORD.
b. Include detailed information in an engineer annex prepared by the engineer officer.
c. Make sure the obstacle plan and direct and indirect fire plan are integrated.
Note: Integrating the two plans ensures the obstacles are covered by direct and indirect fires.
4. Assist the engineer officer to coordinate mobility operations.
a. Analyze available routes and obstacle reconnaissance data.
b. Recommend the method for improving routes and breaching obstacles.
c. Determine equipment needed to improve routes and breach obstacles.

Chapter 3
d. Coordinate with the S-3 and unit leaders on task organization of the attached engineer
assets.
5. Assist the engineer officer to coordinate countermobility operations.
a. Recommend the initial location of obstacles.
b. Finalize the location of obstacles after coordination with unit leaders and reconnaissance
of proposed obstacle sites.
c. Recommend obstacle construction priorities, including start and finish times.
d. Ensure the obstacles support the maneuver plan.
e. Ensure the obstacles are covered by fire.
f. Plan employment of the family of scatterable mines in conjunction with the fire support
officer.
g. Coordinate target handover with the maneuver unit.
h. Coordinate logistical support for Class IV (construction and barrier materials) and Class V
(ammunition) supply with the supply officer (S-4).
6. Assist the engineer officer to coordinate survivability operations.
a. Coordinate with unit leaders to determine the location of survivability positions.
b. Recommend survivability positions and priorities including start and finish times.
c. Plan construction of chemical, biological, radiological, and nuclear decontamination points
and routes requiring employment of engineer assets.
d. Coordinate logistical support for Class IV and Class V supply with the S-4.
1 Assisted with the analysis of the mission. _____ _____
2 Reviewed the completed engineer estimate. _____ _____
3 Integrated the engineer plan into the battalion or squadron OPORD. _____ _____
4 Assisted the engineer officer to coordinate mobility operations. _____ _____
5 Assisted the engineer officer to coordinate countermobility operations. _____ _____
6 Assisted the engineer officer to coordinate survivability operations. _____ _____
References
Required Primary
ATP 3-34.40/MCWP 3-17.7 General Engineering

Company Team
FM 3-34 Engineer Operations

171-133-5318
Assist in the Military Decision-Making Process as a Primary Operations NCO
Conditions: You are the primary operations noncommissioned officer (NCO) in a battalion,
squadron, or brigade combat team conducting or preparing to conduct operations in a field
environment. All unit personnel, equipment, and supplies are available. The unit has
communications with higher, adjacent, subordinate, and supporting elements. Coalition forces and
noncombatants may be present in the operational environment. Some iterations of this task may
be conducted during limited visibility conditions.
Standards: Assist in the military decision-making process by receiving the mission, analyzing the
mission, developing and obtaining approval of a course of action (COA), and publishing an
operation order (OPORD) for your organization.
Performance Steps
1. Receive the mission from higher headquarters.
Note: The new mission may come from a warning order (WARNORD), fragmentary order, or
OPORD issued by higher headquarters verbally or digitally, or may be derived from an ongoing
operation.
a. Alert the staff of the pending planning process to include:
(1) Who is to attend?
(2) Who the alternates are?
(3) Where to assemble?
(4) When to assemble?
b. Post higher headquarters order and graphics or the anticipated new mission statement on
the web page.
c. Update estimates to ensure they are current.
Note: The standard operating procedure (SOP) should identify a generic list of requirements for
particular types of missions.
d. Complete a quick initial assessment of the new mission.
e. Seek initial guidance from the commander via the operations and training officer (S-3).
f. Assist the intelligence officer (S-2) staff with initiating the development of the intelligence,
surveillance, and reconnaissance (ISR) plan.
g. Prepare an initial WARNORD to include:
(1) Task, purpose, and end state, as available.
(2) Type of operation.
(3) General location of the operation.
(4) Initial timeline.
(5) Any movement or reconnaissance to initiate.
2. Participate in the analysis of the mission.
Note: A preliminary mission analysis should start prior to the receipt of a complete order from
higher.
a. Analyze the base order to ensure understanding of:
(1) Higher headquarters commander's intent two levels up.

Chapter 3
(2) Mission including tasks, constraints, risks, available assets, and area of operations (AO).
(3) Concept of the operation including the deception plan.
(4) Timelines for mission execution.
(5) The missions of adjacent units to include the front and rear and their relation to higher
headquarters plan.
(6) The assigned AO.
b. Assist the S-2 in conducting intelligence preparation of the battlefield.
(1) Define the battlefield.
(2) Describe the battlefield effects.
(3) Evaluate the threat.
(4) Determine the threat COA.
c. Determine specified, implied, and essential tasks.
(1) Identify specified tasks in the base order, annexes, and overlays.
(2) Identify implied tasks derived from the higher headquarters order, the enemy situation
and COA, and the terrain.
(3) Identify essential tasks that must be executed to accomplish the mission.
(4) Present the essential task list to the executive officer (XO) for approval.
(5) Record task analysis in estimates.
d. Analyze assets available based on:
(1) Additions to and deletions from the current task organization.
(2) Command and support relationships.
(3) Status of units expressed in capabilities and limitations.
(4) Additional resources needed to accomplish the specified and implied tasks.
(5) Project the status of available assets derived from the Combat Supply Support Control
System and operational readiness rate.
e. Review special staff report status.
f. Review any information on their higher headquarters units that will operate in the brigade
AO.
Note: This provides additional information for the staff to consider for security requirements,
logistical requirements, or increase force protection assets.
g. Record available assets and the corresponding capability in the staff estimate.
h. Identify constraints and restrictions.
i. Identify critical facts and assumptions.
Note: The staff assesses the impact on a COA or plan if a fact is no longer true or an assumption
becomes invalid.
j. Identify accident risk hazards.
k. Make the initial assessment of the risk level for each hazard.
l. Make a recommendation to the commander on where to take tactical risks.

Note: Knowledge of enemy tactics, techniques, and procedures in the AO and pattern analyses of
the AO provides a clearer picture of what threats persist that pose a risk to the mission. Counter-
improvised explosive devices and counter-sniper SOPs are area specific and tailored to the
particular methods employed by enemy and insurgent forces in the AO.
m. Nominate the commander's critical information requirements (CCIR).
n. Receive the ISR plan from the S-2.
o. Develop the reconnaissance order.
p. Prepare decision aids for use in the mission analysis briefing by building a COA shell.
q. Provide input on mission analysis to the XO.
r. Assist the XO in the conduct of the mission analysis briefing to the commander.
Note: The S-3 portion of the mission analysis briefing is driven by the tactical SOP.
(1) Review the commander's initial guidance.
(2) Brief the following:
(a) Specified, implied, and essential tasks.
(b) Constraints and limitations on the operation.
(c) Forces available.
(d) Possible hazards and risks.
(e) Recommended initial CCIR.
(f) Proposed timeline.
s. Develop a second WARNORD that includes as a minimum:
(1) Restated mission.
(2) Commander's intent.
(3) Battlefield environment overlays.
(4) CCIR.
(5) Risk guidance.
(6) Reconnaissance to be initiated by subordinate units.
(7) Security measures.
(8) Deception guidance.
(9) Mobility and counter-mobility guidance.
(10) Specific priorities.
(11) Timeline.
(12) Guidance on rehearsals.
3. Assist in the development of COA.
a. Analyze relative combat power.
(1) Arrange specified and implied tasks on the battlefield in time and space product from
mission analysis.
(2) Analyze combat power needed to achieve the tasks.

Chapter 3
(a) Establish a rough estimate of the force ratios across the respective warfighting
functions two levels down.
(b) Compare friendly strengths against enemy weakness and vice versa.
b. Generate options for COA development on an overlay.
(1) Identify the decisive point.
(2) Indicate main and supporting efforts.
(3) Determine the purpose of the main and supporting efforts.
Note: The commander should have identified a decisive point during the commander's intent. If
however, the commander chooses to abbreviate the deliberate decision-making process by
designating one or more COAs, the staff may have more than one terrain-oriented decisive point.
c. Coordinate with the S-3 to determine initial array of forces.
(1) Review the list of combat forces available two levels down.
(2) Allocate combat forces two levels down to achieve:
(a) Decisive point.
(b) Supporting efforts.
(3) Identify force ratio shortfalls as possible requirements for requesting additional
resources.
d. Develop the scheme of maneuver for each COA on an overlay to include the following:
(1) Scheme of maneuver for combat forces that accomplishes the decisive points,
supporting efforts, and other essential tasks in time and space.
(2) Purpose of the operation.
(3) Statement of acceptable risks.
(4) Deep, close, and rear operations.
(5) Plans for reconnaissance and security.
(6) An outline of the movements of the force.
(7) Identification of maneuver options that may develop during an operation.
(8) Location, composition, and mission of reserve.
(9) Responsibilities of zones, sectors, or areas.
(10) Location of engagement areas.
(11) Designation of main and supporting efforts.
(12) Prescribed formations or dispositions, when necessary.
(13) Integration of obstacles with maneuver and fires.
(14) Priorities of each warfighting function in support of operation.
Note: When producing the COA maneuver sketch, select control measures that allow maximum
freedom to subordinate commanders.
e. Assist in preparing COA statements and sketches.
(1) Plan subordinate unit boundaries that establish the AO.
(2) Unit movement formations.

(3) Forward edge of the battle area, line of departure, line of contact, and subsequent phase
lines.
(4) Assembly areas, battle positions, strong points, engagement areas, and objectives.
(5) Major obstacles.
(6) Fire support coordination measures.
(7) Designation of main and supporting efforts.
(8) Location of command posts.
f. Deliver completed COA statements and sketches to the S-3 for use during the commander's
brief.
4. Participate in the analysis of the COA.
a. Establish a list of friendly forces.
b. Prepare a list of assumptions.
c. Provide a list of critical events and decision points.
d. Analyze each COA using the chosen war-gaming method.
(1) Play the friendly commander.
(2) Conduct action, reaction, and counteractions with the S-2 for each critical event.
Note: In the offense, the S-3 leads with the friendly action.
(3) Direct the plans NCO to capture actions and key events in the form of a synchronization
matrix and decision support template.
(4) For each COA:
(a) Estimate the duration of each critical event, as well as for the entire operation.
(b) Adjudicate enemy and friendly losses in coordination with the S-2.
(c) Identify the location and commitment of the reserve.
(d) Identify additional requirements of combat support.
(e) Determine requirements for deception and surprise.
(f) Determine command and control requirements to include control measures and
updated operational graphics.
(g) Confirm the locations of decision points.
(h) Confirm named area of interests.
(i) Confirm target area of interests.
(j) Confirm the information needed to support decision points.
(k) Determine the timing of force concentration and initiation of the attack or
counterattack.
(l) Integrate the targeting process to include identifying or confirming high-payoff targets
and determining attack guidance.
(m) Identify risks and determine acceptable risk and risk avoidance measures.
(n) Identify strengths and weaknesses of the COAs.
(5) Identify the modifications to each COA.

Chapter 3
e. Assist in evaluating each COA against stated criteria focusing on task end state.
f. Direct the plans NCO to capture the advantages and disadvantages from each battlefield
operating system representative on each COA relative to the evaluation criteria.
5. Compare COAs.
a. Evaluate the advantages and disadvantages of each COA from the maneuver warfighting
function perspective.
b. Present findings to the rest of the staff.
c. Develop evaluation criteria to determine the best maneuver COA based upon the relative
importance of each criterion.
d. Score each COA using the evaluation criteria.
(1) Highlight COA advantages and disadvantages
(2) Provide analysis to the S-3 plans NCO for inclusion in the decision matrix.
e. Use a decision matrix to compare COAs using one evaluation criterion category at a time.
f. Analyze decision matrix data provided by the different staff sections.
g. Identify the COA that has the highest probability of success against the most likely threat
and the most dangerous COA.
(1) Share findings with the staff.
(2) Discuss findings with the staff.
h. Recommend the collective staff preferred COA to the XO.
6. Obtain approval for COA.
a. Present the operations portion of the COA decision briefing.
(1) Brief the restated mission.
(2) State the intent of higher headquarters.
(3) Brief COA sketches including assumptions used in planning, results of staff estimates,
the advantages, disadvantages, and risks of each COA.
b. Receive the commander's decision and additional guidance.
c. Develop a third WARNORD.
d. Provide the third WARNORD to the battle captain for distribution.
7. Assist in publishing the OPORD.
a. Convert the selected COA into a clear, concise concept of operations and supporting
information by writing a complete five-paragraph field order with supporting annexes and
operational graphics.
b. Submit the plan or order to the commander for review and approval prior to reproduction
and dissemination.
2 Participated in the analysis of the mission. _____ _____
3 Assisted in the development of COA. _____ _____

4 Participated in the analysis of the COA. _____ _____
5 Compared the COA. _____ _____
6 Obtained COA approval. _____ _____
7 Assisted in publishing the OPORD. _____ _____
References
Required Primary
FM 6-0 Commander and Staff Organization and

Operations
FM 7-0 Train to Win in a Complex World

Chapter 3
171-133-5034
Supervise Command Post Security
Conditions: You are an element leader that is preparing for, or is engaged in combat. The
command post (CP) has been established and is operational. You have copies of the operation
order or fragmentary order, scheme of maneuver overlays showing phase lines and critical points,
a battle tracking situation map, and the unit standard operating procedure. You have been ordered
to supervise CP security.
Standards: Determine the current enemy situation, supervise the establishment of a defensive
area, and supervise the physical security of the CP.
Performance Steps
1. Determine the current enemy situation.
a. Receive enemy situation reports from higher-echelon and lower-level echelon.
b. Analyze the situation from data obtained through the reports.
2. Supervise the establishment of the defensive area for the CP.
a. Coordinate with each staff section and CP element in order to assign sectors of
responsibility.
b. Make sure defensive positions are mutually supported and critical terrain is covered by fire.
c. Make sure entry and exit points are properly equipped.
(1) Make sure entry access roster is present.
(2) Ensure communications are established, as required.
(3) Make sure night vision goggles are present and operational.
(4) Make sure procedures are in place for allowing personnel not appearing on the access
roster to be able to gain access to the area.
d. Make sure entry and exit points are physically controlled by guards at all times.
(1) Brief gate guards on current signal operation instructions information.
(2) Make sure guards know whom to notify when unauthorized personnel attempt to gain
access to the area.
(3) Make sure that all personnel entering the area are challenged.
e. Make sure all available assets are utilized to include:
(1) Crew-served weapons.
(2) Heavy weapons.
(3) Chemical, biological, radiological, and nuclear (CBRN) warning devices.
(4) Night vision devices.
(5) Biometric equipment.
Note: The use of biometric identification tools such as the Handheld Interagency Identity Detection
Equipment or the Biometrics Automated Toolset may be employed to assist in identification and
documentation of personnel.
f. Establish observation posts.
Note: OPs can help engage the enemy with indirect-fire weapons before using direct-fire weapons.
OPs may be mounted or dismounted.

g. Verify OPs have the following:

(1) Clear fields of observation covering the assigned area or sector.
(2) Overlapping coverage and mutual support.
(3) Effective cover and concealment.
(4) Covered and concealed routes to and from the position.
(5) A location that will not attract enemy attention.
(6) A location that does not skyline observers.
(7) A location that is within range of supporting small arms fire.
(8) A sector sketch card.
h. Establish a dismount point.
i. Establish a quick reaction force (QRF) for handling level I and II threats.
j. Establish and rehearse the CP evacuation plan.
3. Supervise physical security of the CP.
a. Establish a sentry or guard plan for rotation of CP personnel in and out of OPs and guard
points.
b. Make sure entry and exit points are physically controlled by guards at all times.
c. Regulate vehicular traffic in the CP area.
d. Conduct rehearsals of the QRF.
e. Coordinate with military police representatives for support, if available and as required.
f. Coordinate with the intelligence officer (S-2) for intelligence and enemy situation updates.
g. Ensure communication is maintained at all times.
h. Make sure that all personnel entering the area are challenged.
i. Ensure biometric equipment is being used to positively identify individuals entering the CP,
if available or required.
j. Ensure all incidents are reported.
1 Determined the current enemy situation. _____ _____
2 Supervised the establishment of the defensive area for the CP. _____ _____
3 Supervised physical security of the CP. _____ _____
References
Required Primary

Company Team

Chapter 3
171-630-0015
Supervise Information Management in a Command Post
Conditions: You are the operations noncommissioned officer in charge assigned to perform in the
position of battle captain operating in a combat or sustainment battalion-sized command post (CP)
in a tactical (offense, defense, and stability and reconstruction operations) or non-tactical
environment (civil-support). The shift on duty is at normal manning. The CP has its authorized
equipment and communication devices and is operating within the established tactical standard
operating procedure (SOP) during the normal plan, prepare, and execute cycle. Your unit is
engaged in a normal mission. The shift change has been completed and the shift on duty is
performing its normal command and control duties. Daily Staff Journal or Duty Officer's Log is on
hand.
Standards: Direct the battle staff to perform the following duties: ensure information is processed
within the CP; determine the status of information received; disseminate information and the
commander's directive; and ensure that all battle staff sections' situational awareness (SA) is the
same. Support the development of a new or revised course of action (COA). Integrate battle staff
updates into the commander's SA. Recommend a new or refined COA. Disseminate the updated
commander's directive. Synchronize the battle staff, and continue supervising information
management in the battalion CP.
Note: Information management is the science of using procedures and information systems to
collect, process, store, display, disseminate, and protect data, information, and knowledge
products.
Performance Steps
1. Direct the battle staff.
Note: Battle staff channels of communication include those information systems that only the staff
monitors, such as Advanced Field Artillery Tactical Data Systems, All-Source Analysis System,
Battle Command Sustainment Support System, etc.
a. Monitor command and battle staff voice or digital channels of communication per the unit
SOP.
b. Ensure the information systems are operating using the current unit task organization.
c. Ensure the common operational picture (COP) is displaying the pictorial elements of the
information systems directed by an SOP or commander's needs.
Note: In a digital CP, this could be a large screen display. In an analog CP, this could be a map
board, status charts, and other assorted paper-based products.
d. Employ the "information pull" method to seek exceptional, critical, and routine information
from other battle staff sections, subordinate and adjacent units, and higher headquarters.
Note: The battle staff receives data and information from several sources such as, sensors, digital
systems, subordinates, adjacent units, and higher headquarters.
e. Ensure the battalion commander's critical information requirements (CCIR) are prominently
posted.
f. Ensure the battle staff sections back brief as required to the battalion commander.
g. Compare incoming voice messages with what appears on the COP or is on the daily log.
h. Verify each battle staff section monitors all transmissions on their primary and alternate
frequency modulation nets.
i. Ensure the battle staff uses the unit's SOP to continually seek information about higher,
adjacent, supporting, and subordinate units.

j. Ensure the command information center is operational.

2. Ensure information is processed within the CP.
a. Ensure all incoming information is processed by the battle staff into one or more of the
following:
(1) Staff logs and journals.
(2) Multi-copy message reports.
(3) Electronic or digital records (servers, laptops).
(4) SOP dictated fixed report formats on the Maneuver Control System (MCS) or equivalent
Army Battle Command System (ABCS).
(5) Situation maps or COP.
(6) Status charts.
(7) Battle boards.
b. Ensure the workstation operators or radiotelephone operators maintain digital or written
daily journals.
c. Ensure that files are consolidated and forwarded to a historical file.
d. Supervise the maintenance of emails by workstation operators.
Note: The requirement exists to maintain and dispose of email messages the same way as other
electronic records. Most email records are temporary records and should be reviewed and
destroyed per the unit SOP. However, if policy is being made via email, the email becomes a
permanent command record and should be treated the same as other electronic and hard copy
permanent files.
e. Ensure the maintenance of digital or analog overlays, maps, and charts are logged by all
battle staff sections.
f. Ensure data is backed up.
g. Ensure routine snapshots are performed in case of degrading systems or network failure.
Note: Relevant information is all information of importance to commanders and staffs in the
exercise of command and control.
h. Ensure relevant information is shared with higher, lower, and adjacent headquarters and
battle staff.
i. Ensure relevant information is transmitted on the correct channel of communications.
j. Ensure relevant information is transmitted in the correct format.
3. Determine the status of information received.
Note: Types of information—COP-related information (relevant information-friendly, enemy,
environmental), execution information (operation order [OPORD], fragmentary order [FRAGORD],
warning order), exceptional information (answers to a specific CCIR), and essential elements of
friendly information (established information to protect).
a. Verify the information was analyzed upon receipt.
b. Exceptional—if the information is not anticipated according to the OPORD wargaming
process and could have significant impact on the success of the operation.
Note: Exceptional information goes to the command group in raw form.
c. Critical—if it answers the CCIR or affects the commander's decision support matrix (DSM)
criteria.

Chapter 3
(1) Is transmitted immediately.

(2) Is sent in raw form (not compiled or interpreted).
(3) Is sent by the most expeditious means.
(4) Priority of transmission—
(a) Commander.
(b) Subordinate units affected.
(c) Higher headquarters.
(d) Supporting units affected.
(e) Adjacent units affected.
d. Routine—all other information is routine.
Note: Routine information goes to the command group after analysis.
4. Disseminate information to the commander or battle staff using any of the methods listed
below:
a. Analog means—
(1) Battle update brief.
Note: The goal of a battle update brief is to facilitate rapid exchange of information and analysis to
improve situational awareness and identify the need to make recommendations to the commander
to update or modify the unit COA. Battle update briefs should occur when the COA needs updating
or modifying, as part of the orders development process, or during a unit's combat operations
(proactive or reactive to changes in the battlefield situation).
(2) Point-to-point or person-to-person.
Note: The battle staff must be careful not to limit the information flow when passing information by
a person-to-person exchange. The information must be available to the entire battle staff after
analysis by the receiver.
(3) Update map and status boards.
b. Digital means—
(1) Update the COP.
(2) Email.
(3) "Publish and subscribe" information to the server.
(4) Battle update brief.
(5) Teleconference.
(6) Voice over internet protocol via command post of the future.
5. Disseminate the commander's directive to subordinate elements.
6. Ensure that all battle staff sections' SA is the same.
a. Determine which battle staff section(s) are affected.
b. Direct the shift leaders in charge to exchange processed information.
c. Conduct internal coordination via—
(1) Verbal reports (cross talk).
(2) Staff huddle or battle update brief.

(3) Distribution of written documents, faxes, or overlays.

(4) Posting on the COP.
7. Support the development of a new or revised COA based on the analysis of the information
by the battle staff.
a. Monitor the battle staff during the development of a new (branch) or refined (sequel) COA.
b. Prepare the DSM containing—
(1) Decision point.
(2) Location of the decision point.
(3) Criteria to be evaluated at the point of decision.
(4) The action or operations to occur at the decision point.
(5) The unit or element that is to act.
Note: The acting unit has the responsibility to observe and report the information affecting the
criteria for the decision.
c. Initiate the COA development portion of the military decision-making process (MDMP),
utilizing the MCS MDMP assistant or ABCS equivalent system, if available.
Note: MDMP steps prior to the COA development will probably be abbreviated by the commander,
executive officer (XO), or operations and training officer (S-3).
(1) Provide relative combat power to the commander.
(2) Assist the battle staff in generating options.
(3) Provide updated force strength to assist the commander in arraying initial forces.
(4) Assist the battle staff in developing the concept of operations.
(5) Assist the commander, XO, or S-3 in assigning types of units to a particular mission.
(6) Supervise the preparation of the COA statement and sketches.
8. Integrate battle staff updates into the commander's SA.
a. Select information that impacts mission success and correlates to—
(1) CCIR.
(2) Decision support template (DST) criteria.
(3) Staff synchronization matrix.
b. Prepare the update (S-3 section).
c. Transmit or pass the update to the XO or commander.
9. Recommend a new or refined COA to the commander or XO.
a. Receive the commander's final planning guidance to include a refined commander's intent
and new CCIR to support the execution.
Note: A new CCIR may drive the development of a new priority intelligence requirement or friendly
forces information requirements.
(1) A refined commander's intent.
(2) A new CCIR to support the execution.
b. Update or publish a new DSM as a result of a FRAGORD.

Chapter 3
10. Disseminate the updated commander's directive to subordinates, adjacent, and higher
headquarters.
a. Begin preparation of the FRAGORD based on the commander's directive or obtain the
FRAGORD from the commander, XO, and S-3.
Note: The FRAGORD author is dependent upon the unit SOP. The battle captain can do it or
appoint someone. A proposed FRAGORD includes supporting overlays and items that have been
changed from the OPORD.
b. Review the proposed FRAGORD content with the commander, XO, or S-3 for concurrence.
c. Complete the FRAGORD construction using the MCS or ABCS format if available.
d. Issue the FRAGORD.
11. Synchronize the battle staff.
a. Ensure they understand the FRAGORD.
b. Ensure they direct their sections with respect to associated, organic, or technical arm assets
in execution of the new order.
c. Monitor actions by affected battle staff sections in executing the FRAGORD.
d. Intercede if a battle staff section is not accomplishing the commander's guidance or intent.
(1) Call a battle staff huddle to identify actions in error.
(2) Direct corrective action.
e. Notify the XO of any battle staff section shortfalls.
12. Continue supervising information management in the battalion CP.
1 Directed the battle staff. _____ _____
2 Ensured information was processed within the CP. _____ _____
3 Determined the status of information received. _____ _____
4 Disseminated information. _____ _____
5 Disseminated the commander's directive to subordinate elements. _____ _____
6 Ensured that all battle staff sections' SA was the same. _____ _____
7 Supported the development of new or revised COA. _____ _____
8 Integrated battle staff updates into the commander's SA. _____ _____
9 Recommended a new or refined COA to the commander or XO. _____ _____
10 Disseminated the updated commander's directive to subordinates, _____ _____

adjacent, and higher headquarters.
11 Synchronized the battle staff. _____ _____
12 Continued supervising information management in the battalion CP. _____ _____

References
Required Primary
ADP 2-0 Intelligence
ADP 3-37 Protection


Operations

Chapter 3
171-133-5315
Supervise Displacement of a Command Post
Conditions: You are a leader in a unit conducting a tactical mission. You have been directed to
supervise the displacement of the command post (CP). All required organic equipment and
personnel are available. You have your unit's standard operating procedure and guidance from
your commander. The tactical command post or the combat trains command post has been
established and is currently operational.
Standards: Collect operation requirements and determine the method of displacement. Prepare
the jump CP and plan for CP movement. Establish jump CP. Supervise the movement of the CP
and reestablish the CP.
Note: Units equipped with digital communication systems use these systems to maximize
Performance Steps
1. Collect operation requirements.
Note: Operational requirements from warfighting functions; the battalion or squadron commanders;
and joint, interagency, intergovernmental, and multinational partners shape the CP displacement.
a. Identify control measures that can be executed without hesitation.
b. Examine each unit's mission.
c. Review base and base cluster areas to minimize vulnerability and maximize operations.
d. Identify where each subordinate unit may be needed.
e. Make sure main supply routes (MSRs) can be secured against level I and II threats.
f. Augment and position special staff as desired or directed.
2. Determine the method of displacement.
Note: CPs can displace as a whole or by echelon. Displacement as a whole usually is reserved for
short movements, with communications maintained by alternate means and minimal risk of
degrading CP operations.
3. Prepare the jump CP.
a. Select a general location for the jump CP site.
b. Identify quartering party.
Note: Sometimes a quartering party accompanies the jump CP. The quartering party can consist
of a security element and personnel, and equipment for quartering the remainder of the CP.
4. Plan for CP movement.
a. Plan for mission command.
(1) Make sure the commander and the operations officer have continuous communications.
(2) Make sure the commander can move forward from time-to-time to spur units.
b. Plan coordination for incoming and outgoing elements.
(1) Identify the following:
(a) Routes.
(b) Priorities.
(c) Times.

(d) Traffic control.

(e) Location of assembly areas.
(f) Common uses of transportation.
(2) Assign separate routes and assembly areas to reduce congestion and to minimize
massing of combat power when terrain dictates.
(3) Select at least two routes and contact points for incoming units.
(4) Make sure the incoming unit's reconnaissance and liaison element moves to the relieved
unit's location immediately upon receiving the order from higher headquarters.
(5) Make sure the tactical CP monitors the progress of each element during the move.
(6) Make sure the brigade support area can provide support.
(7) Plan to issue a fragmentary order to elements if movement or relocation occurs slower
than planned.
Note: Units should remain in their assembly areas until directed to go rather than move to the
contact point and wait.
c. Make sure the forward support company CP can sustain operation before and after move(s).
(1) Plan for the forward support company CP to provide continuous terrain management in
the battalion support area.
(2) Plan for the forward support company CP to be located so they can:
(a) Sustain forward units.
(b) Provide rear area security.
(c) Clear MSRs.
(d) Evacuate casualties, equipment, and enemy prisoners of war.
(e) Reestablish sustainment support base areas forward.
5. Establish jump CP.
Note: When the jump CP becomes operational, it also becomes the net control station for the unit.
The remainder of the CP is then free to move to rejoin the jump CP.
a. Ensure jump CP site is suitable.
b. Verify that jump CP can communicate on all nets.
c. Verify the jump CP establishes security.
d. Hand over operational control of the battle from the CP to the jump CP.
6. Supervise movement of the CP.
7. Reestablish the CP.
1 Collected operation requirements. _____ _____
2 Determined the method of displacement. _____ _____
3 Prepared the jump CP. _____ _____
4 Planned for CP movement. _____ _____

Chapter 3
5 Established jump CP. _____ _____
6 Supervised movement of CP. _____ _____
7 Reestablished the CP. _____ _____
References
Required Primary

171-630-0050
Establish Combat Trains Command Post at Battalion/Squadron Level
Conditions: As the noncommissioned officer in charge, you have moved the combat trains
command post (known as CTCP) to occupy a selected site. The CTCP has digital connectivity with
subordinate, adjacent, and higher headquarters via the Army Battle Command System and is
passing information according to the standard operating procedure (SOP). Provisions have been
made for analog units to receive automated information with the rest of the battalion or squadron.
The quartering party has marked all vehicle locations, secured the site, and met the command post
(CP) at the release point. Combat trains personnel have established perimeter security.
Standards: Direct personnel to erect the CP and establish local security into the defense of the
combat trains site. Establish the net control station (NCS) for the administrative-logistics net. Direct
the CTCP to continue sustainment support operations. Direct the CTCP personnel staff (S-1) and
logistics staff (S-4) sections to maintain current status on the battalion or squadron missions.
Develop plans for continuous CTCP operations.
Note: The composition of the CTCP is based on the unit SOP.
Performance Steps
1. Direct personnel to erect the CP.
a. Locate vehicle(s) at new site.
b. Emplace camouflage netting, canvas, or natural foliage.
c. Establish communications with all combat trains elements, tactical operations center, and
unit maintenance collection point according to the SOP.
d. Erect antennas away from the CP in area that minimizes electronic and visual signature.
e. Post updated maps, overlays, and charts (digital and analog).
f. Conduct a battle update brief to ensure personnel maintain situational awareness.
2. Establish local security into the defense of the combat trains site.
a. Integrate personnel into overall combat trains perimeter defense.
b. Augment reactionary forces in defense against possible attacks.
c. Establish an internal security area around the CP, incorporating concertina wire to control
access to the CP according to the SOP.
d. Post guards at the entrance.
Note: Guards at the entrance must understand the procedures for dealing with civilians that may
approach the CTCP.
e. Prepare primary and alternate fighting positions for armored vehicles on perimeter.
f. Emplace crew-served weapons on main avenues of approach.
g. Employ local chemical, biological, radiological, and nuclear detection equipment.
h. Employ air guards and other passive air defense measures.
3. Establish the NCS for the administrative or logistics net with:
a. Supported and supporting units.
b. Higher and adjacent units.
4. Direct the CTCP to continue sustainment operations.
a. Receive logistics reports from supported and supporting units.

Chapter 3
b. Send logistics reports to higher, adjacent, and subordinate units.

c. Plan the battalion or squadron sustainment operations.
d. Request emergency resupply of Class I (food), III (fuel), and V (ammunition) to conduct
extended operations when required.
5. Direct the CTCP S-1 and S-4 personnel to maintain current status on battalion or squadron
operations and missions.
a. Ensure accurate tracking of all classes of supply.
b. Update tracking boards and digital displays for operations being conducted.
c. Monitor tactical operations.
d. Monitor current vehicle and personnel status.
6. Plan for continuous CTCP operations.
a. Develop a rest plan.
b. Establish two shifts to ensure 24-hour operation.
c. Organize shifts to facilitate effective continuous operations.
Note: The unit SOP should specify what shift and position each Soldier should work. Techniques
may vary from unit to unit or be based off the tempo of operations. Some examples are:
(1) Standard shift method: Set number of personnel working set number of hours.
(2) Heavy-light method: Shifts are organized to maximize numbers of individuals for surges
such as planning or manning the perimeter for stand to.
(3) Staggered method: Shifts are broken down so that one-third of the personnel are
overlapped with each of the other shifts to allow them to take care of other duties.
d. Conduct shift change brief on tactical and logistical situation and CP work priority.
1 Directed personnel to erect the CP. _____ _____
2 Established local security into the defense of the trains site. _____ _____
3 Established NCS for the administrative or logistics net. _____ _____
4 Directed the CTCP to continue sustainment operations. _____ _____
5 Directed the CTCP S-1 and S-4 personnel to maintain current status on _____ _____
battalion or squadron operations and missions.
6 Planned for continuous CTCP operations. _____ _____
References
Required Primary
ATP 6-0.5 Command Post Organization and

Operations

171-133-5035
Assist in Conducting Rear Detachment Operations
Conditions: You are the rear detachment noncommissioned officer in charge of a company or
troop. The unit has received orders to deploy. The battalion or squadron commander has given you
guidance and directed you to assist the rear detachment commander (known as RDC) to ensure
the effectiveness of the company or troop's rear detachment. The current unit rear detachment
standard operating procedure (SOP), installation property book policies, modified table of
organization and equipment, table of distribution and allowances, and current operational plans are
available to you. You have the support of strong family readiness groups (FRGs).
Standards: Review the rear detachment SOP, installation property book policies, operational
requirements, and FRG operational plans. Identify rear detachment personnel by position and
name. Verify that the rear detachment is trained to become the sustaining base for Soldiers not
deployed and for families of deployed Soldiers. Assess the rear detachment's effectiveness and
brief higher headquarters on changes made to the plan.
Note: Predeployment planning places much emphasis on ensuring that unit effectiveness is
maintained by monitoring personnel accountability and individual readiness through predeployment
checks on legal, financial, medical and dental, family readiness, and support of rear detachment
operations. The rear detachment is the focal point for all issues pertaining to personnel and
equipment not deployed, assistance to families of deployed Soldiers, Soldiers returning early, and
all other matters that require official actions or approval.
Performance Steps
1. Review the unit rear detachment SOPs.
2. Review operational plans to identify equipment requirements.
3. Review installation property book policies and the company or troop's compliance.
a. Verify accuracy of signature authorization cards.
b. Review the organizational property book roll-up or the organizational primary hand receipt
to determine what equipment is on hand.
4. Identify rear detachment and FRG operation plans.
Note: A copy of all the points of contact for the FRGs needs to be available.
5. Designate rear detachment personnel by name.
Note: Orders for each Soldier designated as a member of the rear detachment should be
confirmed.
6. Schedule rear detachment training on family assistance and community resources available
to support the company or troop mobilization and deployment.
7. Maintain security within the unit areas, to include:
a. Barracks.
b. Storage of privately owned vehicles.
Note: Keys and power of attorneys are left with the rear detachment custodian or a family member.
c. Arms room.
d. Equipment storage areas.
8. Conduct administrative functions to include the following:
a. Personnel accountability of all nondeployed personnel.

Chapter 3
b. Support to replacements, incoming personnel, and Soldiers temporarily returned from

deployment.
c. Accountability of equipment and material not accompanying the unit during the deployment.
d. Update of company or troop authorization policies.
(1) Signature cards.
(2) Authorization to access and issue:
(a) Equipment and supplies.
(b) Weapons.
(c) Vehicles.
(3) Resources are available to the rear detachment.
9. Assist with casualty assistance.
a. Assist in notifying the next of kin once informed by the appropriate casualty assistance
center.
b. Know the location of families at all times for casualty notification.
10. Ensure that family support activities include the following:
a. Communications with the FRG and Family Assistance Center.
b. Predeployment briefings and readiness checks.
(1) Wills.
(2) Allotments.
(3) Family care plans.
(4) Insurance.
c. Briefings on:
(1) Counseling services.
(2) Defense Eligibility and Enrollment Reporting System enrollment and accessibility.
(3) Legal information and referral.
(4) Army Community Service.
(5) Army Emergency Relief.
11. Update the company or troop rear detachment SOP based on the following:
a. Most current after-action review.
b. Personal observation.
c. Battalion or squadron commander's guidance.
d. FRG's comments.
e. Company or troop first sergeant's comments.
12. Assist in initiating rear detachment operations during preparation for deployment or extended
training operations.
13. Brief the battalion or squadron commander and appropriate staff on issues that are beyond
the RDC's ability to resolve.

14. Assist in assessing the rear detachment's effectiveness throughout each deployment or
training exercise.
15. Brief the battalion or squadron commander and staff on corrections made to the rear
detachment operational plan.
1 Reviewed the battalion or squadron and company or troop rear _____ _____
detachment SOPs.
2 Reviewed the operational plans identifying equipment requirements. _____ _____
3 Reviewed installation property book policies and company or troop's _____ _____
compliance.
4 Identified rear detachment and FRG operation plans. _____ _____
5 Designated rear detachment personnel by name. _____ _____
6 Scheduled rear detachment training on family assistance and community _____ _____
resources.
7 Maintained security within unit areas. _____ _____
8 Conducted administrative functions. _____ _____
9 Assisted with casualty assistance. _____ _____
10 Ensured family support activities were conducted. _____ _____
11 Updated company or troop rear detachment SOP. _____ _____
12 Assisted in initiating rear detachment operations during preparation for _____ _____
deployment or extended training operations.
13 Briefed the battalion or squadron commander and appropriate staff on _____ _____
company or troop issues beyond the RDC's ability to resolve.
14 Assisted in assessing rear detachment's effectiveness. _____ _____
15 Briefed battalion or squadron commander and staff on corrections made _____ _____
to rear detachment operational plan.
References
Required Primary
AR 600-20 Army Command Policy
AR 608-1 Army Community Service
AR 608-18 The Army Family Advocacy Program
FM 1-0 Human Resources Support

Chapter 3
Subject Area 2: Company/Troop First Sergeant
171-133-5028
Supervise the Company or Troop Gunnery Program
Conditions: As the first sergeant, you have the mission to supervise the company or troop gunnery
program. When compiling the gunnery program, you have the unit historical data, FM 3-20.21, and
FM 3-22.3, to use as the basis for your preparation.
Standards: Supervise the training requirements, preparation for range operations, and range
operations when executing the company gunnery program. Conduct gunnery tables according to
FM 3-20.21 and FM 3-22.3.
Note: Units equipped with digital communication systems will use these systems to maximize
Performance Steps
1. Supervise training requirements.
a. Make sure platform-specific combat training is continuous and well designed for units to
improve and sustain combat proficiency.
b. Assess your unit to determine its level of proficiency in gunnery training.
c. Make sure the master gunners help assess unit proficiency.
d. Evaluate current unit proficiency by reviewing previous test results and conducting new
tests, if necessary.
e. Evaluate Soldiers' potential to be vehicle commanders and gunners.
f. Adjust the training program to meet the changing needs of the unit.
2. Supervise the preparation for range operations.
a. Help coordinate range scheduling.
b. Identify safety personnel and their locations.
c. Make sure the range safety brief is conducted prior to day and night operations.
d. Identify firefighting detail personnel.
e. Brief firefighting detail on the installation standard operating procedure for fighting range
fires.
f. Identify the location of medics and their vehicles.
3. Supervise range operations.
Note: During the dry season, there is always a danger that tracer ammunition will cause grass fires.
Be prepared to control the situation quickly.
Each company signs for, administers, and clears the range or training area. The battalion provides
the necessary support in details, safety officers, range guards, and administrative duties.
a. Make sure the crew and platoon gunnery table standards are enforced according to
FM 3-20.21 and FM 3-22.3.
b. Help coordinate logistical support for unit gunnery table programs.
(1) Ensure the unit has the following:
(a) Target detail.
(b) Medical personnel.

(c) Maintenance personnel.

(d) Reporting noncommissioned officer.
(e) Tank crew evaluator and scout crew evaluator personnel.
(2) Make sure the range is equipped with the following:
(a) Latrines.
(b) Mess area.
(c) After-action review site.
(d) Misfire area and pit.
(e) Vehicle parking area.
c. Make sure the range is operated as smoothly as possible.
Note: You are responsible for the unit's motivation level, training management, safety, and overall
operation of the range.
Performance MeasuresGONO GO
1 Supervised training requirements. _____ _____
2 Supervised the preparation for range operations. _____ _____
3 Supervised range operations. _____ _____
References
Required Primary
FM 3-20.21 Heavy Brigade Combat Team TC 3-20.0 Integrated Weapons Training Strategy
(HBCT) Gunnery (IWTS)
FM 3-22.3 Stryker Gunnery

Chapter 3
171-133-5030
Supervise the Noncommissioned Officers Development Program
Conditions: As a company or troop first sergeant (1SG) with junior and senior leaders, you are
required to supervise a Noncommissioned Officer Developmental Program (known as NCODP).
Standards: Supervise subordinate noncommissioned officers (NCOs) developmental needs
during the reception and integration phase, basic development phase, and the advanced
development and sustainment phase of NCODP. Supervise the implementation of the unit
commander's NCODP. Ensure the senior NCOs integrate the use of leader books and have access
to self-development material and information.
Note: The command sergeant major or 1SG can obtain or review a Soldier's enlisted record brief
(known as ERB) by request through the battalion personnel staff section.
Performance Steps
1. Supervise the reception and integration phase (phase one) of the NCODP.
a. Review the ERB before the arrival of a new NCO.
b. Interview the new NCO as soon as possible upon arrival.
(1) Define the NCO's training needs.
(2) Discuss previous experience, to include the following:
(a) Training.
(b) Last assigned duty position.
(c) Possible future assignments in the military.
c. Design a formal developmental program tailored to the individual NCO's needs.
Note: This program is based on the information gathered in the interview.
d. Ensure the following is conducted after the interview:
(1) NCO receives unit orientation.
(2) NCO receives a briefing from key personnel.
2. Supervise the basic skills development phase (phase two) of the NCODP.
a. Ensure the NCO meets the following:
(1) Attains proficiency in the mission essential task list (METL).
(2) Maintains proficiency in the warrior training task.
(3) Attends next appropriate Noncommissioned Officer Education System level.
(4) Qualifies with personnel weapon.
b. Ensures the leader of the new NCO understands that they are responsible for this phase.
3. Supervises the advanced development and sustainment phase (phase three) of the NCODP.
a. Ensures the NCO sustains those tasks already mastered in phase one and phase two.
b. Ensures the NCO develops proficiency in newly assigned tasks.
c. Ensures the NCO starts a self-development program.
Note: The self-development program focuses on those skills the leader needs or desires to
develop.
d. Develop a timeline to prepare NCOs and subordinates for military boards when necessary.

e. Maximize leader development in subordinates.

(1) Assign missions and tasks that challenge without overwhelming the NCO.
(2) Ensure NCOs and Soldiers enroll in structured self-development distance learning.
(3) Move subordinate leaders into positions of increased responsibility as they begin to
demonstrate their leadership capabilities.
(4) Base reassignment on their level of development in the above mentioned phases.
(5) Supervise and mentor their development throughout the three phases.
f. Identify when NCOs have mastered their current assignment responsibilities, then do one
of the following:
(1) Increase their responsibilities.
(2) Expose them to the developmental activities.
(3) Move them to positions of greater responsibility.
Note: Each development program is unique; challenge junior leaders though mentorship.
4. Supervise the implementation of the unit commander's NCODP.
Note: In order to accomplish battle-focused NCO development, commanders and unit NCOs may
follow the unit-level NCODP METL.
5. Ensure senior NCOs integrate the use of leader books to track individual NCO progress.
6. Ensure NCOs have access to the following self-development material and information:
a. A copy of all skill level Soldier manuals for their military occupational specialty (MOS).
b. All appropriate field manuals, technical manuals, and other manuals appropriate to their
MOS.
c. All digital and electronic sites that enhance their self-development.
d. The Combined Arms Training Strategies (CATS).
1 Supervised the reception and integration phase of the NCODP. _____ _____
2 Supervised the basic skills development phase of the NCODP. _____ _____
3 Supervised the advanced development and sustainment phase of the _____ _____
NCODP.
4 Supervised the implementation of the unit commander's NCODP. _____ _____
5 Made sure the senior NCO integrated the use of leader books to track _____ _____
individual NCO progress.
6 Made sure NCOs had access to self-development material and _____ _____
information.

Chapter 3
References
Required Primary
Combined Arms Training Strategies (CATS) DA Pam 600-25 US Army Noncommissioned
Officer Professional Development Guide
TC 7-22.7 Noncommissioned Officer Guide
AR 350-1 Army Training and Leader Development
DA Form 5165-R Field Expedient Squad Book

171-300-0069
Assist the Commander with the Unit Level Training Management Program
Conditions: As the first sergeant, you have the mission to assist the commander with the unit's
training management program. You have the unit's mission essential task list (METL) to use as the
basis for your preparation to assist in the unit's training management program.
Standards: Assist in the unit's training management program to cope with nonmission related
requirements while focusing on mission-essential training activities. Assist with the planning,
preparation, execution, and assessment of the unit's training program to ensure that its members
train to standard on the wartime mission.
Note: Be aware of the criticality of training during a time of war. Training core competencies while
maintaining a high operational tempo in the current operating environment is crucial.
Unit training consists of three components: collective training that is derived directly from the METL;
leader development that is embedded in the collective training tasks and in discrete individual
leader focused training; and individual training that establishes, improves, and sustains individual
Soldier proficiencies in tasks directly related to the unit METL.
Performance Steps
1. Assist with training meetings.
Note: Training meetings are the key to near-term planning. Training meetings create the bottom-
up flow of information regarding specific training proficiency needs of the small unit, battle staff,
and individual Soldier. Normally, companies and battalions conduct weekly training meetings.
Company-level meetings are directly concerned with the specifics of training execution and include
pre-execution checks. During training meetings, nothing is discussed but training. All key leaders
of the unit must attend.
a. Complete assessment of past training events.
(1) Identify the strengths.
(2) Identify the weaknesses.
(3) Develop ways to improve on past training.
b. Prepare for near-term training.
(1) Verify resources for future training already planned.
(2) Ensure risk management is conducted.
c. Ensure short-range training is prepared.
Note: Short-range training plans define in greater detail the broad guidance on training events and
other activities contained in the long-range training guidance and long-range calendar. They refine
the allocation of resources to subordinate organizations and provide a common basis for preparing
near-term training plans.
(1) Discuss future unscheduled training.
(2) Ensure training supports METL and training assessment.
(3) Confirm effective use of training time.
(4) Ensure risk management is integrated.
d. Prepare for long-range planning.
(1) Discuss future training events.
(2) Identify long-term objectives.

Chapter 3
(3) Ensure training supports METL and training assessment.

(4) Ensure equipment and resources are identified.
e. Supervise feedback discussion.
Note: Feedback is an important aspect of training meetings and is used to refine the training plan.
This feedback takes many forms, such as personal observation, after action reviews (AARs), and
informal evaluations. The training meeting is a primary forum for discussing training assessments.
2. Assist with training plans.
Note: Training plans are the output of the training planning process and are the basis for executing
training.
a. Assist with long-range training plans.
b. Assist with short-range training plans.
c. Assist with near-term training plans.
3. Assist with training schedules.
Note: Training schedules are the unit's primary management tool to ensure that training is
conducted in a timely manner by qualified trainers with the necessary resources and to the Army
standard.
a. Allocate adequate time for training preparation.
b. Specify when training starts.
c. Specify where it takes place.
d. Identify instructors.
4. Review the eight-step training model.
a. Plan the training.
(1) Identify what is to be trained.
(2) What is the METL assessment?
(a) Identify who is to be trained.
(b) Identify the primary instructor.
(c) Identify the alternate instructor.
(d) Plan the training date.
(e) Identify the date training is executed.
(f) Coordinate the training site.
(g) Ensure all resources are coordinated.
(h) Identify materials required.
(i) Identify training aids required.
(j) Ensure risk assessment is done.
b. Train the trainers.
(1) Review the trainers' training outline.
(2) Ensure trainers are technically and tactically proficient.
(3) Ensure the trainers understand the task, conditions, and standards.

(4) Review references, field manuals, technical manuals, and Soldiers' manuals.
(5) Ensure the trainers' evaluation procedure is in compliance with the training objective.
c. Reconnoiter the site.
(1) Identify the location of training.
(2) Ensure the site is suitable for the training.
(3) Ensure it is easily accessible for emergency situations.
d. Issue the order.
e. Rehearse the training.
(1) Identify weak points in the training plan.
(2) Ensure the training follows in a logical order.
(3) Ensure there is sufficient time for the training.
(4) Ensure the equipment is operational.
(5) Ensure the training aids are operational.
(6) Review pre-execution and precombat checklists.
f. Execute the training.
(1) Ensure the training is conducted to standard.
(2) Ensure accountability of Soldiers.
(3) Ensure everyone is in the proper uniform.
g. Evaluate the training.
(1) Ensure an evaluation is done after the training execution.
(2) Ensure the training objective and standards were met.
(3) Ensure the METL assessment was followed.
(4) Ensure the materials were sufficient for the training.
(5) Ensure the training aids were sufficient for the training.
(6) Ensure an AAR was conducted.
(7) Ensure the training results were recorded in the leader's book.
h. Retrain as necessary.
(1) Ensure Soldiers have an opportunity to retrain as needed.
(2) Ensure proper references are being used.
5. Ensure time management is conducted.
a. Eliminate distracters.
b. Lock in the time set aside for the training.
c. Post a training schedule.
Note: Training is considered locked-in when the battalion commander signs the training schedule.
Time management systems are designed to protect training time for subordinate units. Time
management systems identify, focus, and protect prime time training periods and the resources to
support the training so that subordinate organizations are able to concentrate on mission essential

Chapter 3
training. Without the support of the senior commanders, companies or troops, and platoons,
Soldiers will not be able to train.
6. Ensure risk management is implemented to include:
a. Threats have been identified.
b. Threats have been assessed to determine risks.
c. Controls have been developed for risks.
d. Risk decisions have been made.
e. Controls have been implemented to mitigate risks.
f. Supervision is being conducted over the risk management process.
Note: Safety should be kept a priority at all times.
The risk management system should be incorporated throughout the training event.
7. Assist in training execution.
a. Ensure preparation of training is completed.
b. Ensure the conduct of training contains:
(1) Tasks.
(2) Conditions.
(3) Standards.
Note: Ideally, training is executed using the crawl-walk-run approach. This allows and promotes an
objective, standards-based approach to training. Training starts at the basic level. Crawl events are
relatively simple to conduct and require minimum support from the unit. After the crawl stage,
training becomes incrementally more difficult requiring more resources from the unit and home
station and increasing the level of realism. At the run stage, the level of difficulty for the training
event intensifies. Run stage training requires optimum resources and ideally approaches the level
of realism expected in combat. Progression from the walk to the run stage for a particular task may
occur during a one-day training exercise or may require a succession of training periods over time.
Achievement of the Army standard determines progression between stages.
c. Ensure recovery from training is completed.
Note: All good training, regardless of the specific collective, leader, and individual tasks being
executed, complies with certain common requirements. These include adequate preparation,
effective presentation and practice, and thorough evaluation.
8. Ensure that the AAR process is conducted to include at a minimum:
a. What happened.
b. Why it happened.
c. Strengths.
d. Weaknesses.
e. Ways to improve.
f. Ways to sustain.
Note: The evaluator plays a critical role in guiding the discussions so that conclusions reached by
participants are doctrinally sound, consistent with Army standards, and relevant to the wartime
mission.
9. Identify theater-specific individual readiness training requirements.

a. Soldier's common tasks.

b. Battle drills.
c. Warrior tasks.
d. Military occupational specialty skills.
Note: Regardless of the importance of technological capabilities, it is the Soldiers who accomplish
the mission. Today's dangerous and complex security environment requires Soldiers who are men
and women of character. Their character and competence represent the foundation of a values-
based, trained, and ready Army. Soldiers train to perform tasks while operating alone or in groups.
Soldiers and leaders develop the ability to exercise mature judgment and initiative under stress.
The Army requires agile and adaptive leaders able to handle the challenges of full spectrum
operations in an era of persistent conflict.
1 Assist with training meetings. _____ _____
2 Assist with training plans. _____ _____
3 Assist with training schedules. _____ _____
4 Reviewed the eight-step training model. _____ _____
5 Ensured time management was conducted. _____ _____
6 Ensured risk management was implemented. _____ _____
7 Assist in training execution. _____ _____
8 Ensured an AAR was conducted. _____ _____
9 Identified theater-specific individual readiness requirements. _____ _____
References
Required Primary
ADP 7-0 Training

Chapter 3
171-133-5001
Assess Training at Company/Troop Level
Conditions: You are the company or troop first sergeant and have the unit standard operating
procedure, knowledge of the unit's mission essential task list (METL), and a requirement to assess
unit training.
Standards: Determine the type and develop an evaluation plan, evaluate the unit training
objectives. Conduct an after action review (AAR) and report evaluation results to higher
headquarters.
Note: Leaders use evaluation and other feedback to assess Soldier, leader, and unit proficiency.
The analysis of the information provided through evaluations is the key mechanism that
commanders use for their assessments. Additionally, commanders can adjust priorities and
resources as necessary to synchronize all unit functions.
Performance Steps
1. Select the type of evaluation.
a. Informal.
Note: Informal evaluations are conducted by leaders internally or externally to the unit. They occur
as training, or unit activities are executed. They are conducted on the spot and require little to no
supporting resources. They provide a quick and informal means of providing immediate feedback
to individual Soldiers or small units on their performance to sustain or improve that performance.
b. Formal.
Note: Formal evaluations are conducted by leaders internally or externally to the unit. Evaluations
can be scheduled or conducted without notice to evaluate training proficiency or to evaluate specific
unit activities. Resources are typically required to perform formal evaluations. Resources range
from facilities to conduct in or out briefings, facilities to conduct AARs, to video devices to record
task execution. Formal evaluations enable recording and provide feedback to units on their
proficiency and performance. Evaluators provide the results to sustain or improve the performance
to the unit commander.
2. Develop an evaluation plan using internal or external evaluations.
Note: Internal evaluations are conducted by unit leaders when training or when a unit conducts
activities. They evaluate the unit’s ability to perform specific tasks or activities. They can be formal
or informal in nature. The results of formal internal evaluations are provided to the unit commander.
The commander then determines whether to sustain or improve performance.
External evaluations are unit proficiency evaluations. They are formal in nature and conducted
external to the unit. The evaluations provide commanders with an objective way to evaluate their
unit METL or selected collective task proficiencies. All units in the Army undergo an evaluation to
validate fully trained (T) or trained (T-) task proficiency ratings.
a. Determine the tasks to be evaluated.
Note: The intent is to determine the unit's ability to execute its critical tasks; therefore, base
evaluations on the higher unit's METL.
b. Identify the training objectives.
c. Determine the sequence of the task to be performed.
d. Make sure evaluation tools, such as tables of organization and equipment, are on-hand.
e. Utilize the training objective task matrix outlined in the training and evaluation outline
(T&EO).
3. Evaluate unit training.

Note: Keep in mind the principles of training: (1) commanders and other leaders are responsible
for training; (2) noncommissioned officers train individuals and small teams; (3) train to standard;
(4) train as you will fight; (5) train while operating; (6) train fundamentals first; (7) train to develop
adaptability; (8) understand the operational environment; (9) train to sustain; (10) train to maintain;
(11) conduct multiechelon and concurrent training.
a. Make on-the-spot corrections.
b. Make sure corrections are completed.
c. Make sure the unit performs all tasks in a safe manner.
d. Make sure the unit performs all tasks to standard.
e. Use the objective task matrix evaluation criteria matrix on the T&EO.
4. Conduct an AAR.
5. Provide feedback to the chain of command of your assessment of the unit's training.
Note: The preferred method for providing feedback is through a briefing; however, feedback may
be provided with a report or through an informal meeting.
1 Selected the type of evaluation. _____ _____
2 Developed an evaluation plan. _____ _____
3 Evaluated unit training. _____ _____
4 Conducted an AAR. _____ _____
5 Provided feedback to the chain of command of your assessment of the _____ _____
unit's training.
References
Required Primary
ADP 6-22 Army Leadership and the Profession
ADP 7-0 Training
AR 600-100 Army Profession and Leadership

Policy

Chapter 3
171-133-5325
Develop a Company/Troop Physical Security Plan
Conditions: You are a first sergeant and are assisting the company or troop commander by
developing a physical security plan to protect Army property at the unit level.
Standards: Develop a unit physical security plan that implements measures to safeguard the unit's
assets from theft, loss, misuse, and sabotage.
Performance Steps
1. Validate the arms, ammunition, and explosives (AA&E) procedures for each of the following
areas:
a. Securing AA&E.
b. Securing property and equipment.
c. Identification and control of all locks, keys, and combinations utilized in the security of
AA&E.
d. Emergency evacuation of arms and ammunition to a secure location in the event of a threat
to the security of the weapons and ammunition.
e. Operation of the Intrusion Detection System (known as IDS) within your arms room.
f. Reacting to a bomb threat against the unit.
g. Securing arms, ammunition, explosives, property, and equipment during transporting within
the continental United States.
h. Securing of arms, ammunition, property, and equipment in a field environment.
i. Integration of the operations security and antiterrorism standards within the unit.
2. Validate key control procedures.
a. Assist the commander in choosing a primary and alternate(s) key custodian.
b. Ensure the primary and alternate(s) key custodian duty appointment memorandums are
signed by the commander.
c. Ensure the key control procedures are implemented.
d. Verify the Administrative Key and Lock annexes identify responsibilities, standards, and
procedures for:
(1) Administrative key access roster(s).
(2) Key control inventories (DA Form 5513, [Key Control Register and Inventory]).
3. Ensure the Arms Room annex contains each of the following:
a. Arms room standard operating procedure.
b. Construction statement (DA Form 4604, [Security Construction Statement]) along with any
exceptions or waivers.
c. Construction statement for locally fabricated arms racks, if needed.
d. Bilateral agreement between units using the arms room, if needed.
e. Authorization memorandums (such as ammunition, sensitive, or high value items).
f. Arms room inventory results memorandum (last inventory).
g. Access rosters (Arms room).

h. Commander’s screening (DA Form 7281, [Command Oriented Arms, Ammunition, and
Explosives {AA&E} Security Screening and Evaluation Record]) and DD Form 369, (Police Record
Check).
i. Primary and alternate(s) key custodian duty appointment memorandums (AA&E) signed by
the commander.
j. AA&E key control access rosters.
k. Ammunition control forms.
l. IDS quarterly test logs (DA Form 4930, [Alarm/Intrusion Detection Record]).
4. Ensure supply room has access roster posted.
5. Ensure the security plan supports the following security programs:
a. Antiterrorism.
b. Information security.
c. Personnel security.
d. Continuity of operations.
e. Information assurance.
f. Resource management.
1 Validated the AA&E procedures. _____ _____
2 Validated key control procedures. _____ _____
3 Ensured the arms room annex contains the appropriate information. _____ _____
4 Ensured supply room has accesses roster posted. _____ _____
5 Ensure the security plan supports the appropriate programs. _____ _____
References
Required Primary
DA Form 4604 Security Construction AR 190-51 Security of Unclassified Army
Statement Resources (Sensitive and Nonsensitive)
ATP 3-39.32 Physical Security

DA Form 4930 Alarm/Intrusion Detection
Record
DA Pam 190-51 Risk Analysis for Unclassified
Army Resources
DA Form 5513 Key Control Register and
Inventory DD Form 369, Police Record Check
DA Form 7281 Command Oriented Arms,

Ammunition, and Explosives (AA&E)
Security Screening and Evaluation Record

Chapter 3
171-133-5329
Assist the Company/Troop Commander with a Unit's Maintenance Program
Conditions: You are a first sergeant assisting the company or troop commander with developing
and monitoring a maintenance program.
Standards: Support the company or troop maintenance program by confirming the compliance of
the program, assist in the planning of the annual maintenance calendar, monitor the maintenance
training plan, monitor operator licensing and training, enforce the safety program, and identify
shortcomings within the maintenance program.
Performance Steps
1. Confirm compliance of the maintenance program based on the following:
a. Command guidance.
b. Operational tempo.
c. The maintenance standard operating procedure (SOP).
2. Assist in planning of the annual maintenance calendar.
3. Monitor the maintenance training plan based on the following:
a. Command guidance.
b. Scheduled services.
c. Preventive maintenance checks & services on all types of vehicles.
d. Unit modified table of organization and equipment.
e. Dispatching procedures.
4. Monitor the operator licensing and training program.
a. Verify vehicle and equipment operators are being trained and licensed according to AR
600-55 (The Army Driver and Operator Standardization Program [Selection, Training, Testing, and
Licensing]), and local regulations.
b. Confirm drivers' training includes the following:
(1) Driver's responsibilities.
(2) Local laws.
(3) Vehicle inspections and maintenance.
(4) Accident avoidance.
(5) Environment considerations.
(6) Convoy operations.
(7) Off-road operations.
(8) Day and night drivers training.
c. Confirm all training for vehicles and equipment which require licensing is documented on
DA Form 348 (Equipment Operator's Qualification [Except Aircraft]) or DA Form 5983-E
(Equipment Operator Qualification Record [EGA]) before issuing a DA Form 5984-E (Operator's
Permit Record [EGA]).
5. Enforce the safety program.
a. Ensure safety SOP includes the following areas:
(1) Safety hazard and accident reporting procedures.

(2) Accident or injury investigation procedures.

(3) Firefighting and first aid team responsibilities.
(4) Location and use of safety, first aid, and firefighting equipment.
(5) Hazardous material (HAZMAT), hazardous communications, and local policy and
programs.
(6) Safety award program and policy.
(7) Location, care, and use of personnel protective clothing and equipment.
(8) Initial and sustainment safety training for assigned personnel.
b. Monitor the fire prevention program.
c. Monitor the hearing conservation program.
d. Monitor the visual protection program.
e. Monitor the HAZMAT program.
f. Monitor the respiratory protection program.
g. Verify that personal protective clothing and equipment are being used.
h. Report risk issues beyond your control to the commander.
6. Identify shortcomings within the maintenance program.
1 Confirmed compliance of the maintenance program. _____ _____
2 Assistied in planning of the annual maintenance calendar. _____ _____
3 Monitored the maintenance training plan. _____ _____
4 Monitored the operator licensing and training program. _____ _____
5 Enforced the safety program. _____ _____
6 Identified shortcomings within the maintenance program. _____ _____
References
Required Primary
AR 600-55 The Army Driver and Operator DA Pam 750-1 Commanders' Maintenance
Standardization Program (Selection, Training, Handbook
Testing, and Licensing)
DA Form 348 Equipment Operator’s Qualification

Record (Except Aircraft)
DA Form 5983-E Equipment Operator

Qualification Record (EGA)
DA Form 5984-E Operators Permit Record (EGA)

Chapter 3
171-133-5330
Assist the Company/Troop Commander with a Command Supply Discipline Program
Conditions: As the first sergeant (1SG) of a company or troop you are assisting the commander
with the Command Supply Discipline Program (known as CSDP). You have access to AR 710-2,
DA Pam 710-2-1, AR 735-5, and all applicable inventory related forms.
Standards: Assist the commander by identifying all the basic principles of property management,
identifying specific vital programs addressed in the CSDP; identifying online logistics databases;
assessing all hand receipt and subhand receipt procedures; identifying examples of event-driven
and commodity-driven inventories as required; assisting the commander in requesting, receiving,
and issuing supplies; and predeployment and redeployment property procedures.
Performance Steps
1. Assist in identifying the basic principles of property management.
a. Identify the components of The Army Authorization Document System.
(1) Table of organization and equipment.
(2) Modification table of organization and equipment (MTOE).
(3) Tables of distribution and allowances (known as TDA).
(4) Joint tables of allowances.
(5) Common tables of allowances.
(6) Army regulations.
(7) Technical Manuals.
b. Define types of property.
(1) Personal property.
(a) Organizational property.
(b) Installation property.
(c) Theater-provided equipment.
(2) Real property.
c. Define classification of property.
(1) Nonexpendable.
(2) Expendable.
(3) Durable.
(4) $5,000 threshold.
2. Assist in identifying the vital programs addressed in the CSDP.
a. Provide guidance for evaluating supply discipline.
b. Follow-up to ensure supply discipline is maintained.
c. Identify techniques of CSDP enforcement.
(1) Leadership.
(2) Command emphasis.
(3) Training.

(4) Administrative measures.

Note: AR 735-5 provides various administrative measures for accounting for lost, damaged, and
destroyed property.
(5) Disciplinary measures, including reprimands, adverse efficiency reports, and Uniform
Code of Military Justice actions.
3. Assist in identifying online logistics databases.
a. Global Combat Support System - Army.
b. Logistics information warehouse.
c. Logistics Support Activity.
4. Assess hand receipt and subhand receipt procedures.
5. Identify examples of an event-driven inventory.
a. Change of command.
b. Receipt or turn-in of property.
c. Cyclic (10 percent).
d. Command-directed.
e. Change of armorer.
f. Task force or rear detachment.
g. Deployment or redeployment.
6. Identify examples of a commodity-driven inventory.
a. Weapons and ammunition.
b. Sensitive items.
c. Controlled cryptographic item.
d. Communications security.
e. Organization clothing and individual equipment.
7. Assist the commander in requesting, receiving, and issuing supplies.
a. Requesting supplies.
(1) Ensure that equipment and components listed in the authorized column (of the MTOE
and TDA) are on hand or on request.
(2) Ensure the quantities of basic load items authorized are on hand or on request.
(3) Ensure supply requests are prepared according to DA Pam 710–2–1.
Note: A document register for all supply actions will be kept by each organizational element
authorized by the property book officer (PBO) to request supplies.
(4) Requests for local purchase or credit.
Note: Purchase cardholder’s by-pass the stock record account when purchasing items that are not
in the Army inventory. However, demands must be recorded for purchases of repair parts.
(5) Observe established priorities for use of government supply sources.
b. Receiving supplies.
(1) Designate supply personnel to sign for the supplies.

Chapter 3
(2) Ensure discrepancies documented and reported to the supply support activity (SSA)
within three days (30 days for United States Army Reserve) of receipt.
Note: Supplies that are received from other than the SSA will be reported through the PBO to the
SSA whether there is a discrepancy or not.
c. Ensure supply personnel complete DA Form 3161 (Request for Issue or Turn-In) or DA
Form 2062 (Hand Receipt/Annex Number) when issuing supplies and equipment.
8. Assist the commander with predeployment property preparations.
a. Contact the 1SG of the unit being replaced for pertinent information.
b. Ensure the supply sergeant has reconciled the current hand receipts with requirements for
the deployment.
9. Assist the commander with redeployment property preparations.
a. Assist in the relief in place or transfer of authority actions with the incoming unit.
b. Assist in coordinating turn-in or transfer of ammunition.
c. Assist in coordinating the disposition of excess theater-provided equipment.
1 Assisted in identifying the basic principles of property management. _____ _____
2 Assisted in identifying the vital programs addressed in the CSDP. _____ _____
3 Assisted in identifying online logistics databases. _____ _____
4 Assessed hand receipt and subhand receipt procedures. _____ _____
5 Identified examples of an event-driven inventory. _____ _____
6 Identified examples of a commodity-driven inventory. _____ _____
7 Assisted the commander in requesting, receiving, and issuing supplies. _____ _____
8 Assisted the commander with predeployment preparations. _____ _____
9 Assisted the commander with redeployment preparations. _____ _____
References
Required Primary
AR 735-5 Property Accountability Policies DA Form 2062 Hand Receipt/Annex Number
DA Form 3161 Request for Issue or Turn-In
DA Pam 710-2-1 Using Unit Supply System
(Manual Procedures)

171-630-0057
Supervise Deployment Operations at Unit Level
Conditions: You are the noncommissioned officer in charge of a unit preparing to conduct a tactical
operation. The unit has received a warning order (WARNORD) or fragmentary order to deploy as
part of the brigade or regiment. The unit commander has directed you to supervise deployment
operations for the unit. The unit headquarters knows the ultimate destination and deployability
criteria, and has communication with the higher headquarters and the installation emergency
operations center, if applicable. The unit standard operating procedure (SOP), the operation plan
(OPLAN), and the time-phased force deployment data (TPFDD) are available to you.
Standards: Conduct the mission analysis, produce several courses of action to accomplish the
mission, select Soldiers to be trained in unit movement operations, and ensure the staff receives
the commander's requirements and planning guidance. Issue the WARNORD. Confirm that the
predeployment activities are conducted concurrently with the planning process, ensure that the
advance party deploys, issue movement order, and set up rear detachment.
Note: The training officer and noncommissioned officer have the responsibility for maintaining the
training readiness information of the unit and the individual Soldiers assigned to the unit.
Performance Steps
1. Alert the unit of an impending deployment.
2. Conduct the mission analysis.
a. Determine the personnel requirements necessary to accomplish the mission.
b. Determine the equipment requirements necessary to accomplish the mission.
3. Produce several courses of action to accomplish the mission.
a. Outline the scheme of employment requirements to accomplish the mission.
b. Begin planning for sustainment and mobilization.
4. Select Soldiers to be trained in unit movement operations.
5. Ensure the staff receives the commander's requirements and planning guidance.
6. Issue the unit WARNORD.
7. Initiate the deployment planning process.
a. Obtain the deployment mission requirements and planning guidance.
b. Review OPLAN and TPFDD.
Note: Deployments supporting a major theater war and some smaller-scale contingencies are
planned using the joint operations planning and execution system deliberate planning process.
These plans result in OPLAN with TPFDD. Deployment planning is based on these OPLANs and
related TPFDD, other contingency plans, and exercise plans.
Note: TPFDD includes personnel and equipment requirements by type, quantity, and movement
mode data.
Each unit should have a subject matter expert in automated information systems such as
Automated Aircraft Load Planning System and transportation movement; and Deployment, and
Transportation Coordinator's Automated Information for Movement System II.
c. Verify that the unit does the following as it reviews its deployment status:
(1) Updates its organizational equipment list (known as OEL).
(2) Identifies equipment shortages from the unit basic loads (known as UBL) items.

Chapter 3
(3) Reviews and updates the unit training status.

(4) Reviews unit maintenance posture.
(5) Identifies personnel shortfalls by:
(a) Military occupational specialty.
(b) Grade.
(c) Prioritization.
(6) Reviews leave and pass status of personnel and takes action, as necessary.
(7) Conducts a Soldier readiness process review.
(8) Updates and submits the unit status report, as required.
(9) Updates personnel data, issues of organization clothing, and individual equipment.
(10) Reviews and tests unit recall procedures.
(11) Reviews and updates vehicle load plans, packing lists, and movement plans.
(12) Validates existing requisitions and takes action, as required.
(13) Verifies quantity and serviceability of available containers.
d. Confirm the unit has received the project code and funding guidance to begin requisitioning
necessary supplies, equipment, and unit basic loads (known as UBLs) for deployment.
Note: The unit cross-levels equipment to improve its readiness posture.
e. Confirm that companies or troops coordinate their incremental movements to be consistent
with TPFDD requirements as delineated by unit line numbers (ULNs). ULN is a code that describes
a unique increment of a unit. ULN divides the unit by transportation mode, port of embarkation or
debarkation, and movement dates.
f. Verify that companies or troops create a unit deployment list (UDL) by matching their OEL
with the TPFDD requirements.
g. Ensure that the unit sends its consolidated UDL to brigade or regiment.
8. Confirm that predeployment activities are conducted concurrently with the planning process.
Note: Supporting units have specific responsibilities in supporting the deploying unit. Those
responsibilities are normally documented in the higher headquarters and installation SOPs or
deployment regulations.
9. Ensure that the advance party consists of the following:
Note: If the unit is drawing an Army prepositioned set, it must be in the advance party.
a. Survey team.
b. Liaison
c. Reconnaissance party.
d. Off-load preparation party.
10. Issue a unit movement order.
11. Verify that equipment is safeguarded during:
a. Reception.
b. Staging.
c. Onward movement.

d. Integration.
12. Ensure that the unit staff establishes a unit rear detachment.
13. Ensure unit support operations continue to be provided.
a. Supply officer continues coordinating supply and service support.
b. Unit maintenance officer continues coordinating movement support.
14. Supervise the reception, staging, onward movement, and integration in the unit operational
area.
Note: Reception begins with the arrival of the first personnel or equipment in theater and ends
when personnel and equipment are staged.
a. Ensure the unit movement control officer coordinates reception of unit elements by:
(1) Directing off-loading of personnel and material from intertheater or intratheater transport
at designated points of debarkation.
(2) Reporting to higher headquarters or regional commander the percentage of unit arrived
in theater (maintain accountability).
(3) Assisting the unit digital command post (CP) to locate and prepare to direct staging
operations.
(4) Identifying and coordinating with units responsible for local security of reception area.
b. Monitor the unit's movement into the staging area from the digital CP.
c. Manage terrain and control movement into the assembly areas (AAs).
d. Ensure the signal officer establishes communications and maintains the Warfighter
Information Network, as unit arrives to the AAs.
e. Ensure the intelligence officer (S-2) updates the intelligence, surveillance, and
reconnaissance plan and common operation picture via interface with higher headquarters
intelligence assets.
f. Monitor the unit's onward movement to the initial point of their mission execution.
g. Facilitate linkup (when applicable) between troops, companies, and other elements
augmenting the unit.
h. Monitor all troop or company locations and report movement to higher headquarters and to
headquarters of tactical force in the area of operation.
i. Direct the staff to coordinate linkup with the lead unit element and tactical force in the area
of operation.
j. Ensure the S-2 determines likelihood of enemy interdiction between the AA and linkup with
the tactical commander's force.
k. Report to higher headquarters when the unit is present in AAs and prepared for onward
movement.
l. Synchronize the integration of unit reconnaissance elements into the tactical commander's
force structure and area of operation by:
Note: Integration occurs after the unit has become initially operational and ready to assume its
mission to move, communicate, resupply, and conduct reconnaissance. Internal command and
control is operational. The complexity and time required for integration of the unit into the ground
tactical force depends upon the size of the operation, contingency, conditions, and amount of
predeployment coordination and planning done by the staffs.

Chapter 3
(1) Ensuring the S-2 coordinates intelligence hand-off from tactical commander to the
battalion or squadron.
(2) Coordinating movement routes through the tactical unit on the ground to the area of
operation.
(3) Directing companies or troops to execute passage of lines through the tactical unit on
the ground.
(4) Confirming rules of engagement and updating changes that occurred during
deployment.
(5) Ensuring the unit targeting team identifies targets via intelligence hand-off from higher
headquarters and the tactical unit currently in contact.
Note: Redeployment is a separate phase of deployment. However, it is a unit movement and the
same principles of unit movement operations apply.
1 Alerted the unit's elements of impending deployment. _____ _____
2 Conducted the mission analysis. _____ _____
3 Produced several courses of action to accomplish the mission. _____ _____
4 Selected Soldiers to be trained in unit movement operations. _____ _____
5 Ensured the staff received the commander's requirements and planning _____ _____
guidance.
6 Issued unit WARNORD. _____ _____
7 Initiated the deployment planning process. _____ _____
8 Confirmed that predeployment activities were conducted concurrently _____ _____

with the planning process.
9 Ensured that the advance party deployed. _____ _____
10 Issued a unit movement order. _____ _____
11 Verified that equipment was safeguarded. _____ _____
12 Ensured that the unit staff established a unit rear detachment. _____ _____
13 Ensured unit support operations were continued. _____ _____
14 Supervised the reception, staging, onward movement, and integration in _____ _____
the unit operational area.

References
Required Primary
AR 600-8-101 Personnel Readiness Processing
ATP 3-35 Army Deployment and Redeployment

Chapter 3
171-620-0126
Apply the Warfighting Functions of Army Operations
Conditions: You are assisting the operations officer (S-3) of an organization that is conducting
combat operations. The S-3 wants you to apply the warfighting functions into the next mission you
are planning. You have received the commander's guidance, and additional assets are available
to the organization to include fire support, engineer support, and Unmanned Aircraft Systems. Joint,
interagency, intergovernmental, and multinational partners; civilians; government agencies;
nongovernmental organizations; and the international media may be present in the area.
Standards: Ensure all six warfighting functions of Army operations are correctly documented into
the plan.
Note: Commanders use the warfighting functions to help them exercise battle command. A
warfighting function is a group of tasks and systems (people, organizations, information, and
processes) united by a common purpose that commanders use to accomplish missions and training
objectives. Decisive, shaping, and sustaining operations combine all the warfighting functions to
generate combat power. No warfighting function is exclusively decisive, shaping, or sustaining.
Performance Steps
1. Apply mission command warfighting function.
a. Integrate the related tasks and systems that support commanders in exercising authority
and direction.
b. Incorporate tasks associated with the following during planning:
(1) Acquire friendly information.
(2) Manage relevant information.
(3) Direct and lead subordinates.
c. Plan to integrate all warfighting functions to accomplish the mission.
d. Include the following tasks when applying the mission command warfighting function:
(1) Conduct civil affairs operations.
(2) Conduct military deception.
(3) Install, operate, and maintain the Department of Defense information network.
(4) Conduct airspace control.
(5) Conduct information protection.
(6) Plan and conduct space activities.
2. Apply movement and maneuver warfighting function.
Note: Effective maneuver requires close coordination with fires. Both tactical and operational
maneuver require sustainment support.
a. Incorporate direct fire in the maneuver plan.
b. Plan the employment of forces in the operational area through movement in combination
with fires to achieve a position of advantage in respect to the enemy.
c. Plan maneuver to mass the effects of combat power to achieve:
(1) Surprise.
(2) Shock.
(3) Momentum.

d. Incorporate within the plan, close coordination with fires to have effective maneuver.
e. Use movement to disperse and displace the force as a whole or in part when maneuvering.
f. Plan for both tactical and operational maneuver to have logistic support.
g. Conduct mobility and countermobility.
h. Conduct reconnaissance and surveillance.
i. Employ battlefield obscuration.
3. Apply intelligence warfighting function.
a. Integrate related tasks and systems that facilitate understanding of:
(1) Operational environment.
(2) Enemy.
(3) Terrain.
(4) Civil considerations.
b. Include tasks associated with intelligence, surveillance, and reconnaissance (ISR)
operations.
c. Plan the ISR operations based on the commander's guidance.
d. Use intelligence assets to:
(1) Collect information from all sources.
(2) Analyze intelligence information.
(3) Gain and maintain situational understanding.
e. Consider the following tasks when applying the intelligence warfighting function:
(1) Support to force generation.
(2) Support to situational understanding.
(3) Conduct ISR.
(4) Provide intelligence support to targeting and information capabilities.
4. Apply fires warfighting function.
a. Integrate the related tasks and systems that provide collective and coordinated use through
the targeting process, including:
(1) Army indirect fires.
(2) Joint fires.
(3) Mission command warfare.
(4) Nonlethal fires.
(5) Air and missile defense.
b. Synchronize the effects of fires and mission command warfare with the effects of other
warfighting functions.
c. Integrate fires into the concept of operations during planning.
d. Adjust plan based on the targeting guidance.
e. Use fires for the overall effect of maneuver, to include:

Chapter 3
(1) Decisive operations.

(2) Shaping operations.
f. Consider the following tasks when applying the fires warfighting function:
(1) Decide surface targets.
(2) Detect and locate surface targets.
(3) Provide fire support.
(4) Assess effectiveness.
(5) Integrate mission command warfare, including nonlethal fires.
5. Apply sustainment warfighting function.
a. Integrate the related tasks and systems that provide support and services to:
(1) Ensure freedom of action.
(2) Extend operational reach.
(3) Prolong endurance.
b. Plan sustainment operations to:
(1) Provide unit endurance.
(2) Support depth and duration of unit operations.
(3) Ensure unit maintains ability to exploit the initiative.
(4) Maintain unit maintenance operations until mission accomplishment.
c. Incorporate the following when applying the sustainment warfighting function:
(1) Design and development.
(2) Acquisition or construction.
(3) Storage.
(4) Movement.
(5) Distribution.
(6) Maintenance.
(7) Evacuation.
(8) Disposition of materiel.
(9) Hospitalization of personnel.
(10) Disposition of facilities.
(11) Acquisition or furnishing of services.
d. Use military art to:
Note: Operational art represents the creative aspect of operational-level command. It is the
expression of informed vision across the levels of war.
(1) Accept risk.
(2) Prioritize myriad requirements.
(3) Balance limited resources.

e. Integrate logistics to support deployed forces while scheduling the mobilization and
deployment of additional forces and materiel.
(1) Maintenance.
(2) Transportation.
(3) Supply.
(4) Field services.
(5) Distribution.
(6) Contracting.
(7) General engineering support.
6. Apply protection warfighting function.
a. Integrate the related tasks and systems that preserve the force so the commander can
apply maximum combat power.
b. Plan force protection:
(1) Personnel (combatants and noncombatants).
(2) Physical assets.
(3) Information of the United States and multinational military and civilian partners.
c. Integrate the commander's ability to maintain the force's integrity and combat power into
the plan.
d. Identify counter measures to mitigate enemy potential to disrupt operations.
e. Conduct continuous protection activities.
(1) Safeguard bases.
(2) Secure routes.
(3) Protect forces.
f. Consider the following tasks when planning:
(1) Air and missile defense.
(2) Personnel recovery.
(3) Information protection.
(4) Fratricide avoidance.
(5) Operational area security.
(6) Antiterrorism.
(7) Survivability.
(8) Force health protection.
(9) Chemical, biological, radiological, and nuclear operations.
(10) Safety.
(11) Operations security.
(12) Explosive ordnance disposal.
g. Integrate force health protection measures that will—

Chapter 3
(1) Enable a healthy and fit force.

(2) Prevent injury and illness.
(3) Protect the force from health hazards.
1 Applied mission command warfighting function. _____ _____
2 Applied movement and maneuver warfighting function. _____ _____
3 Applied intelligence warfighting function. _____ _____
4 Applied fires warfighting function. _____ _____
5 Applied sustainment warfighting function. _____ _____
6 Applied protection warfighting function. _____ _____
References
Required Primary
ADP 3-0 Operations
FM 3-0 Operations
FM 3-90-1 Offense and Defense Volume 1

171-121-4045
Conduct Troop Leading Procedures
Conditions: As a leader conducting tactical operations as part of a platoon, company, or troop,
you have received an operation order (OPORD), fragmentary order (FRAGORD), or warning order
(WARNORD) from higher headquarters. You may be digitally equipped. You have a map with
overlays and graphic control measure, applicable standard operating procedure (SOP), and rules
of engagement. The order specifies the time of movement and describes the enemy situation. You
have conducted a linkup with any attachments. Time is available to conduct troop leading
procedures.
Standards: Receive the mission, issue a WARNORD, make a tentative plan, initiate movement,
conduct a reconnaissance, and complete the plan. Issue the order, supervise, and refine the plan
as needed.
Note: The eight steps of troop leading procedures are generally conducted concurrently rather than
sequentially. Because the time available to plan and prepare for a mission may vary, the element
leader may have to abbreviate or combine steps as the situation dictates. Leaders may also require
squad leaders to perform some of the activities within the procedures.
Units equipped with digital communication systems use these systems to maximize information
management, maintain situational awareness, and minimize electronic signature.
Performance Steps
1. Receive the mission.
a. Confirm the new mission.
(1) Participate in a briefing.
(2) Confirm the higher commander's intent and your assigned duties.
(3) Obtain clarification on aspects of the order from the platoon leader, as necessary.
(4) Check the digital common operational picture (COP) for locations of friendly and enemy
forces, if applicable, and their combat identification (CID) markings.
b. Issue an initial WARNORD to the element that includes:
(1) Nature of the mission.
(2) Time for the mission.
(3) Time and place for OPORD.
(4) Earliest time of movement.
(5) Suspense for resupply, as required.
(6) Element task reorganization, if required.
c. Load OPORDs, overlays, passwords, and maps into digital systems from the mission data
loader (known as MDL), if applicable.
d. Analyze the mission according to mission, enemy, terrain and weather, troops and support
available, time available, civil considerations (METT-TC).
(1) Evaluate the mission.
(a) Review specified tasks.
(b) Identify implied tasks.
(c) Determine essential tasks.
(d) Identify limitations.

Chapter 3
(e) Develop a mission statement (who, what, when, where, and why).
(2) Evaluate the enemy within the situation to identify—
(a) The enemy’s most likely objective or end state.
(b) The enemy’s feasible courses of action or options and what factors or events would
cause them to choose one over the others.
(c) Movement and positioning (within the enemy course of action) or location of high-
payoff targets identified within the target acquisition plan.
(d) Composition and disposition of conventional forces and how to identify them (order
of battle).
(e) Organization of unconventional forces, paramilitary forces, militia, police, and criminal
organizations and how to identify them.
(f) Capabilities and limitations.
(3) Evaluate the terrain and weather in order to identify—
Note: Terrain and weather are evaluated using the factors of observation and fields of fire, avenues
of approach, key terrain, obstacles, and cover and concealment.
(a) Covered and concealed positions from which to observe and target (if required) the
enemy.
Note: The line-of-sight (LOS) function can be used to confirm optimum covered and concealed
positions.
(b) Terrain that adversely affects target acquisition and provides the enemy protection
from observation and fires while they accomplish their mission.
(c) Locations of existing obstacles (natural and man-made) and their effect on movement
and maneuver.
Note: The obstacle report can be disseminated to the element (if available).
(d) Potential bypasses around known and templated obstacles (shown on the digital
COP, if applicable).
(e) Key terrain and its advantages to element and enemy occupation, movement, and
maneuver.
(f) Accessible mobility corridors and avenues of approach offering cover and
concealment to the element and enemy, and their advantages for movement and maneuver.
(g) Effects of terrain on weapon systems' fields of fire and ranges for potential enemy
engagement areas.
(h) Effects of precipitation, temperature, humidity, wind speed and direction, and light
conditions on visibility, trafficability, exposed personnel, night observation devices (NODs), digital
systems, and weapons.
(4) Evaluate troops and support available to identify—
(a) Supply levels for Classes I, III, V, VIII, and IX.
(b) Operational readiness of vehicles, sights, NODs, CID equipment, digital systems, and
weapon systems, to include estimated repair times for nonmission capable items.
(c) Shortages (in the element or in attached elements) that adversely affect mission
accomplishment.
(d) Element level of collective and individual training and practical experience in similar
and related missions.

(e) Current and anticipated physical condition, to include exhaustion, and morale of
Soldiers.
(f) Additional resources or duty specialties that are required to accomplish the mission.
(5) Evaluate time available.
(6) Develop a timeline that assists the element and subordinate elements in accomplishing
all necessary tasks, including—
Note: As a general rule, use one-third of the available time for planning. This includes issuing the
element OPORD. Leave the other two-thirds for subordinates to plan and prepare their elements.
If needed, use reverse planning to create and refine the timeline. Plan during periods of limited
visibility to allow execution of rehearsals, maintenance, precombat checks (PCCs), and precombat
inspections (PCIs) during maximum light.
(a) Movement times and other timed suspenses specified in the higher order.
(b) Enemy estimated timeline.
(c) Estimated duration for rehearsals and resupply.
(d) Priorities for work that the element accomplishes prior to the start of the mission.
(e) Tentative duration of the mission.
(f) Effects of terrain and weather on movement times.
(g) Effects of chemical, biological, radiological, and nuclear protective posture on
movement times.
(7) Evaluate civilian factors and their impact on operations.
(a) Determine the mission and intent of the commander two levels up, including the
impact of the following factors:
_1_ Political affiliations and grievances against government agencies and
nongovernmental organizations.
_2_ Ethnicity.
_3_ Factions.
_4_ Cultural distinctions.
_5_ Religious beliefs.
_6_ Impact of infrastructure on living conditions.
_7_ Attitude toward U.S. forces (friendly, neutral, hostile).
(b) Determine the impact civilians may have on operations, including—
_1_ Unit movement.
_2_ Difficulty in distinguishing threat forces from the local populace.
_3_ Interference with or elimination of some weapon systems.
_4_ Requirement of increased security measures or readiness conditions.
_5_ Psychological impact for civilian casualties on unit personnel.
_6_ Unfair treatment of friendly personnel if captured by threat forces.
_7_ Ability of human intelligence collectors to gather information.
_8_ Rules of engagement.

Chapter 3
(8) If applicable, develop a digital COP in conjunction with higher headquarters, adjacent
units, sustainment elements, and attachments.
2. Issue a WARNORD that includes—
a. Enemy situation overview, to include intent and objective.
b. Area of operations.
c. Element attachments and detachments, to include effective times.
d. Mission statement.
Note: The area of operations may be depicted using the platoon or higher headquarters'
operational graphics.
e. Security, readiness, and protective measures in effect.
f. Delegation and assignments of preparatory tasks for subordinate leaders and elements, to
include—
(1) Loading of mission data from the MDL into digital systems.
(2) Coordination requirements.
(3) Service support requirements.
(4) Prioritization of precombat check (PCC) and timing for PCI.
(5) Graphics production (traditional or digital) and dissemination.
(6) Development of rehearsal site.
(7) Rehearsal technique (full force, reduced force, terrain model, sketch, map, digital, or
radio) and requirements.
g. Preparation timeline, to include time and place of order issue, rehearsals, and boresighting.
Note: The timeline should specify the element confirmation brief. Allow time for subordinate battle
drills and SOP rehearsals prior to the platoon or company combined arms rehearsal.
3. Make a tentative plan.
Note: The tentative plan should be based on one or more courses of action (COAs) that
accomplishes the mission, while best protecting the force and positioning the element for its follow-
on mission.
a. Visualize the upcoming operation by comparing the COAs to the feasible enemy options
and the enemy's reaction to your actions.
b. Develop a scheme of maneuver from the most probable COAs that provides flexibility
against all possible enemy COAs or options.
Note: These considerations may have been addressed in the OPORD.
(1) Allocate and position assets that provide multiple coverage to answer the specified
information requirements.
(2) Allocate and position assets to implement a higher target-acquisition plan.
(3) Integrate attached tank or antitank assets.
c. Identify the intelligence requirements to be answered that complete the plan, such as routes,
areas, start point, release point, passage points, and line of departure.
d. Revise the preparation timeline as required to incorporate tasks and requirements
associated with the tentative plan.

e. Issue a WARNORD to address new tasks, requirements, or changes to the preparation

timeline if necessary.
4. Start necessary movement.
a. Occupy an assembly area or attack position that provides an advantageous location from
which to complete preparations for the mission.
b. Establish security assuming the appropriate readiness condition.
5. Conduct reconnaissance.
Note: At a minimum, leaders conduct a map reconnaissance, focusing on terrain analysis.
a. Conduct ground reconnaissance.
b. Occupy a position that enables observation or reconnoiters the march route to start points,
passage points, point of departure, or the line of departure.
c. Reconnoiter initial positions such as an attack position or an observation post (OP).
Note: The LOS function can be used to confirm the optimum location of positions.
d. Check for observation of engagement areas or preplanned targets from tentative OP
positions.
6. Complete the plan.
a. Select the most probable COA based on METT-TC and reconnaissance.
b. Complete details of how the element accomplishes each task.
c. Develop element graphics to further define the area of responsibility.
Note: This aids in command and control of the element and passes new control measures higher,
as necessary.
d. Integrate the fire support plan into element operations to support the scheme of maneuver.
e. Integrate sustainment elements into the digital COP, if applicable.
f. Continue to update the plan.
Note: The plan should be updated based on information from higher headquarters and subsequent
reconnaissance.
g. Ensure the plan complies with the commander's original OPORD/FRAGORD.
h. Prepare the OPORD.
7. Issue the order.
Note: The order should be formatted according to the battalion or squadron and company or troop
SOP. Although it should be written to follow a specific format, copies do not need to be provided to
subordinate leaders. Face-to-face is the preferred method of issuing an order.
a. Verify the presence or monitoring of subordinate leaders.
b. Ensure vehicle commanders or team leaders have posted all overlays on their maps and
that their overlays match the next higher element's overlay.
c. Issue the order using the five-paragraph OPORD format.
d. Brief the order using one of the following methods to enhance understanding:
(1) Issue an order from a vantage point overlooking the actual terrain to be used for the
mission.
(2) Issue an order using a terrain model that depicts the area of operations.

Chapter 3
(3) Issue an order using a map and overlay(s).

(4) Issue an order using digital display and overlay, if applicable.
(5) Issue an order using sketches or drawings to help illustrate the plan.
e. Conduct a confirmation brief with subordinate leaders to ensure they understand:
(1) The enemy (to include identification) and the friendly situation.
(2) The commander's intent two levels up.
(3) Their assigned tasks.
f. Answer subordinate leaders' questions to clarify their understanding of the order.
8. Supervise and refine the plan.
Note: Activities covered in this task step may begin immediately upon receipt of a higher order and
be conducted in any order. They may be addressed in the company, troop, platoon, or element's
preparation timeline and continue concurrently with other troop-leading task steps.
a. Brief crews or teams on the mission based on the higher headquarters' OPORD.
b. Conduct backbriefs, ensuring all crewmen or team members have been briefed and that
each crew or team's plan complies with the element leader's concept of the operation.
c. Conduct rehearsals.
Note: Rehearsals are conducted at either full force or reduced force depending on METT-TC.
Rehearsals can be conducted on the actual terrain to be used in the operation or by terrain model,
sand table, rock drill, or map. Rehearsals include any attachments and integrated sustainment
elements, and at a minimum cover key elements such as actions on contact.
d. Brief the element on unit task reorganization.
e. Direct element resupply operations.
f. Ensure vehicle commanders or team leaders supervise crew or team PCCs.
g. Ensure the status of PCCs is reported to the element leader.
h. Oversee PCIs.
(1) Designate representatives to conduct PCIs to ensure crews or teams have completed
all required PCCs.
(2) Identify key inspection areas and items (based on METT-TC) and develop PCI plan.
(3) Assign areas of responsibility for the PCI.
(4) Determine the timeline for PCI requirements.
(5) Ensure required areas and items are inspected.
(6) Ensure the Soldiers and leaders are tested on their knowledge of the mission.
(7) Test the Soldiers’ and leaders’ knowledge of the mission.
i. Continue to supervise and refine throughout the execution of the mission until one of the
following occurs:
(1) A FRAGORD from higher headquarters is received.
(2) Change of mission occurs.

2 Issued a WARNORD. _____ _____
3 Made a tentative plan. _____ _____
4 Started necessary movement. _____ _____
5 Conducted a reconnaissance. _____ _____
6 Completed the plan. _____ _____
7 Issued the order. _____ _____
8 Supervised and refined the plan. _____ _____
References
Required Primary
ATP 3-21.8 Infantry Platoon and Squad
ATP 3-20.98 Reconnaissance Platoon

Chapter 3
171-133-5022
Supervise a Pre-Combat Inspection at Company/Troop Level
Conditions: You are a first sergeant in a unit that is preparing for a combat operation and have
been directed to supervise a precombat inspection for the company or troop. You have received a
warning order and there is sufficient time available to conduct the inspection. All vehicles have DA
Form 5988-E (Equipment Maintenance and Inspection Worksheet [EGA]) or DA form 2404
(Equipment Inspection and Maintenance Worksheet) on hand.
Standards: Supervise a precombat inspection of the company or troop to ensure all personnel,
vehicles, equipment, and weapons are inspected.
Note: The success of a mission relies heavily on the combat readiness of the Soldiers. As leaders,
you shoulder the responsibility to make sure your Soldiers are properly equipped, physically
prepared, and mentally ready for combat. It is also your responsibility to ensure vehicles and
equipment are operational and ready for combat.
The list in this task is not all-inclusive. You will have to add or remove items so that only those items
pertinent to your mission and according to unit standard operating procedures (SOPs).
Performance Steps
1. Ensure platoon leadership inspects personnel for the following:
a. Proper uniform.
b. Individual equipment is present, clean, and serviceable.
c. Identification tags are present and contain correct information.
d. Soldiers are briefed on preventing hot and cold weather injuries.
e. Drivers have a current license for the equipment they are operating.
f. All Soldiers understand the mission.
Note: Steps are established to accommodate normal civilian activity in the area or deal with
situations that may arise as a result of interaction with the local populace.
g. Individual weapons are clean, serviceable, and operational.
h. Weapon optics are clean, serviceable, and operational.
i. Ammunition is present and serviceable.
2. Ensure platoon leadership has the following:
a. Complete map with current overlay.
b. Current signal operation instructions.
c. Leader's packet that includes required graphic training aids, forms, tags, and cards.
d. Operational binoculars, night vision goggles, and compass.
3. Ensure platoon leadership inspects vehicles (if applicable) for the following:
a. Load plan is correct by the SOP.
b. Personal chemical, biological, radiological, and nuclear (CBRN) equipment is present on
each vehicle.
c. Vehicles are topped off with fuel.
d. Petroleum, oils, and lubricants package products are on hand.
e. Water cans are filled.

f. Rations are stowed.

g. Weapon cleaning kits are present and complete.
h. First aid kits are complete.
i. Operator's manual with all changes and lubrication orders are present.
j. Basic issue items are present and serviceable.
k. Vehicle dispatch packet is complete.
l. All weapons are clean and serviceable.
m. Ammunition is present and serviceable.
4. Ensure platoon leadership inspects vehicle hulls for the following:
a. DA Form 5988-E or DA form 2404 is complete and on hand.
b. Crew has performed maintenance according to before-operation checks and services in the
appropriate technical manual.
c. No deadline deficiencies exist.
5. Ensure platoon leadership inspects vehicle turrets for the following:
a. Firing circuits are operational.
b. Vision blocks are clear.
c. Computers are operational and have correct data.
d. Traverse and elevation are functional.
e. All sights, especially thermals, are operational.
6. Ensure platoon leadership inspects miscellaneous equipment.
a. Camouflage nets and supports.
b. Mine detectors.
c. Mission-specific items.
7. Ensure platoon leadership inspects communications equipment for the following:
a. Radios are operational and proper frequencies are set.
b. Antennas are tied down.
c. Antenna connectors are clean and serviceable.
d. Intercom system is functional.
e. Combat vehicle crew helmets are serviceable.
8. Ensure platoon leadership inspects individual and vehicle CBRN equipment for the following:
a. Protective clothing is complete.
b. Protective mask is present and each Soldier's mask fits properly.
c. Mask and hood are serviceable.
d. Soldiers are in appropriate mission-oriented protective posture level.
e. M11 bottles are operational.
f. M256 kits are available.
g. All vehicles have M9 and M8 paper on board.

Chapter 3
h. Chemical agent detection alarms are serviceable.

i. Radiacmeters are operational.
9. Ensure platoon leadership inspects crew-served weapons for the following:
a. Weapons are clean and serviceable.
b. Spare barrels, cleaning tools, bolts, and ruptured cartridge extractors are present.
c. Machine guns are mounted properly.
d. Any deficiencies are corrected or noted.
1 Ensured personnel were inspected. _____ _____
2 Ensured leaders were inspected. _____ _____
3 Ensured vehicles were inspected. _____ _____
4 Ensured all vehicle hulls were inspected. _____ _____
5 Ensured all vehicle turrets were inspected. _____ _____
6 Ensured miscellaneous equipment was inspected. _____ _____
7 Ensured communications equipment was inspected. _____ _____
8 Ensured CBRN equipment for both individuals and vehicles were _____ _____
inspected.
9 Ensured crew-served weapons were inspected. _____ _____
References
Required Primary
DA Form 2404 Equipment Inspection and ATP 3-20.96 Cavalry Squadron
Maintenance Worksheet
ATP 3-20.98 Reconnaissance Platoon
DA Form 5988-E Equipment Maintenance and
Inspection Worksheet (EGA) ATP 3-90.1 Armor and Mechanized Infantry
Company Team

171-630-0110
Conduct a Rehearsal at Troop/Company Level
Conditions: Given an operation order, the commander has directed subordinate commanders to
conduct a rehearsal of the forthcoming operation based on the approved course of action. The
main command post is operational; the staff is in place according to the standard operating
procedure (SOP). Communications are established with higher headquarters, subordinate units,
and adjacent units. Mission command systems are operational and passing information.
Standards: Conduct rehearsals based on the commander's guidance; and mission, enemy, terrain
and weather, troops and support available, time available, civil considerations (METT-TC);
establish the rehearsal type, technique, implement a rehearsal script including ground rules,
supervise the rehearsal, and actions after the rehearsal.
Performance Steps
1. Select a rehearsal type based on mission and METT-TC.
Note: Units may conduct rehearsal separately and then combine them into full-dress rehearsals.
a. Backbrief rehearsal:
(1) Backbriefs require the fewest resources and are often the only option under time-
constrained conditions.
(2) Clarifies the commander's intent early in subordinate planning.
(3) Identifies any problems in the concept of operations.
b. Combined arms rehearsal:
(1) Subordinate units synchronize their plans with each other.
Note: Subordinate units issue their operation order prior to unit headquarters executing a combined
arms rehearsal.
(2) Subordinate commanders' plans achieve the higher commander's intent.
c. Support rehearsal:
(1) Synchronization of each warfighting function with the overall operation.
(2) Supports the operation so units can accomplish their mission.
(3) These rehearsals typically involve coordination and procedure drills for aviation,
engineer support, or casualty evacuation.
d. Battle drill or SOP rehearsal:
(1) Use when all participants understand a technique or a specific set of procedures.
(2) Prioritize drills or actions that may occur during the operation.
2. Select the rehearsal technique considering time, echelons involved, operations security risk,
and terrain.
a. Consider implications with full-dress rehearsals producing the most detailed understanding
of the operation.
(1) Time: Consumes more time than any other rehearsal type.
(2) Echelons involved: All echelons involved in the operation participate in the full-dress
rehearsal.
(3) Operations security risk: Moving a large part of the force may attract unwanted threat
attention.

Chapter 3
(4) Terrain: Area must be identified, secured, cleared, and maintained throughout the
rehearsal.
b. Consider implications with key leader’s rehearsal.
(1) Time: Requires less time than a full-dress rehearsal.
(2) Echelons involved: A small unit can perform a full-dress rehearsal as part of a larger
organization's reduced-force rehearsal.
(3) Operations security risk: Less likely to present an operations security vulnerability than
a full-dress rehearsal because it has fewer participants.
(4) Terrain: Area must be identified, secured, cleared, and maintained throughout the
rehearsal.
c. Consider implications with terrain-model rehearsal.
Note: Terrain-model rehearsal is the most popular rehearsal technique. It takes less time and fewer
resources than a full-dress or reduced-force rehearsal.
(1) Time: Construction the terrain model is the most time-consuming part of this technique.
(2) Echelons involved: Geared to the echelon conducting the rehearsal; multi-echelon
rehearsals using this technique are difficult.
(3) Operations security risk: Presents operations security vulnerabilities if the area around
the rehearsal site is not secured. Assembled commanders and their vehicles can draw threat
attention.
(4) Terrain: A good site is easy for participants to find, yet concealed from the threat.
d. Consider implications with digital terrain-model rehearsal.
Note: Digital terrain models are virtual representations of the area of operations.
Often, the model hot links graphics, detailed information, unmanned aircraft systems, and ground
imagery to key points providing more insight into the plan.
(1) Create a fly-through or walk-through.
Note: Units drape high-resolution imagery over elevation data thereby creating a fly-through or
walk-through.
(2) Time: Depends on the amount of available data on the terrain being modeled to create
the digital three-dimensional model.
(3) Echelons involved: Geared for small units, although with a good local area network, a
wider audience can view the graphics.
Note: All echelons may be provided copies of the digital model to take back to their headquarters
for a more detailed examination.
(4) Operations security risk: If not placed on a computer network, there is limited operations
security risk because it does not use a large physical site that requires securing and leaders can
conduct the rehearsal under cover.
Note: Digital terrain models can be subject to enemy exploitation due to inherent vulnerabilities of
networks, if placed on a computer network.
(5) Terrain: This space requires the least terrain of all rehearsals. Using tents or enclosed
areas conceals the rehearsal from the enemy.
e. Consider implications with sketch-map rehearsal.
Note: Sketch-map rehearsal is the same as for a terrain-model rehearsal, except the commander
uses a sketch map in place of a terrain model.

(1) Time: Takes less time than terrain-model rehearsals and more time than map
rehearsals.
(2) Echelons involved: Because a sketch map is geared to the echelon conducting the
rehearsal, multi-echelon rehearsals using this technique are difficult.
(3) Operations security risk: This rehearsal can present operations security vulnerabilities if
the area around the rehearsal site is not secured.
(4) Terrain: This technique requires less space than a terrain-model rehearsal.
f. Consider implications with map rehearsal.
Note: Map rehearsal is similar to a sketch-map rehearsal except the commander uses a map and
operation overlay of the same scale used to plan the operation.
(1) Time: The most time-consuming part is the rehearsal itself. A map rehearsal is normally
the easiest technique to set up since it requires only maps and graphics for current operations.
(2) Echelons involved: Because the operation overlay is geared to the echelon conducting
the rehearsal, multi-echelon rehearsals using this technique are difficult.
(3) Operations security risk: Presents operations security vulnerabilities if the area around
the rehearsal site is not secured.
(4) Terrain: Requires the least space of all rehearsals. A good site is one that is easy for
participants to find, yet concealed from the threat.
g. Consider implications with network rehearsal.
Note: Network rehearsal is executed over wide-area networks or local area networks.
(1) Time: Can be time-efficient if SOP is clear.
(2) Echelons involved: This technique lends itself to multi-echelon rehearsals. Participation
is limited only by the commander's intent and the capabilities of the command's information
systems.
(3) Operations security risk: Executed from current unit locations, the risk may be higher.
The threat may monitor the increased volume of the communications transmissions and potentially
compromised information.
(4) Terrain: Executed from unit locations, terrain considerations are minimal.
3. Plan a rehearsal using the script technique.
Note: The rehearsal script response sequence enables participants to respond in a logical
sequence, either by warfighting function or by unit as the organization is deployed, from front to
rear.
a. Rehearsal script:
(1) Controls the rehearsal.
(2) Keeps the rehearsal on track.
(3) Addresses all warfighting functions.
(4) Addresses outstanding issues.
b. The rehearsal script agenda includes:
(1) Roll call.
(2) Participant orientation to the terrain.
(3) Threat situation brief.

Chapter 3
(4) Friendly situation brief.

(5) Description of expected adversary actions.
(6) Discussion of friendly unit actions.
(7) Review of notes made by the recorder.
4. Review the ground rules prior to the rehearsal.
a. Determines the standard for a successful rehearsal.
b. Review the rehearsal SOP and determine:
(1) Who controls the rehearsal (usually the troop or company executive officer)?
(2) Who approves the rehearsal venue and its construction?
(3) When subordinate and attached leaders brief the commander?
c. Establishes the timeline.
d. Establishes the time interval to begin and track the rehearsal.
5. Supervise the rehearsal.
a. Deployment of the threat forces.
b. Deployment of friendly forces.
c. Initiate action.
d. Decision points.
e. Achieving the desired end state.
f. Reset to the next branch to rehearse.
6. Assess the rehearsal.
Note: The commander reviews lessons learned and makes the minimum required modifications to
the existing plan. Normally, a fragmentary order affects these changes.
1 Selected rehearsal type based on METT-TC. _____ _____
2 Selected appropriate rehearsal technique. _____ _____
3 Planned the rehearsal using the script technique. _____ _____
4 Reviewed the ground rules prior to rehearsal. _____ _____
5 Supervised the rehearsal. _____ _____
6 Assessed the rehearsal. _____ _____

References
Required Primary

Company Team

Operations

Chapter 3
171-300-0068
Develop a Unit Level Casualty Evacuation Plan
Conditions: You are a first sergeant (1SG) in a unit preparing for tactical operations. You must
develop and implement a unit casualty evacuation (CASEVAC) plan. You have control of all support
personnel and vehicles assigned to accomplish the mission requirements. Medical personnel are
attached to your unit, all Soldiers are carrying DA Form 1156 (Casualty Feeder Card).
Standards: Develop an effective casualty evacuation plan and standard operating procedure
(SOP) so casualties receive immediate first aid and are evacuated from point of injury to the
casualty collection point (CCP). Secure all sensitive items from casualties, oversee the CCP if
necessary, collect witness statements, and submit unit status to higher headquarters.
Note: Units should have at least one combat lifesaver (CLS) for each vehicle. All Soldiers being
CLS-qualified would be desirable.
WARNING
If the casualty's medical condition deteriorates during transport, or
the casualty is not transported to an appropriate medical treatment
facility, an adverse impact on the Soldier’s prognosis is possible
and long-term disability may result.
Performance Steps
1. Develop the CASEVAC plan.
Note: Casualty evacuation is a term used to refer to movement of casualties aboard nonmedical
vehicles or aircraft.
Effective and timely medical care is an essential factor in sustaining the unit's combat power during
continuous operations. The 1SG plays a vital role in the planning and execution of the unit's medical
care.
a. Supervise the company or troop trains based upon the commander's intent and the factors
of mission, enemy terrain and weather, troops and support available, time available, civil
considerations (METT-TC).
b. Assist the executive officer with logistic status management and in preparing paragraph 4
of the operation order (OPORD).
c. Designate vehicles to be used for CASEVAC.
d. Supervise the evacuation of casualties.
e. Performs command and control over the assigned medic.
f. Determine the location for each platoons CCP.
Note: METT-TC dictates the CCP site location. It must be accessible by ground and air transport.
g. Ensure that the evacuation plan for each platoon to the company or troop CCP is according
to the SOP.
h. Ensure that the assigned senior medic inspects each platoons CLS bag, verifies litters have
IVs, and fills Class VIII shortages.

i. Requisition Class VIII supplies from the brigade support area for the company or troop
according to the tactical SOP.
2. Develop and maintain a unit SOP for CASEVAC.
Note: SOP should address casualty evacuation in a mass casualty situation. Mass casualty
situations occur when the number of casualties exceeds the available medical capability to rapidly
treat and evacuate them.
3. Secure all sensitive items from casualties, such as weapons, communication equipment, and
other objects.
4. Oversee the operation of the unit CCP, particularly in critical operations or when casualties
are high, if necessary.
5. Ensure unit has on hand DA Form 1156 to be sent to the personnel staff section (S-1) in the
event of casualties.
6. Collect witness statements and submit them to the unit S-1.
7. Submit the battle loss report to higher headquarters.
1 Developed the CASEVAC plan. _____ _____
2 Developed and maintained a unit SOP for CASEVAC. _____ _____
3 Secured all sensitive items from casualties. _____ _____
4 Oversaw the operation of the CCP, if necessary. _____ _____
5 Ensured unit had DA Form 1156 on hand. _____ _____
6 Collected witness statements and submits them to the unit S-1. _____ _____
7 Submitted the battle loss report to higher headquarters. _____ _____
References
Required Primary
DA Form 1156 Casualty Feeder Card ATP 4-25.13 Casualty Evacuation

Chapter 3
171-620-0121
Plan the Employment of Direct Fire Systems at Company/Troop Level
Conditions: You are a first sergeant conducting combat operations. You are given an operation
order (OPORD) from the commander directing your unit to conduct a defense. The commander
has issued guidance, and additional assets are available to you. The battalion may be equipped
with one or more component systems of the Army Battle Command System. Provisions have been
made for analog units to receive information along with the rest of the battalion or squadron.
Standards: Receive the mission, plan use of direct fires systems to mass the effects of fires,
identify the greatest threat first, prevent target overkill, identify the best weapons and ammunition
to destroy enemy targets, minimize friendly exposure, establish fratricide prevention measures,
plan for limited visibility conditions, and publish the OPORD. Ensure the plan considers all possible
criteria for successful employment of direct fire systems.
Performance Steps
1. Receive mission from higher unit.
a. Analyze the order.
b. Receive updated intelligence information on enemy situation.
2. Plan use of direct fires systems to mass the effects of fires.
a. Determine where to focus fires at critical points and cover engagement areas.
b. Determine how to distribute fires at critical points and across engagement areas.
c. Use direct fire control measures to effectively distribute and control the fires.
(1) Terrain-based fire control measures (options):
(a) Target reference point (TRP).
(b) Engagement area.
(c) Sector of fire.
(d) Direction of fire.
(e) Terrain-based quadrant.
(f) Friendly-based quadrant.
(g) Maximum engagement line.
(h) Restrictive fire line.
(i) Final protective line.
Note: The company or troop commander uses terrain-based fire control measures (options) to
focus and control fires on a particular point, line, or area rather than on a specific enemy element.
(2) Threat-based fire control measures (options):
(a) Fire patterns.
Note: Fire patterns can include frontal, cross, and depth fires.
(b) Target array.
(c) Engagement priorities.
(d) Weapons ready posture.
(e) Trigger.
(f) Weapons control status.

Note: Weapons control status can be classified as: weapons hold, weapons tight, or weapons free.
(g) Rules of engagement (ROE).
(h) Weapons safety posture.
Note: Weapons ammunition safety postures are: green, amber, and red.
(i) Engagement techniques.
Note: The company or troop commander uses threat-based fire control measures to focus and
control fires by directing the unit to engage a specific enemy element rather than to fire on a point
or area.
3. Identify the greatest threat first.
a. Determine most dangerous enemy force.
(1) Type of weapons.
(2) Range to the enemy.
(3) Position of the enemy (cover and concealment).
b. Identify probable enemy locations to determine the enemy scheme of maneuver.
(1) Analyze the terrain to visualize how the enemy will attack.
(2) Identify probable enemy positions or points along likely avenues of approach.
c. Develop the following analysis:
(1) A situation template based on the analysis of terrain and the enemy.
(2) A spot report or contact report on enemy locations and activities.
(3) Reconnaissance of the area of operation.
d. Orient forces to speed target acquisition.
(1) Ensure enemy elements are acquired rapidly.
(2) Orient friendly forces on probable enemy avenues of approach.
(3) Designate TRPs.
(4) Use direction of fire or sector of fire to orient forces to the enemy.
e. Dictate shifting of fires to refocus and redistribute when:
(1) Appearance of enemy force poses a greater threat than the one currently being
engaged.
(2) Extensive attrition of the enemy force being engaged.
(3) Attrition of friendly elements that are engaging the enemy force.
(4) Change in the ammunition status of the friendly elements that are engaging the enemy
force.
(5) Maneuver of enemy or friendly forces resulting in terrain masking.
(6) Increased fratricide risk due to a maneuvering friendly element.
4. Prevent target overkill:
a. Divide engagement areas into sectors of fires or quadrants to distribute fires.
b. Assign TRPs to the platoons.
c. Integrate platoon direct fire control measures into the company plan.

Chapter 3
d. Plan for platoons to use rate of fire.

5. Identify the best weapons and ammunition to destroy enemy targets.
Note: Using the appropriate weapon for the target increases the probability of rapid enemy
destruction or suppression: at the same time, it saves ammunition.
a. Determine weapon and ammunition for target effects.
(1) Target type (tank, personnel carrier, truck, or other form).
(2) Range to the enemy.
(3) Exposure time of the enemy.
b. Array friendly forces based on:
(1) Terrain.
(2) Enemy avenue of approach.
(3) Desired effects.
6. Plan to minimize friendly exposure.
a. Plan the use of natural or manmade defilade positions.
b. Plan the use of cover to engage the enemy from the flank.
c. Ensure vehicles are dispersed.
d. Ensure vehicles fire from multiple positions.
e. Ensure engagement times are limited.
f. Plan the use of Tactical Unmanned Aircraft Systems to minimize exposure.
7. Ensure fratricide prevention measures are established.
a. Reduce fratricide risk by using:
(1) Weapons safety posture.
(2) Weapons control status.
(3) Recognition markings.
(4) Common operating picture.
b. Ensure ROEs are the primary means of preventing noncombatant casualties.
Note: Because it is difficult to distinguish between friendly and enemy dismounted Infantry Soldiers,
the commander constantly monitors the position of friendly Infantry squads.
8. Plan for limited visibility.
a. Plan for obscurants that can reduce the capabilities of thermal and infrared (IR) such as:
(1) Dense fog.
(2) Heavy smoke.
(3) Blowing sand.
b. Plan on the use of visual or IR illumination when there is insufficient ambient light for passive
light intensification devices.
Note: Vehicles equipped with thermal sights can assist Infantry squads in detecting and engaging
enemy Infantry forces in conditions such as heavy smoke and low illumination.

1 Received mission from higher unit. _____ _____
2 Planned use of direct fires systems to mass the effects of fires. _____ _____
3 Identified the greatest threat first. _____ _____
4 Prevented target overkill. _____ _____
5 Identified the best weapons and ammunition to destroy enemy targets. _____ _____
6 Planned to minimize friendly exposure. _____ _____
7 Ensured fratricide prevention measures were established. _____ _____
8 Planned for limited visibility. _____ _____
References
Required Primary
ATP 3-21.10 Infantry Rifle Company

Company Team

Chapter 3
171-133-5017
Control Local Area Security
Conditions: You are a leader in an assembly area establishing local security to protect the force.
All unit personnel and equipment are available. The unit has communications with higher, adjacent,
subordinate, and supporting elements. Your unit may be digitally equipped. Some iterations of this
task may be performed in limited visibility.
Standards: Control local area security by having a local security plan developed that includes fires,
perimeter security, and communication. Ensure you prevent the unit from being surprised by the
enemy.
Performance Steps
1. Develop a local security plan.
a. Use active measures to provide local security.
(1) Establish observation posts (OPs).
(2) Establish security patrols.
(3) Establish specific levels of alert within the unit.
Note: The commander adjusts those levels based on the factors of mission, enemy, terrain and
weather, troops and support available, time available, and civil considerations.
(4) Establish stand-to times.
b. Use passive measures to provide local security.
(1) Camouflage vehicles, equipment, and personnel.
(2) Movement control.
(3) Noise discipline.
(4) Light discipline.
(5) Employ ground sensors.
(6) Night vision devices.
(7) Daylight sights.
c. Delegate specific responsibilities to key individuals in the unit.
d. Develop a contingency plan for actions on contact.
e. Establish primary and alternate communications within the company.
2. Coordinate preplanned fires with higher headquarters.
a. Establish target reference point.
b. Coordinate for lethal and nonlethal fires.
3. Establish perimeter security.
a. Designate mounted covered and concealed movement routes to positions within the
perimeter.
b. Designate dismounted covered and concealed movement routes to positions within the
perimeter.
c. Disperse weapon systems around the perimeter.
d. Establish overlapping fields of fire around the perimeter to cover all enemy avenues of
approach.

e. Establish mounted or dismounted OPs to maintain surveillance of enemy infiltration and

reconnaissance routes.
f. Conduct patrols to cover gaps in observation and to clear possible enemy OPs from
surrounding areas.
1 Developed a local security plan. _____ _____
2 Coordinated for fires. _____ _____
3 Established perimeter security. _____ _____
References
Required Primary

Company Team

Chapter 3
171-133-5023
Conduct Logistics Package Operations at Company Level
Conditions: You are the first sergeant (1SG) of a company or troop and have the requirement to
conduct a logistics package (LOGPAC) operation. You have a map and knowledge of the unit's
mission. Your vehicle may be digitally equipped. DA Form 2404 (Equipment Inspection and
Maintenance Worksheet) or DA Form 5988-E (Equipment Maintenance and Inspection Worksheet
[EGA]) are available.
Standards: Conduct company or troop LOGPAC operations so its basic load of critical supplies
are replenished while maintaining security at a level consistent with mission, enemy, terrain and
weather, troops and support available, time, and civil considerations (METT-TC) factors.
Note: The LOGPAC technique is a simple and efficient way to accomplish routine resupply
operations. The key feature is a centrally organized resupply convoy originating at the task force
trains. It carries all items needed to sustain the company or troop for a specific period, usually 24
hours, or until the next scheduled LOGPAC. The unit and task force standard operating procedures
(SOPs) specify the exact composition and march order of the LOGPAC.
Performance Steps
1. Ensure each platoon sergeant (known as PSG) monitors the supply and maintenance status
of their platoon and reports the status, as required by the SOP.
a. Ensure there is an accurate supply status by class.
Note: Supplies are categorized: Class I (rations), Class II (supplies and equipment), Class III
(petroleum, oils, and lubricants), Class IV (construction materials), Class V (ammunition), and Class
VI (personal demand items).
b. Enforce supply economy to avoid excessive supplies.
c. Ensure PSGs provide maintenance personnel a copy of each vehicle's DA Form 2404 or
DA Form 5988-E.
2. Ensure that all PSGs report personnel status, and if necessary, request replacements using
the unit SOP.
3. Receive reports from the PSG or motor sergeant.
a. Ensure the PSGs submit platoon requests to the 1SG over the unit frequency or as outlined
in the unit SOP.
b. Submit the request to the supply officer using the administrative logistics frequency.
4. Provide consolidated reports to the executive officer (XO).
5. Move to the logistics release point (known as LRP) to linkup with the LOGPAC.
Note: The supply sergeant is the unit representative in the task force field trains. They assemble
the LOGPAC and move it forward to the LRP.
a. After arriving at the LRP, update personnel and logistical reports with the field trains officer
in charge (known as OIC).
b. Receive a briefing from the field trains OIC on any changes to the tactical or support
situation.
c. Account for personnel and equipment prior to movement from the LRP.
d. Provide security for the LOGPAC.

e. Escort the LOGPAC to the resupply point.

f. Account for personnel and equipment upon arrival at the LOGPAC area.
6. Determine which resupply method to use.
Note: The company or troop uses the service station or tailgate resupply method. The time required
for resupply is an important planning factor. It is conducted as quickly and efficiently as possible to
ensure operational effectiveness and to allow the LOGPAC to return to the LRP on time. Service
station resupply of the team can normally be completed in 60 to 90 minutes, although it may take
longer. Tailgate resupply usually requires significantly more time than service station operations;
however, it is useful in a defensive situation (the factors of METT-TC determine which method
should be used).
a. Coordinate for linkup at the designated contact point, if tailgate resupply is appropriate.
(1) Ensure there are accessible routes affording adequate cover and concealment into and
out of each vehicle position.
(2) Maintain local security to provide early warning of enemy activity, if necessary.
(3) Ensure PSGs meet the LOGPAC at the designated linkup point and lead it to the first
vehicle to be resupplied.
(4) Ensure the LOGPAC halts to the rear of each vehicle in a covered and concealed
position.
(5) Conduct resupply to replenish the basic load of critical supplies, as available.
(6) When all vehicles have completed resupply, lead the LOGPAC to the linkup point or
another location as designated.
b. Coordinate the LOGPAC location and other resupply details, if service station resupply is
appropriate.
(1) Inform the company or troop of the location of the LOGPAC site.
(2) Establish local security for LOGPAC activities (based on the unit SOP or guidance from
the commander).
(3) Ensure PSGs determine which section is resupplied first if they move together or by
sections.
(4) Ensure each platoon rotates to different supply points as directed to replenish their basic
loads.
(5) Ensure vehicles are adequately dispersed during resupply.
(6) Ensure vehicles return to their original positions when resupply is completed.
7. Return the LOGPAC to the LRP.
a. Account for personnel and equipment prior to departure.
b. Provide security for the LOGPAC.
c. Escort the LOGPAC back to the LRP.
d. Account for personnel and equipment upon arrival of the LRP.
e. Release the LOGPAC and return to the company or troop location.
8. Direct the medical evacuation of the following:
Note: Disabled vehicles can also be moved at this time.
a. Soldiers wounded in action.

Chapter 3
b. Soldiers killed in action.

c. Enemy prisoners of war.
9. Ensure all supporting elements for the company or troop trains are available, as required by
the unit SOP.
Note: The company trains can be consolidated and moved under the control of the 1SG, or they
can be split and moved. If the combat trains are split, the motor sergeant and the 1SG divide the
medics, mechanics, special tools, and high-use prescribed load list items into equal portions.
10. Ensure the commander reports the updated status upon completion of the movement,
according to the SOP.
1 Ensured each PSG monitors the supply and maintenance status of their _____ _____
platoon and reports the status, as required by the SOP.
2 Ensured that all PSGs report personnel status and if necessary, request _____ _____
replacements using the unit SOP.
3 Received reports from the PSG or motor sergeant. _____ _____
4 Provided consolidated reports to the XO. _____ _____
5 Moved to the LRP to linkup with the LOGPAC. _____ _____
6 Determined which resupply method to use. _____ _____
7 Returned the LOGPAC to the LRP. _____ _____
8 Directed the medical evacuation. _____ _____
9 Ensured the company or troop trains had all supporting elements. _____ _____
10 Ensured the commander reported the updated status upon completion of _____ _____
the movement, according to the SOP.
References
Required Primary
DA Form 2404 Equipment Inspection and ATP 3-20.96 Cavalry Squadron
Maintenance Worksheet
DA Form 5988-E Equipment Maintenance and
Inspection Worksheet (EGA) ATP 3-21.8 Infantry Platoon and Squad

171-620-0074
Conduct the Evacuation of Enemy Prisoners of War and Detainees at Company/Troop Level
Conditions: You are the first sergeant of a company or troop conducting tactical operations as part
of a battalion or squadron. Your unit has captured or received surrendering enemy prisoners of war
(EPW), nonuniformed combatants, threat personnel, or criminals with documents, maps,
messages, equipment, or other items, which may have intelligence value. You are required to
evacuate the EPW and detainees to a collection point in the rear area. Your unit may be digitally
equipped. Your unit has the international agreements that cover the treatment of prisoners of war
and the unit standard operating procedure (SOP). All unit personnel have received guidance on
the rules of engagement (ROE).
Standards: Process EPW and detainees using the approved methods. Make sure captured
personnel are handled according to international agreements. Notify the higher unit of the EPW -
detainee situation. Direct and protect the movement of the EPW and detainees to a higher unit
EPW collection point and report when delivery is complete.
Performance Steps
1. Direct the unit to process EPWs and detainees.
Note: Civilians whose official status has not been determined, but whose circumstances of capture
or apprehension indicate probable prisoner of war status, are treated the same as EPWs.
a. Ensure the unit uses the following search, segregate, silence, separate, safeguard, and tag
("5-S and T") procedures and the SOP to process EPWs and detainees:
Note: The unit commander weighs operational requirements against completing the "5-S and T"
steps. Some circumstances may allow the unit to complete only the "search" step in handling EPW-
detainee and then pass the prisoners along to follow on forces to complete the processing.
(1) Search EPW and detainees.
(a) Collect weapons, documents, and identification.
(b) Allow EPW and detainees to keep gear that protect them from immediate danger.
(2) Segregate EPW or detainees by groups.
(a) Civilians.
(b) Officers.
(c) Noncommissioned officers.
(d) Enlisted Soldiers.
(e) Sex.
(3) Silence all EPW and detainees communication with each other.
(a) Prevent EPWs and detainees from passing orders.
(b) Prevent planning of escapes.
(c) Prevent development of cover stories.
(4) Speed EPW and detainees to a safe, secure rear area for processing.
(5) Safeguard EPWs and detainees until handed over to EPW camp personnel.
(a) Prevent escape.
(b) Protect from violence.
(c) Protect from insults.

Chapter 3
(6) Tag to identify:

(a) Circumstances of capture.
(b) Date and time of capture.
(c) Location where captured.
(d) Who captured the EPWs or detainees.
b. Ensure that captured personnel are handled according to international agreements.
Note: International agreements include: The Geneva Convention of War relative to the treatment
of prisoners or war, the Hague Convention relative to respecting the laws and customs of war on
land, the Status of Forces Agreement, host nation agreements, and United Nations mandates.
2. Notify the higher headquarters commander and staff of unit's EPWs and detainees to include:
a. Number of EPWs and detainees.
b. Present location.
c. What “5-S and T” steps have already taken place in dealing with the EPWs and detainees?
d. Number of guards left with the prisoners.
e. Any important information or equipment that requires immediate attention.
f. Plan to evacuate the EPWs and detainees to collection point.
g. The number of wounded and what type of medical support is needed.
3. Direct, protect, and transport the EPWs and detainees to the rear (trains, unit maintenance
collection point, or higher headquarters designated location) collection point.
Note: The capturing unit has the responsibility for feeding the EPWs and detainees, providing them
with medical treatment, and safeguarding them until they have reached the collection point.
Note: Most unit SOPs provide information for the protection and transportation of EPWs and
detainees to a secure rear echelon area.
a. Provide guards for prisoners until released by a competent authority.
Note: Any available personnel, including walking wounded, may be used as guards.
(1) Brief all guards on the route of movement to the EPW collection point.
(2) Brief all guards on procedures for handling prisoners and the ROE.
b. Provide rations for the EPWs and detainees.
c. Provide transportation to move the prisoners to the designated EPW collection point.
Note: Prisoners are normally carried in restraints on vehicles moving toward the rear area, such
as tactical vehicles being moved for repair-replacement or supply vehicles returning from logistical
package operations.
d. Provide medical treatment for EPWs and detainees, if required.
4. Report when prisoner delivery to the EPW collection point is complete.
1 Ensured the EPWs and detainees were processed using the approved _____ _____
methods.
2 Notified the higher headquarter's commander and staff of unit's EPWs and _____ _____
detainees situation.

3 Protected and transported the EPWs and detainees to a higher unit EPW _____ _____
collection point.
4 Reported when prisoner delivery was complete. _____ _____
References
Required Primary

Company Team

Chapter 3
171-133-5018
Supervise the Tactical Implementation of Chemical, Biological, Radiological, and Nuclear
Activities
Conditions: As the first sergeant or operations noncommissioned officer in charge of a unit with
chemical, biological, radiological, and nuclear (CBRN) protective equipment; decontamination
equipment; detection equipment; a serviceable AN/VDR-2 radiac set; a means of recording
readings; pencil or pen; and a map of the area. You have a mission to operate in a CBRN
environment, a radiological monitoring team, a chemical detection team, a decontamination team,
and the unit standard operating procedure (SOP).
Standards: Supervise monitoring of radiation by directing radiac meter operators on locations,
times, types (periodic or continuous), and techniques (direct or indirect) of monitoring, and reporting
the results of monitoring as required. Ensure the established CBRN defense measures are
followed, measures are taken to detect CBRN materials, and that CBRN attacks are reported
promptly and properly.
Performance Steps
1. Make sure established CBRN defensive measures are followed.
Note: The unit commander establishes the CBRN defensive measures that enable the unit to
continue operations in a CBRN environment with a minimum loss of personnel.
a. Monitor the unit for CBRN defense.
(1) Check unit records to make sure that each Soldier has the proper protective equipment
to perform
(2) Monitor the assignment of equipment and personnel to ensure CBRN equipment is
properly manned.
(3) Ensure unit CBRN teams are kept up to strength.
(4) Coordinate with the personnel officer for personnel replacements during continued
CBRN operations.
b. Continuously monitor the unit to be sure personnel are trained and are adhering to the
following procedures:
(1) Proper wearing of individual chemical protective clothing.
(2) Work pacing and providing for rest and relief when wearing chemical protective clothing
and masks for extended periods of time.
(3) Proper use of chemical agent detection equipment and alarm devices to warn of
chemical agents.
(4) Prompt and proper reporting of a CBRN attack.
(5) Prompt first aid for individuals exposed to chemical agents.
(6) Inspect protective mask canister.
(7) Replacing filter elements of the protective masks.
(8) Proper use of radiation detection equipment to warn of radiological hazards.
(9) Protective actions to take against fallout.
(10) Monitoring individual food, water, equipment, and terrain to detect radiological
contamination.
(11) Processing the unit’s radiation status reports.
(12) Decontaminating radiologically and chemically contaminated individuals and if required

2. Ensure measures are taken to detect CBRN material.

a. Place measures in effect to detect chemical or biological agents and radioactive material,
regardless of the degree of the enemy CBRN threat.
b. Continually monitor throughout the conduct of CBRN activities.
Note: The detection of chemical agents and radioactive material requires special equipment and
in some instances, special skills to operate the equipment. Units possessing the detection
equipment maintain the continuous capability to detect chemical agents and radioactive material.
Chemical—chemical-size units use the chemical agent monitor or M256 chemical agent detector
kit to detect vapor or aerosols of known types of enemy chemical agents and M8/M9 detector paper
to detect liquid chemical agents. Units should also possess the automatic chemical agent alarm
system to alert the unit to the presence of chemical agents. Biological—companies and comparable
units are not authorized biological agent detection equipment. Normally, warnings of a biological
attack are broadcast to the company from its parent battalion. Nuclear—unlike chemical or
biological attacks, a nuclear attack is obvious because of the flash and blast of the detonation;
however, detection of the resulting radiological contamination requires special detection equipment
and trained operators.
3. Determine what type of monitoring to use.
a. Periodic monitoring.
b. Continuous monitoring.
4. Pick a central point in your area where you want the operators to take readings.
a. Locate the grid coordinates on the map.
b. Ensure radiacmeter operators record the location on the paper to be used to record
readings.
5. Ensure the operators perform preventive maintenance checks and services (PMCS) on the
AN/VDR-2 radiac set.
6. Determine whether operators should use the direct or indirect technique while monitoring.
Note: The indirect method is always preferred. The direct technique gives unshielded ground
(outside) dose rates. The indirect technique measures dose rates within an area shielded from
radiation.
7. Direct the operators on how often to take readings.
Note: Readings should be recorded at least once per hour or as stated in the unit SOP. Operators
should be reminded to zero their radiacmeters before each reading to prevent significant errors
caused by electronic fluctuations.
8. Make sure the operators have a means of recording locations, readings, and time.
Note: Readings should be recorded by the operators and the data should be reported back to you.
9. Spot check the operators to make sure the AN/VDR-2 radiac sets are being used correctly.
10. Report the data on the initial contact reading, peak dose rate reading, and other specified
dose rate readings along with correlation factor data for the peak report according to the unit SOP.
11. Put the data in a CBRN 4 nuclear report format.
12. Supervise monitoring for nonautomatic monitoring reports.
a. Monitoring for a series report.
(1) Have the operators take dose rate readings every half hour for 2.5 hours, then hourly
thereafter.

Chapter 3
(2) Ensure each reading is taken with the radiacmeter in the designated location.
(3) Report the readings immediately using the CBRN 4 nuclear report format.
b. Monitoring for a summary report.
(1) Have the operators take readings throughout your area of responsibility.
(2) Tell the operators to take the readings continuously until directed to stop.
(3) Submit the readings in the CBRN 4 nuclear report format.
c. Monitoring for a verification report.
(1) Have the operators take readings at the indicated locations to confirm or negate a
suspect reading.
(2) Report the readings using the CBRN 4 nuclear report format.
d. Searching for an uncontaminated area.
(1) Take random readings until an uncontaminated area is found.
(2) Report zero (0) centigray dose rate readings using the CBRN 4 nuclear report format
stating the location of the uncontaminated area.
13. Continue monitoring, periodic or continuous, according to steps 1a and 1b and the unit SOP.
14. Make sure CBRN attacks are reported promptly and properly.
Note: The CBRN-1 report form is used to report a chemical, biological, or nuclear attack. The initial
CBRN-1 report is submitted with a FLASH message precedence. Follow-up reports are submitted
with an IMMEDIATE message precedence. The CBRN-4 report is submitted to the next higher
headquarters giving radiological contamination information.
1 Ensured established CBRN defensive measures were followed. _____ _____
2 Ensured measures were taken to detect CBRN materials. _____ _____
3 Determined what type of monitoring to use. _____ _____
4 Picked a central point in your area where the operators took readings. _____ _____
5 Ensured the operators performed PMCS on the AN/VDR-2 radiac set. _____ _____
6 Determined whether operators should use the direct or indirect technique _____ _____
while monitoring.
7 Directed the operators on how often to take readings. _____ _____
8 Ensured the operators had a means of recording locations, readings, and _____ _____
time.
9 Spot checked the operators to make sure the AN/VDR-2 radiac sets were _____ _____
being used correctly.
10 Reported the data on the initial contact reading. _____ _____
11 Put the data in an CBRN 4 nuclear report format. _____ _____

12 Supervised monitoring for nonautomatic monitoring reports. _____ _____
13 Continued monitoring, periodic or continuous. _____ _____
14 Ensured that CBRN attacks were reported promptly and properly. _____ _____
References
Required Primary
ATP 3-11.32/MCWP 10-10E.8/NTTP 3-
11.37/AFTTP 3-2.46 Multi-Service Tactics,
Techniques, and Procedures for Chemical,
Biological, Radiological, and Nuclear Passive
Defense

Chapter 3
171-133-5040
Monitor Unit Readiness Status
Conditions: You are a company or troop first sergeant in a unit preparing to deploy and you are
responsible for advising the commander on individual Soldier readiness. You have AR 600-8-101
(Personnel Readiness Processing) and DA form 7425 (Readiness and Deployment Checklist).
Standards: Monitor the unit readiness status by identifying the levels of Soldier readiness,
determining Soldier processing requirements, and ensuring requirements for the Soldier Readiness
Program (SRP) are being met.
Performance Steps
1. Identify the two levels of readiness of the SRP.
a. Level 1.
Note: Level 1 is the state of readiness that is maintained at all times.
b. Level 2.
Note: Level 2 applies only in cases of individual temporary change of station (known as TCS)
moves, and unit deployments in support of contingency operations when the home station is not
the deployment station and is the state of readiness that is achieved after the Soldier is alerted but
before departure from home station.
2. Determine when individual Soldier readiness is checked according to personnel processing
requirements.
a. During in-processing.
b. At least once annually.
c. During out-processing.
d. Within 30 days before an actual unit deployment date or the date an individual Soldier
departs on a TCS move.
3. Oversee the requirements for an SRP.
a. Ensure that a Soldier readiness processing team from installation and staff agencies
accomplish the "unit and individual annual" and the "30 days prior to actual deployment" Soldier
readiness checks under the general leadership of the deputy chief of staff/adjutant general (chief,
military personnel division).
b. Ensure the following agencies as participating in the SRP:
(1) Personnel.
(2) Medical.
(3) Dental.
(4) Provost marshal.
(5) Military pay.
(6) Security.
(7) Legal.
(8) Logistics.
(9) Operations.
(10) Transition (Soldier for Life - Transition Assistance Program).
c. Verify that administrative requirements for documenting the SRP are present.

(1) DA Form 7425.

Note: DA Form 7425 is the readiness and deployment checklist used to guide Soldiers through the
SRP check, the additional requirements that are met before departing the home station for transit
to a deployment station, and the processing at the deployment station.
(2) A deployment packet.
Note: The deployment packet consists of the appropriate personnel, medical, dental, and other
required documents and must be provided to each deploying Soldier before departure.
d. Ensure that the battalion and unit SRP processing requirements are being met according
to AR 600-8-101.
e. Ensure that installation and community level SRP processing requirements are being met
according to AR 600-8-101.
1 Identified the two levels of readiness of the SRP. _____ _____
2 Determined when individual Soldier readiness must be checked according _____ _____
to personnel processing requirements.
3 Oversaw the SRP requirements. _____ _____
References
Required Primary
AR 600-8-101 Personnel Readiness Processing AR 600-81 Soldier for Life - Transition
Assistance Program
DA FORM 7425 Readiness and Deployment
Checklist

Chapter 3
171-133-5320
Monitor Risk Management
Conditions: As the unit leader, you monitor risk management. The commander has issued
planning guidance for risk management to identify and establish control measures that protect the
unit and increase the potential for mission accomplishment. Mission command systems are
operational.
Standards: Monitor potential hazards during the operations process to protect the unit and achieve
operational success. Monitor the risk management process used to develop and recommend
control measures to reduce tactical and accidental risks. Integrate and assess the adequacy of
selected control measures for all hazards.
Note: Risk management is a decision-making process used to mitigate risks associated with all
hazards that have the potential to injure or kill personnel, damage or destroy equipment, or
otherwise impact mission effectiveness.
Performance Steps
1. Monitor potential hazards (tactical and accidental) using the factors of mission, enemy, terrain
and weather, troops and support available, time available, and civil considerations.
a. Monitor weather conditions and hazards that impact the mission.
(1) Cold.
(2) Ice.
(3) Snow.
(4) Rain.
(5) Fog.
(6) Heat.
(7) Humidity.
(8) Wind.
(9) Dust.
(10) Visibility.
b. Monitor hazards associated with troops and equipment.
(1) Equipment maintenance and condition.
(2) Morale and the physical and emotional health of the Soldiers.
(3) Availability of supplies and services.
c. Mitigate the risk associated with inadequate planning time by allowing subordinates two-
thirds of the available planning time as a control measure.
d. Monitor hazards that the mission may pose to the civilian populace and noncombatants in
the area of operation.
Note: Technical competency, operational experience, and lessons-learned weigh higher than any
set of alphanumeric codes. Mathematics and matrixes are not a substitute for sound judgment.
2. Monitor hazards to determine the initial risk level.
a. Assess the probability of the event or occurrence and assign one of the following probability
levels:
(1) Frequent.

(2) Likely.
(3) Occasional.
(4) Seldom.
(5) Unlikely.
b. Estimate the expected result or severity of an event or occurrence based on past events
and assign one of the following assessment levels:
(1) Catastrophic.
(2) Critical.
(3) Marginal.
(4) Negligible.
c. Determine the specified level of risk for a given probability and severity using the standard
risk assessment matrix.
(1) High.
(2) Medium.
(3) Low.
3. Monitor controls that either eliminate the hazard or reduce the risk (probability or severity) of
a hazardous incident occurring through the implementation of:
a. Physical controls to warn of the hazard.
b. Avoidance or elimination of controls through positive action.
c. Educational (awareness).
4. Reassess the risk after the control measures are applied to determine:
a. Residual risk associated with each hazard.
b. The overall residual risk for the mission.
5. Recommend acceptable levels of risk for the commander's approval.
6. Integrate control measures into:
a. Standard operating procedures.
b. Written and verbal orders.
c. Mission briefings.
d. Staff estimates.
7. Monitor the implementation of controls through communication and coordination with:
a. Appropriate superior, adjacent, and subordinate units; organizations; and individuals.
b. Logistics civil augmentation program organizations and civilian agencies that are part of the
force or may be impacted by the activity, hazard, or its control.
c. The media and joint, interagency, intergovernmental, multinationals when their presence
impacts (or is impacted by) the force.
8. Assess the adequacy of selected control measures in supporting the objectives and desired
outcomes.

Chapter 3
1 Monitored potential hazards. _____ _____
2 Monitored hazards to determine initial risk level. _____ _____
3 Monitored controls that eliminated the hazard or reduced the risk. _____ _____
4 Reassessed the risk after the control measures were applied. _____ _____
5 Recommended acceptable levels of risk for the commander's approval. _____ _____
6 Integrated control measures. _____ _____
7 Monitored the implementation of controls through communication and _____ _____

coordination.
8 Assessed the adequacy of selected control measures in supporting the _____ _____
objectives and desired outcomes.
References
Required Primary
ATP 5-19 Risk Management


171-133-5024
Supervise Health and Welfare Inspections at Company/Troop Level
Conditions: As a first sergeant of a company or troop, the commander has directed a scheduled
or unscheduled health and welfare inspection and appointed you as overall supervisor. The brigade
judge advocate general (JAG) is available. You have the unit standard operating procedures
(SOPs), DA Form 4856 (Developmental Counseling Form), and DA Pam 27-7.
Standards: Plan for the inspection. Certify the inspection team(s). Direct inspection team(s) to
conduct an inspection. Verify that any deficiencies found are corrected. Assess findings and report
them to the commander.
Note: Commanders are responsible for the health, safety, and military readiness of their units. The
health and welfare inspection is an effective tool to use in meeting this responsibility. A health and
welfare inspection is an examination of all or part of a unit, organization, installation, or vehicles
that are parked in areas such as parking lots that are normally under the control of that commander.
An effective health and welfare inspection is one that complies with the unit SOP and DA Pam 27-
7. If contraband or other criminal evidence is discovered during an inspection, it is not admissible
as evidence in a court-martial unless the following requirements are met: (1) Only a commander
may authorize a search and only to those areas or property that are directly under the commander’s
control. (2) The commander may not use an inspection as a substitute for a lawful search based
on probable cause when a probable cause does not exist. (3) The commander clearly provides
guidance to the members of the inspection team on what and where to search, specifically that
each Soldier is subject to the same level of inspection.
Performance Steps
1. Plan a health and welfare inspection.
Note: Some installation housing and barracks are now contracted out to private companies. If this
is the case at your installation, make contact with the housing or building coordinator prior to
conducting an inspection.
a. Select personnel to serve on the inspection team(s).
Note: The inspection team(s) consists of noncommissioned officers (NCOs), staff sergeant (known
as SSG) or higher, to include officers.
b. Appoint a noncommissioned officer in charge (NCOIC) of the inspection team(s).
Note: The NCOIC should be a SSG promotable or above.
c. Brief the inspection team(s) on circumstances and what to look for during the inspection, to
include appropriate procedures on seizing and securing property.
d. Coordinate with the local installation military police for a narcotic detection dog's assistance.
Note: Request detection dog assistance only if the purpose of the examination is to search for
controlled substances.
e. Coordinate with JAG.
f. Establish a written memorandum regarding the inspection that—
(1) States the commander’s purpose for conducting the inspection.
(2) Establishes the objection criteria for selecting the individuals to be inspected.
(3) Announces inspection procedures that ensure all individuals are inspected in the same
manner.
(4) Indicates whether the inspection is announced or unannounced.
g. Make sure a health and welfare inspection is conducted at least quarterly.

Chapter 3
2. Certify the inspection team.

Note: A health and welfare inspection may also include a urinalysis examination and an
examination by narcotic detection dogs.
a. Assemble the company into a company formation and brief Soldiers on what is about to
take place.
b. Provide clear and concise instructions on the procedure and conduct of the inspection.
c. Divide personnel into teams.
d. Assign the preselected inspection team(s) an area.
Note: Whenever possible, make sure the NCOs in the inspection team(s) are not in the chain of
command or of the same platoon or section as personnel being inspected.
e. Instruct the NCOIC to identify personnel within the inspection team(s) to conduct inspection
of privately owned vehicles (POVs).
Note: Inspection of POVs is limited to only those vehicles, which are at the moment in areas that
are normally under the direct control of the commander (such as company parking lots, motor pool).
f. Identify at least one NCO to make sure Soldiers stay in the cantonment or company area.
g. Control when and how many Soldiers should move to the Soldiers' areas.
3. Direct the inspection team(s) to conduct inspection.
a. Make sure all Soldiers living in barracks stand by their rooms, their POVs, or in formation,
as specified.
b. Direct inspection NCOs to call one Soldier at a time to inspect their area.
c. Verify the following personnel and areas are inspected:
(1) All assigned or attached personnel.
(2) All personnel assigned to each individual platoon.
(3) All motor vehicle operators.
(4) All barracks' rooms, to include individual wall lockers.
(5) Any other areas as specified.
d. Verify inspection NCOs check for the following items:
(1) Unlawful weapons.
(2) Controlled substances.
(3) Spoiled foods, mildew, and dirt.
(4) Ammunition, pyrotechnics, and fireworks.
(5) Accountability and serviceability of military clothing and TA-50.
(6) Racial, hate, or gang-related propaganda.
(7) Urinalysis (only if one is directed by the commander).
(8) Proper standards of living.
(9) Cleanliness and sanitary conditions.
(10) Serviceable and properly maintained government-issued furniture and equipment.
(11) Personnel are present, fit, and ready for duty.

(12) Any other items as directed and specified.

Note: If the purpose of the inspection is to search for certain types of items, make sure the
inspection team(s) knows where and what to look for. (Example: If the inspection is targeting illegal
weapons, such as knives or handguns, no need exists for inspectors to open and search items
such as boxes, envelopes, or packages that would be too small to contain objects, which the
inspection is targeting).
4. Verify that any deficiencies found are corrected.
a. Make sure inspection NCOs make on-the-spot corrections for minor deficiencies during the
course of the inspection.
b. Make sure inspection NCOs counsel those Soldiers with major deficiencies in writing on DA
Form 4856.
c. Make sure inspection NCOs properly seize and secure any contraband or evidence of a
crime according to the unit SOP and DA Pam 27-7.
d. Report findings to the commander.
1 Planned a health and welfare inspection. _____ _____
2 Certified the inspection team. _____ _____
3 Directed the inspection team(s) to conduct the inspection. _____ _____
4 Verified any deficiencies found were corrected. _____ _____
References
Required Primary
DA Form 4856 Developmental Counseling Form AR 1-201 Army Inspection Policy
DA Pam 27-7 Guide for Summary Court-Martial

Trial Procedure

Chapter 3
171-133-5319
Manage Administrative and Personnel Actions at Company/Troop Level
Conditions: You are a first sergeant (1SG) in a company or troop and must manage the
administrative and personnel actions that impact Soldiers and unit readiness. You have completed
DA Form 638 (Recommendation for Award), DA Form 2166-9-1A (NCO Evaluation Report Support
Form), DA Form 2166-9-1 (NCO Evaluation Report [SGT]) or DA Form 2166-9-2 (NCO Evaluation
Report [SSG-1SG/MSG]), DA Form 67-10-1A (Officer Evaluation Report Support Form), DA Form
67-10-1 (Company Grade Plate [O1-O3; WO1-CW2] Officer Evaluation Report), and have the unit
standard operating procedures (SOPs) and AR 600-8-6.
Standards: Oversee the career planning and promotions for enlisted Soldiers within your unit.
Manage the unit's military awards program, noncommissioned officer evaluation reports
(NCOERs), and assist the commander in managing the Officer Evaluation Reporting System
(known as OERS) and AAA–162. Supervise the implementation of financial readiness policies,
manage the unit's Exceptional Family Member Program (known as EFMP) and review the unit SOP
for accuracy and completeness.
Performance Steps
1. Oversee elements of career planning.
a. Identify the military occupational specialty.
b. Identify career management fields.
c. Identify elements of career planning.
2. Manage promotions within the unit.
a. Identify Soldiers who meet eligibility criteria for decentralized promotion.
(1) Identify promotion eligibility for private through corporal.
(2) Monitor Soldiers' career progression to meet promotion eligibility requirements.
b. Identify Soldiers who meet eligibility criteria for semicentralized promotion.
(1) Identify promotion eligibility for sergeant and staff sergeant.
c. Identify Soldiers who meet eligibility criteria for centralized promotion.
(1) Identify promotion eligibility for sergeant first class through sergeant major.
3. Manage the unit's military awards program.
a. Identify the different categories of awards.
b. Identify time limitations for submitting an award.
c. Identify who has approving authority.
d. Review a completed DA Form 638.
4. Assist the commander in managing the AAA-162.
a. Verify that all Soldiers assigned and attached to the organization are present on the AAA-
162.
b. Verify that the present and last duty status of the Soldiers is correct on the AAA-162.
5. Manage NCOERs within the unit.
a. Identify the performance counseling process.

b. Identify the different types of reports.

c. Identify the rating chain and their qualifications and responsibilities.
d. Review a completed DA Form 2166-9-1A.
e. Review a completed DA Form 2166-9-1 or DA Form 2166-9-2.
6. Assist the commander in managing the OERS.
a. Identify the different types of reports.
b. Identify rating chain members' qualifications and responsibilities.
c. Identify required reviews.
d. Identify the evaluation process.
e. Review DA Form 67-10-1A.
f. Review DA Form 67-10-1.
7. Supervise the implementation of financial readiness policies.
a. Verify the accuracy of the unit commander's finance report.
(1) Verify accountability of Soldiers assigned to the unit.
(2) Ensure Soldiers are receiving correct entitlements.
(3) Review accuracy of Soldier indebtedness.
(4) Screen allotment, pay option, and leave balance categories for accuracy.
(5) Complete administrative procedures as required.
b. Verify that financial considerations are applied in preparing a unit for deployment.
(1) Create a unit financial readiness checklist.
(2) Identify the responsibilities and actions required by field ordering officers and paying
agents.
c. Identify types of Soldier indebtedness and execute command responsibilities.
(1) Identify and explain types of indebtedness.
(2) Identify command responsibilities regarding Soldiers' indebtedness.
d. Verify that unit training encompasses individual Soldier and family financial readiness.
(1) Identify banking and credit procedures.
(2) Identify budgeting and investment procedures.
8. Manage the unit's EFMP readiness.
a. Identify personnel that have dependents enrolled in the EFMP.
b. Ensure personnel enrolled in the EFMP maintain enrollment as necessary.
9. Review the current or draft unit SOP.
a. Ensure the purpose is identified.
b. Ensure the correct distribution is identified.
c. Verify references are correct.
d. Ensure the SOP reflects and establishes the unit's routine or recurring actions.

Chapter 3
e. Ensure the SOP supports and compliments higher headquarters intent, purpose, and
guidance.
f. Ensure the SOP reflects permanent changes of individual or unit missions based on lessons
learned and tactics, techniques, and procedures.
g. Recommend updates or revisions to the unit SOP as required.
1 Oversaw elements of career planning. _____ _____
2 Managed promotions within the unit. _____ _____
3 Assisted the commander in managing the AAA-162. _____ _____
4 Managed the unit's military awards program. _____ _____
5 Managed NCOERs within the unit. _____ _____
6 Assisted the commander in managing the OERS. _____ _____
7 Supervised the implementation of financial readiness policies. _____ _____
8 Managed the unit's EFMP readiness. _____ _____
9 Reviewed current or draft unit SOP. _____ _____
References
Required Primary
AR 600-8-6 Personnel Accounting and Strength AR 25-50 Preparing and Managing
Reporting Correspondence
DA FORM 2166-9-1 NCO Evaluation Report AR 600-8-19 Enlisted Promotions and

(SGT) Reductions
DA FORM 2166-9-1A NCO Evaluation Report DA Pam 623-3 Evaluation Reporting System
Support Form
DA FORM 2166-9-2 NCO Evaluation Report TC 21-7 Personal Financial Readiness and
(SSG-1SG/MSG) Deployability Handbook
DA FORM 638 Recommendation for Award
DA FORM 67-10-1 Company Grade Plate (O1 -

O3; WO1 - CW2) Officer Evaluation Report
DA FORM 67-10-1A Officer Evaluation Report

Support Form

071-133-5401
Manage the Army Substance Abuse Program at the Company/Troop Level
Conditions: As the first sergeant, assist the company or troop commander with managing the unit
Army Substance Abuse Program (known as ASAP).
Standards: Assist in managing the ASAP by identifying the responsibilities in AR 600-85 (The
Army Substance Abuse Program), ensure drug and alcohol testing policies are implemented,
ensure personal are appointed and certified as unit prevention leader (known as UPL) and alternate
UPL, ensure Soldiers in the company or troop receive the required alcohol and drug abuse training,
and consult legal for handling drug and alcohol related issues.
Performance Steps
1. Identify the responsibilities of the ASAP according to AR 600-85.
2. Assist the commander in implementing the battalion drug and alcohol testing program.
3. Ensure that all Soldiers receive at least a minimum of four hours of alcohol and four hours of
drug abuse training per year.
Note: Document that all newly assigned Soldiers are briefed on ASAP policies and services within
30 days of arrival.
4. Ensure an officer or noncommissioned officer (NCO) is appointed on orders by the
commander as UPL and alternate UPL.
Note: Soldiers appointed must be certified through the UPL training. NCO must be E-5 or above.
5. Maintain liaison with the ASAP garrison and counseling staffs.
6. Ensure the ASAP is maintained while the unit is deployed.
7. Ensure that the unit risk inventory (known as URI) is administered to all Soldiers at least 30
days before an operational deployment and the re-integration unit risk inventory (known as RURI)
is administered to all Soldiers between 30 and 180 days after returning from an operational
deployment.
8. Ensure any Soldier that received a positive urinalysis for illicit drug use or was involved in
alcohol-related misconduct is referred to the ASAP for evaluation within five duty days of
notification.
9. Consult with the judge advocate general (JAG) for all drug and alcohol related offenses.
1 Identified the responsibilities of the ASAP according to AR 600-85. _____ _____
2 Assisted the commander in implementing the battalion drug and alcohol _____ _____
testing program.
3 Ensured that all Soldiers receive at lest a minimum of four hours of alcohol _____ _____
and four hours of drug abuse training per year.
4 Ensured an officer or NCO is appointed on orders by the commander as _____ _____

UPL and alternate UPL.
5 Maintained liaison with the ASAP garrison and counseling staffs. _____ _____
6 Ensured the ASAP is maintained while the unit is deployed. _____ _____

Chapter 3
7 Ensured that the URI is administered to all Soldiers at least 30 days before _____ _____
an operational deployment and the RURI is administered to all Soldiers
between 30 and 180 days after returning from an operational deployment.
8 Ensured any Soldier that received a positive urinalysis for illicit drug use or _____ _____
was involved in alcohol-related misconduct is referred to the ASAP for
evaluation within five duty days of notification.
9 Consulted with the JAG for all drug and alcohol related offenses. _____ _____
References
Required Primary
AR 600-85 The Army Substance Abuse Program

171-133-5009
Supervise the Administration of the Army Physical Fitness Test
Conditions: As the first sergeant, you are required to oversee the administration of the unit's Army
Physical Fitness Test (APFT). The unit has personnel to assist with the APFT, a noncommissioned
officer in charge (NCOIC), testing supplies, DA Form 705 (Army Physical Fitness Test Scorecard),
an area to conduct a physical fitness test, FM 7-22, AR 600-9, and the requirement to administer
the physical fitness test.
Standards: Determine if the APFT is for record or diagnostic and when it will be given. Direct the
NCOIC to administer the APFT. Collect the scorecards and identify Soldier(s) who fail the APFT or
do not meet height and weight standards. Make sure results are filed in the Soldier's personnel file.
Note: The APFT is properly supervised to make sure that its objectives are met. The goal of the
APFT is to get an accurate evaluation of the unit and Soldier's fitness level.
It is mandatory to conduct height and weight screening as part of the APFT. See AR 600-9 for
proper procedures. Height and weight and body fat percentage (if needed) is annotated on DA
Form 705.
Performance Steps
1. Determine if the APFT will be for record or diagnostic.
Note: A record APFT is required biannually, but may be given more often. A diagnostic APFT can
be used as a tool to assess the unit's readiness or a Soldier's preparedness for school or progress.
2. Determine when the APFT will be given.
Note: The APFT should be planned so that testing permits each Soldier to perform at their maximal
level.
a. Ensure safety is the first consideration.
b. Ensure Soldiers are not tested when they are fatigued or ill.
c. Ensure Soldiers do not have tiring duties before the APFT.
d. Plan the APFT so weather and environmental conditions do not inhibit performance.
3. Direct an appointed NCOIC to do the following:
a. Procure all necessary personnel, equipment, and supplies.
(1) No less than one scorer for each 15 Soldiers.
(2) A DA Form 705 for each Soldier being tested.
(3) Two stopwatches that measure both minutes and seconds.
(4) Clipboards and ink pens to record scores.
b. Train the event supervisors, scorers, and demonstrators.
c. Arrange and lay out the test area.
(1) Ensure the site has an area for stretching and warming up.
(2) Ensure the site has a soft, flat, dry area for pushups.
(3) Ensure a flat (no more than 3 percent upgrade) 2-mile running course with a solid
surface is available.
d. Administer the APFT.
e. Ensure the test is properly administered.
(1) Explain the events.

Chapter 3
(2) Demonstrate the events.

(3) Score the events according to the test standards in FM 7-22.
4. Collect scorecards (DA Form 705).
5. Identify any Soldier(s) who fail the APFT.
Note: A passing score is 180 or better (each Soldier must have at least 60 points in each event).
Note: Soldiers that score 270 points (90 points in each event) or better are eligible for the Army
Physical Fitness Badge.
a. Counsel the Soldier(s).
b. Enroll the Soldier(s) in the unit remedial physical training program.
6. Make sure the results of the APFT are filed in each Soldier's personnel file.
a. Ensure all scores are accurate, have the scorer's initials and the NCOIC's signature on the
DA Form 705.
b. Annotate body composition data on DA Form 705 (if available).
Note: The APFT and Army Body Composition Program's (known as ABCP) weigh-in and body fat
assessment are two separate events. In order to ensure the ABCP does not interfere with Soldier
performance on the APFT, AR 600-9 encourages commanders to wait a minimum of 7 days before
weighing an individual after an APFT.
1 Determined if the APFT would be for record or diagnostic. _____ _____
2 Determined when the APFT would be given. _____ _____
3 Directed the NCOIC to administer the APFT. _____ _____
4 Collected scorecards. _____ _____
5 Identified any Soldier(s) who failed the APFT. _____ _____
6 Made sure the results of the APFT were filed in each Soldier's personnel _____ _____
file.
References
Required Primary
AR 600-9 The Army Body Composition Program
DA Form 705 Army Physical Fitness Test

Scorecard
FM 7-22 Army Physical Readiness Training

171-133-5016
Manage the Army Body Composition Program
Conditions: You are the first sergeant in a company or troop. You have identified trained personnel
to conduct the height, weight, and body fat measurements. Manage personnel taking
measurements and ensure that the necessary paperwork is completed correctly. You have access
to AR 600-9, AR 600-8-2, DA Form 5500 (Body Fat Content Workshop [Male]), DA Form 5501(Body
Fat Content [Female]), DA Form 268 (Report to Suspend Favorable Personnel Actions [Flag]), a
calibrated scale, and an approved measuring tape.
Standards: Manage the measurement of height, weight, and body fat count of Soldiers in your unit
according to AR 600-9. Ensure Soldiers' measurements are recorded on DA Form 5500 or DA
Form 5501. Ensure necessary counseling, personnel actions, and memorandums are completed
according to Army regulations.
Note: The Army Body Composition Program (known as ABCP) does not have to be conducted on
the same day as the Army Physical Fitness Test (APFT). Commanders are encouraged to allow a
minimum of seven days in between the APFT and the weigh-in.
Individuals taking the measurements are designated unit fitness trainers, certified master fitness
trainers, or trained in body circumference methodology.
Performance Steps
1. Verify height is measured according to AR 600-9.
a. Ensure Soldier is measured in stocking feet (without shoes).
b. Ensure Soldier is measured in seasonal standard physical training (known as PT) uniform.
c. Ensure Soldier is measured standing on a flat surface with head held upright, looking
directly forward with a horizontal line of vision.
d. Ensure Soldier is measured with chin parallel to the floor.
Note: Soldier’s height is measured to the nearest half inch. If the height fraction is less than half
an inch, round down to the nearest whole number in inches; if the height fraction is half an inch or
greater, round up to the next highest whole number in inches.
2. Verify weight is measured according to AR 600-9.
Note: The scale is calibrated annually.
a. Ensure Soldier is weighed while in PT uniform.
b. Ensure Soldier is weighed without shoes.
Note: If the weight fraction of the Soldier is less than half a pound, round down to the nearest
pound. If the weight fraction is a half-pound or greater, round up to the next whole pound.
3. Direct measurement of the Soldier's body fat according to AR 600-9.
Note: Soldiers are only measured for body fat if their height and weight exceed the standard listed
in AR 600-9. Undergarments that may serve to bind the abdomen, hip, or thigh areas are not
authorized for wear when a Soldier is being measured for body fat composition.
a. Direct two trained members of the unit to take measurements.
Note: Soldiers should be measured by trained individuals of the same gender. If a trained individual
of the same gender is not available to conduct the measurements, a female Soldier is present when
a male measures a female, and a male Soldier is present when a when a female measures a male.
b. Direct designated personnel taking the measurements to take three measurements
according to AR 600-9 for male and female Soldiers.

Chapter 3
Note: The two people taking the measurements should work with the Soldier in-between them so
the tape is clearly visible from all sides. One person places the tape and the other records the
measurements.
c. Direct members to continue measuring until there are three measurements within one inch
of each other.
Note: If any one of the three measurements differs by more than one inch, take an additional
measurement. Then, average the three closest measures.
4. Ensure the measurements are recorded on DA Form 5500 or DA Form 5501, and body fat is
calculated according to AR 600-9.
5. Ensure the measurements are applied to the body fat content chart located in AR 600-9.
6. Ensure the DA Form 5500 or DA Form 5501 is filed the in the Soldier's personal record.
Note: If the Soldier does not exceed the maximum allowed body fat percentage, no further action
is required. If the Soldier does exceed the maximum body fat percentage allowed, then the following
steps are taken:
7. Ensure the Soldier is counseled about being placed into the ABCP.
8. Ensure a flag, using DA Form 268, is submitted to the personnel officer according to AR 600-
8-2.
9. Ensure the Soldier is referred to a dietitian (or a health care provider if a dietitian is not
available).
10. Ensure the Soldier is benefiting from a supplemental physical training program.
11. Track the progress of Soldiers who did not meet the standard on a monthly basis.
12. Ensure the commander removes the individuals administratively from the ABCP as soon as
the body fat standard is achieved.
1 Verified the height was measured. _____ _____
2 Verified the weight was measured. _____ _____
3 Directed measurement of the Soldier's body fat. _____ _____
4 Ensured the measurements were recorded on a DA Form 5500 or DA _____ _____

Form 5501.
5 Ensured the measurements were applied to the body fat content chart _____ _____
located in AR 600-9.
6 Ensured the DA Form 5500 or DA Form 5501 was filed in the Soldier's _____ _____
personal record.
7 Ensured the Soldier was counseled. _____ _____
8 Ensured a flag was submitted using DA Form 268. _____ _____
9 Refered the Soldier to a dietitian. _____ _____
10 Ensured the Soldier is benefiting from a supplemental physical training _____ _____
program.

11 Tracked the progress of Soldiers. _____ _____
12 Ensured Soldier was removed from the ABCP. _____ _____
References
Required Primary
AR 600-8-2 Suspension of Favorable Personnel
Actions (Flag)
AR 600-9 The Army Body Composition Program
DA Form 268 Report to Suspend Favorable

Personnel Actions (Flag)
DA Form 5500 Body Fat Content Worksheet

(Male)
DA Form 5501 Body Fat Content Worksheet

(Female)

Chapter 3
071-133-5402
Manage the Family Advocacy Program at Company Level
Conditions: As the first sergeant, assist the company or troop commander with managing the unit
Family Advocacy Program (known as FAP). You have access to AR 608-18.
Standards: Assist in managing the FAP by identifying the responsibilities in AR 608-18, attend
spouse and child abuse commander education programs, schedule time for Soldiers to attend troop
awareness briefings, be familiar with rehabilitative, administrative, and disciplinary procedures,
report suspected spouse and child abuse, attend case review committee (known as CRC) case
presentations, ensure that Soldiers involved in allegations of child or spouse abuse are properly
advised, assist commander with military no-contact order, ensure CRC chairperson is notified when
reassigning Soldiers or moving family members, understand when a unit escort for a child is
required, and have an understanding of the Lautenberg Amendment (DD Form 2760, [Qualification
to Possess Firearms or Ammunition]).
Performance Steps
1. Identify the responsibilities for FAP, according to AR 608-18.
2. Attend spouse and child abuse commander education programs designed for unit
commanders, as applicable.
3. Schedule time for Soldiers to attend company or troop awareness briefings presented by FAP
personnel.
4. Be familiar with rehabilitative, administrative, and disciplinary procedures relating to spouse
and child abuse.
5. Report suspected spouse and child abuse to the designated report point of contact (known as
RPOC) on the installation and provide all relevant information to those investigating the report,
including law enforcement agencies and child protective services.
6. Direct the Soldier to participate in assessment by FAP staff.
7. Attend CRC case presentations pertaining to Soldiers in their command.
8. Ensure that Soldiers involved in allegations of child or spouse abuse are properly advised of
their Article 31(b) (MISC Pub 27-7, Manual for Courts-Martial United States [December 17, 2019
Edition]) rights with the use of DA Form 3881, (Rights Warning Procedure/Waiver
Certificate), against self-incrimination.
9. Assist commander with written military no-contact orders, counsel Soldier regarding
compliance with civilian orders of protection for victims of spouse abuse.
10. Support and comply with the CRC treatment recommendations to the maximum extent
possible.
Note: Provide nonconcurrence with CRC treatment recommendations in writing through the chain
of command to the medical treatment facility commander.
11. Ensure the CRC chairperson is notified when reassigning Soldiers or moving family members
who are involved in treatment for spouse or child abuse.
Note: Provide notification when reassignment notification is made to the command.
12. Encourage the participation of family members in treatment programs.
13. Provide a unit escort according to the joint travel regulations when:
Note: Joint travel regulations can be found at the Defense Travel Management Office website.
a. Child is outside the continental United States.

b. When the authorized transportation is to or from a medical facility for required medical
attention that is not available locally.
c. When the child cannot travel alone.
d. CRC representative is unavailable to perform this function.
14. Identify the provisions of how the Lautenberg Amendment addresses domestic violence and
firearms.
Note: This amendment may or may not apply to certain cases under this regulation. In appropriate
cases, commanders and law enforcement authorities should consult AR 190-45, along with other
DOD guidance and the servicing judge advocate or legal advisor.
1 Identified the responsibilities for FAP, according to AR 608-18. _____ _____
2 Attended spouse and child abuse commander education program. _____ _____
3 Scheduled time for Soldiers to attend company or troop awareness _____ _____
briefings presented by FAP personnel.
4 Became familiar with rehabilitative, administrative, and disciplinary _____ _____

procedures relating to spouse and child abuse.
5 Reported suspected spouse and child abuse to the designated RPOC. _____ _____
6 Directed the Soldier to participate in assessment by FAP staff. _____ _____
7 Attended CRC case presentations pertaining to Soldiers in their _____ _____

command.
8 Ensured that Soldiers involved in allegations of child or spouse abuse are _____ _____
properly advised of their Article 31 rights.
9 Assisted commander with written military no-contact orders, counsel _____ _____
Soldier regarding compliance with civilian orders of protection for victims
of spouse abuse.
10 Supported and complied with the CRC treatment recommendations to the _____ _____
maximum extent possible.
11 Ensured the CRC chairperson is notified when reassigning Soldiers or _____ _____
moving family members who are involved in treatment for spouse or child
abuse.
12 Encouraged the participation of family members in treatment programs. _____ _____
13 Provided a unit escort according to the joint travel regulations. _____ _____
14 Identified how the Lautenberg Amendment addresses domestic violence _____ _____
and firearms.

Chapter 3
References
Required Primary
AR 190-45 Law Enforcement Reporting
AR 608-18The Army Family Advocacy Program
MISC Pub 27-7 Manual for Courts-Martial United States

(2019 Edition)
DA Form 3881 Rights Warning Procedure/Waiver

Certificate
Joint Travel Regulations Website (see References)
Lautenberg Amendment:
DD Form 2760, Qualification to Possess Firearms or
Ammunition.

171-133-5011
Assist the Company Commander with the Company/Troop Family Readiness Groups
Program
Conditions: You are the company or troop first sergeant and your commander has instructed you
to supervise the family readiness group (FRG). The current higher headquarters FRG program and
the major command's installation directives are available to you. You are in contact with
representatives from the installation Family and Morale, Welfare and Recreation (known as FMWR)
program. You have AR 600-20.
Standards: Draw from unit leaders and Army family support organizations to establish an FRG
plan. Identify the plan objectives. Have FMWR brief company families on services available to
them. Follow up to ensure family members are supported. Brief the higher commander on the FRG
plan.
Note: The requirement to provide family support activities is a critical component in planning for
mobilization.
The goal of the Army Family Team Building Program is to help Army family members transition into
the Army lifestyle when they are new to the Army, develop a better understanding of the military
way of life, develop realistic expectations, access community resources, develop leadership and
life-coping skills, prepare for assumption of leadership roles in their Soldiers' unit, and become self-
reliant and self-sufficient families.
Performance Steps
1. Oversee family care planning.
a. Stress the importance of family care planning.
b. Identify the requirement to initiate a family care plan.
c. Initiate family care plans on DA Form 5305 (Family Care Plan) according to AR 600-20.
2. Schedule time for subordinate Soldiers to attend company or troop awareness briefing
presented by Family Advocacy Program (known as FAP) personnel.
3. Oversee the unit's FRG planning.
Note: FRG is an organization of family members, volunteers, Soldiers, and civilian employees
belonging to a unit or organization that together provide an avenue of mutual support and
assistance and a network of communication among the members, the chain of command, and
community resources. Unit FRGs consist of all assigned and attached Soldiers (married and
single), their spouses, and children. This membership is automatic, and participation is voluntary.
Extended families, fiancées, significant others, retirees, DA civilians, and even interested
community members can and should be included.
a. Ensure the plan includes support from the following:
(1) Army Community Service.
(2) FAP.
(3) FMWR.
b. Ensure that your plan has the following objectives:
(1) Provide mutual support between families.
(2) Assist Soldiers and families when they need help.
(3) Facilitate communication to resolve family concerns.
(4) Provide sound advice to Soldiers and families when they need help.

Chapter 3
c. Coordinate with FAP, FRGs, and FMWR to do the following:

(1) Brief you and unit leaders.
(2) Brief Soldiers and family members on:
(a) Pay and allowance benefits.
(b) Teen groups.
(c) Medical.
_1_ TRICARE.
_2_ Exceptional Family Member Program.
_3_ Medical facilities.
(d) Dental insurance, treatment, and facilities.
(e) Child care.
(f) Chaplains.
d. Send invitations encouraging family members to attend the FRG activities presentation.
4. Execute the FRG plan.
a. Introduce the family support organizations to the Soldiers and family members.
b. Remind family members that the FRG's intent is to:
(1) Forge unit cohesion at the family level.
(2) Give support during spouse deployment.
(3) Provide counsel to family members in need.
c. Determine the family members' level of satisfaction with the presentation.
d. Ask the commander and volunteer groups for their assistance in identifying family issues
not covered during the presentation.
e. Seek advice from FMWR and FAP managers on solving pending issues.
f. Verify that the rear detachment is thoroughly briefed on its responsibilities to the unit FRG
program.
g. Assist the commander to support unit volunteer FRGs according to installation command
directives.
Note: Family support group installation command directives may vary between major commands.
5. Follow up to ensure the unit FRG program meets it objectives.
6. Brief the commander on family support activities.
1 Oversaw family care planning. _____ _____
2 Scheduled time for Soldiers to attend the awareness briefing from the FAP. _____ _____
3 Oversaw the unit's FRG planning. _____ _____
4 Executed the FRG plan. _____ _____
5 Followed up to ensure the FRG program met its objectives. _____ _____

6 Briefed the commander on family support activities. _____ _____
References
Required Primary
DA Form 5305 Family Care Plan AR 608-1 Army Community Service
AR 600-20 Army Command Policy AR 608-10 Child Development Services
AR 608-18 The Army Family Advocacy Program
ATP 3-35 Army Deployment and Redeployment

Chapter 3
171-133-5316
Advise the Company/Troop Commander on Uniform Code of Military Justice Actions
Conditions: A Soldier has violated the Uniform Code of Military Justice (UCMJ). As the company
or troop first sergeant, the commander has asked you to help with the legal aspects of nonjudicial
or judicial punishment. You have available to you MISC Pub 27-7 (Manual for Courts-Martial United
States [2019 Edition]), and the UCMJ.
Standards: Advise the commander on how to comply with and enforce the UCMJ and all applicable
regulations. Ensure the commander issues Article 31(b), MISC Pub 27-7 warnings, employs a
nonjudicial or judicial punishment process, conducts a criminal inquiry according to the Manual for
Courts-Martial (MCM), enforces UCMJ jurisdiction, enforces restrictions and identifies their
authority as a commissioned officer, enforces apprehension procedures, conducts search and
seizure, prevents unlawful command influence, and enforces Army policies so as to maintain good
order and discipline.
Note: The UCMJ is a federal law enacted by Congress. Its provisions are contained in United
States Code, Title 10, Chapter 47. Article 36 of the UCMJ allows the president to prescribe rules
and procedures to implement the provisions of the UCMJ.
Performance Steps
1. Advise the commander on issuing Article 31(b), UCMJ warnings.
a. Identify whether the Soldier is suspected of violating the UCMJ.
b. Identify whether the Soldier is to be questioned regarding the suspected misconduct.
c. Notify the Soldier of Article 31(b), UCMJ rights prior to questioning.
d. Determine if the Soldier understands the warnings.
e. Determine if the Soldier intends to waive or invoke the right to silence.
f. Determine if the Soldier will sign the rights warning statement.
2. Advise the commander on employing nonjudicial punishment.
a. Identify whether the Soldier's misconduct violates the UCMJ.
b. Identify what nonjudicial punishment the commander is authorized to administer and the
level of disposition under the circumstances.
c. Follow the procedures for administering nonjudicial punishment.
d. Follow the procedures for processing any appeal.
3. Advise the commander on enforcing the judicial punishment process.
a. Identify the three different levels of court-martial.
b. Enforce the punitive articles of the UCMJ.
c. Recommend the appropriate level of court-martial.
4. Advise the commander on conducting a criminal inquiry.
a. Identify the commander's obligation under the rules for court-martial in MCM to conduct a
preliminary inquiry when a Soldier is accused or suspected of committing a criminal offense.
b. Act as an Article 32 investigating officer, as directed.
5. Advise the commander on enforcing UCMJ jurisdiction.

Note: Court-martial jurisdiction exists over all persons subject to the UCMJ for offenses in violation
of the UCMJ.
6. Advise the commander on enforcing restrictions.
7. Advise the commander on identifying their authority as a commissioned officer to order pretrial
restraint.
8. Advise the commander on enforcing apprehension procedures.
a. Determine who may apprehend a person subject to trial by court-martial.
b. Determine if probable cause exists to apprehend.
c. Make sure the person knows they are apprehended.
9. Advise the commander on conducting search and seizure.
a. Determine if probable cause to search exists.
b. Obtain an authorization to search from a competent military authority.
Note: An impartial commander, military judge, or a magistrate would be considered a competent
military authority.
Evidence obtained through an illegal search or seizure is not admissible in court. Inspections and
inventories are not a criminal search.
10. Advise the commander on preventing unlawful command influence.
Note: Unlawful command influence is an impingement upon the judicial authority vested in each
commander or the improper interference with the judicial process.
a. Make sure no adverse action (in ratings or other matters) is taken against any service
member for performance of court-martial related duties.
b. Make sure you have a flexible policy on disposition, punishment, or clemency.
11. Advise the commander on enforcing the Army's prohibition against membership and
participation in extremist organizations.
a. Identify the key elements of the Army's policy.
b. Identify the acts that violate the Army's policy.
12. Advise the commander on prohibiting hazing in the unit.
a. Identify acts that constitute hazing.
b. Take action to eliminate hazing.
1 Advised the commander on issuing Article 31(b), UCMJ warnings. _____ _____
2 Advised the commander on employing nonjudicial punishment. _____ _____
3 Advised the commander on enforcing the judicial punishment process. _____ _____
4 Advised the commander on conducting a criminal inquiry. _____ _____
5 Advised the commander on enforcing the UCMJ jurisdiction. _____ _____
6 Advised the commander on enforcing restrictions. _____ _____

Chapter 3
7 Advised the commander on identifying their authority as a commissioned _____ _____
officer to order pretrial restraint.
8 Advised the commander on enforcing apprehension procedures. _____ _____
9 Advised the commander on conducting search and seizure. _____ _____
10 Advised the commander on preventing unlawful command influence. _____ _____
11 Advised the commander on enforcing the Army's prohibition against _____ _____
membership and participation in extremist organizations.
12 Advised the commander on prohibiting hazing. _____ _____
References
Required Primary
MISC PUB 27-7 Manual for Courts-Martial, DA Pam 27-7 Guide for Summary Court-Martial
United States (2019 Edition) Trial Procedure

052-250-1005
Comply with Host Nation, Federal, State, and Local Environmental Laws and Regulations
Conditions: As a Soldier performing assigned duties, given access to the environmental guidance
provided in AR 200-1, with the responsibility to comply with environmental legal requirements while
being able to accomplish your mission in the current area of responsibility (AOR).
Standards: Comply with environmental legal requirements by implementing specific environmental
considerations during mission activities and applying environmentally sustainable practices to
common activities.
Cue: You have been assigned to ensure your unit complies with the environmental legal
requirements for your AOR.
Performance Steps
1. Describe the Soldiers' specific environmental duties.
a. Comply with federal, state, local, and host nation environmental laws and regulations, Army
regulations, installation or unit environmental policies, and standing operating procedures.
b. Comply with DoD 4715.05 (Overseas Environmental-Baseline Guidance Document), final
governing standards, and operation orders or operation plans, as written.
c. Inform the chain of command of any issues or concerns in unit practices with regards to
environmental regulatory requirements.
d. Respond to spills immediately.
2. Identify the consequences of noncompliance with environmental legal requirements.
a. Describe the impact on the mission.
b. Describe the impact on the environment.
c. Describe the impact on the community.
1 Described the Soldiers' specific environmental duties. _____ _____
2 Identified the consequences of noncompliance with environmental legal _____ _____

requirements.
References
Required Primary
DoD 4715.05-G Overseas Environmental-Baseline CFR: Title 32 National Defense
Guidance Document
ATP 3-34.5 Environmental Considerations
CFR: Title 40 Protection of Environment
AR 200-1 Environmental Protection and

Enhancement

Chapter 3
171-133-5321
Communicate the Army's Sexual Assault Prevention and Response Program
Conditions: You are a leader in a unit and must communicate the Sexual Harassment/Assault
Response and Prevention (known as SHARP) Program. You have access to AR 27-10 and AR
600-20.
Standards: Define the Army's sexual assault policy, and types of sexual assault and its effects.
Identify techniques used to prevent sexual assaults, responsibilities for communicating SHARP,
reporting options, rights of the victim and the alleged perpetrator, and the resources available to
victims.
Performance Steps
1. Define Army's sexual assault policy.
2. Define the types of sexual assault and its effects on the victim, alleged perpetrator, and unit.
3. Identify techniques used to prevent sexual assaults.
4. Identify responsibilities for communicating SHARP.
5. Identify reporting options available to sexual assault victims.
6. Identify the rights of the victim and alleged perpetrator.
7. Identify resources available to victims.
1 Defined the Army's sexual assault policy. _____ _____
2 Defined the types of sexual assault and its effects on the victim, alleged _____ _____
perpetrator, and unit.
3 Identified techniques used to prevent sexual assaults. _____ _____
4 Identified responsibilities for communicating SHARP. _____ _____
5 Identified reporting options available to sexual assault victims. _____ _____
6 Identified the rights of the victim and alleged perpetrator. _____ _____
7 Identified the resources available to victims. _____ _____
References
Required Primary
AR 27-10 Military Justice
AR 600-20 Army Command Policy

171-133-5002
Manage Military Drills and Ceremonies
Conditions: You are a first sergeant and your company or troop is conducting a drill or ceremony.
It is your responsibility to manage these activities. Personnel and individual weapons are available.
Standards: Manage company or troop activities during ceremonies by directing unit movements
and formations and making corrections to commands and Soldiers' execution of commands.
Supervise activities of your personnel during company inspections.
Performance Steps
1. Direct Soldiers in the execution of stationary movements required in drill.
a. Give commands for the movements while in a stationary position.
(1) Position of attention.
(2) Rest positions at the halt.
(a) Parade rest.
(b) Stand at ease.
(c) At ease.
(d) Rest.
(3) Facing at the halt.
(a) Left face.
(b) Right face.
(c) About face.
(4) Hand salute.
b. Correct improper commands.
c. Correct Soldiers who fail to execute proper movement.
2. Direct Soldiers in the execution of steps used in marching.
a. Give commands for the following marching movements:
(1) The 30-inch step.
(2) Change step.
(3) Rest movement, 15-inch step.
(4) The 15-inch step, forward or half step.
(5) Marching in place.
(6) The 15-inch step, right or left, and backwards.
(7) The 30-inch step, double time.
(8) Facing in marching.
b. Correct improper use of commands.
c. Ensure Soldiers executing improper movements are corrected.
3. Direct platoon drill formations.
a. Give commands required to form and move the company or troop.

Chapter 3
(1) Form the platoons.

(2) Count off.
(3) Change interval while in line.
(4) Align the platoons.
(5) March the platoons.
(6) Change direction of a column.
(7) March to the flank.
(8) Form a column of twos and reform.
(9) Rest the platoon.
(10) Break ranks.
(11) Eyes right.
(12) Open and close ranks.
(13) Dismiss the platoon.
b. Correct improper commands.
4. Direct drill with weapons.
a. Give the commands required for Soldiers to perform the following actions:
(1) Order arms.
(2) Rest positions.
(3) Port arms.
(4) Present arms.
(5) Inspection arms.
(6) Right shoulder arms.
(7) Left shoulder arms.
(8) Fix bayonets.
(9) Carry position.
(10) Stack and take arms.
(11) Inspection arms from sling arms.
(12) Port arms from sling arms.
(13) Salute at sling arms.
(14) Sling arms.
b. Correct improper use of commands.
5. Direct drill formations of platoons during company drill.
a. Give commands for the company to form the following formations:
(1) Company in line with platoons in line.

(2) Company in column with platoons in column.

(3) Company in column with platoons in line.
(4) Company mass formation.
b. Make corrections as needed.
6. Direct drill formations of a company during a battalion or brigade drill.
Note: For the most part, a battalion and brigade drill merely provides the procedure for executing
company or battalion drill in conjunction with other companies or battalions in the same formation.
Individual drill movements, manual of arms, and squad and platoon drills are executed as
previously described while conducting a battalion and brigade drill.
a. Follow commands from higher headquarters.
b. Issue commands to the company or troop as directed during a battalion or brigade drill.
(1) Battalion or brigade in line.
(2) Battalion or brigade in column.
c. Correct Soldiers who fail to execute properly.
7. Supervise activities of your Soldiers during company inspections.
a. Direct Soldiers to form the prescribed formation (in ranks or in quarters).
b. Ensure equipment to be inspected is displayed as required.
c. React to unit commander's orders during the inspection.
d. Direct Soldiers to correct any deficiencies.
e. Reinspect when deficiencies are corrected.
8. Supervise the following ceremonies:
a. Change of command.
b. Casing ceremony.
c. Retirement ceremony.

Chapter 3
1 Directed Soldiers in the execution of stationary movements required in drill. _____ _____
2 Directed Soldiers in the execution of steps used in marching. _____ _____
3 Directed platoon drill formations. _____ _____
4 Directed drill with weapons. _____ _____
5 Directed drill formations of platoons during company drill. _____ _____
6 Directed drill formations of a company during battalion or brigade drill. _____ _____
7 Supervised activities of Soldiers during company inspections. _____ _____
References
Required Primary
TC 3-21.5 Drill and Ceremonies

Glossary
The glossary lists acronyms and terms with Army or joint definitions. Where
Army and joint definitions differ, (Army) precedes the definition. Terms for which
STP 7-11Z-SM-TG is the proponent are marked with an asterisk (*). The
proponent for other terms is listed in parenthesis after the definition.
SECTION I – ACRONYMS AND ABBREVIATIONS

Acronym Definition
1SG first sergeant
AA assembly area
AA&E arms, ammunition, and explosives
AAR after action review
ABCP Army Body Composition Program
ABCS Army Battle Command System
ABCT Armored brigade combat team
ADP Army doctrine publication
AFTTP Air Force tactics, techniques, and procedures
AO area of operations
AOR area of responsibility
APFT Army Physical Fitness Test
AR Army regulation
ASAP Army Substance Abuse Program
ATM advanced trauma management
ATP Army techniques publication
AXP ambulance exchange point
BAS battle aid station
BCT brigade combat team
BDA battle damage assessment
BEB brigade engineer battalion
BP battle position
BSB brigade support battalion
BSMC brigade support medical company
CAB combined arms battalion
CATS Combined Arms Training Strategy
CBRN chemical, biological, radiological, and nuclear
CASEVAC casualty evacuation
CCIR commander's critical information requirement
CCP casualty collection point
CFR Code of Federal Regulations
CDR commander
CHS combat health support
CID combat identification
CFL coordinate fire line
CLS combat lifesaver
CMO civil-military operations
COA course of action
COP common operational picture
December 17, 2019 STP 7-11Z-SM-TG Glossary-1

Glossary
CP command post
CRC case review committee
CSDP command supply discipline program
CTCP combat trains command post
CTP common tactical picture
DA Department of the Army
DA Pam Department of the Army pamphlet
DD Form Department of Defense form
DOD Department of Defense
DST decision support template
EFMP Exceptional Family Member Program
EGA equipment operator qualification record
EPW enemy prisoner of war
ERB enlisted record brief
FAP Family Advocacy Program
FBCB2 Force XXI Battle Command, brigade and below
FFIR friendly force information requirement
FLOT forward line of own troops
FM field manual
FMC field maintenance company
FMWR family and morale, welfare and recreation
FPF final protective fire
FRAGORD fragmentary order
FRG family readiness group
FS fire support
FSC forward support company
FSCM fire support coordination measure
FSMC forward support medical company
FSE fire support element
FSO fire support officer
G-1 assistant chief of staff, personnel
G-2 assistant chief of staff, intelligence
GS general support
HAZMAT hazardous material
HBCT heavy brigade combat team
HHB headquarters and headquarters battery
HHC headquarters and headquarters company
HHT headquarters and headquarters troop
HN host nation
HPT high-payoff target
HPTL high-payoff target list
HVT high value target
IBCT Infantry brigade combat team
IDS intrusion detection system
IO Information operations
IPB intelligence preparation of the battlefield
IR infrared
ISR intelligence, surveillance, and reconnaissance
IWTS integrated weapons training strategy
JAG judge advocate general
LCMR lightweight counter mortar radar
LOGPAC logistics package
LOS line of sight
LRP logistics release point
MCOO modified combined obstacle overlay
Glossary-2 STP 7-11Z-SM-TG December 17, 2019

Glossary
MCM Manual for Courts-Martial

MCP maintenance collection point
MCS maneuver control system
MCWP Marine Corps warfighting publication
MDL mission data loader
MDMP military decision-making process
MEDEVAC medical evacuation
METL mission-essential task list
mission, enemy, terrain and weather, troops and support available, time
METT-TC
available, and civil considerations
MISC miscellaneous
MOS military occupational specialty
MP military police
MSG master sergeant
MSR main supply route
MTOE modification table of organization and equipment
NAI named area of interest
NCO noncommissioned officer
NCODP Noncommissioned Officer Developmental Program
NCOIC noncommissioned officer in charge
NCS net control station
NGO nongovernmental organizations
NOD night observation device
NTTP Navy tactics, techniques, and procedures
OEL organizational equipment list
OERS Officer Evaluation Reporting System
OIC officer in charge
OP observation post
OPORD operation order
OPLAN operation plan
OPSEC operations security
PBO property book officer
PCC precombat check
PCI precombat inspection
PIR priority intelligence requirements
PMCS preventive maintenance checks and services
PSG platoon sergeant
PST pass time
PT physical training
PVO private voluntary organization
QRF quick reaction force
R&S reconnaissance and surveillance
RDC rear detachment commander
RFA restrictive fire area
RFL restrictive fire line
ROE rules of engagement
RP release point
RPOC report point of contact
RURI re-integration unit risk inventory
S-1 battalion or brigade personnel staff officer
S-2 battalion or brigade intelligence staff officer
S-3 battalion or brigade operations staff officer
S-4 battalion or brigade logistics staff officer
S-5 battalion or brigade plans staff officer
December 17, 2019 STP 7-11Z-SM-TG Glossary-3

Glossary
S-6 battalion or brigade signal staff officer

SA situational awareness
SBCT Stryker brigade combat team
SHARP Sexual Harassment/Assault Response and Prevention Program
SIR specific information requirement
SITMAP situational map
SOF special operations forces
SOP standard operating procedure
SP start point
SRP Soldier Readiness Program
SSA supply support activity
SSG staff sergeant
STP Soldier training publication
TA target acquisition
TAI target area of interest
TC training circular
TCP traffic control points
TCS temporary change of station
TDA table of distribution and allowances
TDIS time-distance
T&EO training and evaluation outline
TOC tactical operations center
TPFDD time-phased force and deployment data
TRP target reference point
UAS unmanned aircraft system
UBL unit basic loads
UCMJ Uniform code of military justice
UDL unit deployment list
ULN unit line number
UPL unit prevention leader
URI unit risk inventory
UTM universal traverse mercator
WARNORD warning order
WIA wounded in action
XO executive officer
SECTION II – TERMS
There are no terms to define in this publication.
Glossary-4 STP 7-11Z-SM-TG December 17, 2019

References
URLs for this publication were accessed on 7 December 2019.
REQUIRED PUBLICATIONS
ADP 1-02, Terms and Military Symbols, August 2018
ADP 3-0, Operations, 31 July 2019.
ADP 7-0, Training, 31 July 2019.
AR 25-50, Preparing and Managing Correspondence, 17 May 2013.
AR 27-10, Military Justice, 11 May 2016.
AR 190-45, Law Enforcement Reporting, 27 September 2016.
AR 200-1, Environmental Protection and Enhancement, 13 December 2007.
AR 600-8-2, Suspension of Favorable Personnel Actions (Flag), 11 May 2016.
AR 600-8-6, Personnel Accounting and Strength Reporting, 1 April 2015.
AR 600-8-101, Personnel Readiness Processing, 6 March 2018.
AR 600-9, The Army Body Composition Program, 16 July 2019.
AR 600-20, Army Command Policy, 6 November 2014.
AR 600-55, The Army Driver and Operator Standardization Program (Selection, Training, Testing,
and Licensing, 17 September 2019.
AR 600-85, The Army Substance Abuse Program, 28 November 2016.
AR 608-18, The Army Family Advocacy Program, 30 October 2007.
AR 614-10, Army Military Personnel Exchange Program with Military Services of Other Nations,
14 July 2011.
AR 735-5, Property Accountability Policies, 9 November 2016.
CFR: Title 40, Protection of Environment: https://www.ecfr.gov/
DoD 4715.05-G, Overseas Environmental-Baseline Guidance Document, 1 May 2007.
https://www.esd.whs.mil/Portals/54/Documents/DD/issuances/dodm/471505g.pdf
DOD Dictionary of Military and Associated Terms, November 2019.
FM 1-02.1, Operational Terms, 21 November 2019.
FM 3-20.21, Heavy Brigade Combat Team (HBCT) Gunnery, 3 September 2009.
FM 3-22.3, Stryker Gunnery, 9 March 2006.
FM 7-0, Train to Win in a Complex World, 5 October 2016.
FM 7-22, Army Physical Readiness Training, 26 October 2012.
Joint travel regulations: http://www.defensetravel.dod.mil/site/travelreg.cfm
MISC Pub 27-7, Manual for Courts-Martial United States [2019 Edition]:
https://jsc.defense.gov/Military-Law/Current-Publications-and-Updates/
RELATED PUBLICATIONS
Most Army doctrinal publications and regulations are available at: https://armypubs.army.mil.
Most joint publications are available online at: http://www.jcs.mil/Doctrine.aspx.
Most technical bulletins and technical manuals are available online at:
https://liw.logsa.army.mil/etmapp/#/etm/home.
December 17, 2019 STP 7-11Z-SM-TG References-1

References
Other publications are available on the Central Army Registry on the Army Training Network:
https://atiam.train.army.mil.
Combined Arms Training Strategies (CATS): https://cascom.army.mil/g_staff/g3/SUOS/site-
sustainment/pages/CollectiveTraining.htm#CATS-loc2
Army Publishing Directorate/Publishing Products Catalog and Ordering System:
https://armypubs.army.mil/ptclick/default.aspx
Army Training Network, Central Army Registry:
(https://atiam.train.army.mil/catalog/catalog/search.html)
ADP 2-0, Intelligence, 31 July 2019.
ADP 3-37, Protection, 31 July 2019.
ADP 5-0, The Operations Process, 31 July 2019.
ADP 6-0, Mission Command: Command and Control of Army Forces, 31 July 2019.
ADP 6-22, Army Leadership and the Profession, 31 July 2019.
AR 1-201, Army Inspection Policy, 25 February 2015.
AR 190-51, Security of Unclassified Army Resources (Sensitive and Nonsensitive), 27 June 2019.
AR 350-1, Army Training and Leader Development, 10 December 2017.
AR 600-8-19, Enlisted Promotions and Reductions, 16 May 2019.
AR 600-81, Soldier for Life – Transition Assistance Program, 17 May 2016.
AR 600-100, Army Profession and Leadership Policy, 5 April 2017.
AR 608-1, Army Community Service, 19 October 2017.
AR 608-10, Child Development Services, 11 May 2017.
ATP 2-01.3, Intelligence Preparation of the Battlefield, 1 March 2019.
ATP 2-33.4, Intelligence Analysis, 18 August 2014.
ATP 3-11.32/MCWP 10-10E.8/NTTP 3-11.37/AFTTP 3-2.46, Multi-Service Tactics, Techniques,
and Procedures for Chemical, Biological, Radiological, and Nuclear Passive Defense,
13 May 2016.
ATP 3-20.96, Cavalry Squadron, 12 May 2016.
ATP 3-20.97, Cavalry Troop, 1 September 2016.
ATP 3-20.98, Reconnaissance Platoon, 5 April 2013.
ATP 3-21.8, Infantry Platoon and Squad, 12 April 2016.
ATP 3-21.10, Infantry Rifle Company, 14 May 2018.
ATP 3-21.11, SBCT Infantry Rifle Company, 4 February 2016.
ATP 3-21.20, Infantry Battalion, 28 December 2017.
ATP 3-34.40/MCWP 3-17.7, General Engineering, 23 March 2018.
ATP 3-34.5, Environmental Considerations, 10 August 2015.
ATP 3-35, Army Deployment and Redeployment, 10 October 2018.
ATP 3-39.32, Physical Security, 30 April 2014.
ATP 3-60, Targeting, 7 May 2015.
ATP 3-90.1, Armor and Mechanized Infantry Company Team, 27 January 2016.
ATP 3-90.5, Combined Arms Battalion, 5 February 2016.
ATP 4-02.2, Medical Evacuation, 11 July 2019.
ATP 4-02.3, Army Health System Support to Maneuver Forces, 9 June 2014.
ATP 4-16, Movement Control, 5 April 2013.
ATP 4-25.13, Casualty Evacuation, 15 February 2013.
ATP 5-0.6, Network Engagement, 19 June 2017.
References-2 STP 7-11Z-SM-TG December 17, 2019

References
ATP 5-19, Risk Management, 14 April 2014.

ATP 6-0.5, Command Post Organization and Operations, 1 March 2017.
CFR: Title 32, National Defense: https://www.ecfr.gov/
DA Pam 27-7, Guide for Summary Court-Martial Trial Procedure, 2 April 2014.
DA Pam 190-51, Risk Analysis for Unclassified Army Resources, 27 June 2019.
DA Pam 600-25, U.S. Army Noncommissioned Officer Professional Development Guide,
11 December 2018.
DA Pam 623-3, Evaluation Reporting System, 27 September 2019.
DA Pam 710-2-1, Using Unit Supply System (Manual Procedures), 1 December 2016.
DA Pam 750-1, Commanders’ Maintenance Handbook, 4 December 2013.
FM 1-0, Human Resources Support, 1 April 2014.
FM 3-0, Operations, 6 October 2017.
FM 3-13, Information Operations, 6 December 2016.
FM 3-34, Engineer Operations, 2 April 2014.
FM 3-55, Information Collection, 3 May 2013.
FM 3-90-1, Offense and Defense Volume 1, 22 March 2013.
FM 3-96, Brigade Combat Team, 8 October 2015.
FM 6-0, Commander and Staff Organization and Operations, 5 May 2014.
FM 6-99, U.S. Army Report and Message Formats, 19 August 2013.
TC 3-20.0, Integrated Weapons Training Strategy [IWTS], 18 June 2019.
TC 3-21.5, Drill and Ceremonies, 20 January 2012.
TC 3-25.26, Map Reading and Land Navigation, 15 November 2013.
TC 7-22.7, Noncommissioned Officer Guide, 7 April 2015.
TC 21-7, Personal Financial Readiness and Deployability Handbook, 14 August 2003.
PRESCRIBED FORMS
This section contains no entries.
REFERENCED FORMS
Unless otherwise indicated, DA and DD forms are available on the Army Publishing
Directorate (APD) website (https://armypubs.army.mil).
DD Forms are available on the Office of the Secretary of Defense (OSD) website
(http://www.esd.whs.mil/Directives/forms)
Standard Forms are available on the General Services Administration (GSA) website
(https://www.gsa.gov/reference/forms)
DA Form 67-10-1, Company Grade Plate (01–03; WO1–W2) Officer Evaluation Report.
DA Form 67-10-1A, Officer Evaluation Report Support Form.
DA Form 268, Report to Suspend Favorable Personnel Actions (Flag).
DA Form 348, Equipment Operator’s Qualification Record (Except Aircraft).
DA Form 638, Recommendation for Award.
DA Form 705, Army Physical Fitness Test Scorecard.
DA Form 1156, Casualty Feeder Card.
DA Form 2028, Recommended Changes to Publications and Blank Forms.
DA Form 2062, Hand Receipt/Annex Number.
DA Form 2166-9-1, NCO Evaluation Report (SGT).
December 17, 2019 STP 7-11Z-SM-TG References-3

References
DA Form 2166-9-1A, NCO Evaluation Support Form.

DA Form 2166-9-2, NCO Evaluation Report (SSG-1SG/MSG).
DA Form 2404, Equipment Inspection and Maintenance Worksheet.
DA Form 3161, Request for Issue or Turn-In.
DA Form 3881, Rights Warning Procedure/Waiver Certificate.
DA Form 4604, Security Construction Statement.
DA Form 4856, Developmental Counseling Form.
DA Form 4930, Alarm/Intrusion Detection Record.
DA Form 5165-R, Field Expedient Squad Book.
DA Form 5305, Family Care Plan.
DA Form 5500, Body Fat Content Worksheet (Male).
DA Form 5501, Body Fat Content Worksheet (Female).
DA Form 5513, Key Control Register and Inventory.
DA Form 5983-E, Equipment Operator Qualification Record (EGA).
DA Form 5984-E, Operators Permit Record (EGA).
DA Form 5988-E, Equipment Maintenance and Inspection Worksheet (EGA).
DA Form 7281, Command Oriented Arms, Ammunition, and Explosives (AA&E) Security
Screening and Evaluation Record.
DA Form 7425, Readiness and Deployment Checklist.
DD Form 369, Police Record Check.
DD Form 2760, Qualification to Possess Firearms or Ammunition.
References-4 STP 7-11Z-SM-TG December 17, 2019

STP 7-11Z-SM-TG
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Soldier'S Manual and Trainer'S Guide: Mos 11Z Infantry Senior Sergeant

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STP 7-11Z-SM-TG

SOLDIER'S MANUAL AND TRAINER’S GUIDE

Infantry Senior Sergeant

HEADQUARTERS, DEPARTMENT OF THE ARMY

SOLDIER TRAINING HEADQUARTERS

Soldier's Manual and Trainer’s Guide

Preface ................................................................................................................................... ...v

171-630-0102 Perform as a Battle Captain ................................................................................ 3-53

ii STP 7-11Z-SM-TG December 17, 2019

FOR OFFICIAL USE ONLY

071-133-5401 Manage the Army Substance Abuse Program at the Company/Troop

December 17, 2019 STP 7-11Z-SM-TG iii

FOR OFFICIAL USE ONLY

December 17, 2019 STP 7-11Z-SM-TG v

FOR OFFICIAL USE ONLY

December 17, 2019 STP 7-11Z-SM-TG 1-1

FOR OFFICIAL USE ONLY

171-630-0052 Manage Tactical Information at Battalion/Squadron Level

171-133-5202 Assist in Planning Unit Tactical Security

171-720-0007 Develop a Reconnaissance and Security Plan

171-133-5322 Oversee Preparation of a Situational Map

171-620-0123 Employ Common Operational Terms and Graphics

171-133-5323 Oversee the Handling of Classified Material

171-630-0032 Plan a Tactical Road March at Battalion/Squadron Level

171-630-0038 Assist in Preparing a Unit Situation Report

171-630-0039 Assist in Preparing a Fragmentary Order at Battalion-Squadron Level

171-630-0086 Conduct Lethal/Nonlethal Targeting Process at Battalion and Below

171-630-0084 Coordinate the Evacuation of Casualties at Battalion/Squadron Level

171-630-0106 Engage Human Networks in the Area of Operations

171-133-5314 Supervise Establishment of a Command Post

071-332-5034 Extract Information from a Route Reconnaissance Report

171-300-0036 Evaluate a Ground Surveillance Mission

Table 2-1. Skill Level 5 individual critical tasks list (continued)

December 17, 2019 STP 7-11Z-SM-TG 2-1

FOR OFFICIAL USE ONLY

Task Number Title

171-300-0045 Manage Operational Area Security Measures

171-630-0102 Perform as a Battle Captain

171-133-5003 Assist the S-3 in Preparation of Operation Orders

171-133-5004 Assist in Course of Action Development

171-133-5005 Assist the S-3 in the Synchronization of a Fire Support Plan

171-133-5201 Assist the S-3 in Recommending Allocations of Ammunition/Equipment

171-133-5203 Assist the S-3 in Coordinating Engineer Requirements

171-133-5318 Assist in the Military Decision-Making Process as a Primary Operations NCO

171-133-5034 Supervise Command Post Security

171-630-0015 Supervise Information Management in a Command Post

171-133-5315 Supervise Displacement of a Command Post

171-630-0050 Establish Combat Trains Command Post at Battalion/Squadron Level

171-133-5035 Assist in Conducting Rear Detachment Operations

171-133-5030 Supervise the Noncommissioned Officers Development Program

171-133-5001 Assess Training at Company/Troop Level

171-133-5325 Develop a Company/Troop Physical Security Plan

171-133-5329 Assist the Company/Troop Commander with a Unit's Maintenance Program

2-2 STP 7-11Z-SM-TG December 17, 2019

FOR OFFICIAL USE ONLY

4 Determined how the staffs collected information. _ _

6 Ensured the commonality of information storage methods. _ _

8 Analyzed routine reports to update warfighting functions-specific _ _

9 Collected staff analysis. _ _

12 Informed the S-3 of any difficulties. _ _

2 Evaluated the current enemy situation. _ _

7 Ensured indirect fires were coordinated. _ _

8 Planned patrol routes. _ _

9 Planned observation post locations. _ _

10 Maintained communications. _ _

2 Began the MCOO development of the AO. _ _

4 Developed multiple enemy COAs. _ _

5 Developed the event template. _ _

6 Assisted the staff to brief the mission analysis. _ _