TP350 70 14

Department of the Army TRADOC Pamphlet 350-70-14
Headquarters, United States Army

Training and Doctrine Command
Fort Eustis, Virginia 23604-5700
27 March 2015
Training
TRAINING AND EDUCATION DEVELOPMENT IN SUPPORT OF THE

INSTITUTIONAL DOMAIN
FOR THE COMMANDER:
OFFICIAL: KEVIN W. MANGUM

Lieutenant General, USA
Deputy Commanding General/
Chief of Staff
RICHARD A. DAVIS
Senior Executive
Deputy Chief of Staff, G-6
History. This publication is a new U.S. Army Training and Doctrine Command (TRADOC)
pamphlet.
Summary. This pamphlet contains specific guidance for the development of courses and
lessons, with supporting information on analyses, assessment, job aids and graphic training
aids, training support packages, and training and education management. It provides
guidance and examples for organizations that develop training and education products for the
institutional training domain. This guidance and these examples use the process and
concepts outlined in the Army Learning Model (ALM) and support the development of both
task-based and education-based lessons.
Applicability. The procedures outlined in this pamphlet apply to all Army organizations
generating Army learning products used by the Active Army (AA), U.S. Army National
Guard (ARNG), U.S. Army Reserve (USAR), and Department of the Army (DA) Civilians.
When there is a conflict between this pamphlet and TRADOC Pamphlet 350-70-7 in the
development of learning products for Professional Military Education (PME), the following
organizations will have TRADOC Pamphlet 350-70-7 take precedence: Army War College
(AWC), Command and General Staff College (CGSC), The Western Hemisphere Institute
for Security Cooperation (WHINSEC), Warrant Officer Career College (WOCC), U.S. Army
TRADOC Pamphlet 350-70-14
Sergeants Major Academy (USASMA), and The Defense Language Institute Foreign
Language Center (DLIFLC also known as DLI).
Proponent and exception authority. The proponent for this pamphlet is the U.S. Army
Combined Arms Command (CAC), Training Management Directorate (TMD). The
proponent has the authority to approve exceptions or waivers to this pamphlet that are
consistent with controlling law and regulations.
Suggested Improvements. Users are invited to send comments and suggested

improvements on DA Form 2028 (Recommended Changes to Publications and Blank Forms)
directly to the Commander, Combined Arms Center, Training Management Directorate
(ATZL-CTD), Fort Leavenworth, KS 66027-2300; or electronically to
usarmy.leavenworth.cac.mbx.leav-atn@mail.mil. Suggested improvements may also be
submitted using DA Form 1045 (Army Ideas for Excellence Program (AIEP) Proposal).
Distribution. This TRADOC pamphlet is available only on the TRADOC website

http://www.tradoc.army.mil/tpubs/.
Summary of Change

Training and Education Development in Support of the Institutional Domain
This pamphlet, dated 27 March 2015-
o provides “how to” guidance for institutional domain training and education product
development and management using the analysis, design, development, implementation,
evaluation process (throughout).
o implements the Army Learning Model using guidance and examples (throughout).
o provides various product formats, checklists, and supporting information which support
the developer in producing quality institutional training and education products
(Appendices).
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Contents
Page
Chapter 1 Introduction ......................................................................................................... 9
1-1. Purpose ..................................................................................................................... 9
1-2. References ................................................................................................................ 9
1-3. Explanation of abbreviations and terms ................................................................... 9
1-4. Scope ........................................................................................................................ 9
1-5. Army learning policy and systems overview ........................................................... 9
1-6. Institutional learning processes and products ........................................................... 9
1-7. Army learning policy and systems and the analysis, design, development,
implementation, evaluation (ADDIE) process ................................................................ 11
1-8. Regulation and pamphlet relationships................................................................... 14
Chapter 2 Proponent Responsibilities and Support of Institutional Training and
Education Products ............................................................................................................... 15
2-1. Introduction ............................................................................................................ 15
2-2. Training proponent information and identification (ID) numbers.......................... 15
2-3. Institutional training and education system ............................................................ 15
2-4. Mandatory training in institutions .......................................................................... 16
2-5. Foreign disclosure (FD) restriction statements ....................................................... 16
2-6. Copyright/proprietary materials/intellectual property ............................................ 16
2-7. Training development management ....................................................................... 18
2-8. Interfacing with other Army systems and processes .............................................. 18
2-9. Application of the Army Learning Model (ALM) ................................................. 18
Chapter 3 Operational Force Drivers of Generating Force Learning Products ........... 20
3-1. Introduction ............................................................................................................ 20
3-2. Needs analysis ........................................................................................................ 20
3-3. Learning product analysis process overview .......................................................... 28
3-4. Mission analysis ..................................................................................................... 28
3-5. Safety and environmental protection ...................................................................... 29
Chapter 4 Job Analysis........................................................................................................ 30
4-1. Introduction to job analysis .................................................................................... 30
4-2. The job analysis process ......................................................................................... 30
4-3. Individual task identification .................................................................................. 32
4-4. The total job task inventory .................................................................................... 33
4-5. Identifying potential critical tasks .......................................................................... 34
4-6. Critical task and site selection boards (CTSSB) ..................................................... 34
4-7. The individual critical task list (ICTL) ................................................................... 35
4-8. Individual task analysis .......................................................................................... 36
4-9. The critical-individual task-to-lesson matrix .......................................................... 37
Chapter 5 Target Audience Analysis ................................................................................. 37
5-1. Introduction of target audience analysis ................................................................. 37
5-2. Data collection planning ......................................................................................... 38
5-3. Determine population size, location, and availability ............................................ 38
5-4. Develop data collection instruments....................................................................... 39
5-5. Data collection ........................................................................................................ 41
5-6. Data analysis procedure .......................................................................................... 42
5-7. Review goals and objectives................................................................................... 42
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5-8. Determine reliability and validity of raw data ........................................................ 42

5-9. Prepare analysis data .............................................................................................. 43
5-10. Analyze data ......................................................................................................... 43
5-11. Interpret findings .................................................................................................. 45
5-12. Target audience analysis for students in attendance ............................................. 45
Chapter 6 Courses................................................................................................................ 46
6-1. Introduction to courses ........................................................................................... 46
6-2. Analysis .................................................................................................................. 47
6-3. Course design considerations ................................................................................. 47
6-4. Course design requirements.................................................................................... 49
6-5. Course purpose and scope ...................................................................................... 50
6-6. Course prerequisites ............................................................................................... 50
6-7. Structure and sequence ........................................................................................... 51
6-8. Course development ............................................................................................... 53
6-9. Course management plan (CMP) ........................................................................... 54
6-10. Lesson design and development ........................................................................... 54
6-11. Individual student assessment plan (ISAP) .......................................................... 54
6-12. Course map and course schedule .......................................................................... 56
6-13. Course length ........................................................................................................ 59
6-14. Write the student guide ......................................................................................... 59
6-15. Resource requirements ......................................................................................... 60
6-16. Developing an instructor/facilitator preparation guide ......................................... 61
6-17. Update/revise course design as needed ................................................................ 62
6-18. Obtain course and program of instruction (POI) approvals ................................. 62
6-19. Quality control for courses (training product/material validation) ....................... 62
Chapter 7 Lessons and Lesson Plans ................................................................................. 63
7-1. Introduction to lessons and lesson plans.................................................................. 63
7-2. Lesson analysis ....................................................................................................... 64
7-3. Lesson numbers and titling ..................................................................................... 64
7-4. Lesson titles ............................................................................................................ 65
7-5. Lesson design for task-based lessons ..................................................................... 66
7-6. Developing and writing learning objectives ........................................................... 67
7-7. Sequencing learning objectives .............................................................................. 74
7-8. Learning step activities (LSAs) .............................................................................. 75
7-9. Developing the LSAs.............................................................................................. 75
7-10. Lesson plan development ..................................................................................... 77
7-11. Modes of instructional delivery for lessons .......................................................... 78
7-12. Instructional strategy and methods of instruction (MOIs) .................................... 78
7-13. Instructor-to-student ratio and instructor requirements ........................................ 81
7-14. Lesson academic hours ......................................................................................... 82
7-15. Media .................................................................................................................... 83
7-16. Media delivery ...................................................................................................... 85
7-17. Required resources ............................................................................................... 88
7-18. Measuring learner performance: assessment ........................................................ 88
7-19. Administrative data............................................................................................... 88
7-20. Quality control for lesson plans ............................................................................ 89
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Chapter 8 Assessment .......................................................................................................... 89

8-1. Measuring learner performance: assessment .......................................................... 89
8-2. Assessment methods ............................................................................................... 90
8-3. Test types ................................................................................................................ 91
8-4. Student assessment design and development ......................................................... 91
8-5. Check on learning questions ................................................................................... 96
8-6. Test development or test revision decision making................................................ 96
8-7. Test/test item analysis ............................................................................................. 98
8-8. Assessing 21st Century Soldier Competencies ....................................................... 98
8-9. Managing student assessments ............................................................................... 99
8-10. Assessment control ............................................................................................... 99
Chapter 9 Job Aids, Graphic Training Aids (GTAs), and Training Circulars (TCs) . 101
9-1. Job aids and graphic training aids......................................................................... 101
9-2. Job aid analysis ..................................................................................................... 101
9-3. Designing job aids ................................................................................................ 104
9-4. Developing job aids .............................................................................................. 104
9-5. Validation of job aids ........................................................................................... 104
9-6. GTA design and development .............................................................................. 105
9-7. Quality control ...................................................................................................... 106
9-8. Training circulars .................................................................................................. 107
9-9. Analyzing and designing training circulars .......................................................... 107
9-10. Developing training circulars ............................................................................. 108
9-11. Quality control of training circulars ................................................................... 108
Chapter 10 Training Support Packages (TSP) ............................................................... 108
10-1. Introduction ........................................................................................................ 108
10-2. TSP numbering ................................................................................................... 108
10-3. Designing TSPs .................................................................................................. 108
10-4. Developing TSPs ................................................................................................ 108
10-5. Quality control .................................................................................................... 110
Chapter 11 Managing Training and Education .............................................................. 110
11-1. Introduction ........................................................................................................ 110
11-2. Proponent guidance for product management .................................................... 112
11-3. Automation of training and education products ................................................. 113
11-4. Quality control of training and education products ............................................ 115
11-5. Distribution of learning products ........................................................................ 115
11-6. Management of common core training and education ....................................... 116
11-7. Course management ........................................................................................... 116
11-8. Course quality assurance and workload management ........................................ 117
11-9. Implementation management ............................................................................. 117
11-10. Instructor/facilitator and material preparation for implementation .................. 120
11-11. Evaluation during implementation ................................................................... 123
11-12. Implementation closeout management ............................................................. 125
11-13. Accreditation .................................................................................................... 127
Appendix A References ..................................................................................................... 128
Appendix B Product and Supporting Product Checklists ............................................. 132
Appendix C Review Boards .............................................................................................. 137
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Appendix D Product and Supporting Product Examples .............................................. 140

Appendix E ICTL to Lesson Crosswalk .......................................................................... 144
Appendix F Learning Step Activity Sequencing ............................................................. 145
Appendix G Methods of Instruction ................................................................................ 146
Glossary ............................................................................................................................... 152
Table List
Page
Table 3-1 Doctrine, organization, training, materiel, leadership and education, personnel,
and facilities (DOTMLPF) problem example ......................................................................... 25
Table 3-2 Learning product search procedure ....................................................................... 27
Table 5-1 Sample size determination procedure .................................................................... 39
Table 5-2 Data analysis procedure ......................................................................................... 42
Table 5-3 Qualitative and quantitative data analysis ............................................................. 44
Table 6-1 Course prerequisite determination ......................................................................... 51
Table 6-2 Course delivery modes .......................................................................................... 53
Table 6-3 General steps for writing an ISAP ......................................................................... 55
Table 7-1 Types of learning objective standards ................................................................... 72
Table 7-2 Learning objective to lesson plan relationships..................................................... 74
Table 7-3 Learning step activity examples ............................................................................ 75
Table 7-4 Identification of resource requirements for LSAs ................................................. 76
Table 7-5 Instructional strategy uses with suggested MOIs .................................................. 80
Table 7-6 Instructor-to-student ratio factors .......................................................................... 82
Table 7-7 Media descriptions and instructional uses ............................................................. 84
Table 7-8 Guidelines for developing new media ................................................................... 86
Table 8-1 Test methods .......................................................................................................... 90
Table 8-2 Assessment production guidelines ........................................................................ 93
Table 8-3 Test plan for a written test ..................................................................................... 95
Table 8-4 Test control guidelines ........................................................................................ 100
Table 9-1 GTA design and development requirements ....................................................... 105
Table 11-1 Product format overview ................................................................................... 114
Table 11-2 Learning product distribution options ............................................................... 115
Table 11-3 Implementation personnel requirements ........................................................... 119
Table 11-4 Course preparation and coordination checklist ................................................. 121
Table 11-5 After-action review format ................................................................................ 124
Table B-1 Job analysis checklist example .......................................................................... 133
Table B-2 Course master checklist example ....................................................................... 134
Table B-3 Lesson plan checklist example .......................................................................... 135
Table B-4 Job aid checklist example .................................................................................. 136
Table B-5 TSP checklist example ....................................................................................... 137
Table D-1 Individual critical task list example ................................................................... 141
Table G-1 Methods of instruction ........................................................................................ 146
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Figure List
Page
Figure 3-1. Needs analysis process ........................................................................................ 21
Figure 3-2. Examples of needs analysis documentation and data sources ............................ 23
Figure 3-3. Potential sources of needs analysis problems ..................................................... 24
Figure 4-1. Job analysis flow chart ........................................................................................ 32
Figure 4-2. Sample task identification chart .......................................................................... 33
Figure 4-3. References for compiling a total task inventory ................................................. 33
Figure 5-1. Common target audience data ............................................................................. 38
Figure 5-2. Target audience data collection goals and objectives ......................................... 38
Figure 5-3. Quantitative and qualitative data comparison ..................................................... 41
Figure 5-4. Possible data sources ........................................................................................... 42
Figure 6-1. Reclassification training design considerations .................................................. 49
Figure 6-2. Course structure and sequencing sample ............................................................ 52
Figure 6-4. Example course lesson sequence ........................................................................ 58
Figure 7-1. Lesson numbering examples ............................................................................... 65
Figure 7-2. Version/edition number protocol ........................................................................ 65
Figure 7-3. Lesson title example ............................................................................................ 66
Figure 7-4. Action statement example ................................................................................... 70
Figure 7-5. Condition statement example .............................................................................. 70
Figure 7-6. Learning objective example ................................................................................ 73
Figure 7-7. Media communication formats ........................................................................... 85
Figure 8-1. Test creation or revision ...................................................................................... 97
Figure 9-1. Training circular flowchart ............................................................................... 107
Figure 10-1. Steps in training support package development .............................................. 109
Figure 11-1. Institutional product management process ...................................................... 113
Figure 11-2. Implementation planning and preparation activities ....................................... 119
Figure E-1. ICTL to lesson crosswalk ................................................................................. 144
Figure F-1. Sample sequencing of learning step activities to support learning objectives .. 145
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Chapter 1
Introduction
1-1. Purpose
This pamphlet provides detailed guidance for producing institutional training and education
products in support of U.S. Army Training and Doctrine Command (TRADOC) Regulation
350-70. It uses the instructional system design (ISD) model based on the analysis, design,
development, implementation, and evaluation (ADDIE) process. Personnel from training
proponent organizations, Centers of Excellence (CoEs), and schools are the primary audience
for this pamphlet. The institutional domain includes initial military training (IMT),
professional military education (PME), civilian education system (CES), and functional
training for Soldiers and Department of the Army (DA) Civilians.
1-2. References
Required and related publications and referenced forms are listed in appendix A. Referenced
links can be found in the glossary and on the Training and Education Developer Toolbox
(TED-T) website. These include links to civilian educational references.
1-3. Explanation of abbreviations and terms

Abbreviations, acronyms, and terms used in this pamphlet are found in the glossary. TED-T
also contains a glossary of terms supporting TRADOC Regulation (TR) 350-70 and Army
training and education development.
1-4. Scope
This pamphlet provides guidance for the generating force to create, revise, and manage
institutional learning products for use by Army training and education proponents; an Army
training and education overview with relationship to the Army Learning Model (ALM); and
a description of the ADDIE process. This guidance primarily addresses analyzing,
designing, and developing courses and lessons, with additional direction for individual
critical task lists (ICTLs), lesson plans, learning assessments, job aids, graphic training aids,
training circulars and training support packages (TSPs). The evaluation of products is
covered to a limited extent. Finally, the pamphlet briefly discusses management and
resources for the aforementioned products.
1-5. Army learning policy and systems overview

The Army learning policy and systems approach is a disciplined, logical approach to making
collective, individual, and self-development instructional decisions for the Army. The goal
of the Army learning policy and systems approach is to support the Army’s mission by
ensuring Soldier readiness. This instruction must be rigorous; relevant to units, Soldiers,
civilians, and leaders; and conducive to safety and environmental protection.
1-6. Institutional learning processes and products
a. This pamphlet briefly describes institutional domain processes and products in this
paragraph, then details them in subsequent chapters. The analysis processes described are
those used for determining the institutional products needed and/or product design and
9
development. These products include ICTLs, courses/phases, modules, TSPs, and

lesson/lesson plans. Institutional products are being transformed from a paper-based system
to automated systems to improve effectiveness and efficiency. This transformation requires
the developer to use the Combined Arms Center (CAC)-approved automated systems for
delivering these products to institutions and the operational force.
b. ICTL. An ICTL is the list of individual critical tasks that job incumbents must
perform to successfully accomplish their missions and duties. Each proponent’s critical task
and site selection board (CTSSB) develops the ICTL from a list of all tasks identified in a job
analysis. A CTSSB is held every 2 to 3 years or as major changes to doctrine, organization,
equipment, or a job occur. The individual critical tasks are the foundation of lessons and
lesson plans. TR 350-70 and TRADOC Pamphlet (TP) 350-70-1 cover job analysis and
development of ICTLs in greater detail.
c. Course. A course is a complete series of instructional units (phases, modules, and

lessons) identified by common title and number. A course contains critical tasks or
educational requirements to qualify a jobholder for a specific Army job or function.
Examples include military occupational specialty (MOS)/area of concentration (AOC) skill
level, skill qualification identifier, additional skill identifier (ASI), language identifier code
(LIC), and skill identifier. Chapter 6 provides detailed information on course design and
development.
(1) Phase. A phase is a major part of a course that may be taught at different
locations. Phases are required to segment a course because of time, location, equipment, or
facility constraints; or delivery options such as distributed learning (DL), resident, or any
combination. For resourcing purposes, a phase is an instructional unit identified by a
common course title and number consisting of critical tasks or educational requirements
constructed as a portion or segment of a course.
(2) Module. A module is a group of related lessons that promotes efficiency in the
course structure. In rare cases a module may be comprised of only one lesson based on a
single terminal learning objective (TLO).
d. Lesson. A lesson is a segment of instruction that facilitates the accomplishment of

learning step activities that lead to a specified TLO. During a lesson, learners are taught a
particular subject or how to perform a particular activity. A lesson provides the instructional
content for a lesson plan. Chapter 7 contains detailed information on lessons.
e. Lesson plan. The lesson plan is the detailed development of content and resources
used by instructors/facilitators to execute the instruction prescribed in one lesson within the
prescribed time limits using the specified resources. A lesson plan supports one lesson so
lessons can easily be shared across the Army to support additional modules, phases, and
courses. Chapter 7 provides information on lesson plans.
10
f. Learning assessments. A learning assessment is the measurement of learning by an

individual. Assessment of a learner is often accomplished through a test of whether or not
skills, knowledge and/or performance have been attained. Chapter 8 covers learning
assessments.
g. Supporting products. Supporting products discussed in this pamphlet include job

aids, graphic training aids (GTAs), and training circulars (TCs). A job aid is a supporting
product that can be a checklist, procedural guide, decision table, worksheet, algorithm, or
other device used as an aid in performing duty position tasks or skills. It gives directions and
signals when to take action. A job aid is also called a job performance aid. A GTA is a
product created to enable trainers to conduct and sustain task-based training in lieu of using
extensive printed material or expensive equipment. GTAs may also increase performance
during on-the-job training or as job aids. A TC is a publication (paper or computer-based)
that provides a means to distribute training information that does not fit standard
requirements for other established types of training publications. Chapter 9 provides
guidance for these supporting products.
h. TSP. A TSP is a complete, exportable package integrating instructional

products/materials and information necessary to instruct one or more tasks or competencies.
The contents of the TSP will vary depending on the number of lesson plans included. A TSP
is made up of a cover sheet, administrative instructions, and complete lesson plans. Chapter
10 provides details on TSPs.
1-7. Army learning policy and systems and the analysis, design, development,
implementation, evaluation (ADDIE) process
a. The purpose of the Army learning policy and systems is to regulate practices in
effective learning management and to specify required enabling systems. It also supports
implementation of the ALM through Army-wide standardization of training and education
content development practices. Learning content will remain relevant through the use of this
process.
b. The Army’s ISD model emphasizes the ADDIE process. Leaders, course managers,
training developers, and instructor/ facilitators at all levels must comprehend the ADDIE
process and the Army’s overarching ISD model. The Army is intentionally moving toward
an integration of training and education in order to focus on student learning rather than
institutional training.
c. The ADDIE process provides for effectiveness and efficiencies by developing

continuous awareness of the relationships among the component parts, rather than a
sequential and linear approach. The five phases of ADDIE enable the creation of integrated,
mission essential products that support any type of learning and professional growth.
ADDIE is the basis of a systematic, cyclic, iterative approach to conceiving, planning,
organizing, and documenting all unit and individual learning products. Developing
institutional domain learning products requires awareness that the five ADDIE phases can be
repeatedly applied at many levels, on a broad or narrow scope. Each ADDIE phase may be
11
entered individually when needed to revise the product. A developer must determine at what
point to enter the process and ensure the learning product is produced efficiently and
effectively.
(1) The analysis phase is used for defining learning requirements and the ways to
measure success. Conducting a thorough analysis is essential for making training/instruction
as relevant as possible. Analysis provides information about what skills or knowledge need
to be trained or learned, the conditions under which the skills should be performed or the
knowledge used, and the standard of performance that must be achieved. The results of
analysis form the basis for creating and/or revising learning products. During analysis, a
developer primarily focuses on comprehending the expected outcome of the development
efforts while determining what information to draw upon. In determining the need for a new
or revised learning product, the triggering circumstance may come from a variety of sources
in the form of a problem to be resolved. Once the circumstance is provided, the developer
must draw upon relevant information to create a new learning product or revise an existing
learning product. The primary analysis processes used to identify the learning products to be
designed (revised or created), developed, implemented, and evaluated are needs analysis,
mission analysis, target audience analysis, and job analysis. To successfully create a product
that meets all requirements at the appropriate level, the developer must maintain focus on the
learning objective(s), with approved course outcomes and general learning outcomes
(GLOs).
(2) The developer moves into the design phase after the problem is analyzed. In the
design phase, the developer must identify the objective(s), which vary according to the type
of instruction to be implemented. Once the developer confirms the learning objectives with
the proper authority, the developer plans what the training/instruction should look like when
it is complete, and the context in which the task or learning will successfully occur. The goal
is to create a learning situation that helps people move from what they already know to
gaining mastery of the new material. In the design phase, the developer determines learner
assessment methods, lesson sequence, methods of instruction, media and/or other criteria
needed for learning.
(3) The development phase involves translating the previously determined design
plan into instruction and/or instructional products. The developer chooses the structure and
methods to form a comprehensive strategy to help the intended audience achieve the learning
objectives. The development strategy includes identifying all materials that support the
implementation of a learning product. All steps for development of new institutional
learning products are included in this pamphlet or further illustrated through links to external
sources. Once institutional products are identified, designed, and developed, appropriate
management processes are needed to implement and evaluate these products.
(4) The implementation phase is the execution of the training/education.

Training/education is implemented after the learning product has been designed, developed,
validated, and formally approved for use. Each proponent institution develops detailed
standard operating procedures to meet instructional needs and resources for implementation.
12
(5) Evaluation is a continuous process that starts during the analysis phase and
continues throughout the life cycle of the ADDIE process as well as the life cycle of each
learning product. The evaluation phase consists of both formative and summative parts.
(a) Formative evaluation judges the ability of the learning product(s) to achieve the
desired outcome/objective. This is a check-on-development to control the quality and
implementation of learning products.
(b) Summative evaluation usually occurs after completion of the ADDIE process,
and determines whether the learning product development and implementation meet
established Army and center/school standards on a program level and thereafter on the job
itself. Gaps in summative evaluation can be resolved with constructive and corrective
feedback.
Note: Evaluation is a function of the Army’s Quality Assurance (QA) Program; Army
Regulation (AR) 350-1 as well as DA and TRADOC policy memorandums and
implementing guidance contain specific policy for the QA Program. QA Program evaluation
covers much more than the ADDIE process: Army accreditation standards assess functions
that cross all doctrine, organization, training, materiel, leadership and education, personnel,
and facilities (DOTMLPF) domains. QA Program internal evaluations, pre-accreditation self
assessments, and accreditations assess the DOTMLPF functions against Army accreditation
standards, to include evaluation of ADDIE processes and learning products in accordance
with AR 350-1, TR 350-70, TP 350-70-4, and procedures delineated in this pamphlet.
(6) Although the ADDIE phases often build upon each other, remember:
(a) The normal training development (TD) process for a new training requirement
begins with a perceived training requirement and proceeds with job and critical task analysis,
design, and development of the training/education product.
(b) ADDIE phases can be entered individually as needed for revisions, creating an
iterative process.
(c) Evaluation permeates all ADDIE phases and ensures all training/education and
supporting learning products are effective in producing trained units, organizations, Soldiers,
leaders, and DA Civilians.
(7) ADDIE process management overview. Leaders, course managers, training

developers, and instructor/ facilitators at all levels must ensure compliance with the ADDIE
process to develop learning products and prepare for implementation. All those involved
must:
(a) Create and maintain appropriate validation and assessment plans.
(b) Provide supervision of learning product development and provide team assistance
when needed to ensure the work at hand flows smoothly and efficiently.
13
(c) Meet timelines and milestones of the project while maintaining quality.
(d) Ensure the entire ADDIE process operates within a given set of resources. The
analysis phase of ADDIE determines availability of, constraints on, and allocation of
resources for the courses and learning products being developed.
(e) Maintain quality; establish internal quality controls throughout the ADDIE
process.
Note: While the creation or revision of each product goes through the phases of ADDIE, the
phases do not directly correspond to the five stages of workflow in the automated Training
Development Capability (TDC). The ADDIE process occurs in the first two work stages
(proposed and analysis) of the TDC workflow.
d. The Army’s ADDIE process allows for the organization, development, and
management of learning programs and products. This process organizes all course and
curriculum development activities to ensure instruction accomplishes the institution's
educational purpose. Chapter 11 presents management guidance for institutional domain
learning products. It also defines the CAC’s role for managing learning product
requirements. Additionally, it notes proponent guidance for approval and distribution of
institutional domain learning products.
1-8. Regulation and pamphlet relationships
a. TR 350-70 consolidates policy for Army-wide production, implementation, and

evaluation of Army learning products across the institutional, operational, and self-
development training domains. This regulation and its associated pamphlets fulfill many of
the requirements identified in AR 350-1 for the commanding general, TRADOC, in his role
as the proponent for the Army training and education development process.
b. The 350-70 series of pamphlets provide “how-to” guidance on training and

education development in the training domains, as well as for various training and education
management control processes. Information found in the pamphlets becomes regulatory only
when specifically identified as such in TR 350-70. This pamphlet provides guidance for the
creation, revision, and management of institutional learning products.
c. Published pamphlets are maintained in electronic format on the TRADOC website

and mirrored on the TED-T website in a format that allows for easier research and navigation
of the information. TED-T also contains procedural job aids, product templates, product
samples, information papers to assist in completing learning products, and links to various
external professional education sources.
14
Chapter 2
Proponent Responsibilities and Support of Institutional Training and Education
Products
2-1. Introduction
a. TRADOC is the Army’s proponent for the training, education, and leader
development process and is the accrediting authority for Army institutions conducting
training and leader development.
b. CAC is the proponent for Army training and education development and critical
operational lessons learned (TR 10-5-4). As such, CAC is responsible to support and
integrate Army training and education across all cohorts in support of Army force generation
(ARFORGEN). Additional command and staff responsibilities are outlined in the TR 10-5
series, TR 350-70, and TP 350-70-16.
c. Training Proponents:
(1) Develop courses based on established training and education needs, goals,
requirements, and objectives as well as the duties, responsibilities, and functions their
graduates will be assigned.
(2) Provide progressive and sequential training and education to Soldiers, leaders,
and DA Civilians.
(3) Coordinate development of all institutional products, training enablers, and

systems with CAC to ensure that tasks and live, virtual, constructive, and gaming
environments have been considered and integrated for the most cost effective means of
training.
(4) Analyze, design, develop, implement, and evaluate learning products for Soldiers
and DA Civilians.
2-2. Training proponent information and identification (ID) numbers

For the latest TRADOC training proponent school codes relating to Army training and
education functional areas, see TP 350-70-16 on the TED-T website.
2-3. Institutional training and education system

The Army institutional training and education system encompasses Army centers and schools
that provide initial military training and subsequent functional and PME for Soldiers, leaders,
and DA Civilians throughout their careers.
Note: For purposes of this pamphlet, training development and training developer are
inclusive of training and education.
15
2-4. Mandatory training in institutions

Mandatory training in institutions consists of Headquarters, Department of the Army
(HQDA)-selected general subject areas in which individual Soldiers and DA Civilians must
be proficient to perform satisfactorily in a military organization, regardless of branch/career
field or rank/grade. Mandatory training requirements are limited to those subject areas
directed by law and HQDA. The HQDA, Deputy Chief of Staff (DCS), G–3/5/7, maintains
centralized control over mandatory directed training requirements and reviews them
biennially. AR 350-1, appendix G, produces the most current list of mandatory training.
2-5. Foreign disclosure (FD) restriction statements

Apply appropriate FD restriction statements on the cover of every Army learning product
(and component) that contains classified military information or controlled unclassified
information. There must be one FD restriction statement for the learning product as a whole,
one for each lesson, and one for each document used as a resource for the learning product.
Refer to AR 380-5, AR 25-55, AR 380-10, DA Pam 25-40, and TR 350-70 for more
information on restriction statements.
2-6. Copyright/proprietary materials/intellectual property
a. Intellectual property is defined as a product of the human mind which is protected

by law. It includes, but is not limited to patents, inventions, designs, copyrights, works of
authorship, trademarks, service marks, technical data, trade secrets, computer software,
unsolicited inventive proposals, and technical know-how. The intangible rights in such
property are described as intellectual property rights (AR 27-60).
b. Training and education developers and instructors/facilitators have the responsibility

to:
(1) Ensure proper handling, use, and distribution of copyrighted material.
(2) Maintain an audit trail of all source data, i.e., page, paragraph, document
title/number, date of document.
c. Copyright and proprietary material can be used in the development and

implementation of training programs, products, and materials provided the appropriate
written authority/permission is obtained from the property owner prior to using the material.
As a general rule, it is a violation of law to use copyright and proprietary material without
this permission. Use of a copyrighted work by the Army without permission of the owner
must be approved by a patent and copyright attorney from the U.S. Army Legal Services
Agency. Unless it is specified in the agreement with the owner that you have unlimited
usage/distribution rights, proprietary material cannot be used unconditionally. This applies
to, but is not limited to, written material, graphics, video, development programs, and
interactive multimedia instruction (IMI) products. Training and education developers must:
16
(1) Determine if the material to be used in the training is copyrighted or proprietary.

Proprietary or copyrighted materials will contain an appropriate restrictive legend or
copyright notice. The copyright mark or restrictive legend would appear in the front of any
copyrighted/restrictive text.
(2) Include the Staff Judge Advocate in staffing procedures prior to buying any
proprietary materials for inclusion in training products/materials and consult with them to:
(a) Review/determine current rights for the use of existing proprietary materials for
training purposes and the need to obtain approval for use in courseware.
(b) Review any site license purchased or about to be purchased and render a decision
on usage rights.
(3) Acquire acquisition of the rights necessary to maximize investment of proprietary

programs/materials before designing and implementing the training program. This includes:
(a) Obtaining royalty-free rights to use, duplicate, and disclose data for government
purposes.
(b) Obtaining unlimited rights to the IMI computer-based instruction (CBI) to the
extent authorized by the Federal Acquisition Regulation.
Note: Violation of site license agreements may have serious legal consequences.
(c) Ensuring life cycle availability of any authoring program.
(d) Obtaining all associated software libraries and materials necessary to

design/revise the training product, for example, IMI or CBI.
d. DA Pam 25-40 identifies limits to the exclusive right of copyright owners.
e. Review all printed materials which have been or are to be placed in digitally
delivered formats to determine if any copyright protected material is contained. If any
copyright protected material is present, contact the owner of the material and request
permission to use the material in a document or program placed on the Internet or delivered
by other digital means (examples include CD-ROM and DVD). The original copyright
release granted for printed materials is not sufficient as permission must be obtained for the
specific use of the material delivered via the Internet or by other digital means (CD-ROM,
DVD). Publishing or disseminating copyrighted digital material without proper permission is
a violation of the Digital Millennium Copyright Act.
(1) If permission is granted, the permission document must be placed on permanent

file.
17
(2) If permission is not granted, the material must be extracted from the document
before it is placed on the Internet.
(3) Maintain a record copy of any document that grants permission/authority to use
the proprietary material.
Note: Helpful copyright internet sites include the Copyright Clearance Center, the U.S.
Patent and Trademark Office, and the U.S. Copyright Office. Links can be found in the
glossary.
2-7. Training development management
a. A proponent will only revise or develop institutional products for which they are the
assigned proponent. The development or revision of non-proponent products will be
coordinated with and approved by the designated proponent in order to maintain consistency
in institutional products.
b. Proponents may choose to outsource TD tasks through contracting measures. It is

the responsibility of the contracting officer’s representative (COR) to ensure that the
requirements set forth in this regulation are established as a performance measure in the
description of work, and ensures these requirements are applied to all deliverables prior to
the government’s acceptance of any product.
2-8. Interfacing with other Army systems and processes

Learning product managers need to have a high-level of knowledge of the learning product
development processes, the automation tools available for learning product development, and
how these interface with other Army systems. TDC is the primary automated system used by
TRADOC schools and centers to create, edit, and manage all training and education products
that support both the institutional and operational forces. TDC is one of several very
important training- and resource-related systems including, but not limited to: Requirements
Determination and Acquisition Process, Manpower and Personnel Integration; Planning,
Programming, Budgeting, and Execution System (PPBES); training requirements analysis
system (TRAS); the GTA program; system training plan (STRAP) Writing Tool (SWT); and
the Army Training Management System (ATMS). Together, these systems provide the
capability for ensuring DOTMLPF-P requirements are fully implemented from identification
of a gap to implementation of the training and/or education solution. TP 350-70-13 contains
more information on system training integration.
2-9. Application of the Army Learning Model (ALM)

The ALM is the operational term for a continuous adaptive learning model described in the
U.S. Army Learning Concept for 2015 (ALC 2015), (TP 525-8-2, change 1, dated 6 June
2011). The ALM establishes a framework that will transform the Army’s individual learning
methods and processes in support of the ALC 2015 principle of developing adaptable
Soldiers and leaders. TRADOC schools are incrementally implementing the ALM using
advancements in learning sciences to change instructional strategies that create more
facilitated, collaborative learning events to engage learners, employ digital learning content,
18
use relevant operational scenarios, and capitalize on blended learning approaches. TRADOC
is also in the process of transforming the skills of staff and faculty personnel through new
development programs, adapting curricula development, and beginning analysis of course
resource models to align with the ALM. TRADOC will continue to develop and adapt its
governance, delivery, development, instruction, knowledge management, quality assurance,
planning, and resourcing processes and models to implement the ALM. TR 350-70 provides
ALM instructional guidelines. Training and education developers should incorporate these
guidelines during the ADDIE process to create rigorous, effective, and relevant learning
products across the career span.
a. TP 525-8-2 CH1 provides nine 21st Century Soldier Competencies to direct the
professional development of Soldiers and civilians throughout their careers. These
competencies are: character and accountability; comprehensive fitness; adaptability and
initiative; lifelong learner; teamwork and collaboration; communication and engagement;
critical thinking and problem solving; cultural and joint, interagency, intergovernmental, and
multinational competence; and tactical and technical competence.
b. GLOs are statements of essential knowledge, skills, abilities, and attributes resulting
from training, education and experience at each level along a leader’s career. GLOs are
provided to assist schools, unit leaders, and individuals to focus learning activities on
developing leaders with the 21st century competencies.
c. GLOs vary by cohort and echelon, and are progressive throughout an individual’s
career. Cohorts include IMT, NCOs, warrant officers, commissioned officers, and DA
Civilians. Echelons align with the levels in the PME system or CES for each cohort.
d. Training developers, course managers, and leaders must ensure course outcomes
achieve the GLOs that apply to a specific course. Not all the GLOs will be applicable to
every course outcome.
e. Training developers must ensure that any GLOs included in a course are properly
assessed and aligned with the course outcomes and TLOs. objective.
Note : TP 525-8-2 CH1 describes a competency as a cluster of related knowledge and skills
that affect a major part of an individual’s job (a role or responsibility), that correlates with
performance on the job, that can be measured against accepted standards and that can be
improved via training and development.
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Chapter 3
Operational Force Drivers of Generating Force Learning Products
3-1. Introduction
a. This chapter provides information regarding the relationship between the generating
force's learning products and operational Army training requirements. The chapter
introduces the ARFORGEN cycle, details the needs analysis process, discusses analysis
processes for learning products, and notes the requirement to include safety, risk
management, and environmental protection in all training and TD.
b. The operational force consists primarily of Army units whose main purpose is to
conduct or support unified land operations. ARFORGEN is a three-phased cycle that
structures the progression of increased unit readiness over time and results in recurring
periods of availability of trained, ready, and cohesive units. The reset, train/ready, and
available force pools provide the framework for the structured progression. Each force pool
is defined by designated unit activities, capability levels, and the period of time allocated to
each force pool. The Army uses the force pools in addition to mission requirements to
prioritize resources over time and synchronize unit manning, equipping, resourcing, and
training. To learn more about ARFORGEN, see AR 525-29.
c. Proponents primarily develop training and education to support unit readiness based
on the force’s needs as well as their institutional goals and objectives. The needs analysis
and mission analysis processes identify the force’s needs. The Army must train and educate
Soldiers, leaders, and units to perform under realistic and stressful conditions and to survive
and win in the full range of military operations. This realistic training must ensure the well
being of the Soldiers being trained and protection of the environment.
3-2. Needs analysis
a. A needs analysis identifies gaps between current and required Army capabilities or
performance. Actual or perceived performance deficiencies may be in any area of
DOTMLPF. Training or education is not always the solution, although it may sometimes be
part of a combined solution. Needs analysis may also identify training/education that is no
longer needed. Needs analysis questions include:
(1) Is there a performance problem? If so, what is it?
(2) What is the root cause of the performance problem?
(3) Is there a DOTMLPF solution other than training or education that mitigates the
root cause?
(4) Is current training or education based on something other than an identified

performance problem, such as changes in doctrine, command directed training and education,
new equipment, or critical operational lessons learned?
20
b. A needs analysis results in the following outputs:
(1) Training and education solutions or improvements, as applicable.
(2) Recommendations for non-training solutions, as applicable.
(3) Learning product development requirements.
c. Figure 3-1 depicts the flow of information in the needs analysis process.
Triggering
circumstance
Determine DOTMLPF solutions:
· Doctrine
Identify performance · Organizations
deficiency · Training
· Materiel
· Leadership & Education
· Personnel
· Facilities
Forward
Approve
non-training/education Manage learning
training/education
solutions to appropriate product development
total/partial solutions
agency
Figure 3-1. Needs analysis process
d. Needs analysis triggering circumstances may be presented to developers in formal or

informal reports and may originate from a wide variety of sources, such as:
(1) Evaluation findings. Evaluation is a continuous process to identify training and

education efficiencies and deficiencies that feed back into the development cycle.
(2) Field/other input. Feedback from personnel assigned to operating force units is
essential to identify training and education needs. Other excellent sources of unit feedback
include the combat training centers (CTCs) and threat managers from the Army’s CoEs.
Additionally, the Center for Army Lessons Learned (CALL) plays a vital role in the
identification of potential training deficiencies.
21
(3) Long-range plans and new capabilities. Inputs to consider during analysis for
training or education development requirements include: TRADOC Long-Range Training
Plan, the Army Long-Range Planning Guidance, the ALM, The Army Plan, warfighting
concepts and experiments, training and education strategies, and advanced concept
technology demonstrations.
(4) Directed training. Common core and shared training requirements occur when
higher commands, senior officers, laws, and regulations direct training of common military
and other subjects. This includes training directed by DA and Army commands. In these
cases, HQ TRADOC directs responsible officials and proponent schools to:
(a) Follow the needs analysis process to determine specific requirements.
(b) Determine if critical tasks or awareness training and education is required.
(c) Determine exactly how and where training and/or education will occur.
(d) Recommend doctrine changes. Doctrine changes usually require changes to

learning products.
(e) Recommend organizational changes. Organizational restructuring such as

combining two MOSs can create a learning product development requirement.
(f) Develop new or improved equipment/systems. A materiel or system change

usually results in requirements to modify existing learning products.
(g) Review legal or regulation changes. New or revised laws and regulations may
establish the requirement to create or modify learning products. Developers must keep
current on their knowledge of law and regulation changes that affect the proponent areas of
responsibility.
(h) Review data from the CALL or CTCs.
e. Identify and describe the problem(s) in exact terms as possible to determine a

solution. Describe the problem without attributing a cause to it or attributing it to a solution
(DOTMLPF) domain.
f. Acquire related documentation and data. Check the Army Publishing Directorate list
of electronic DA-level publications on the Army Publishing Directorate website to verify
currency of references. Figure 3-2 identifies documentation and data source examples.
22
· Task analysis data · Observations

· Operational concepts · Center for Army Lessons Learned data
· Capability issues · Regulations and pamphlets
· Threat · Evaluation reports
· Doctrine · Related reports and/ or interview data
· Materiel acquisition · Command directives and documents
· Table of organization and equipment · Table of distribution and allowance
· Subject matter expert interviews · Learning products
Figure 3-2. Examples of needs analysis documentation and data sources
g. Determine the requirements.
(1) Analyze documentation and data to identify requirements such as task standards
and legal or regulation requirements. For example, Soldiers must be able to don a protective
mask in less than nine seconds.
(2) Document whether or not there is a required sequence of performance or whether

a cue triggers the required performance (document the nature of the cue). For example, the
cue to don the protective mask is either a verbal order or another sign indicating the presence
of chemical contaminants.
h. Describe the current situation.
(1) Identify the problem in terms of learning outcomes. A learning outcome is a

statement that indicates the level and type of competence a learner will have at the end of a
course. Identify who or which organization is not meeting the requirement. Document the
problem in terms of how these outcomes are addressed through learning products or
programs.
(2) Document the problem in terms of collective and/or individual tasks, and
document problems in terms of any task standard that Soldiers cannot meet. Identify who or
which organization is not meeting the requirement. Include:
(a) Enlisted/warrant MOS/ASI/skill qualification identifier.
(b) AOC/functional area/skill identifier.
(c) DA Civilian career field/program.
(d) Skill level/grade.
(e) Common Soldier tasks, common skills, and shared tasks.
23
(f) Unit (table of organization and equipment (TOE)/table of distribution and

allowances (TDA) number, unit identification code, and name).
(3) Describe the current situation using the same descriptors used to describe the
requirement. For example, Soldiers in MOS 11B, 11C skill levels 2-4, and officers AOC 11
(all levels) take 22 seconds to don a protective mask.
i. Identify the problem by describing the difference between the requirement and the
current situation. For example, Soldiers are taking more than twice the required time to don
their masks: 22 seconds (current situation) – 9 seconds (requirement) = 13 seconds (gap).
j. Follow up immediately on all problems regarding safety, security, or environmental

issues.
k. Identify the major causes or combination of causes of the problem. It is essential to

precisely define and clarify the identified problem in order to develop ideas for solutions and
courses of action. Figure 3-3 shows several possible sources for problems related to
environmental and individual issues. To identify the cause of the gap developers must
collect supporting data. This requires:
(1) Compiling data.
(2) Comparing data to identify the causes(s) of the problem.
Environmental Individual
· Tools/Resources · Skills
· Incentives/Rewards · Knowledge
· Policies/Procedures · Motivation (Confidence, Value)
· Information/Feedback · Capability
· Management
Figure 3-3. Potential sources of needs analysis problems
l. Identify the responsible DOTMLPF area for correcting the problem. Table 3-1
contains an example.
24
Table 3-1
Doctrine, organization, training, materiel, leadership and education, personnel, and
facilities (DOTMLPF) problem example
Problem DOTMLPF domain Possible causal area
Doctrine Soldiers are following doctrinal loading
procedures that take significantly longer to
complete than other updated methods that
are not reflected in doctrine.
Organization The sustainment battalion is at 50 percent
strength.
Training 75 percent of the pallets do not pass
inspection the first time they are loaded.
A brigade has a Soldiers do not know how to load
requirement to equipment and material onto pallets
deploy within 24 correctly.
hours after
receiving the Materiel The unit does not have forklifts to load
deployment order. heavier equipment onto trucks for
Exercises have movement to the loading facility. Groups
shown the average of Soldiers load this equipment manually
time to execute the and require significant time to load the
deployment is 36 equipment safely.
hours (12-hour
performance gap). Leadership and Leadership did not take action to correct
education the personnel issue or space limitations.
Personnel Delays are caused because Soldiers wait
for pallets to be inspected. Are the delays
caused from lack of Soldier initiative or is
it a workforce deficiency issue?
Facilities Space limits in the pallet loading facility
prevent multiple companies from
simultaneously loading pallets.
m. Identify and analyze courses of action.
n. Recommend the best solutions and alternatives to correcting the problem.

Document and justify the determination. Turn the information over to the appropriate
command authority. All are tentative solutions until the appropriate command authority
works the issue.
(1) Recommend solutions and alternatives (complete or partial) for non-

training/education problems. Although these might not necessarily be the developer's area of
expertise, a thorough study of the problem could reveal deficiencies in these areas.
25
(2) Recommend solutions and alternatives for training and education deficiencies.
Keep in mind that the solution is not always training and education. Other solutions may be
more effective and less costly. Incorrectly applying a training and education solution to a
deficiency does not correct the deficiency, it wastes time and money.
(3) Consider combination solutions. Fixing the problem may require a combination
of actions, or a partial training and education solution.
o. Submit courses of action and recommended solutions (including integration of

critical operational lessons learned) to command authority for approval. Failure to
communicate and effect or execute solutions results in continued problems. Write
documents (such as decision papers and command briefings) in a way that concisely conveys
the scope and nature of the solutions related to the problem.
p. Outline the training and/or education solution where the command authority can
readily see the impact if it is not implemented. Depict the cost of failing to correct the
problem.
q. Articulate the strengths and weaknesses of each possible solution.
r. Retain a copy of the needs analysis documentation for future reference.
s. After identifying training and education needs (whole or partial), document the
specific learning products and components required to implement the solution. This includes
identifying the product's name and number (if it exists, see Table 3-2), specifying what to
accomplish, and determining the processes to employ or revise. The specific requirement
could involve simply modifying a lesson, or it may involve conducting a job analysis,
updating the individual task analysis, and/or redesigning a course. These requirements form
the basis for determining development workload.
Note: Having requirements for training or education does not ensure the procurement of
resources for development.
t. Submit workload requirements for approval to proponent’s approval authority prior

to proceeding beyond the needs analysis.
u. Provide the approved requirement documentation to the appropriate proponent

responsible for the training or education solution.
v. TR 350-70 outlines responsibilities for additional information on needs analysis.
26
Table 3-2
Learning product search procedure
Step Actions
1 Select sources. Consult all possible sources to determine which are appropriate. Most
proponent libraries have research librarians who can assist. Some possible sources
include:
· Existing course materials.
· Instructors/facilitators and developers of previous versions of the course.
· External and internal evaluation reports of previous versions of the course, such
as student evaluations.
· The Central Army Registry.
· Defense Automated Visual Information System (DAVIS) and Defense
Instructional Technology Information System (DITIS).
· Publications and personnel from other federal agencies, industry and
commercial sources, and colleges and universities.
· Libraries, World Wide Web, and Internet.
2 Identify possible learning products and the learning objective(s) they support. Ask the
following questions:
· Do the learning products match the learning objective? If not, reject it.
· Is the content at the appropriate level of difficulty and complexity for the target
audience?
· Are the learning products accurate, current, and free of error?
· Are the learning products copyrighted?
· Do the learning products address motivational factors and encourage active
learning?
· Are the learning products well-organized?
· Are the learning products sequenced properly?
· Will the learning products be meaningful and appealing to the students?
· Is the reading level appropriate?
· Can the available learning products be used in part, modified, or combined with
other learning products to accomplish the desired goal?
· Have the learning products been cleared for international officer or contractor
use?
3 Evaluate and select initial learning products.
· If using copyrighted material, work with the library to obtain permission from
the publisher before using. It may involve a user fee. Determine if the fee is within
the school's budget and if the material provides adequate benefit to justify the cost.
· If the learning product being evaluated for possible use is labeled "limited to
U.S. student only," "no foreign," or "no contractors," or if it is unclassified
information from a classified source, its use must be cleared with the local security
office. Coordinate and clear all learning products (including unclassified material)
through local security office before distribution.
4 Document your research. Be sure to include classification, FD, and copyright
information for any existing products selected.
27
3-3. Learning product analysis process overview

The Army’s ADDIE process begins when a needs statement (or other triggering
circumstance) identifies a training or education deficiency. If a needs analysis indicates a
requirement for a new learning product, the next step is to perform a mission analysis and/or
job analysis. If a needs analysis indicates a required change or modification in an existing
learning product, then use the ADDIE process. The idea is that each analysis phase results in
an end product, and each product goes through its own ADDIE phases. The various
processes and products taken as a whole constitute the Army’s instructional design system.
Note that chapter 4 discusses job analysis.
3-4. Mission analysis
a. Mission analysis establishes unit/organization missions and identifies those

collective tasks required for mission accomplishment. The outcome of mission analysis is
the unit task list (UTL). The development of the UTL is outlined in TP 350-70-1.
b. The proponent commander/commandant or his/her designated O-6 representative

responsible for the task(s) approves the UTL. UTLs are designed to increase Army readiness
and mission accomplishment. See TP 350-70-1 for additional information on UTL approval.
c. The completed and approved UTL must be made available to the appropriate users
and organizations for use in conducting the collective task analysis, and eventually the
individual task analyses. Capturing analysis data from the ATMS and TDC is the preferred
method of conducting the analysis. Automated systems provide some concrete outputs for
several types of analysis—most notably mission analysis—and help in the maintenance of
those outputs.
d. Mission analysis quality control (QC). Follow the guidance in TP 350-70-1 to

ensure the quality of the application of the mission analysis process and the products
developed. The training and education developer’s or subject matter expert’s (SME’s)
supervisor has overall responsibility for conducting a thorough, efficient, and effective
mission analysis that identifies valid tasks. The supervisor keeps appropriate managers
informed on mission analysis status and provides assurance that the mission analysis outputs
are valid. Supervisors maintain the quality of the mission analysis products by continuously
applying QC procedures. All individuals involved in the mission analysis are responsible for
QCs over the process and products developed.
e. Mission analysis management. Completed and approved analysis data and

information must be made available to appropriate users and organizations for use in
designing and developing training products.
28
3-5. Safety and environmental protection
a. This section provides guidance for including safety, risk management, and
environmental protection in TD products.
(1) Safety is a component of the protection warfighting function. Training and

education developers and trainers must provide safe training to achieve force protection.
(2) Environmental protection. Training and education developers and trainers must
plan, initiate, and carry out actions and programs in a manner that minimizes adverse effects
on the environment. Refer to AR 200-1 and Field Manual (FM) 3-34.5 for additional
information.
b. Safety and environmental responsibilities.
(1) Safety, risk management, environmental protection, and compliance are the
responsibilities of commanders, managers, and individuals. Primary references for safety
information are found in FM 5-19, DA Form 7566 (Army Composite Risk Management
Worksheet), TR 385-2., and DA Pam 385-30 . Primary references for environmental-related
risk information are found in FM 3-34.5
(2) TRADOC training proponents, training and education developers, trainers, and
other subordinate personnel must design, develop, and implement realistic, viable training
that:
(a) Does not unnecessarily jeopardize lives and equipment.
(b) Eliminates or minimizes the risks involved in relation to the training benefits.
(c) Includes controls to eliminate/reduce the risk/hazard.
(d) Prevents, eliminates, or minimizes environmental damage through personal or

military action.
(e) Conserves and preserves resources.
(f) Complies with federal, state, and local environmental laws, regulations, and
restrictions (for example, endangered species protection; oil and hazardous waste disposal).
(3) TRADOC training proponents, training and education developers, trainers, and
other subordinate personnel must also integrate safety, risk management, and environmental
protection considerations into training and training materials. Specifically, the proponent is
responsible to:
(a) Include appropriate safety/risk/environmental protection statements, cautions,

notes, and warnings in all training products.
29
(b) Identify the risk and assign a risk assessment code to every proponent lesson
(resident and nonresident).
(c) Coordinate with and obtain approval from the appropriate branch safety manager
for lesson plans and other training products that have safety and risk management issues,
except training to be conducted wholly in a classroom environment and with a residual risk
level of LOW (TR 385-2).
(d) Submit products with a residual risk level of Extremely High in accordance with
TR 350-70, figure 5-3.
(e) Foster safe training and environmental protection by recognizing unsafe behavior
and attitudes, making risk decisions, properly counseling individuals, and developing
counter-measures to control, mitigate, or eliminate hazards during training.
(f) Participate on the Environmental Quality Control Committee as directed in

accordance with AR 200-1.
Chapter 4
Job Analysis
4-1. Introduction to job analysis

Job analysis is the process used to identify individual tasks (including leader tasks). The
output of job analysis is a total task inventory (TTI) for a specific job or skill set. A job is a
collection of unique, specific, and related activities (tasks or skill sets) performed by a
unique, defined set of personnel. Training and education proponents develop or approve
training and education products for learning outcomes based on critical tasks and 21st
Century Soldier Competencies. A CTSSB uses the TTI to create an ICTL for command
approval. This ensures individual training that supports the accomplishment of unit wartime
missions, mission essential task lists (METLs), and the full range of military operations.
4-2. The job analysis process
a. Proponents perform a job analysis on all new and existing jobs (MOSs/AOCs) or
skill sets (ASI) that fall under their proponency. Job analysis is a minimum essential
requirement before the development of individual training products. Job analysis outputs
include: the job analysis survey, total task inventory, ICTL for a specific job or duty position
(including task titles and task numbers), individual task performance data, collective to
individual task matrix, initial training or education site selection, and CTSSB documents
(including audit trail of all tasks not deemed critical by the board). A job analysis is
conducted every 2 to 3 years, or whenever mission and collective task analysis, needs
analysis, MOS consolidation, changes in weapons systems, new equipment requirements,
technology updates, or other sources indicate major changes have occurred in the structure or
content of the job or skill set. Start points for new and revised job analysis are as follows:
30
(1) New. Proponents must conduct a new job analysis when a needs analysis
identifies a learning requirement to create a new job, merge or consolidate jobs, career field
realignments, or divide a job into two or more jobs. New/updated mission or collective
analysis data, new/updated contractor-produced analysis data, new job initiated by
reorganization or consolidation, evaluation feedback, and other sources of data also trigger
common learning requirements. The associated product/project manager provides new tasks
associated with new materiel systems, to include software-enabled tasks, to support the job
and task analysis process. Refer to TP 350-70-13 for specific guidance on new systems
training and education development.
(2) Revision. Proponents must conduct a job analysis revision when there are major
changes in the job and the tasks performed as part of the job. Major changes may be a result
of unit feedback, new doctrine, new or improved systems/equipment, evaluation feedback,
and/or lessons learned.
b. Job analysis should collect and document information to answer: what and how the
student is expected to perform once trained, under what circumstances he is expected to
perform, what tools he will have to facilitate the performance of his job, how he will be
judged as having successfully completed his job, and what are the prerequisite skills and
knowledge that a student must have prior to starting tasks associated with the job. For a
more detailed explanation and examples, see the HR Guide to the Internet: Overview (link
provided in the glossary and on TED-T). A job analysis checklist is provided in appendix B.
c. When the individual critical tasks are identified (through the CTSSB process) and
approved by the training proponent commandant/commander, the job analysis process is
complete. Figure 4-1 shows the activities involved in conducting the job analysis process.
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Figure 4-1. Job analysis flow chart
4-3. Individual task identification

The matrix in figure 4-2 shows an example of how to identify tasks during job analysis.
When complete, the matrix will show all tasks required to perform a job
32
Jobs
Task
88M10 88M20 88M30
pppp-xxx-nnn1 X
pppp-xxx-nnn2 X X X
pppp-xxx-nnn3 X
pppp-xxx-nnn4 X X
pppp-xxx-nnn5 X
Key: pppp* (proponent code) – xxx (task type) – nnnn (unique number assigned by proponent)
*Proponent code can be three or four digits
Figure 4-2. Sample task identification chart
4-4. The total job task inventory
a. A total job task inventory is a complete list of tasks associated with a job. Steps in a
total task inventory include conducting a job familiarization, identifying tasks from SME
interviews, and extracting tasks from references, mission analysis data, and collective task
analysis. Figure 4-3 lists some possible references to use for gathering tasks to compile the
total job task inventory. The total task inventory is used as the starting point when conducting
a CTSSB.
Individual Task Sources
• Laws and regulations

• Army doctrine publications (ADPs)
• Army doctrine reference publications (ADRPs)
• Field manuals (FMs)
• Techincal Manuals
• Army techniques publications (ATPs)
• Subject matter experts (SMEs)
• Evaluation data
• Mission analysis
• Task analysis
• Center for Army Lessons Learned (CALL)
• Centers of Excellences (CoEs)
NOTE: Total task inventory is compiled from many sources.

Figure 4-3. References for compiling a total task inventory
b. Enter each task into a spreadsheet and assign a unique, four-digit, temporary
identification number (not a critical task number) to each task. Provide as much task detail
as needed to make them clear to field (survey) and CTSSB members. The CTSSB members
vote using the spreadsheet data. The temporary numbers make it easier to locate the tasks.
33
4-5. Identifying potential critical tasks
a. Establish criteria for critical task selection. Choose a critical task selection model to
apply statistically valid task selection data to identify critical individual tasks. A task
selection model is a conceptual model in which statistically valid task selection criteria are
applied to identify individual tasks critical to the performance of a specific job. There are a
variety of models available for use. Some examples of task selection models are the
Difficulty-Importance-Frequency (DIF) Model, the Probability of Task Criticality Model,
and the Training Emphasis Model. Refer to TED-T for best practices.
b. Construct/coordinate/conduct the survey. A jobs survey is key to the identification

of individual critical tasks. Conduct a survey and collect task performance data from Active
Army (AA) and Reserve Component (RC) Soldiers in field units for a specific job or for an
entire MOS/AOC.
4-6. Critical task and site selection boards (CTSSB)
a. The CTSSB is responsible for recommending additions, changes, and deletions to

the TTI. The CTSSB members determine the critical tasks for their MOS based upon their
expertise and the job analysis survey data. The CTSSB also prioritizes tasks for training.
The chairman is a SME who only votes in the event of a tie. The chairman convenes the
individual CTSSB, ensures adequate AA and RC representation, and selects board members
(approximately 5-7 SMEs -). The chairman then leads the discussions on critical task
selection and advises the board on procedural matters. To serve on this board, SMEs should
be one skill level higher than the job for which the tasks are being recommended. Training
and education developers are non-voting members who advise the board on educational,
analysis, and procedural matters to include explaining the:
(1) TD process, especially the job analysis.
(2) Task and critical task definitions.
(3) Task performance data.
(4) Task selection model.
b. SMEs are voting members that:
(1) Recommend changes; for example, rewording, combining, additions, or deletions

of tasks to the total task inventory.
(2) Provide technical information and advice to the board.
(3) Determine criticality of each task based on the task selection model.
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(4) Nominate each task as critical or non-critical.
(5) Make initial recommendations as to where to teach the task (institutional,

operational, or self-development domain), and the frequency of instruction. This includes
making initial recommendations as to whether the task is a viable candidate for DL. The
CTSSB must be informed regarding any task or competency not appropriate for DL.
(6) Recommend task conditions, equipment required to complete the task,

performance steps and measures, task evaluation methods/techniques, and safety and
environmental concerns/considerations.
c. Training developers must ensure inter-service tasks are included in institutional

training and education as appropriate. Proponents that teach inter-service lessons must
include a SME on CTSSBs that address Army universal task list- and universal joint task list
-supported tasks. Proponents develop the list of individual critical tasks/competencies,
including inter-service tasks, for each branch/MOS.
d. The evaluator is a non-voting member who ensures recommendation of tasks as

critical/non-critical based on an appropriate task selection model, and ensures the task title
meets the requirements (see TP 350-70-1 for task title requirements).
e. An RC representative is a voting member who functions as a SME and ensures RC

requirements are included in the decision.
f. The job analysis process is completed when the individual critical tasks are
identified and approved by the training and education proponent commandant/agency
commander or the designated representative. Keep an audit trail of all tasks not deemed
critical by the board.
g. Additional information on the CTSSB is in appendix C. A job analysis checklist

appears in paragraph B-1.
4-7. The individual critical task list (ICTL)

The ICTL is the output of the CTSSB. Steps to obtain the ICTL are as follows:
a. Conduct a CTSSB. Voting members come AA and RC units from both the
operational (preferred) and generating force.
b. Apply selection criteria and a critical task selection model.
(1) Provide new or deleted task recommendations to the approving authority with
justification for major changes or updates to the ICTL. Provide a copy of the commandant-
approved ICTL to the office(s) that will conduct the individual task analysis. Provide a copy
to the proponent’s office for update of applicable Army 611-series publications on Personnel
Selection and Classification. Modify and obtain approval of a revised ICTL from the
35
approving authority and distribute the revision when the follow-on task analysis determines
that a task is really two tasks, the approved critical task is not a task, or when a task was
omitted. Review of ICTLs must be conducted every 2 or 3 years to ensure that the critical
tasks and their links to 21st Century Soldier Competencies are relevant to the force.
(2) Coordinate requirements for RC SME support for CTSSBs with the Director,
Army National Guard and the United States Army Reserve (USAR) Command. Coordinate
with training and education proponent for task analysis data and the Soldier training
publications (STPs). Provide the complete recommended ICTL to the training and education
proponent commander/commandant for approval. A copy of the recommendations and
justification for major changes or update to the ICTL may also be included, as requested.
(3) For minor changes to the ICTL, e.g., rewording or combining, it is not necessary
to reconvene a CTSSB.
(4) Enter the approved ICTL into TDC. It is important to note that the ICTL is the
place to link the frequency and training location for these tasks. An example of an ICTL
appears in appendix D with examples of institutional products and supporting products. An
individual task checklist appears in TP 350-70-1. Approved ICTLs are posted on the Central
Army Registry (CAR).
4-8. Individual task analysis
a. Individual task analysis is the basis for deriving performance data. This is the
process used to identify how the task is actually performed, under what conditions it is
performed on the job, and how well the individual must perform the task. The task analysis
provides the detail to design and develop efficient and effective individual training. A new
individual task analysis starts on receipt of a new individual task or when there is a
significant change in how a task is performed. An individual task analysis revision begins
when needs analysis identifies that a training/TD requirement is the solution. A task analysis
of each individual task will identify all the performance specifications, skills, and knowledge
needed to establish a training strategy and to design and develop follow-on training. Current,
complete, and comprehensive individual task analysis is critical for training and education. It
provides the details to design and develop individual learning products and provide the
framework for individual skills and knowledge to support collective training. It is the
responsibility of the proponent developer to keep individual task analysis data current. TP
350-70-1, chapter 7, outlines the individual task analysis process and steps.
b. The developer, in coordination with course managers and SMEs, performs analysis
and identification of skills and knowledge. This is the critical, detailed analysis step or
activity that ensures the learner possesses the requisite skills and knowledge needed to
perform the task or further develop the learner’s attributes or abilities. Identify skills and
knowledge early in the analysis phase.
36
(1) A skill is one’s ability to perform a job-related activity that contributes to the
effective performance of a step or learning activity. There are two types of skills, physical
and mental. A skill description consists of a transitive verb and an object.
(2) Knowledge is job-related information analyzed to provide meaning, value, and

understanding to perform skills, activities, or job functions. Knowledge is further defined as
comprehension gained by deliberate, systematic, sustained effort through study, experience,
practice, and human interaction that provides the basis for expertise and skilled judgment.
4-9. The critical-individual task-to-lesson matrix

When developing a new lesson, the developer identifies the critical individual tasks that need
to be taught. Developers should use the ICTL to lesson crosswalk in appendix E to ensure all
critical tasks are captured in a lesson. Chapter 7 details lesson design and development.
Chapter 5
Target Audience Analysis
5-1. Introduction of target audience analysis
a. Before learning product development can begin, define the target audience
(students). Target audience analysis identifies and describes the individuals who perform all
the tasks associated with the specific job or function to be taught.
b. Target audience analysis produces various data depending on the nature and scope
of the analysis. Ask instructors/facilitators and jobholders, who are at the next higher skill
levels of the tasks to be taught, to review the existing target audience description to
determine the scope of the analysis. The description may be accurate as is, or may only need
minor revision. Figure 5-1 lists common data used to determine the target audience. The rest
of this chapter addresses conducting a new target audience analysis, and what to do if there
are major changes in an existing target audience analysis. Use the target audience
description when determining the learning product's content, length of instruction,
equipment/materials needed, methods of instruction (MOIs), instructional strategies, and
media. Consider the ALM during target audience analysis to ensure compliance with the
latest guidance.
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· Job history · Computer/ device literacy

· Previous education (skills/knowledge) · Size of population
· Reading grade level · Location(s) of population
· Previous experiences · Maturity
· Workplace conditions · Motivation to learn
· Demographics · Interests
· Armed Services Vocation Aptitude Battery
(ASVAB) scores required for the job
Figure 5-1. Common target audience data
5-2. Data collection planning
Data collection is a systematic process for aggregating data in a logical sequence so the
developer can more effectively analyze the information. Planning ensures that the sample
size is sufficient to provide accurate, valid, unbiased, stable, and relevant data. Planning
improves the development team's ability to create data collection instruments and to collect
data. Identify the data collection project's goals and objectives, as listed in figure 5-2.
· Briefly describe data collection project. · Define insights that data will provide.
· Identify specific data required. · Define the collection timeframe.
· Identify data sources. · Define expected outcome of collection
· Interact with people knowledgeable of (how will data improve learning product
the target audience demographics. development).
· Select method to collect data (how and · Identify method of reporting finding and
who) and include rationale. recommendations.
· Identify method to analyze data.
· Identify historical data (if applicable) to
compare with current and/or future
collection.
Figure 5-2. Target audience data collection goals and objectives
5-3. Determine population size, location, and availability

School proponent offices of the tasks or competencies to be taught will know the population
density of projected students by MOS or required skill set. They will also know the units
with those specific MOS or skill set requirements, which identifies the locations of the
population. Knowing this information will help determine effective sampling procedures and
appropriate data collection methods. It will also help determine how to deliver the
instruction. Factors to consider are:
a. Population size. If the target audience is large, then development of DL may make
sense. However, if the target audience is small, then DL may not be cost effective.
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b. Population location. If the target audience is widely dispersed, it may not be

practical to bring students to a central location for instruction. If this is the case, a resident
course may not be the appropriate method.
c. Population availability. If workload requirements will not allow Soldiers to be away

from the unit for long periods, it is not likely that a resident course will be appropriate.
d. Additional factors to consider include, but are not limited to, population
demographics, experience, and education level.
5-4. Develop data collection instruments
a. Sampling. A sample is a representative segment of a target audience. If the sample

is a true representation of the target audience population, then the data will be accurate.
b. Sample size. Determine how many completed surveys, interviews, or observations

are required to produce a reliable report. It is essential to provide senior leadership with
accurate data, and critical to assure leadership that the information collected represents the
target audience. There are five variables related to sample size relevance:
(1) Number of participants in the target audience.
(2) Margin of error in the results.
(3) Results confidence level.
(4) Percentage of usable survey or interview responses or observations.

.
(5) Expected rate of return of responses.
c. Sample size determination procedure. Table 5-1 contains the sample size
determination procedure.
Table 5-1
Sample size determination procedure
Step Action
1 Use the information regarding the target audience in the data collection plan to ensure
the target audience demographic was clearly identified.
2 Estimate how many individuals are in the demographic.
3 Select a confidence level that produces "representative" results.
4 Determine the estimated rate of usable surveys to use, the number of individuals/groups
to interview, or the location and number of individuals to observe.
5 Determine the amount of data to collect and how many evaluators will be required to
collect it.
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d. Sampling techniques. Derive relevant data from multiple sources using more than
one collection method. The most commonly used sampling techniques are:
(1) Simple random sampling. A sampling technique in which each individual of a

population is chosen by chance, and each member of the population has an equal chance of
being included. Select the group of subjects (the sample) from a larger group (the
population).
(2) Stratified random sampling. A sampling technique where the population is

divided into categories (strata) and then data is collected from the strata by simple random
sampling. The bases for these categories are certain characteristics relevant to the survey
(such as age, training and education level, rank, or gender).
e. Existing data collection instruments. Determine if currently available data collection

instruments (surveys, interviews, observations, and forums) meet the project's needs.
f. Instrument design and development. If existing instruments are inadequate, design

and develop instruments to meet the project's goals and objectives (such as questions and
observation methods).
g. Data collection items (questions). Design and sequence the questions properly.
(1) Questions should be appropriate to the type of instrument, audience demographic,

and evaluation purpose. Questions may take varied forms, but must remain relevant to the
purpose of the evaluation.
(2) Design questions using a systematic, highly defined approach to obtain consistent
data that can be compared, summarized, and, if the data are quantitative, subjected to
statistical analysis. Consistently apply the following criteria because they can limit the
instrument's validity if applied sporadically or inconsistently.
(3) Write questions in a way that does not bias a respondent to show him or herself in
a favorable light.
(4) Design questions in a way that does not influence a respondent to be unduly
helpful by anticipating what the evaluator wants to hear or find out.
(5) Use questions written to minimize the chance that they ask for information which
respondents are not certain, and perhaps not likely, to know.
Note: The Army Research Institute must approve surveys that cross major command lines.
Surveys conducted by centers/schools pertaining to training and education may be
occupational surveys, as well as attitudinal surveys.
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h. Instrument validation. Validate instruments on a small scale and revise based on

feedback if necessary.
5-5. Data collection
a. Data collection actions include:
(1) Team leader ensures team members follow a plan.
(2) Team clearly comprehends the project's goals and objectives.
(3) Team agrees on collection method and process.
(4) Team continues collection until there is adequate sample size, per strata.
b. Two technical approaches used to collect data are quantitative and qualitative
methods. Figure 5-3 depicts the differences between these two methods.
Quantitative Data Qualitative Data

· Numerical values and · Associated with constructs such as cognitive
measurements behaviors, feelings, and perceptions
· Reliable and measurable · Concerned with descriptions
· Easy to compare and · Data can be observed but difficult to measure
analyze
· Less time consuming
Figure 5-3. Quantitative and qualitative data comparison
(1) Quantitative data. Quantitative data allows measurement of an amount (how

much or how many) on a numeric scale. The most frequent use of this method is in
observations, surveys, and interviews. Quantitative data expresses the results of
measurements of a sample of an organization, group, or individual, and is normally used as a
basis to determine final courses of action for learning product development.
(2) Qualitative data. Qualitative data allows the measurement of concepts such as
feelings, behaviors, and perceptions. Use of this method gains comprehension of behaviors,
motivation, and/or reasons for actions to provide insight into a scenario or problem situation.
The goal of qualitative data is a detailed description of the concept being measured.
c. Analysts should ensure that data is obtained from appropriate sources and provide
pertinent, reliable, and valid information. For target audience analysis, data sources include
the target audience sample, supervisors of the target audience, the school proponent office,
SMEs, and instructors/facilitators. Figure 5-4 contains a general list of possible data sources.
d. A mixed methodology may work best where the strengths of both quantitative and
qualitative could be beneficial.
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• Center for Army Lessons Learned • Subject matter experts

• Combat Training Center rotation • Learning product, doctrine, and
feedback capability
• Critical operational lessons learned developers
collectors • Observations
• Learning product evaluation reports • Interviews
• External evaluation reports • Focus groups
• Instructor/ facilitator feedback • Conferences and seminars
• Student performance measurements and • Document reviews
assessment results
Figure 5-4. Possible data sources
5-6. Data analysis procedure

Analysts must know how to review, summarize, and analyze raw data, as well as how to
interpret the analysis results. Table 5-2 contains the data analysis procedure.
Table 5-2
Data analysis procedure
Step Action
1 Review data collection plan goals and objectives.
2 Determine reliability and validity of raw data.
3 Prepare analysis data. Summarize the data to avoid searching through individual
responses. This ensures every reply is counted.
4 Analyze the data. For quantitative data, convert raw figures into percentages,
proportions, averages, or another quantitative form that is more easily understood.
The choice of statistical description depends on the purpose of the data, which was
determined when the analysis was planned. For qualitative data, conduct content
analysis and triangulation.
5 Interpret the analysis findings.
5-7. Review goals and objectives

To stay organized and focused, analysts should review goals and objectives for the data
collection plan to put the data into perspective. This will help them categorize and compare
results with the expected outcome.
5-8. Determine reliability and validity of raw data

Review raw data to ensure:
a. Adequate data samples were collected to ensure the reliability of the findings.
Sample size (per strata, if stratified) should be a predetermined goal established in the
planning phase of the analysis.
b. Ensure data is reliable by checking the following:
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(1) Are responses consistent? For example, examine responses about the same
subject on the same instrument (the same question was asked in two different ways) to see if
the same answer was obtained. Note that inconsistency may not invalidate the data.
(2) Are there indications participants did not answer the question seriously? If a
scale was used to rate a list of items, look for the "social desirability” effect (rating of all
items positively), and "central tendency" (indiscriminate rating of items in the center of the
scale). View these responses with caution.
(3) If different analysts administered interviews or observations, ensure they

followed standardized procedures for collecting and recording data.
(4) Are responses inappropriate, illegible, or confusing? To maintain data integrity,

discard any irrelevant responses and those with discrepancies that cannot be resolved.
(5) Was triangulation used? Triangulation (using multiple methods to study the same
thing) can corroborate evidence and increase validity, especially for qualitative findings.
(6) Do analysts who did not conduct the observation interpret recorded notes
differently than the analyst did? This indicates faulty triangulation and the notes may be
imprecise. View this data with caution.
c. Check data for integrity. Unanswered questions could indicate several possibilities--
the participant did not know the answer, refused to answer, or the question did not apply.
d. Proponents or schools may have standard operating procedures (SOPs) that include
statistical measurement for the reliability of data. If the SOP requires using unfamiliar
statistical analysis, consult a statistician or evaluator experienced in statistics.
5-9. Prepare analysis data

Condense the data for analysis by entering quantitative data into a statistical data analysis
program and summarizing and condensing all qualitative data into categories. It is difficult
to accurately and effectively summarize this data, which is why evaluators need to review the
data collection's goals and objectives.
5-10. Analyze data
a. Various methods may be used to analyze data. Data collected is either qualitative
data (expressed in narratives or words), or quantitative data (expressed in numbers). Table 5-
3 provides guidance for analyzing both types of data.
43
Table 5-3
Qualitative and quantitative data analysis
Quantitative data Qualitative data
· Make copy of data and store master · Examine all of the raw data.
for historical use. · Organize (code) comments into similar
· Use copies for edits or revisions. categories or themes including experiences,
· Tabulate the raw data and recommendations, outputs/outcomes,
measurements. concerns, strengths, and weaknesses.
· Assemble data into rankings and · Identify patterns, associations, and trends.
ranges for example, using · Maintain records (for example, databases or
statistical analysis. spreadsheets) of this data for future
reference.
Note: Pay special attention to participants' notes, comments, and answers to
supplemental questions on surveys (or other data collection instruments).
b. Analyzing quantitative data requires statistical analysis. Statistical analysis involves

the collection, analysis, interpretation and presentation of data. There are two types of
statistics, descriptive and inferential.
(1) Descriptive statistics are measurements that describe the data. This includes such
measures as:
(a) Mean. This identifies the average value.
(b) Mode. The most common value.
(c) Median. The number separating the lower half from the higher half of a sample.
(d) Range. This identifies extreme values.
(e) Standard deviation. This identifies the degree of dispersion of values.
(2) Inferential statistics infer something about the total population from which the
data was collected, usually through random sampling methods. It includes such analyses as:
(a) Correlation. This is a statistical analysis used to infer a relationship between two
different populations based on data collected from a sample of each of the populations.
(b) Chi-square. This is a statistical test commonly used to compare observed or

actual frequency with predicted or hypothesized frequencies.
(c) Analysis of variance. This is a statistical analysis used to determine whether

there are any statistically significant differences between the means of two or more groups,
one or more variables, or factors.
44
Note: Individual descriptions on how to use these various methods for analyzing data are not
provided. If the evaluation plan requires using unfamiliar statistical analysis, consult a
statistician or evaluator experienced in statistics.
5-11. Interpret findings
a. Interpret findings. Interpret the findings in common sense terms, and be able to
explain the results. Interpreting analysis is one of the most difficult parts of evaluation.
b. Identify trends. Annotate all trends and include them in the final report.
Quantitative data is numeric and requires statistical interpretation to represent findings.
Qualitative data is often considered less objective than quantitative data. Despite the non-
statistical nature of qualitative data, it can render more detailed, very useful information.
However, specific procedures must be followed, especially when coding information and
looking at themes and relationships at the case level.
c. Interpretation of results may require the use of unfamiliar statistical procedures or

qualitative methodologies. Obtain the assistance of a statistician or more experienced analyst
when using unfamiliar quantitative or qualitative methods.
5-12. Target audience analysis for students in attendance

Another form of target audience analysis is to identify the skills and abilities of the students
in attendance at a learning event. Achieve this through pre-assessment.
a. There are three types of pre-assessments that can be used for target audience
analysis.
(1) One type of pre-assessment determines whether students possess the skills and
knowledge required to successfully learn the course's objectives. In other words, it covers
the skills and knowledge required, not the learning objectives in the course.
(2) A second type of pre-assessment is designed for testing-out purposes, in which

case it covers all the learning objectives included in the portion of instruction to be skipped.
(3) A third type of pre-assessment helps the instructor tailor training, and his/her
approach to training, based on the students' experiences and knowledge levels. This type of
assessment may also allow the instructor to better organize learning groups of students,
ensuring a capable peer coach is in each learning group or dividing large number of students
into regular student groups and accelerated student groups.
b. The following is an approach to conducting a target audience analysis:
(1) Identify student experiences that may influence their ability to achieve the course
objectives.
45
(2) Determine the type of target audience data needed. For example, if the course
requires using DL, what skills will the target audience possess to succeed in a DL course?
(3) Determine where to find target audience data such as personnel data forms, class
demographics, questionnaires, etc.
(4) Develop a target audience profile. What are the expected experience, knowledge,
skills, and abilities of the student? What level of learning, course content, delivery methods,
and instructional strategies would be appropriate?
(5) A lack of target audience baseline knowledge and experience may require
modification to the course, lesson(s), or a prerequisite requirement.
Chapter 6
Courses
6-1. Introduction to courses
a. This chapter contains guidance for course design and related issues. A course is a
complete series of instruction (lessons, often organized by modules and/or phases) identified
by a common title and number. A course consists of curriculum composed of critical tasks or
educational requirements that qualifies a person for a specific MOS, AOC, functional area, or
skill set. The developer, course manager and leadership develop courses that are supported
by a program of instruction (POI) and course administrative data (CAD), and managed by the
course manager and leadership. A formal analysis and the ALM are the basis for Army
course design. The ALM outlines a path forward for individual training and education, leader
development, and collective training.
b. TRADOC DCS G-3/5/7, Training Operations Management Activity (TOMA),

assigns the course number based on numbering conventions outlined in DoD 1312.1.I, DoD
Occupational Conversion Index. Course titles are specific to reflect DA Pam 611-21,
Military Occupational Classification and Structure job positions. The exception is functional
courses for which the subject proponent may recommend a course title to reflect some
association with the functional subject taught. TP 350-70-9 contains additional information
on course numbering and titles.
c. A single course is designed to train an MOS/AOC skill level, skill qualification

identifier, ASI, LIC, or skill identifier within the Army. A single course can also be designed
for MOS qualification (MOSQ, i.e., reclassification), Army leadership, functional,
professional development, and civilian courses. The course’s structure (phases, modules,
lessons, and assessments) and supporting media ensure standardization on critical tasks and
competencies which Soldiers and students must achieve given performance standards.
Course lengths, but not standards, may vary due to such differences as AA and RC training
day lengths.
46
d. The following procedures and major requirements apply to course analysis and
design. These procedures cover analysis and design of resident courses; lesson plans;
correspondence sub-courses; courses/lessons using video tele-training; multimedia (including
IMI); and training aids, devices, simulators, and simulations (TADSS). See TP 350-70-12
for more specific guidance on DL course structure.
6-2. Analysis
Before course design begins, it is essential to revisit the job and individual task analysis data.
The task analysis data provides the material needed to design and develop the appropriate
training and education needed by Soldiers and civilians. Training/education proponents must
coordinate with the ARNG and USAR for SME support through the Director, Army National
Guard (ARNG) or USAR, or the Total Force Integration Officer (TFIO), as appropriate prior
to proponent command approval. Include RC SMEs on the CTSSB. If on-site SMEs are not
available, gather TD information through other means (e-mail, VTC, etc.). The following
procedures and major requirements apply to course design:
a. Use the individuals who conducted the analysis to establish the design team. When
possible, consider using the same team for development.
b. Acquire and use the analysis data.
(1) Revisit job analysis to verify critical tasks (reconvene CTSSB as necessary).
(2) Review/revise individual task analysis data as necessary.
(3) Make appropriate revisions per job analysis and individual task analysis.
(4) For function based courses, review the applicable regulations and directives that
govern the function(s).
(5) When reviewing a course for currency, the task data captured in the ICTL should
be included in the analysis to verify task currency and correctness.
6-3. Course design considerations
a. Course design translates analysis data into sequential, progressive instruction.

Designing a course includes determining the purpose of the course, establishing learning
objectives, creating evaluation and assessment plans, determining course materials and
learning activities, organizing and structuring course content, and identifying all resource
requirements. It answers the questions “What do you want the students to know once the
course is over?” and “How do you assess what the students need to know or do?”.
b. The majority of course development work consists of changes to existing courses.

Proponents will occasionally develop new courses in response to major DOTMLPF changes
(such as a new MOS) or a training deficiency identified by the field. Operational forces may
propose development of a course. New course development should begin five years before
47
the implementation date. This lead time can be shortened to three years, but that is the
minimum required to develop the course materials and program, and acquire the necessary
resources, train cadre, and schedule facilities. Courses that must be implemented within this
compressed timeline require resource trade-offs that require approval by the TRADOC
Deputy Chief of Staff, G-3/5/7. TP 350-70-3 contains a course management plan format.
Note: Design courses so they are adaptable for reclassification training. Separate modules
allow for reclassification training of branch as well as new shared task training.
c. For examples of effective course design models used by leading educational

institutions, see the Design and Teach a Course – Teaching Excellence and Educational
Innovation - Carnegie Mellon University website (link provided in the glossary and on TED-
T).
d. When establishing a course design, the following should also be considered:
(1) Avoid redundant training. Redundant training occurs when training of a task is
repeated at subsequent skill levels. Training proponents need to ensure that each course
initially trains only those critical tasks for the skill level being trained.
(2) Refresher training is used to reinforce previous training and/or sustain/regain

previously acquired skills and knowledge. Lower skill level tasks and supporting skills and
knowledge may be reinforced in a higher skill level course.
(3) Reclassification courses provide the training of Soldiers to perform a different job
within a given career management field (CMF) (from one MOS/AOC to another) and across
CMFs (one CMF to another).
(a) Design courses into modules to allow for training of those tasks needed for job
reclassification only (usually required branch-specific as well as shared task training).
Properly developed modules will lend themselves to reclassification training within a given
CMF as well as across CMFs.
(b) The most efficient and effective way to design a reclassification course is to first
prepare a task list specific for the Soldier(s) being reclassified in order to identify the actual
tasks to train. See figure 6-1 to prepare this task list.
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1. Compare critical task lists for the Soldier’s current job and the job to be trained.
2. Eliminate the tasks the Soldier has already been trained to perform from the new job task
list. This includes –
(a) Common Soldier tasks.
(b) Common skill level tasks.
(c) Shared Combat Arms (CA), Combat Support (CS), Combat Service Support
(CSS) tasks.
(d) Shared branch tasks.
3. Design training to train the remaining tasks (basically MOS/AOC-specific and shared
tasks as needed).
(a) Consider DL for reclassification training. If IMI is used in resident IET, these lessons
should be designed so they may be useable for distance learning of reclassification training.
(b) If desired, further define training requirements by comparing the skills and knowledge
for the remaining tasks and eliminate the skill/knowledge training on which the Soldier has
already received training. Individual self-paced training using CBI has the capability to
provide this training.
Figure 6-1. Reclassification training design considerations
(c) Additional information for both reclassification and mobilization training design
can be found in the training portal on the Army Training Network.
6-4. Course design requirements
a. Course design establishes: how (media/method), when, and where training will be
conducted, training structure (courses, phases, lessons, etc.), sequence requirements as
applicable, assessment plan, and graduation requirements. The course design procedures are
for an initial course design effort. All of the steps may not be required for a revision effort.
For a revised course, a revised individual training plan (ITP) is required. Required course
design outputs are captured in the course master in TDC to populate select fields in the CAD
and POI. The required design fields consist of:
(1) Course purpose and scope. The scope will include the approved course outcomes.
(2) Course prerequisites.
(3) Structure and sequence. Establish the mode(s) of delivery for each module or
phase, consider any recommendations from the CTSSB; this is the manner in which
instruction will be presented. Developers must give special attention when designing courses
into modules for DL to ensure that mode(s) of delivery per module are conducive for DL
management.
b. See Appendix B-2 for a course master QC checklist.
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6-5. Course purpose and scope
a. State the purpose of the course in a clear and concise statement. The purpose
statement must completely answer the question: What is the reason for creating this course?
The purpose statement should generally align with the course outcomes. An example
purpose statement is: “To provide personnel with the skills and knowledge to perform unit
maintenance of towed cannon weapons armament systems.”
b. The scope identifies the types of skills and knowledge provided and the level of
complexity of jobs a graduate will be qualified to perform upon completion of the course. If
the course has multiple phases, the scope must identify those phases and state the delivery
mode for each phase. For example, Phase 1 is distributed learning, and Phase 2 is resident
education. An example scope statement is as follows: “Training includes but is not limited to
operator preventative maintenance checks and services, operation and maintenance on the
forward air defense command and control system, air defense airspace management cell
system, and the air and missile defense planning and control systems equipment in support of
the brigade combat team and echelons above.”
6-6. Course prerequisites
a. Course prerequisites identify the minimum requirements (knowledge, supporting

skills, and tasks) the target audience must possess or be able to perform to attend the course.
Prerequisites might include a minimum grade requirement, a height and weight requirement,
or a security clearance requirement. An example prerequisite is as follows: “Active Army,
Army National Guard, or Army Reserve enlisted personnel qualified in MOS 13B in the rank
of E1 through E5.”
b. The prerequisites:
(1) Establish entry level requirements so courses can have a common start point.
(2) Can limit courses to those who require training/education for job performance.
(3) Exist for courses, phases, modules, lessons, objectives, and learning steps.
(4) Are used to develop sequential, progressive training and eliminate or prevent
development and implementation of unplanned or unnecessary duplicate training/education.
c. Examining course prerequisites helps to decide if diagnostic assessments, pre-

assessments, post-assessments, or remedial or supplemental materials are required for
successful course completion. Table 6-1 lists the steps to identify course prerequisites.
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Table 6-1
Course prerequisite determination
Step Action
1 Review analysis data (target audience and individual task).
2 Crosswalk the required skills and knowledge with the skills and knowledge acquired
from previous courses or job experience.
3 Review the DA 611-series publications for specific MOS/AOC requirements.
Examine physical profile, civilian education level, aptitude scores, and occupational
specialty enlistment requirements.
4 Examine other sources of relevant data:
· Manpower and personnel integration plan for likely characteristics of
personnel for new materiel or equipment and the range of individual
qualifications and dimensions for proposed operators and maintainers.
· Available studies or Army Research Institute data.
· Human Resources Command reports and databases.
5 Enter course prerequisites in the CAC-approved automated development system.
d. For quality control, individuals involved in writing and reviewing learning design
must ensure the prerequisite skills and knowledge identified are included in lower level
training which is prerequisite to the new/revised training. The prerequisites should not be
included in the new/revised training except as planned reinforcement (sustainment or
refresher learning).
6-7. Structure and sequence
a. A course can be comprised of phases, modules, and lessons. Courses can have one
or more phases and usually have several modules. Course design translates lessons into
sequential, progressive learning modules and phases. This ensures the overall efficiency and
effectiveness of the total course, including identification of all resource requirements.
(1) Phases will divide a course into complete blocks that allow the instruction to be
provided via different delivery options. For example, phase I may be a resident phase, and
phase II may be conducted through distributed learning. Each phase will have its own
distinct CAD and POI in order to capture complete resource requirements by phase and allow
for rapid response to changes as they occur.
(2) Grouping terminal learning objectives into modules promotes efficiency in the
course structure (discussion of TLOs appears in chapter 8). Using modules allows
appropriate amounts of time between instructing dependent objectives. In the automated
system (currently TDC) when lessons are grouped into modules, the supporting
administrative information and resource data can be pulled into the POI and TSP from the
lesson plans. See chapter 10 for more information on TSPs.
(3) Figure 6-2 depicts how the course structure generally organizes and sequences
the phases, modules, and lessons.
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Course Course
A complete series of
instruction (phases,
Phase 2-n
modules, and lessons)
identified by a common title
and number. Phase 1
Module B-n
Module A
Phase
A major part of a course Lesson 2-n
that may be taught at Lesson 1
different locations. Phases
are required as a
necessary break-up of a
course version due to time,
location, equipment, and
facility constraints.
Module Lesson
Multiple related lessons in The basic building block of all instruction. A
a course, however it may lesson should be learning steps/activities that
be only one lesson (in DL lead to a terminal learning objective/educational
for example). Note: A outcome. The lesson is structured to facilitate
module is synonymous learning and normally includes telling or showing
with annex and subcourse. Soldiers what to do and how to do it, providing
an opportunity for Soldiers to practice, and
providing feedback about their performance.
Figure 6-2. Course structure and sequencing sample
b. Developers must consider continuity and retention factors when designing course
structure and sequencing.
(1) Portray the initial course structure in an outline. The outline serves as a working
document, allowing flexibility to modify lessons and learning materials or products as
needed.
(2) Identify and sequence the phases and modules. An optional supporting product is
a matrix showing dependent relationships among tasks, skills and knowledge, and learning
objectives to identify and sequence the modules.
c. The course structure includes phases, modules, and lessons using different media for
various modes of course delivery (resident, non-resident, DL, or blended). Table 6-2 defines
course delivery modes.
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Table 6-2 Course delivery modes

Delivery Mode Definition
Resident The instruction is completely conducted at a specific accredited
The Army School System (TASS), school. Instructor/facilitator
and students must be present for the duration of the instruction
at the same time and location.
Non-Resident The Instructor/facilitator and student are present at the same
time and location, but the location of the instruction is not at a
TASS school location.
DL Asynchronous The instructor and the students interact while located in
different places and during different times. Students are free to
choose their own instructional time frame and gather learning
materials in accordance with their schedules. Asynchronous
instruction is more flexible than synchronous instruction. In the
case of electronic communication (such as email or online
discussion forums), asynchronous instruction allows and/or
encourages community development.
DL Synchronous The instructor and students interact while located in different
places but during the same time. The synchronous learning
environment supports communication in which interaction
between the participants is simultaneous through two-way audio
or video, computer document conferencing, or chat rooms (AR
351-9).
Blended Instruction that blends face-to-face interaction such as in-class
discussions, active group work, and live lectures with typically
web-based educational technologies such as online courses,
assignments, discussion boards, and other web-assisted learning
tools. May utilize a combination of any of the other delivery
modes for various modules or phases.
6-8. Course development

The development phase of ADDIE refers to developing the details of the product. Course
development is a matter of providing the products that comprise the details of the course.
These include:
a. Course Management Plan (CMP).
b. Lessons (based on the terminal learning objectives).
c. Individual student assessment plan (including test designs and test items).
d. Course map and course schedule.
e. Course length.
f. Student guide.
53
g. Resource requirements.
h. Instructor/facilitator guide.
i. Updating/revising course design as needed.
j. Obtaining course and POI approvals. The course is complete when the appropriate
proponent command authority approves the developed course.
Note: Appendix D-2 provides a course example from TDC.
6-9. Course management plan (CMP)

The CMP is a document that tells the course manager and instructors/facilitators how to
conduct the course. Prepare a CMP for courses, phases, or modules (including Total Army
Training System (TATS) courses and courses designed specifically for the RC). The CMP
should reflect any differences for the AA and RC instructor and/or student implementation
guidance. Proponents must ensure its availability wherever the learning product is used.
Courses that are taught by multiple proponents also require a CMP. The CMP development
begins upon the approval of the course design and is completed concurrent with the
submission of the POI. More guidance regarding the CMP and the CMP format appear in TP
350-70-3.
6-10. Lesson design and development

Based on the TLOs, lessons are the primary products of course development. The lesson
design drives the resource needs that are captured in the lesson plan. Complete the lessons
and lesson plan development prior to completing course development. Chapter 7 describes
lessons and lesson plans in detail.
6-11. Individual student assessment plan (ISAP)

Develop the ISAP, formerly known as the student evaluation plan (TP 350-70-5), and tests in
conjunction with the lessons and lesson plans. There must be an ISAP for each course and it
must minimally note the assessment for each TLO. The ISAP informs students,
instructors/facilitators, and other personnel of graduation requirements. The ISAP is
included in the student guide (syllabus). For all Army courses, explain the ISAP to students
at the beginning of the course and post it for the students' reference. The ISAP must reflect
TRADOC testing policy and must be included in the TATS course TSP. The ISAP
establishes policies and procedures that state student responsibilities. An ISAP also
establishes how the proponent school will determine if the student has demonstrated a
sufficient level of competency to pass the specified course. The plan must include details of
how the student's performance will be assessed. Table 6-3 provides the steps used to write an
ISAP. The ISAP is considered complete when approved for implementation by the
appropriate designated authority.
54
Table 6-3
General steps for writing an ISAP
Step Action
1 Establish policies and procedures which state student responsibilities.
2 Establish how the proponent school will determine if the student has
demonstrated a sufficient level of competency to pass the specified training
course.
3 Detail how the student's performance will be assessed (e.g. rubrics).
4 Identify all course assessments.
5 Establish weight points for each assessment (if necessary).
6 Establish course completion/graduation requirements.
(a) Establish “GO/NO GO” requirements for each performance assessment
based on the tasks standards that the training is based upon and the learning
objectives for the training.
(b) Establish minimum passing score for each performance-based
assessment using the learning objective standards, the performer/non-performer
classification (i.e., as determined from test validation), and/or expert opinion
analysis.
(c) Establish final grade requirements.
(d) Identify specific assessments that must be satisfactorily completed to
graduate.
7 Establish assessment procedures:
(a) Delineate school/course policy for academic and/or non-academic
probation.
(b) Delineate school course policy for academic and/or non-academic
relief/recycle policies.
(c) Include a flow chart to depict the relief/recycle process.
8 Define sustained poor performance (if applicable).
9 Include affiliation grade, college credit, or American Council on Education
(ACE) information (if applicable).
10 List specific lessons assessed.
Step Action
11 Delineate counseling policy.
12 Delineate remedial training policy.
13 Delineate re-teaching/retesting policies and procedures.
14 Delineate pretesting (testing out) procedures.
15 Establish test-challenging procedures.
16 Identify other assessment requirements, such as those in the Army Weight
Control Program and Physical Fitness Test, and define the impact of each on
course completion/graduation.
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6-12. Course map and course schedule
a. The course map is the compilation of the course structure, based on the course
outline previously developed, with the addition of the lessons (sequenced as necessary or
appropriate). When the lessons and lesson plans are completed, detail the final establishment
and sequence of the lessons in the course map, a graphic portrayal of the overall course's
presentation. The course map ensures horizontal and vertical alignment of the phases,
modules, and lessons to support the learning outcomes. The mapping process involves
identifying where in the course to introduce, develop, and master each of the learning
outcomes. The course map is published in the course management plan.
(1) Course mapping involves developing a master chart that indicates which
outcomes are being met, to what extent, and how often.
(2) The course map visually and substantively reveals any student-learning gaps in
the program that could cause difficulty in meeting the program's measurement targets for its
student-learning outcomes.
(3) The generic course map that appears in figure 6-3 shows a course divided into
phases with estimated hours, and modules with delivery mode identified, estimated hours,
and lessons per module identified.
56
Phase I – Title
(X-Hours) LSN 2
Title
Module A – {Title}
LSN 1 LSN 3 LSN 5
(X-Hours) Title Title Title
Delivery Mode:
LSN 4
Title
LSN 7
Module B – {Title} Title
(X-Hours) LSN 6 LSN 8 LSN 10 LSN 11
Delivery Mode: Title Title Title Title
LSN 9
Title
Phase II – {Title}
(X-Hours) LSN 12
Title
Module A – {Title}
LSN 13 LSN 15
(X-Hours) Title Title
Delivery Mode:
LSN 14
Title
Module B – {Title}
LSN 16 LSN 17 LSN 18 LSN 19
(X-Hours) Title Title Title Title
Delivery Mode:
LSN 20
Title
Module C – {Title}
LSN 21 LSN 23
(X-Hours) Graduation
Title Title
Delivery Mode:
LSN 22
Title
Notes: Phase I must be completed prior to beginning Phase II. Lessons in

brackets may be taught in any sequence. Lesson 8 can be taught anytime
based on SME availability. No lesson will be taught outside of its
examination. Lesson 16 can be taught whenever modeling and simulation
equipment and instructors can be scheduled. Lesson 23 can be taught
anytime prior to graduation.
Figure 6-3. Sample course map with phases, modules, lessons and notes
57
b. Developers can provide input to the schedulers for the course based on the structure,
sequencing decisions, and the course map. Sequence the learning progressively. Tie the
TLOs together logically and efficiently by:
(1) Identifying and sequencing the lessons into modules. Some modules may teach
specific items of equipment to the AA or RC based on equipment assigned to their units.
(2) Identifying and sequencing the modules into phases or a course. The Army
Training Requirements and Resources System (ATRRS) treats a phase as a course. ATRRS
can then put multiple phases together as a graduation requirement.
(3) Establish the course delivery mode(s) for each phase/module.
c. Other contributing factors that determine logical sequence of learning outcomes

include: job performance order, chronological order, cause and effect order, critical order,
and simple-to-complex order.
d. A course schedule is a chronological order sequence that is used to outline each hour
and day of instruction. The course schedule is usually based on 50-minute blocks of
instruction and outlines the topics to be covered, as well as practical exercises (PEs) and
scheduled assessments.
e. Another factor that impacts sequencing of lessons is the instructional strategy and
methods of instruction for lesson delivery.
f. In some cases, alternate acceptable lesson sequences are needed for instruction due
to classroom and/or equipment limitations. In these cases, lesson sequence variations should
be included with the course schedule along with course map notes such as those provided in
figure 6-4. Some possible sequence variations for the course in figure 6-4 would be noted as
follows:
Schedule Phase I – Alternate Lesson sequences

A 1, {2, 3, 4,} 5, 6, {7, 8, 9,} 10, 11
B 6, {7, 8, 9,} 10, 11, 1, {4, 3, 2,} 5
C 1, 6, {9, 8, 7,} 10, 11, {2, 3, 4,} 5
D 6, 1, {2, 3, 4,} 5, {8, 9, 7,} 10,11
Schedule Phase II – Alternate Lesson sequences
A {12, 13, 14,} 15, 16, 17, 18, 19, {20, 21, 22,} 23, graduation
B {14, 12, 13,} 16, 17, 18, 19, {21, 22, 20,} 23, 15, graduation
C {20, 21, 22,} {13, 14, 12,} 23, 15, 16, 17, 18, 19, graduation
D (22, 20, 21,} {12, 13, 14}, 16, 17, 18, 19, 15, 23, graduation
NOTE: Bracketed lessons can be taught in any order based on facility and
equipment availability
Figure 6-4. Example course lesson sequence
58
g. To ensure a quality learning sequence, the individuals involved in structuring the

learning and establishing the sequence must ensure the sequence provides progressive
learning and a viable course map.
6-13. Course length

Course length is the sum of the academic (lesson) and administrative hours. Establish course
length by compiling time requirements for each lesson (see TP 350-70-9). The course length
is a factor of how long it takes to train the average student to the established standards. The
course length for a course taught in an RC school may vary due to differences such as
training day lengths and a difference in academic hours. However, it must teach the same
critical tasks/topics and associated learning objectives to the same standards. Avoid
excessive course lengths. Give prime consideration to using distance learning techniques.
a. Identify lesson length in academic hours. An academic hour is a 60-minute time

block consisting of 50 minutes of instruction and 10 minutes of administrative time. Lesson
length is the sum of the learning step activities’ (LSAs’) time of instruction in minutes, but
does not include course administrative time. Identify any mandatory time requirements for
specific LSAs (otherwise, time requirements are estimates). Avoid excessive lesson lengths.
Presenting learning in smaller packages helps to keep students focused on what must be
learned.
b. Module length is the sum of included lesson lengths. Phase length is the sum of the
included module lengths.
c. For the purpose of course design, the best practice for Army courses is to build in
course administrative time of ten percent to account for non-academic requirements (see TP
350-70-9 for additional information).
6-14. Write the student guide
a. The student guide provides information students need to meet their responsibilities
for learning and successful completion of the course. The guide also contains the learning/
training objectives, expected outcomes, and a copy of the course critique that the student is
expected to submit before completion of the course. The student guide serves several
important purposes. These include:
(1) To convey expectations for the course.
(2) To show how the course fits into a broader context ("the big picture").
(3) To state policies, requirements, and procedures for the course.
(4) To set the tone for the course and convey the expected roles of the instructor and
the learners.
59
(5) To help students manage their learning by identifying outside resources and/or
providing advice.
(6) To communicate course goals and content to colleagues.
b. Several components of a student guide are compiled in TDC in the TSP when
enough details and directions are provided by the developer(s). See TSP development in
chapter 10.
6-15. Resource requirements

TRAS documents provide the planning and justification documentation to clearly articulate
resourcing requirements. Produce and refine TRAS documents concurrently with course
design and development. The documents themselves, however, do not provide resources.
The goal for budgeting and resourcing for Army learning products is for the products to link
with the resource processes and systems in order to acquire the necessary resources in time
and at the right place to accomplish training/education. A variety of systems and processes
work concurrently to support the development and delivery of learning products. The three
primary TRAS documents for resourcing courses include the ITP, CAD, and POI. The POI
and CAD are developed and stored in TDC. Link the ITP as a supporting document. For
detailed information on TRAS documents and exceptions for funding training and education,
see TP 350-70-9.
a. The ITP is a long-range planning document that articulates the proponent’s career-
long training and education strategy for a MOS, AOC, or separate functional area.
Proponents use the ITP to identify required courses and resource requirements in order to
align with the PPBES budget formulation process. ITPs establish the purpose, scope and
training/educational path of each course with long range development and implementation
milestones. ITPs require continuous update by the TD proponents so they align future
DOTMLPF changes that impact training, with the resourcing process.
b. The CAD is a TRAS document that is the proponent's initial estimate or projection
of a course’s administrative data and resource requirements; serves as a change document for
submission of administrative and resource changes to a specific course or course phase;
stimulates changes to the Army's institutional training management systems; and stimulates
resource systems and processes needed to acquire the resource before the course
implementation date.
c. A POI is prepared for all courses and is the most complete institutional training
resource document. It provides a specific description of course content, duration of
instruction, types of instruction, and lists resources required to conduct the course/phase.
The POI is organized by blocks and units in the preferred sequence of instruction. It lists the
course objectives, needed support materials, and training time apportionment.
(1) TDC generates a final POI once all lesson plans have been completed and
approved within the TD database. Approved POIs will be developed and stored in the
approved automated system (TDC).
60
(2) Proponents prepare POIs for courses that fall under the Interservice Training
Review Organization (ITRO) rules. AR 351-9 describes policies, responsibilities, and
procedures for interservice training and nonresident courses to include: DOD executive agent
training; joint training; quota training; and, ITRO training. ITRO courses are classified as
either consolidated or collocated (service-unique) within ATRRS. ITRO uses a detailed
analysis methodology to determine fair share of resources to support training in consolidated
courses (manpower, facilities, and funding). In addition, the ITRO provides a mechanism for
resolution of issues which may arise during the life cycle of a consolidated and/or collocated
course.
6-16. Developing an instructor/facilitator preparation guide
a. An instructor/facilitator guide is a document that contains information needed to

teach a course. It is a best practice. This guide should include enough detail for a novice
instructor to fully implement the lessons. If developed, the guide may include such items as
room requirements; a list of necessary training materials such as workbooks and reference
manuals; administrative notes about break areas and other information; before, during, and
after instruction information; presentation requirements; and copies of lesson plans to include
slides and handouts.
b. Where appropriate, write "NOTES" to provide necessary instructor information or

actions. Include as many "NOTES" as needed to provide adequate "how-to" information for
a substitute instructor. Place the "NOTE" as a separate paragraph in the lesson body where
the event should take place.
c. Write a short motivator that:
(1) Provides relevance and significance to the lesson.
(2) Gains student interest and focuses them on what they are about to learn.
(3) Explains why the student needs to perform the learning objective and the
consequence of nonperformance.
(4) Explains the actual job or operating environment that would make learning the
objective essential for the student.
d. Provide details of what the student is to learn from any instructional media (e.g.,
video tape, audio tape) to be used during the lesson.
e. For a lesson plan:
(1) Write details for any “Checks on Learning" as appropriate. Provide remedial
training for incorrect responses to “Check on Learning” questions/exercises.
61
(2) Write a full description of the test, details on how the student will perform the
test, special requirements, and grading criteria. Provide remedial training for incorrect
responses to test questions/exercises.
f. Several components of an instructor/facilitator guide can be compiled automatically

in TDC as part of the TSP. Provide enough details and directions to make the TSP useful
and include in the instructor/facilitator guide.
6-17. Update/revise course design as needed

The final step in course development is to review and update/revise any portion of the course
design and development steps prior to submitting for approval. Pay particular attention to the
course structure or course map that may need to be adjusted.
6-18. Obtain course and program of instruction (POI) approvals

The course is complete when the appropriate proponent command authority approves the
developed course.
6-19. Quality control for courses (training product/material validation)
a. Evaluation and validation of courses helps identify and correct instructional system
imperfections. The evaluation and validation processes determine if instructional system
content, sequence, methods, and media decisions are sound. Decisions are sound if minimal
time, money and other resource investments result in desired learner behavior changes.
Ideally, evaluation and validation is a concurrent and continual process applied when
developing course portions.
b. Validation scrutinizes all aspects of the course/courseware. Since it is impractical

and impossible to conduct an intense analysis of all aspects of a course or courseware at one
time, focus on specific aspects throughout the development process. The five critical
validation activities include: establish criticality standards, content validation, individual
trials, group trials, and operational tryouts. TP 350-70-10 gives in-depth description and
detail on validation.
c. To ensure quality results from the course, personnel must ensure:
(1) Training/education is sequential and progressive.
(2) Design applies sound learning development principles.
(3) Design and development is technically correct.
(4) Student assessment determines if students can accomplish the learning objectives.
(5) Design and development includes the most efficient and effective methods of
instruction, modes of delivery, and site selections.
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d. The TRADOC Quality Assurance Office (QAO) website contains more information
on quality assurance for courses.
Chapter 7
Lessons and Lesson Plans
7-1. Introduction to lessons and lesson plans
a. Lesson design and development is the primary activity of course development. It is

important to provide a detailed, standardized lesson format to more easily share lessons
across proponents. The following structure provides a framework for lesson design and
development that optimizes lesson sharing and will reduce the learning product development
workload.
b. A lesson is the basic building block of all instruction. A lesson is designed for
learners to gain knowledge of a particular subject or the skill to perform a particular activity.
Lessons are generally taught in a classroom but can also take place in other learning
environments. Each lesson is a segment of instruction that facilitates the accomplishment of
learning step activities that lead to achievement of a learning objective. A lesson is
structured to facilitate learning and normally includes telling or showing Soldiers or students
what to do and how to do it, providing an opportunity for learners to practice, and providing
feedback about individual performance.
(1) A lesson is supported by a lesson plan in TDC.
(2) A lesson plan is the detailed articulation of information and resources used by
instructors/facilitators to execute the instruction contained in one lesson within the prescribed
time limits using the specified resources.
c. Design one lesson to support one terminal learning objective. The TLO may be
supported by two or more appropriate enabling learning objectives (ELOs), depending on the
lesson complexity.
d. The lesson and lesson plan must:
(1) Be current since the last review (actions, conditions, and standards have not
changed).
(2) Provide adequate technical information and support material for standardized
instruction and achievement of the learning objective(s).
(3) Ensure each learning activity can be assessed objectively and associated with one
or more individual critical tasks or 21st Century Soldier Competency.
(4) Be structured to facilitate maximum learning by all students.
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e. Instructors/facilitators, course managers, training developers, and leaders review and

update lesson plans to keep them current. Proponent center or school leaders approve lesson
plans per their respective policies. Instruction to be presented by a guest lecturer (a person
not affiliated with the course) also requires a lesson plan.
7-2. Lesson analysis
a. Lesson design and development uses the performance specifications for the critical
tasks and /or competencies identified. Acquire the individual critical task/competency
analysis data for the tasks/competencies and supporting skills and knowledge. Analyze each
task or competency to determine objectives that are required.
b. Lessons are most often revised from current products rather than designed and
developed as new lessons. Therefore, the developer should analyze the current lesson and/or
individual task (for task-based lessons) prior to redesign. This analysis is a check on how
new objectives could affect the overall structure of the lesson, or the course in which the
lesson resides. Once this analysis is complete, the redesign and development can begin.
7-3. Lesson numbers and titling
a. Use the analysis data gathered for numbering and titling lessons.
b. A coherent and systematic method for numbering lessons is required for managing
the digital storage and retrieval of lessons that enables proponents to search, locate and share
lessons effectively and efficiently. Enter the lesson title and number into the CAC-approved
automated development system.
c. Lesson. The format for lesson numbers is PPPP-NNNNNNNN. The first four
spaces are for the proponent school code. Only use the number of spaces necessary to
display the school code. The second field of eight numbers/letters will be used to uniquely
identify the lesson. When converting an individual task directly into a lesson, mirroring the
lesson number to the task number will improve database search capability. When a lesson is
linked to a common core task, the lesson numbering should so reflect (e.g., 805C-
COM1234). In this example, the COM is an abbreviation for common core. Note how
closely the lesson number resembles the task ID number, allowing for effective and efficient
search capability for schools and centers that need to share that task and lesson. See figure 7-
1 for lesson numbering examples.
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Lesson Plan ID # Fields (2 fields) Number Examples
PPPP = Proponent School Code 171- U.S. Army Armor School

(Up to 4 spaces) 805C- Soldier Support Institute (SSI)
Adjutant General School
NNNNNNNN = unique alpha-numeric PPPP-COMCSUIP
designation (Up to 8 spaces) PPPP-COMC1234
Figure 7-1. Lesson numbering examples
d. Version/edition rule. Always label the original lesson version and edition number
1.0. Change the entire version number when there is a resource change. For example, the
original lesson version number would change from 1.0 to 2.0. The edition number is the
second digit in the version number. When only making a minor change and no resources are
changed, indicate the change using the edition number. For example, if the original lesson
version 1.0 has a minor change made, the edition number becomes 1.1. The next minor
change would be edition 1.2, and so forth. See figure 7-2 for version and edition protocol.
NOTE: Version numbering does NOT apply to resources changed using the Shared Lesson
function of TDC.
Version Fields Version Number Examples
Whole number + decimal + whole number Version example: 1.0
Version with edition change Version one, edition one: 1.1
Figure 7-2. Version/edition number protocol
7-4. Lesson titles

The lesson title describes the object or focus of the lesson. When converting an individual
task directly into a lesson, using the object found in the task title of the supported task or
competency as the title of the lesson enhances search capability. The title must provide
complete clarity when read. Do not use the course name or a collective task name for the
lesson. Following these rules will greatly improve database search capability and strengthen
the relationship between supported task or competency and supporting lesson. See lesson
title example in figure 7-3.
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INDIVIDUAL TASK TITLE LESSON TITLE

(Verb and Subject) (Task-based lesson)
Maintain an M203 Grenade M203 Grenade Launcher

Launcher Maintenance
Figure 7-3. Lesson title example
7-5. Lesson design for task-based lessons
a. Lesson design identifies the optimum strategy for each individual critical task or
competency, and the supporting skills and knowledge based on the associated analysis data.
Lesson design translates each individual critical task or competency and supporting skills and
knowledge into learning objectives. Tasks and/or competencies can be reinforced in any
number of lessons, but the intent is for the lesson to support the instructor in teaching the
performance steps/learning objective(s) per the designed performance measures. Follow the
basic procedures below when designing a lesson.
b. Complete a lesson outline. A detailed lesson outline, which later becomes an input
to the POI, includes the lesson title; number; the task/competency taught, supported, and/or
reinforced; the learning objectives; and the LSAs (in the required sequence).
(1) Write one TLO per lesson. Include and sequence ELOs as necessary.
(2) Establish how to assess student performance of the learning objectives. Write
test items that match the action, conditions, and standards of the learning objective(s). See
chapter 8 for more information on assessment and tests.
(3) Include LSA specifications and reinforcement learning requirements. Be sure to

sequence the steps/activities to provide for sequential/progressive learning.
c. Consider the lesson design complete when it is approved for development by the
appropriate proponent command authority.
d. Create a lesson outline to focus the lesson and serve as the framework for the lesson
plan. For a quality lesson outline, each individual involved in the design must ensure:
(1) The lesson is designed based on sound learning principles.
(a) Design is consistent with the analysis data.
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(b) Learning objective(s) are correctly written (and sequenced when appropriate).
(c) Conditions are fully specified.
(d) LSAs support the learning objectives.
(e) Learning is feasible and cost-effective.
(f) Learning sequence is effective and the learning is sequential and progressive.
(g) Learner performance is measured appropriately for each TLO.
(2) Technical accuracy of content.
(3) Identification and correction of deficiencies.
(4) Incorporation of safety, risk, and environmental factors and considerations.
(5) Every effort must be made to limit the length of the lesson to an amount of time
appropriate for sound educational design.
(6) When addressing multiple tasks in a lesson, ensure the lesson is designed to
encompass only related tasks.
7-6. Developing and writing learning objectives
a. One of the most important steps to designing and developing lessons is developing
and writing learning objectives. Learning objectives serve as the foundation for instructional
design, provide the basics for instructional strategy decisions, establish clear, concise learner
goals, determine content of the instruction, and serve as a basis for learner assessment. Use
task or competency descriptions developed during the analysis phase. Learning objectives
should reflect the task performance and supporting skills/knowledge required in the
operational environment to the highest possible level of fidelity. Note: Do not minimize the
importance of this step or the significance of the difference between tasks and objectives;
learning objectives and tasks are not synonymous terms.
b. A learning objective is a three-part statement that describes expected learner

performance under specific conditions to accepted standards. Write the components of
learning objectives (action, condition, and standard) as statements in the CAC-approved
automated development system. Learning objective components may or may not be worded
the same as task component statements (task title, condition, and standard). The developer
must ensure the performance of all the learning objectives taken as a whole constitutes the
best, most relevant performance that can be described.
c. Types of learning objectives. The two types of learning objectives are TLOs and
ELOs.
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(1) Create a TLO using the individual critical task/competency identified during
analysis. The TLO is the main objective of a lesson, not a module or course. The TLO
describes exactly what the student is capable of performing (the action/behavior), under the
stated conditions, to the prescribed standard on lesson completion. There is only one TLO
per lesson, regardless of presentation method or media, and it has only one verb. The TLO
may cover one critical task, part of a critical task (i.e., a skill or knowledge), or more than
one critical task. A TLO may be identical to the task/competency it covers. The learning
level of the TLO is always equal to or at a higher level than the ELOs.
(2) ELOs provide the prerequisite skill(s) and/or knowledge required to achieve the
TLO. They are the supporting learning objectives identified in the task/competency analysis.
ELOs describe the component action, skill, or knowledge that the Soldier must learn before
achieving mastery of the TLO. The standard statement of the TLO will provide many of the
action statements for the supporting ELO(s).
(a) ELOs are assigned letters (ELO A, ELO B, etc.) using the CAC-approved
automated development system.
(b) ELOs are not required. However, if they are used, there must be at least two
ELOs in a lesson.
(3) TLOs and ELOs are both composed of three parts: the action statement, the
condition statement, and the standards statement. Refer to TLOs and ELOs simply as
learning objectives.
d. Proponents will develop clear, concise learning objectives to describe the action,
condition, and standards for learner performance. Learning objectives:
(1) Should be taught under the same conditions and standards as in a potential
operational environment (OE). However, the developer and SMEs may determine that due to
safety, environmental concerns, resources, or operational constraints, the operational
conditions and/or standards must be adjusted for the learning environment.
(2) Serve as the contract between the learners, instructor/facilitator, and learning
organization.
(3) Serve as the foundation for lesson design.
(4) Influence the MOI choice.
(5) Determine instructional content.
(6) Establish learner responsibility and accountability by giving the learner a clear
comprehension of what to expect to learn and what is expected of them at the end of the
session.
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(7) Give the trainer a goal to achieve in presenting the content of a lesson.
(8) Form the basis for evaluating the trainer, the learner, and effectiveness of the
lesson.
(9) Are thoroughly documented in the CAC-approved automated development

system.
e. Learning objective action statements. An action statement specifies the competency

or performance expected as a result of completing the learning objective. Begin with only
one present tense, observable, measurable, and reliable action verb. The verb selected for the
action statement must be compatible to the level of complexity of the action described.
Although action verbs are an indication of the level of learning expected, look at the total
behavioral statement (action, condition, and standard) in order to accurately determine the
learning objective level because the same verb may appear in different levels of learning.
(1) It is important to comprehend and consider the three domains of learning

(cognitive, affective, and psychomotor), levels of learning, and types of content when
selecting action verbs for learning objectives. This knowledge can assist developers in
determining the learning objectives desired for a particular target audience. Developmental
levels of learning follow Bloom’s Taxonomy and include knowledge, comprehension,
application, analysis, synthesis, and evaluation. In using these learning levels, the lesson
developer sets the intellectual depth for the content to be taught. For additional information
on Bloom’s Taxonomy see Taxonomy of Educational Objectives Handbook I: Cognitive
Domain by B.S. Bloom (White Plains, NY: Longman).
(2) With the Army's emphasis on problem solving and critical thinking to develop
adaptive Soldiers and military and civilian leaders (TP 525-8-2), it is important to write
learning objectives at a level suitable for the content. The desired level of learning dictates
the selection of the action verb in the action statement and is reflected in the criteria used to
measure satisfactory performance.
(3) Ensure each learning objective action statement is the same as, or as close as
possible to, that required on the job. State the action statement in terms that everyone
comprehends.
(4) Use an active verb to describe the desired action or behavior. Avoid the use of
ambiguous, un-measurable verbs such as "know" or "understand.” Use verbs that are
observable, measurable, reliable, and verifiable (refer to TP 350-70-1, App E for a list of
approved action verbs). The lesson title and the subject found in the learning objective action
statement will be identical or closely related. Figure 7-4 provides an example of an action
statement derived from a lesson title from an individual task.
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ACTION STATEMENT
INDIVIDUAL TASK TITLE LESSON TITLE
(Same action verb as
(Verb and Subject) (Task-based lesson)
task title)
Maintain an M203 Grenade

Maintain an M203 Grenade M203 Grenade Launcher
Launcher to ensure it
Launcher Maintenance
functions properly
Figure 7-4. Action statement example
f. Learning objective condition statements. Condition statements set parameters that

explain what to provide and what to withhold, and may be modified if necessary. They
describe the setting or situation under which the objective is taught or measured, as well as
the relevant factors associated with desired performance. The condition includes
environment, safety considerations, resources, and constraints. Conditions should be realistic
and reflect the job as closely as possible. Adjust the condition as appropriate to the learning
environment. Figure 7-5 provides an example of a condition statement.
CONDITION STATEMENT
Given an M203 Grenade Launcher; cleaner, lubricant,

preservative (CLP); thong; bore brush; and clean rags.
Figure 7-5. Condition statement example
g. Learning objective standard statements. The standard statement is written in present

tense. It provides the criteria or degree of achievement used to measure whether learners
meet the objective at an established baseline. Without good standards, a learning objective
cannot be determined to be valid or reliable.
(1) Review the learning objective condition statement to determine the parameters
for the standard. The standard cannot address anything outside the parameters set by the
condition statement. The condition statement may have to be revised after writing the
standard statement.
(2) Identify all applicable measurable standards. Measuring the performance of the
entire learning objective usually requires more than one criterion.
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(3) Standards are used to teach learners, assess learner performance, provide
feedback, and sustain learner performance.
(4) For purposes of this pamphlet, use the following definitions to describe the
characteristics associated with standards.
(a) Measurable. Standards must be capable of being measured using quantifiable or

qualitative criteria.
(b) Observable. Standards must be capable of being observed by another person.
(c) Objective. Standards must minimize, to the greatest extent possible, the personal
feelings, bias, or interpretation of an evaluator.
(d) Valid. Standards must be a true measurement of the learning objective.
(e) Reliable. Standards must consistently measure the accomplishment of a learning

objective over multiple iterations.
(f) Usable. Standards must be convenient and practical to execute.
(g) Comprehensive. Standards must provide a complete measurement of a learning

objective.
(h) Achievable. Standards must be written to allow a reasonable expectation of

successful completion.
(i) Discriminating. Standards must clearly define what is considered successful

accomplishment of the learning objective.
h. Table 7-1 defines the three types of learning objective standards and lists criteria to
include in order to effectively assess learner performance.
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Table 7-1
Types of learning objective standards
Type Definition Recommended criteria
Product Describes the end result of the learning to Accuracy, tolerances,
standard be achieved. Use product standards when completeness, format,
the process it takes to perform the learning clarity, number of errors,
objective is not important as long as the and quantity.
product (end result) is correct.
Example (from Task: Construct Individual

Fighting Positions): Identify each type of
individual fighting position to construct
hasty, deliberate, machine gun, and the
AT-4 SLM fighting positions. Ensure
individual fighting positions provide
frontal, side, rear protection, and overhead
cover. Prepare a range card for each
position.
Process Describes the critical elements necessary Sequence, completeness,
standard for adequate learning objective accuracy, and speed of
performance. performance.
Example (from Task: Maintain an M203

Grenade Launcher): Performs all
maintenance steps in the proper sequence,
and demonstrates that the weapon functions
properly by performing all steps of the
functions check in the proper sequence.
Combination Is a combination of a process and product Accuracy, tolerances,
standard standard. completeness, format,
clarity, number of errors,
Example (from Task: Set Headspace and quantity, sequence, and
Timing on a Caliber .50 M2 Machine Gun): speed of performance.
Set headspace to ensure the GO end of the
headspace gauge will enter the "T"-slot and
the NO GO end will not. Set timing for the
weapon to fire when recoiling parts are
between 0.020 and 0.116 inch out of
battery.
i. Once the developer understands the components of an objective, he/she is ready to

start formulating objectives from the list of task statements, skills, and knowledge behaviors.
The standard statement is the most difficult part of a learning objective to write. Using the
information on the task list, what has been covered about objectives to this point, and the
following guidelines, the developer should be able to write effective objectives.
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(1) Describe the minimum acceptable level of performance learners must

demonstrate to show they have mastered the required learning.
(2) Write a present-tense verb phrase to identify what the standard will evaluate
(such as the process the learner performs, the product developed, or both). Then write the
performance criteria that establish how well a learning objective must be performed in the
learning environment.
(3) Write a standard that meets job performance requirements.
(4) Write a standard that is clear and understood by everyone.
(5) Write a standard that accurately measures learner achievement of the objective.
j. Figure 7-6 provides an example of a complete learning objective.
Figure 7-6. Learning objective example
k. When writing task-based standards for learning objectives, import the standard from
the task and modify it for the appropriate learning environment. If the individual task or
competency has multiple performance steps but no performance substeps, then design a
single lesson (and lesson plan) with one TLO; the performance steps become the LSAs. If
the individual task has multiple performance steps and multiple substeps, then the lesson has
one TLO, the performance steps become the ELOs, and the performance substeps become
the LSAs. These designs will allow developers to more easily share instructional lessons and
reduce developer workload.
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7-7. Sequencing learning objectives
a. Sequencing within a lesson should be based on the prerequisite relationship among

the learning objectives; that is, the order in which the learning objective(s) should take place.
The most obvious sequence follows the order from simple to complex or from general to
specific.
b. Guidelines for sequencing objectives. Grouping objectives in a logical fashion

promotes efficiency in the course structure. For example, skills (physical and cognitive) and
knowledge generally need progressively more complex and controlled media and facilities.
Logical grouping reduces the time between the instruction of dependent objectives. Use
supplemental learning materials, instructional interventions, and reinforcement strategies as
appropriate to support learning requirements. Course developers may use various criteria for
selecting sequencing logic. Examples include sequencing by subtasks, by time requirement,
the most to least important task, by the order in which the tasks must be performed, and
easiest to the most difficult to accomplish. For a more complete list of objective order, see
table 7-2 below.
Table 7-2
Learning objective to lesson plan relationships
Relationship Example
Job performance order Actions having a prescribed order such as assembly and
disassembly of a weapon or loading a tank's main gun.
Chronological order Actions required for planning time relationships of
events, such as identifying chemical agents using the
M258 kit, where samples must be analyzed at specific
times during the process to determine agent type.
Cause and effect order Actions required to achieving a desired effect, such as
properly utilizing demolitions (cratering charge or
abatis) to block a road. This technique can also be used
to demonstrate how improper actions can have a
negative effect, such as how poor driving habits can
lead to accidents.
Critical order Tasks requiring an important action such as "clear
weapon before starting disassembly".
Simple-to-complex order Tasks requiring simple task performance in order to
master complex tasks such as learning to use a compass
and read a map before conducting land navigation.
Complex-to-simple order Tasks requiring comprehending the existence of a
complex structure in order to give meaning to the
mastering of the simpler actions supporting the task.
An example is learning and understanding the overall
military decision making process (MDMP) before
conducting the individual steps of the process.
Known-to-unknown order Military commercial vehicle maintenance precedes
maintenance of lesser known military specific vehicles.
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c. Sequencing for efficiency. Another rationale for sequencing instruction is the most
efficient use of resources, particularly time. Objectives may be instructed concurrently if
doing them sequentially would require additional or extensive facility/training site
preparation. Training and education developers must achieve a balance between the
requirements for effectiveness and avoiding excessive costs.
7-8. Learning step activities (LSAs)
a. Design the lesson to ensure each LSA and assessment is based on a learning
objective, includes supporting knowledge, and is associated with one or more tasks or ALM-
defined 21st Century Soldier Competencies. Additionally, task-based lesson plans must
identify at least one applicable skill for which an LSA would be written. Table 7-3 provides
LSA examples:
Table 7-3
Learning step activity examples
If the method is - Then the learning step activity would have the learner -
Role play • Act out a specified situation.
Discussion • Analyze a specific subject or situation.
• Discuss a specific subject or situation.
• Describe a specific subject or situation.
• Identify a specific subject or situation.
Demonstration • Participate in the demonstration.
• Observe the demonstration.
b. Develop LSAs for each learning objective and sequence them to maximize learning.
The developer sequences LSAs by assigning numbers (LSA 1, LSA 2, etc.) using the CAC-
approved automated development system. See Appendix F for an example/job aid for
sequencing LSAs. There should be no LSA in a lesson that does not directly support a
learning objective. LSAs also provide a structured means to focus learning on a small part of
what a student needs to learn, and provide the basis for identifying specifications, including
such items as the method of instruction and resources required to present the lesson.
c. LSAs should include any mandatory time requirements (for example, due to task
performance standards).
d. Outlining LSAs to support the learning objectives concludes the lesson design. The
development phase of ADDIE for lessons begins with developing and sequencing the LSAs.
7-9. Developing the LSAs

Development of the LSAs includes identifying the resource requirements for LSA
specifications. Table 7-4 identifies resource requirements to consider during LSA
development.
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Table 7-4
Identification of resource requirements for LSAs
Resource Actions
Equipment · List instructional aids needed to accomplish instruction (equipment, weapon
systems, tools, trucks, etc.). Provide specific nomenclature and quantity
requirements. State if there are none.
· Identify equipment-to-instructor and equipment-to-student ratios.
Materials · List required reading for instructors/facilitators. List materials required for
instructors/facilitators that do not fit under the preceding section. These are
materials that instructors/facilitators and learners must have (maps,
compasses, forms, etc.). List civilian reading materials by type, title, author,
page numbers, date of publication, and publisher. Provide an Army source
with complete mailing address, phone number, e-mail and other required
information to obtain any civilian materials listed.
· Identify materials-to-instructor and materials-to-student ratios.
Supplies · Identify any supplies needed to conduct the LSA. Include those needed by
instructors/facilitators and learners (paper towels, rags, pencils, tablets,
calculators, etc.).
· Identify supplies-to-instructor and supplies-to-student ratios.
Student handout · Identify any handouts that need to be printed versus those that can be provided
requirements online.
· Identify length of time to print, number needed per course, and cost of printing.
Operational · Identify the operating miles/hours for systems to teach this LSA. State in terms
tempo of the miles/hours for the major system in a unit; however, all equipment
(OPTEMPO) generating significant operating and support cost has an established
requirements OPTEMPO. Therefore, you need to identify the requirements for each
applicable system.
Ammunition · Identify the ammunition requirements to teach this LSA. State if there are none.
Learning · Identify all the requirements for the location where the instruction will take
environment/ place. Include size requirements as well as universal stock numbers, as
classroom appropriate.
requirements
TADSS · Identify the identification number of each TADSS used to teach the LSA, if
applicable.
· Identify the title of the TADSS.
· Identify the TADSS-to-student ratio and include the instructor/facilitator
requirements.
Supporting · List the number of instructors/facilitators, demonstrators, and/or assistant

personnel instructors/facilitators required to teach the LSA. It is important to note that
requirements instructor contact hours (ICHs) are matched to LSAs in TDC for resourcing.
Identify any special qualifications (certifications, skills, knowledge,
behaviors, etc.) they must possess. Include any additional support personnel
and their qualification requirements (such as bus drivers, audiovisual
equipment operators, range operators, etc.).
Additional · There may be additional resource requirements such as opposing forces
resources (OPFOR) and role players to support implementation. Compile and include
total resource requirements in appropriate training plans, lesson plans, POIs,
and TSPs.
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7-10. Lesson plan development
a. Once the lesson design is approved, develop the lesson to include all the details
required for the presentation. Lesson design and lesson development functions can
sometimes be conducted simultaneously. Take great care when using this approach to ensure
the lesson is built on and reinforces previous learning as appropriate. The design and
development must provide for vertically aligned learning, that is learning builds to higher
skill/competency levels and reinforces previous learning as necessary.
b. The lesson plan contains the detailed information and activities used by
instructors/facilitators to execute the training and education within prescribed time limits. A
lesson plan supports one lesson so that lessons can easily be shared across the Army to
support additional modules, phases, and courses.
c. Lesson plans are critical components of the course development process. A basic
lesson plan supports the lesson content and ensures the overall efficiency and effectiveness of
the lesson. The lesson plan organizes the administrative data and resources for what, when,
and how to present the material. The lesson plan communicates the intent and how to
implement the instruction to the instructor/facilitator. Write lesson plans from the
instructor’s/facilitator’s viewpoint.
d. The lesson plan also identifies other requirements for a lesson including the
introduction, content, summary, and appendices. The lesson plan includes all administrative
and resource data identified in the design and development of the LSAs. Lesson plan
development requires, at a minimum, entering the following information for the LSAs in the
CAC-approved automated development system lesson plan format:
(1) Modes of instructional delivery.
(2) Instructional strategy and MOIs.
(3) Instructor to student ratio.
(4) Lesson academic hours.
(5) Media.
(6) Resource requirements.
(7) Student assessment and testing requirements.
(8) Administrative data.
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7-11. Modes of instructional delivery for lessons
a. When developing the lesson plans, remember that the course design may have
created modules and/or phases to allow the instruction to be provided via different delivery
options. The three primary modes of lesson delivery are face to face, online, and blended.
b. The primary considerations for delivery during lesson plan development include:
(1) Requirement for interaction (physical, verbal, visual) between the student and
instructor.
(2) Approved lesson plan(s) for instructor/course manager use (if available).
(3) Approved self-paced lesson and supporting media/materials for student use, e.g.,
correspondence course, IMI.
(4) Home study and other student assignments ready for issue to the students in
support of instructor-led instruction including practical assignment sheets, student handouts,
and home study assignments.
(5) Media products ready for use (e.g., digital slides, digital video).
(6) Assessments, tests and practical exercise guidance.
c. The developer adds as much detail as needed to allow for:
(1) Any new or substitute instructor to use this lesson plan with no degradation of
training and with minimum preparation time.
(2) Any student to meet the learning objective standard for a self-paced lesson (e.g.,
lesson for correspondence course, programmed text, or IMI) without the assistance of an on-
site instructor.
7-12. Instructional strategy and methods of instruction (MOIs)
a. An instructional strategy helps organize and specify the learning activities, MOIs,
and how to deliver the content. The strategy should include pre-instructional activities,
presentation of information, practice and feedback, assessments, and follow-through
activities. Instructional strategies emphasize concepts, theories, relationships, ideas, and
generalizations and are designed to achieve an overall goal of imparting knowledge using
particular methods of instruction. The method of instruction is a type of activity used to
facilitate the accomplishment of a learning objective(s).
b. The ALM calls for outcome-oriented instructional strategies that foster thinking and
initiative, provide operationally relevant context, and best fit the learning audience and range
of desired outcomes. There are five primary instructional strategies that support the ALM by
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inculcating 21st Century Soldier Competencies. Select the instructional strategies that align
with available instructor/facilitator resources, target audience analysis, command guidance
(e.g. use of ALM) and learner throughput requirements. Selection of an instructional strategy
will impact the developer’s MOI, media selection, and potentially the time of instruction.
Instructional strategies include:
(1) Direct instruction. Direct instruction is often through instructor/facilitator-led

lecture with explanations, examples, and opportunities to practice and provide feedback.
Any information for which there is one right answer, and for which that answer is relatively
simple, can be taught efficiently and effectively by using direct instruction. This strategy
emphasizes the use of carefully sequenced steps so the learner can master a new fact or rule
before moving on.
(2) Independent study. Independent study is a learning experience that is supervised

and controlled by a specialist in the subject, but allows learners to study an agreed upon
subject autonomously. Independent study is sometimes referred to as directed study, as it
shifts the responsibility for learning from the instructor/facilitator to the learner. It is most
frequently used when a learner and a teacher agree upon a topic for further learning.
(3) Indirect instruction. Indirect instruction influences the learner to construct

knowledge rather than learning material from an instructor. The learner-constructed response
differs from the content being used to present the material and any previous response. As
with independent study, indirect instruction shifts responsibility for learning from the
instructor/facilitator to the learner. See uses and related MOIs in table 8-3 for further
understanding of this strategy.
(4) Collaborative/interactive instruction. Collaborative/interactive instruction relies

heavily on discussion and sharing among participants. It is important for the
instructor/facilitator to outline the topic, the amount of discussion time, the composition and
size of the groups, and reporting or sharing techniques. The success of the
collaborative/interactive instructional strategy and its many methods is primarily dependent
upon the expertise of the instructor/facilitator in structuring and developing the dynamics of
the group.
(5) Experiential learning. Inductive, learner-centered, activity-oriented, personalized

reflection about a learning experience and formulation of plans to apply learning to other
contexts are critical factors in this strategy. Experiential learning can be viewed as a cycle
consisting of five necessary phases. These phases are concrete experience (a trigger of past
experience and knowledge); publishing and processing (reactions and observations are
shared); generalizing new information (focuses on content and methodology); developing
(student-centric focusing on how the lesson will be valuable to the student); and applying
(plans are made to use learning in new situations). The key for lesson development is that
the lesson plan must contain sufficient detail regarding the five phases to help the
instructor/facilitator to enable the learning process.
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c. The MOI is a component of the instructional strategy. The MOI is a type of activity
used to facilitate the accomplishment of a learning objective(s), is minimally associated with
each lesson and is commonly associated with each LSA. Appendix F provides an example of
cross-walking multiple MOIs and LSAs in support of a learning objective. Selection of the
MOI requires consideration of the learner, the content, the goals, the learning environment,
the instructor/facilitator, and the available resources. Specific MOIs require varying degrees
of learner participation. While particular methods are often associated with certain strategies,
some methods may be found within a variety of strategies. The primary uses and suggested
methods of instruction used with each instructional strategy appear in table 7-51. Appendix
G further discusses and defines the MOIs noted in table 7-5.
Table 7-5.
Instructional strategy uses with suggested MOIs
Instructional Strategy Uses & Suggested Methods of Instruction
Direct instruction Uses: This strategy is most effective at teaching
knowledge acquisition involving facts, rules, and action
sequences.
Suggested MOIs: compare and contrast, demonstration,

drill and practice, guided reading and thinking, lecture,
structured overview, tutorial
Independent study Uses: Generally involves research outside of a school
setting for an agreed upon amount of credits, this
strategy can be self-paced, and can overcome
geographical barriers.
Suggested MOIs: interactive multimedia instruction,

tutorial, writing assignments
Indirect instruction Uses: This strategy is best used when presenting
concepts, abstractions, or patterns, and when the learning
process is inquiry-based, the result is discovery, and the
learning context is a problem. Instruction helps learners
develop content organization, inductive and deductive
reasoning, personal experience(s), and group discussion
skills.
Suggested MOIs: brainstorming, case study, concept

mapping, inquiry, problem solving, reflective discussion,
tutorial, writing assignments
1
Saskatoon Public Schools (2004-2009), Instructional Strategies Online, Retrieved with
permission from http://olc.spsd.sk.ca/de/pd/instr/experi.html
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Table 7-5.
Instructional strategy uses with suggested MOIs, continued
Instructional Strategy Uses & Suggested Methods of Instruction
Collaborative/interactive Uses: Students learn from peers and
instruction instructor/facilitators to develop social skills and
abilities, to organize their thoughts, and to develop
rational arguments. Allows for a range of groupings and
collaborative/interactive methods.
Collaborative/Interactive instruction requires the
refinement of observation, listening, interpersonal, and
intervention skills and abilities by both
instructor/facilitator and learners.
Suggested MOIs: brainstorming, cooperative learning

groups, debates, discussion (small or large group),
interviewing, laboratory groups, panel, peer partner
learning, problem solving, role playing, seminar, tutorial
Experiential learning Uses: The emphasis in experiential learning is on the
process of learning and not on the product. Experiential
learning helps to develop inductive reasoning, analysis,
personal reflection, formulating plans, speaking and
writing, and lifelong learning attitudes.
Suggested MOIs: case study, conducting experiments,

field observations, field trip/site visit, gaming, model
building, practical exercise (hands-on/written), role
playing, simulation, storytelling
7-13. Instructor-to-student ratio and instructor requirements
a. Determine the instructor-to-student ratio (ISR) based on the MOIs and delivery
techniques. For problem-based, learner-focused courses, as described by the ALM, ratios of
1:8 or 1:16 will be most common. Table 7-6 contains factors to consider when establishing
ISRs.
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Table 7-6
Instructor-to-student ratio factors
Factor Examples
Restrictions imposed Interior of a tank.
by equipment Noise of a generator.
Safety factors Teaching self-contained underwater breathing apparatus
(SCUBA) divers in a dive tank may require one
instructor/facilitator per two learners (1:2).
Teaching a Soldier to throw a live grenade requires one
instructor/facilitator per learner (1:1).
Regulatory ratios The ALM, TR 350-10, and TP 350-70-9 provide guidance on
instructor-to-student ratios for courses and instructional designs.
TP 350-70-9 also covers how to determine the most restrictive
ISR for RC schools.
Facility limitations Capacity. A classroom may be limited to 20 seats (1:20) or
justification is required for additional instructors/facilitators for
PEs.
Utilities. A classroom may have electrical and/or network wiring
limitations, etc. that limit use of the classroom to designated
numbers of learners for certain types of instruction. For example,
a classroom with 20 network jacks can only support 20 devices for
simulation or gaming instruction (1:20).
Equipment ratios Equipment-specific ratios must be approved by a TRADOC
review of manpower (TP 350-70-9).
Instructor limitations Instructor span of control is based on instructor ability to
adequately manage the class size and/or provide ample feedback
to the students in attendance.
Note: The instructor-to-student ratio is published in the POI and lesson plan, and validated
by Training Operations Management Activity.
b. Ensure you properly list instructor/facilitator requirements. Include the number of

instructors that are required to instruct a task or competency. Identify any specific
qualifications the instructors must possess (e.g., instructor MOS, skill(s), certifications, and
other special qualifications). Additional information regarding instructor/facilitator
certification and qualification appears in TR 350-70 and TP 350-70-3.
7-14. Lesson academic hours

Identify lesson length in academic hours. An academic hour is a 60-minute time block
consisting of 50 minutes of instruction and 10 minutes of administrative time. Lesson length
is the sum of the LSA’s time of instruction in minutes, but does not include administrative
time. As an example, if the lesson length is 100 minutes, it will take two academic hours to
complete. Refer to TP 350-70-9 for additional information.
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7-15. Media
a. Media are any means or instrument of communication (auditory, visual, or written)

that facilitates or enhances a lesson, or a part of a lesson, to demonstrate or clarify course
content and to facilitate learning. Media are mechanisms to communicate learning content.
Media can also serve as a means of storage for instructional material. Using a variety of
media may respond to the needs of those who receive information in different ways. No
single medium can support all instructional strategies. Therefore, the instructional designer
may choose a combination of media to meet the learning objectives and support the method
of instruction. The USDLA – U.S. Distance Learning Association – recognizes three
principal modes of media to facilitate learning: visual, aural and a combination. The link to
the USDLA website is provided in the glossary and on the TED-T website.
b. When selecting media, consider the following:
(1) Instructional effectiveness. The first media selection criterion must be its
effectiveness in delivering required instruction to established performance standards. There
may not be one best medium, but all media must pass through this effectiveness gateway to
qualify for further consideration. If the course contains key technical information, processes,
and procedures pertaining to the learner's functional area or develops a perishable skill,
consider a medium that will be easily accessible from the field throughout the learner's
career.
(2) Practicality. The intended media should be readily available, cost effective, time
efficient, and understood by the instructor/facilitator.
(3) Affordability. To achieve training and task performance proficiency, media

selection should focus on learner interaction with an instructor/facilitator or a peer rather than
on those media that require high fidelity. Consider costs related to procuring equipment,
developing and implementing the lesson, and keeping the lesson up to date.
c. Table 7-7 provides general descriptions and other information regarding media. The
media descriptions also incorporate various MOIs and instructional uses. It is acceptable to
use media not listed in the table.
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Table 7-7
Media descriptions and instructional uses
Media Descriptions and Uses
Video Description: Video uses moving images as a means to deliver the instruction.
The video is introduced verbally or with text. Learners are informed as to what
they are to learn from the video. Video has the advantage of presenting
abstract ideas in a realistic context, which helps learners grasp the abstract
ideas more easily and to retain the material longer.
Uses: Use video to demonstrate processes, procedures, and behaviors that can
be difficult to describe. Use it to provide real world context, present
information in a rich format, offer a sensory-rich experience, and appeal to
visual learners.
Printed material Description: Printed documents can be distributed to learners. These can
include, but are not limited to, documentation, forms, manuals, learner guides,
job aids, and graphic training aids.
Uses: Use printed materials in situations where learners require reference to

documents for use in the course or subsequent job performance. They work
well in asynchronous, self-paced learning environments.
Graphics Description: The purpose of most instructional graphics is to help explain
something to the viewer in a manner that increases retention of the subject
matter. Graphics can include photographs, drawings/illustrations,
charts/graphs, 3D graphics, logos, icons, banners, and symbolic elements.
Uses: Guidelines for using graphics include using contrast to support visual
cues, reinforcing key concepts, displaying essential elements to maintain
learner focus, and keeping graphics in close proximity to related content.
Programmed Description: Programmed interactions include animations; interactive
Interactions tutorials; tools such as drawings and displaying concepts and student’s aids;
drag and drop media; calculators; scenarios; games and simulations; and self
checks and assessments.
Uses: Guidelines for using programmed interactions include keeping focused

on learning goals; facilitating clear learning paths; allowing for learner pacing;
eliminating irrelevant information and interactions; maintaining a clean design
for easy learner focus; and providing learner support tools, feedback, and
visual and textual cues.
Audio Description: Audio includes the recorded sound of a podcast, narrated
lectures, presentations, interviews, guest speakers, synchronous audio
conferencing, music, sound effects, or other primarily verbal communication.
Uses: Audio appeals to aural learners, stimulates mental conceptualization and

learner imagination, adds credibility/authority to the presentation, and focuses
learner attention.
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7-16. Media delivery
a. Instructional media can be delivered to the intended audience in a variety of

communication formats. The media communication format should be based on the needs and
preferences of the target audience, costs of production, and the specific educational purpose.
Examples can be found in figure 7-7. Figure 7-7 uses the same media as table 7-7, but
further identifies communication formats for these media.
Media communication formats

Video communication formats include: Web-based streaming; Web-based download;
optical media including but not limited to CD-ROM, DVD, Blu-ray disc; broadcast or
network television; and video tele-training.
Printed communication formats include: Web-based download, hard-copy in
situations where learners will be effectively offline, and optical media to include CD-
ROM, DVD-ROM, BD-ROM.
Graphics communication formats include: live at instruction site; Web-based
streaming; download of graphic files such as GIF, JPEG, PPT and hard-copy.
Programmed interactions communication formats include: live at instruction site,
Web-conferencing tools, Web-based streaming, instructional television, and computer-
based instruction.
Audio communication formats include: live at instruction site; Web conferencing tools;
Web-based streaming or download of audio file; and telephone or conference call.
Figure 7-7. Media communication formats
b. Developing media. The lesson outline includes the types of media that require
development. However, it is common to adjust the media requirements during development.
Ensure that any changes to media requirements are developed within available resources. If
new media need to be developed, the following steps should be considered:
(1) Assemble a team for media development that has the required skills and
capabilities. Ensure resources are planned, programmed, and budgeted for successful media
development. This may require contractor support. Refer to IMI requirements for media
development. See TP 350-70-12 for more information.
(2) Ensure team members have a shared comprehension of how to use media to
contribute to overall learning.
(3) Provide media development guidelines and standards to the development team.
Ensure all team members have a copy of any templates, style guides, and file-naming
conventions that will be used for development.
(4) The abundance of multimedia available through the Internet increases the risk
that team members may use copyrighted material during development. Review copyright
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restrictions, procedures for obtaining copyright clearance, and sources of media that are not
copyright restricted, such as .mil sites, with the team. Additional information on copyrighted
materials appears in Chapter 2.
c. Specific steps for developing various media are often dependent on the tools used
for development as well as the development team's capabilities. Rather than provide specific
steps, table 7-8 provides considerations and some basic steps for developing various forms of
media. This list of media is not exhaustive.
Table 7-8
Guidelines for developing new media
Media Considerations Basic steps
Text · Use consistent terms and language that · Draft/write
students comprehend. material.
· Use common, easily readable fonts such · Edit material.
as Arial or Verdana and ensure the font size is · Publish material.
easily readable.
· Use larger font sizes for titles.
· Use bold text to draw attention to key
terms or sections.
· If the text will be delivered on a
computer, then refer to TRADOC graphical
user interface specifications
(http://www.atsc.army.mil/itsd/imi/GUI.asp).
· Place text that describes a graphic
within the graphic or as close to the graphic as
possible.
· Avoid showing screen text (other than
titles) while a narrator is talking.
Sound · Use consistent terms and language that · Storyboard or
students comprehend. script narration
· Do not use a narrator with an accent that and other sound
is not native to the language being used. requirements,
· Do not use music or other sound effects such as sound
when the narrator is talking. effects or music.
· Avoid having text on the screen (other · Edit scripts.
than titles) while the narrator is talking. · Record sound.
· Avoid reading screen text. · Edit sound.
· Use the lowest sampling rate that · Publish sound.
produces the desired quality in order to keep
file sizes small.
· Use standard audio formats.
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Table 7-8
Guidelines for developing new media, cont.
Media Considerations Basic steps
Images · If an image will be used in a printed · Storyboard or
media, then use a high resolution to improve describe the
print quality. image.
· If the image will be used in electronic · Develop and edit
media, then use the lowest resolution that the image.
provides the required image quality. · Publish the image.
· Integrate titles and descriptive text with
the image.
· Use standard image formats.
· Use standard colors and ensure there is
sufficient contrast between background colors
and the image.
· Ensure the image directs the students’
attention to the key aspects.
· Avoid using images that do not directly
contribute to learning; for example,
background images.
Video · Use video to describe motion, show · Storyboard or
relationships, or increase immersion. script video.
· Keep video segments short. · Edit storyboards
· Carefully review storyboards and scripts and scripts.
before recording. · Plan video
· Record scenes multiple times to ensure recording.
you have footage for editing. · Develop required
· Use the lowest sampling rate and sound for the
resolution that produces the required quality if video.
the video will be used online. · Shoot and edit
video.
· Publish video.
Animation · Use animation to describe motion, show · Storyboard or
relationships, or increase immersion. script animation.
· Give students control of the animation; · Edit storyboards
for example, start, stop, and replay. and scripts.
· Use cues, such as arrows, to focus · Develop and edit
attention on the salient part of the animation. animation.
· Publish animations in standard formats. · Publish animation.
· If encoding animation as video, use the
lowest sampling rate and resolution that
produces the required quality if the video will
be used online.
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d. TP 350-70-12 and The Army Distributed Learning Program (TADLP) website

contain specific guidelines for particular forms of media, particularly interactive multimedia.
7-17. Required resources

Required resource information includes, but is not limited to, equipment required to conduct
the lesson (such as a laptop computer with computer interface or a projection screen),
instructor materials (such as handouts), and ammunition types and quantities (if any). TP
350-70-9 contains additional information on resources for lesson plan development.
7-18. Measuring learner performance: assessment
a. Assessment design and development is part of the design phase of a lesson.

Assessment design should begin immediately after writing the learning objectives because
they impact the lesson design and development.
b. Upon completion of LSA development, it is appropriate to revisit the student

assessment plan, tests, and test items, and complete any further development needed. Be sure
the methods of assessment measure the learning objectives to the stated standards or level of
attainment. Verify or adjust the lesson design, development, or assessments to be sure the
standards are achievable based on the assessment(s).
c. A detailed discussion on assessment is in chapter 8.
7-19. Administrative data
a. The administrative data section in the automated system includes required lesson
identification information as well as an understandable title with only one objective. Other
required information in this section includes identifying the modules, phases and/or courses
that link to the lesson plan, tasks taught or supported, reinforced tasks, required knowledge,
and skills taught. Other mandatory entries include the clearance access, FD statement, and
current references. The instructor/facilitator requirements not only list the number of
instructors/facilitators, assistant instructors, and demonstrators, but also the specific MOS,
skills, certifications, and other qualifications required of instructors/facilitators to teach the
respective lesson. The introduction includes identifying an appropriate method of
instruction.
b. Required references. List all the references (to the paragraph level where practical)
used to develop the learning product. List the civilian sources by the type of source (book
title, magazine, etc.), title of article (if appropriate), author, page numbers, and date of
publication. Provide a source for any military references including reference number, title,
and date. Follow all copyright guidance as described in paragraph 2-6.
c. Other required information includes any additional support requirements and the
name, grade, position, and approval date of the approving authority for the lesson.
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d. The conclusion includes a summary, re-motivation, and closing. Classified courses

include a classification reminder in the conclusion.
e. Review/Summary. Develop an appropriate review/summary. This section should

contain actual review/summary material, not just a directive for the instructor to conduct a
review of the lesson.
f. For a sample lesson plan, refer to the example listed under the “Products” tab on
TED-T.
7-20. Quality control for lesson plans
a. For a quality lesson/lesson plan, development must be consistent with the design and
analysis data, and the technical accuracy of content must be verified. The instruction must be
feasible, cost-effective, sequential, and progressive; the learning sequence must be effective;
and deficiencies must be identified and corrected. Table B-3 contains a checklist for
evaluating a lesson plan.
b. Each training proponent will establish quality control review points in production
processes. The goal of quality control is to eliminate defects as early as possible in the
process to minimize rework. Management will establish performance standards
(efficiency/effectiveness) which will be used to determine defects at quality control review
points. Administer quality control procedures as part of the normal work process.
Periodically conduct a review of quality control procedures to ensure defect control processes
are appropriate. Use quality control data to determine process changes, staff training
requirements and administrative procedure improvements as necessary.
Chapter 8
Assessment
8-1. Measuring learner performance: assessment
a. Assessment is the measurement of learning by an individual; whether or not skills,

knowledge, and/or performance have been attained; as compared to the term evaluation
which is the measure of a product’s performance. Assessment of a learner is often
accomplished through a test of whether or not skills, knowledge and/or performance have
been attained.
b. Formal and informal assessments, including checks on learning, provide the means
for identifying performance deficiencies and efficiencies of the learner.
(1) The formal assessment typically employs a test, quiz, written document, or other
means of evaluation selected by the instructor. A numerical score or grade is assigned based
on student performance.
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(2) Examples of informal assessment could include but are not limited to periodic
instructor feedback, after-action reviews (AARs), peer feedback,
(3) Formal and informal assessments may include forms of measurement such as
observation, inventories, checklists, rating scales, rubrics, performance and portfolio
assessments, participation, peer evaluation, and self evaluation. Conduct assessments
through the systematic collection, analysis, and application of feedback concerning the
relevance and effectiveness of learning. Assessment of learners supports the accreditation
process and ensures an institution is conducting training and education adequately and to
course standards.
8-2. Assessment methods
a. The primary purpose of assessment is to verify the learner has attained the skills
and/or knowledge specified in the TLO(s). The two methods of assessment most often used
in the U.S. Army are hands-on performance tests and the application of knowledge-based
written tests. Performance assessment includes a performance task, a learner response, and a
predetermined rubric or grading system. A performance assessment tests a learner’s actual
application of knowledge and skills. Both factual and procedural knowledge are important
components of a complete assessment process. The TLO determines the preferred method of
assessment. Table 8-1 gives explanations of each method and reasons for their use.
Table 8-1
Test methods
Method Description/Use
Hands-on Requires learners to prove competency by using actual equipment,
performance tests materials, simulators/simulations, or training aids to perform the required
learning objective.
Hands-on job performance tests have intrinsic validity because of their high
fidelity to job knowledge and skill. Hands-on test content is preferred for
initial entry personnel on many tasks, but less appropriate for personnel
with more experience.
Knowledge-based Used to assess the learner's ability to apply and synthesize facts, principles,
written tests and procedures required to perform the TLO.
Uses essay, short answer, and multiple-choice performance-based
questions. Used to assess mastery by assessing the comprehension and
application of new knowledge and skills at higher cognitive levels.
The TLO determines if a knowledge-based written test is the most
beneficial assessment tool.
Verifying a learner’s prerequisite knowledge is often accomplished by
written tests.
Create all knowledge-based written tests to be a valid measure (predictor)
of understanding task performance.
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8-3. Test types

The two major types of tests used for assessment are criterion-referenced and norm-
referenced.
a. Criterion-referenced test (CRT). CRT determines if learners can perform to

established, well-defined training standards or criteria. TRADOC and associated service
schools must use CRTs to determine learner competency and to determine if the training
program or lesson trains individuals to standard. A CRT measures an individual’s ability to
successfully perform the action specified in the learning objective. Compare the learner’s
performance to the learning objective standard. The score is based upon absolute standards
and provides learner scores/grades as “GO” (pass)/”NO GO” (fail). The test scores should
establish whether the learner has mastered the supporting skills and knowledge required to
perform the learning objective and determines if the learner is ready to move to the next
lesson or module/block of instruction. CRT can also be used as a diagnostic tool to
determine the entry-level performance capability of a learner. This can provide the start
point for follow-on training and organizing learners for the training. In addition, it allows for
testing out of lessons, modules/blocks, or an entire course if the learner can demonstrate that
he/she possesses the required skills and knowledge outlined in the TLO. CRT will allow
classification of individual learners into two groups, performers and non-performers.
Performers are learners who can (reasonably be expected to) do what they were trained to do.
Non-performers are learners who cannot adequately do what they were trained to do.
b. Norm-referenced tests. The norm-reference test compares a learner's performance

with the performance of other learners (or the norm). The American College Test used for
college eligibility is an example of a norm-reference test. Norm-reference tests measure an
individual's performance against the performance of other individuals taking the same test. It
does not establish if the learner can perform a specific task or learning objective to the
established standard. Army training will not use norm-referenced tests to measure learner
performance. However, norm-based aptitude tests like the Armed Services Vocational
Aptitude Battery (ASVAB) can be used to establish parameters for predicting success within
specific MOS.
8-4. Student assessment design and development
a. As the continuous adaptive learning model further expands learning opportunities

beyond the traditional classroom, considerable care must be taken to develop secure,
technology-enabled, integrated assessments tailored to content and expected outcomes. Both
the traditional classroom and distributed learning locations should use pre-test and post-test
activities to measure learner skills and knowledge. Pre-tests allow instruction to be tailored
to the learners’ needs and experience and create a method to allow Soldiers to test out of
instruction when they demonstrate mastery. Post learning assessments provide both the
supervisor and the learner certainty that learning has occurred to standard. Results can be fed
into automated tracking systems to provide near immediate feedback and record updates.
Subjective assessments can add a valuable source of feedback on qualities and characteristics
not easily measured through objective assessments.
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b. As noted in chapter 7, assessment design and development is part of the design

phase of a lesson. Assessment design should begin immediately after writing the learning
objectives because they impact the lesson design and development.
(1) Assessments may be a stand-alone lesson or an integral part of a lesson or LSA.

There is no requirement to conduct a specific assessment at a specific point in a course. They
may occur anywhere in the course.
(2) Use assessments, at a minimum, to verify learning of each TLO. When assessing
TLOs simultaneously with other TLOs, design the assessment to ensure it determines student
mastery of each TLO.
(3) Assess TLOs sequentially if a TLO is a supporting skill or knowledge

(prerequisite) for a later TLO. Assess the supporting TLO (skill or knowledge) first, to
ascertain the students' readiness for instruction and assessment on the supported TLO.
(4) Normally each TLO is assessed for mastery once as a pre-assessment and once
within the course. However, multiple successful repetitions of the required action during that
one assessment session constitute mastery of the task. If you defined an accurate mastery
standard, the student met that standard, and the course is sequential and progressive, then the
learning has previously occurred. Then, allow the use of the previously learned knowledge
or skills in later portions of the course. However, you may decide to conduct another
assessment of the same objectives, if you wish to reinforce the previously taught TLO(s) and
verify learning of the previously taught TLO.
(5) End-of-phase assessments are recommended for courses with significant time
gaps between the end of one phase and start of another.
(6) Validate the assessments of TLOs for effectiveness. The effectiveness of the
lessons and objectives are evaluated using criticality standards. The criticality standard
specifies the percentage of students who must pass each objective the first time upon
completion of the lesson for that objective. If students do not meet this standard, the learning
product and components will not be validated and will require revision. Refer to TP 350-70-
10 for information on validation processes and conducting individual, group, and operational
trials for validating lessons/objectives.
(7) Developers may design and develop assessment of student performance on

ELOs/performance steps to support learning. These assessments can be formal tests, or
informal "checks on learning” to determine if students are progressing appropriately toward
achievement of the TLO. A “check on learning” can be as simple as asking one or two
review questions or as complex as asking students to demonstrate skill performance.
(8) When developing an assessment for a lesson or a check on learning:
(a) Write a full description of the assessment, details on how the student will perform
the assessment, special requirements, and grading criteria.
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(b) Provide remedial training for incorrect responses to test questions/exercises.
(9) For self-paced instruction, include assessments in the course materials in

accordance with the design. Include remedial instruction for incorrect responses to
assessment questions or exercises.
(10) Table 8-2 outlines the process used to produce an assessment.
Table 8-2
Assessment production guidelines
1. Steps Action
2. Review the terminal and enabling Determine whether performance or performance-based
learning objectives (TLOs and items can/will be used to test each TLO/ELO selected for
ELOs). testing.
3. Decide what test items are required Determine if application, analysis, or problem-solving test
for the assessment. items are required. Skills/performances will be tested at
the application level or above.
4. Determine the quantity, type, and Consider hands-on performance, knowledge-based written,
weight of CRT/test items that will or a combination of the two.
be used for each TLO/ELO
assessment.
5. For performance assessments, · Type of measurement to be used (product, process, or
include: combination).
· Resources required (time, manpower, costs of
alternatives, equipment, facilities, and environment).
· Constraints (resources, safety, and environmental) and
their impact.
· Possible alternative performance conditions and
which ones will be tested.
· Number of successful repetitions of performance
required to achieve a “GO” (if necessary).
· Level of fidelity possible considering the above.
· For Performance-based tests, include the number of
items needed to adequately assess each TLO/ELO
selected.
· Ensure assessment items follow validation
requirements in TP 350-70-5.
6. Document and establish the required · When the test/test item mirrors the task/TLO, and
level of test control. must always be performed in exactly the same way,
then the test item requires no security measures.
· If the test/test item has only a few possible variations,
then the test/test item requires that all possible
variations be protected.
· If the test/test item has many possible variations, then
the test/test item requires security measures that
prevent individual students from knowing which
variation of the test/test item they will receive.
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Table 8-2
Assessment production guidelines, cont.
7. Steps Action
8. Write CRT items that: · Match the action, conditions, and standards of the
TLO and ELO taught.
· Ensure the student can accomplish the learning
objectives under the stated conditions to the
established standard.
· Discriminate between performers and non-performers.
· Measure actual on-the-job performance to the
maximum extent possible; such as, maximize fidelity
to actual performance.
· Are highly interactive (for computer-based test items).
· Collectively assess each and every TLO.
Check each test item to ensure: · Content validity.
· Accuracy, (such as, keyed [correct] alternative is
doctrinally/technically correct and other
alternatives/possible responses on a performance-
based test are clearly incorrect).
· Adherence to good item writing procedures.
· Fairness (does not contain bias or confusion related to
race, gender, or cultural differences).
Establish weighting factors where In many courses, individual assessments/tests are not
appropriate. weighted equally. Weight is based on importance of the
task/learning.
Write a separate assessment lesson Write/update the ISAP.
plan or include the assessment as a
learning step activity in a lesson
plan.
Compile the assessment/test For performance or performance-based test construct an
administration guide. instructor/facilitator guide, check list, or rubric.
Conduct QC. · Administer the assessment (for validation purposes)
using the assessment administration guide (draft).
· Validate the assessment (and the assessment
administration guide) by ensuring it discriminates
between performers and non-performers.
· Revise the assessment tool as needed using the validity
and reliability results.
· Monitor the assessment results to identify problems
that occur over time.
Note: See TED-T for a discussion of rubrics used for learner assessment. See TP 350-70-5 for
additional information on assessment and test construction.
c. Checklist for performance tests. Create a checklist when designing criterion-

referenced performance tests to verify the student’s competency to perform the learning
objective(s) being tested. If possible, develop at least two scenarios/situations for each
performance test to provide for two versions of the test.
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d. When it is not feasible to test all the learners using actual equipment, a written test
can be substituted.
(1) Use table 8-3 when designing criterion-referenced, written tests. This form helps
ensure that an adequate quantity of test items are developed and administered to determine
the competency of the student to perform the learning objective(s) being tested. For written
tests, develop at least two versions of each test by determining the minimum number of items
needed to adequately test each TLO/ELO and then constructing at least twice that many
items.
Table 8-3
Test plan for a written test
Quantity of
Total
Questions TOTAL
Lesson/ ELO Quantity of
Learning Needed for Quantity of
TLO Number Items For
Step Activity Coverage of Questions
Number (optional) Two
ELO per for Step
Versions
Version
0001 0001 A A-1 2 4
A-2 1 2
A-4 1 2
A-5 3 6
A-7 3 6 20
0001 B B-1 5 10
B-3 3 6 16
0002 0001 A A-2 3 6
A-4 2 4
A-5 2 4
A-6 2 4 18
(2) Passing score. In most military testing situations, the passing score for written
tests should be set as high as can be tolerated by the command, considering resource
constraints. This is because in most military situations, we train only critical tasks.
Moreover, the impact of incorrectly identifying a student as a performer (a “false positive”
error) far outweighs the impact (retraining/retesting and delay of human assets to units) of
incorrectly identifying a student as a non-performer (a “false negative” error). The passing
score for written tests are not usually set at 100 percent due to the possibility of poor test item
construction influencing a student’s response. Do not use written tests as the sole criteria to
determine class standing.
e. For additional information on assessment (test) construction see TP 350-70-5, or

Designing Test Questions on the University of Tennessee at Chattanooga website. The link
is provided in the glossary and on the TED-T website.
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8-5. Check on learning questions

A check-on-learning is an informal, required check to determine if students are learning. It
can be as simple as asking one or two review questions or as complex as asking students to
demonstrate skill performance.
a. When using check-on-learning questions, write questions that foster critical-thinking

skills in students and support the active learning environment. Well-written questions:
(1) Require more than recall of a skill.
(2) Benefit students in terms of problem solving.
(3) Are open-ended; in many cases more than one acceptable answer may exist. In
some instances, there will be a one-answer solution, but consider the possibility of varying
approaches to attaining the one-solution or multi-solution type answers.
b. When developing check on learning questions, provide reference(s) for the answer
or response(s). In addition to knowing the answer or response, one needs to know where to
find the answer/response in the required reference.
(1) When developing questions that have a single correct answer, provide
reference(s) for the correct answer.
(2) When developing questions that have multiple solutions, reference(s) for the
various responses should be provided.
(3) Additionally, when developing check-on-learning questions for self-paced

instruction, include references in the course materials or media, and provide remedial
instruction for incorrect answers, or guidance on or good/better/best responses.
8-6. Test development or test revision decision making

Figure 8-1 provides a sequence of items to consider when deciding to create a new test or
revise an existing test.
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Test Development or Revision
Revised Instruction or Poor Test

Analysis Results · SME
· POI Manager
· Test Developer,
Form Test Development Team if available
· Course Manager,
if available
Revision Development
Determine Type of Test (Performance,

Review Test Statistics Multiple Choice, etc)
Review Student Complaints

Establish Test Weight
(if required)
Review Objectives in Question
Prepare Test Items That Measure

Ensure Test Items Lesson Objectives
Measure Objectives
Revise Test Items as Required Subject Items to Peer Review

(other SMEs)
Subject Items to Peer Review

(other SMEs)
Validate Test
Validate Test
POI Manager and Course Manager

Approval
Incorporate New Test Items Into
Existing Test
POI Manager and Course Manager

Approval
Figure 8-1. Test creation or revision
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8-7. Test/test item analysis
a. Use the test item and test analysis to provide statistical data to help make viable
decisions concerning student assessment. Tests analysis data should also be used to identify
areas for lesson, course and instructor improvements. There are a variety of established
procedures for analyzing CRTs and test items. The proponent school should identify and
establish the specific procedures to be used. Refer to TED-T for examples.
(1) Terminology. There are a number of terms associated with test item/test analysis.
For the purpose of this pamphlet, use the following definitions.
(a) Validity. Degree to which the test measures what it is intended to measure or the
degree to which the test separates those who can perform from those who cannot perform.
(b) Content-related validity. The extent to which the test measures the objectives
(tells if what is being tested is what was taught).
(c) Predictive validity. Degree to which the test predicts how well students will
actually perform on the job (used to estimate future performance based on test performance).
(d) Reliability. Degree to which the test yields the same results consistently; both
consistency across two administrations to the same students, and consistency across two
forms of the same test.
(e) Usability. Tests that are easy to administer, score, and interpret.
(2) Validity/reliability relationship. A measure that gives inconsistent results (is not
reliable) cannot give valid results. Any time a test item is examined for validity it must also
be examined for reliability.
(3) Completion. “GO/NO GO” requirements or passing score for each

TLO/ELO/learning step, the ISAP, and the Test Administration Guide constitutes completion
of this step in the design and development process.
8-8. Assessing 21st Century Soldier Competencies

Students are assessed on their achievement of GLOs associated with the 21st Century Soldier
Competencies. Training and education developers must create valid instruments (with clear,
objective criteria and rubrics as needed) that evaluators can use to determine if a student has
acquired or improved his/her achievement of the required competencies. Not all the GLOs
will be assessed in every lesson or course.
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8-9. Managing student assessments
a. Personnel responsible for training management must ensure all assessments are
conducted in accordance with the assessment administration guide or ISAP. Managers must
ensure that:
(1) Each course has an ISAP with which instructors/facilitators must comply.
(2) Student assessment should be as objective as possible. Multiple

instructors/facilitators should use the same rubrics to assess performance. Combining and
averaging multiple assessments minimizes subjectivity.
(3) Students perform established learning objectives, tasks or topics, and outcomes to
prescribed standards.
b. Provide assessment materials directly to appropriate non-proponent center or school

managers.
c. Establish procedures for analyzing assessment items.
d. Identify and correct assessment problems.
e. Ensure students are not failed using an invalid assessment.
f. Maintain a record of all assessment corrections until the next major course revision
or complete revision and validation of the assessment.
8-10. Assessment control
a. Assessment control ensures each student has a fair and equal opportunity for
successfully completing the assessment. Centers and schools may use the procedures
outlined in AR 611-5 for security and control of assessment items as guidelines for
developing their specific procedures consistent with the level of control required. Centers
and schools must:
(1) Maintain security of all assessment items, assessments, assessment administration

guides (if necessary), scoring and answer keys, and assessment results during transmittal,
storage, retrieval, and administration consistent with the appropriate level of assessment
control. Table 8-4 provides some guidance for determining controls for criterion-referenced
written assessments.
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Table 8-4
Test control guidelines
If the test/test item: Then the test/test item requires:
Mirrors the task or TLO and must always No security measures for adequate test control.
be performed essentially in the same way
(such as, Engage targets with your
assigned weapon).
Has only a few possible answers. Protect all possible answers from unauthorized
disclosure.
Has multiple problems or scenarios that Implementing control measures that prevent
can be used. individual students from knowing the specific
problem or scenario that each will receive.
Example: Students must find and fix a
troubleshooting problem inserted into an item of
equipment. If the inserted problem is one of a
set of possible problems, the students can receive
a list of those problems, but cannot be told the
problem each must find and fix.
(2) Follow assessment implementation procedures in the lesson plan, assessment

administration guide, ISAP, or separate assessment control SOP.
(3) Restrict access to paper-based copies of test/test items, scoring and answer keys,
and test results to those personnel demonstrating a valid need for the information.
(4) Immediately investigate and reduce the impact of test/test item compromises or
suspected compromises.
b. The assessment administration guide and the ISAP contain specific directions for
assessment administration and scoring. Use only proponent-approved assessment materials
to prepare for and administer assessments. Maintain appropriate assessment security and
control when conducting assessments. In addition to instructors/facilitators, support staff
may also administer assessments.
c. For performance assessments, instructors/facilitators/support staff must:
(1) Positively verify each student's identity before administering an assessment.
(2) Provide written or verbal guidance to students, to describe what they are to do.
The preferred method is a written document.
(3) Administer the assessment in accordance with the assessment administration

guide.
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d. For written assessments instructors/facilitators/support staff must:
(1) Positively verify each student's identity before administering an assessment.
(2) Provide students with the assessment administration guide or explain the process
and procedures to a resident class. The level of detail in the guide or explanation may vary
with the particular student body. For example, Army War College students do not require
the detail that basic combat training Soldiers require.
(3) Administer the assessment in accordance with the assessment administration

guide.
e. If any element of assessment administration is unclear or unmanageable,

immediately contact the assessment proponent for additional guidance before administering
the assessment.
f. Follow the ISAP as well as applicable local guidance and policy for remedial
instruction.
Chapter 9
Job Aids, Graphic Training Aids (GTAs), and Training Circulars (TCs)
9-1. Job aids and graphic training aids

A job aid is a tool to assist performance and minimize the need for recall when performing
tasks. It can be a checklist, procedural guide, quick-setup-guide, decision table, worksheet,
technical manual, algorithm, or other device used as an aid in performing duty position tasks.
A job aid supports performance of either the total task or a portion of the task, in the field as
well as in the institution. Job aids and GTAs should be used whenever possible to reduce or
eliminate learning product requirements, instructional time, and cost. However, developers
must ensure the target audience has the skills and knowledge necessary to use the aid before
making the final decision to replace any portion of formal instruction with an aid. In some
cases limited formal instruction may be necessary to show how to use the aid. Only the
proponent of the task(s) has authority to develop GTAs for that task. See TED-T for
illustrative examples.
9-2. Job aid analysis
a. Determine the part of the job or task to be performed using the job aid. Use a job
aid when:
(1) Performance is infrequent and it is unlikely someone will remember how to

perform a specific task or set of steps, for example, instructions on a fire extinguisher.
(2) Performance is lengthy or complex and requires numerous steps, decisions, or

consideration of many factors, such as a flowchart for troubleshooting engine problems.
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(3) Poor performance has extremely negative consequences, such as safety risks or
equipment losses.
(4) Improve performance through self-assessment and correction, such as processing

personnel actions.
(5) A job aid can enable and facilitate learning completion or task performance.
b. Review data impacting job aid design. Review the target audience description,
environment where the job aid will be used, and analysis data containing the content that will
be in the job aid.
c. Determine the purpose for the job aid. Is the job aid informing, procedural, or for
coaching or decision support? Informational job aids provide information for use during
performance, such as an organizational chart or phone roster.
(1) Informational job aids form a ready reference for facts and concepts. They
answer the questions "who," "what," "when," "where,” and “how." Organize them by
reference, function, sequential order, or subject matter structure to emphasize relationships
and connections.
(2) Procedural job aids contain the actions and decisions required to complete the
procedure, such as a list of steps for inspecting a piece of equipment. Worksheets and
flowcharts are other examples. Procedural job aids answer, “How to execute a task,” and
“When to execute a task,” and emphasize actions by using verbs. Procedural job aids present
actions as steps in a sequence. They may also provide feedback by showing action paired
with results (so users can judge their interim as well as final performance).
(3) Job aids can be used for coaching or decision support. Some complex job
problems require unique considerations to make decisions. Job aids support these situations
by providing ways to think about the problem when there is not a specific order or sequence
of steps to solve the problem. For example, a job aid may provide guidelines for preparing
for an operation. These job aids answer “why” and “how should I approach this?” They
make suggestions rather than providing directions, emphasize thoughts, feelings, and
meanings, model organization perspectives on work and life, and articulate quality standards.
d. Determine if an existing job aid can meet the intended purpose.
(1) Use or revise an existing job aid when possible to reduce costs.
(2) Review existing job aids and materials from other sources (for example, other
services) that may fulfill the job aid requirement.
(3) If another job aid meets the need, then use it.
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(4) If another job aid can be easily revised, then do so.
e. Determine the job aid format. The following seven formats are very common, but
not all inclusive.
(1) Decision steps. Decision steps are listed as "if-then" statements that direct the
performer to the next action based on the decision. Use this format when the steps must be
followed in order.
(2) Work sheet. The worksheet format shows the steps and requires the performer to
complete parts of the worksheet. Use this format when calculations are required or
information must be documented as part of the performance and the steps are performed in
sequence.
(3) Arrays. The array format allows the user to quickly view large bodies of
information regarding who, what, or where in relation to the performance. An organization
chart and a list of computer codes are examples of arrays. Use this format when the
performance requires referencing data that can be organized for easy access.
(4) Flowchart/algorithms. Flowcharts (also called algorithms) can depict action and
decision steps or a series of decision steps. Use this format to guide the performer through a
complex decision making process that can be depicted with a series of "yes" or "no"
questions.
(5) Checklist. Checklists help performers think about general guidelines and
strategies without having to recall them from memory. Use this format if there are critical
attributes about the performance, if performers are familiar with the content, or if order of
performance is not critical. Checklists are also useful for evaluating performance or products
against criteria.
(6) Decision table. Decision tables allow performers to enter at any point and help
performers consider several associated conditions or variables. Limit the number of choices
or options. Decision tables present "if-then" or "when-then" situations requiring performers
to identify solutions.
(7) Electronic performance support system (EPSS). An EPSS is a computer software

package that supplies immediate access to a database of integrated information, learning
opportunities, and expert consultation. Performers control the scope and sequence. A wizard
providing immediate and "just-in-time" instruction in a software program is one example.
Note: The formats described above are not the only formats for job aids. Use any format
that proves effective. Developers may use multiple formats within a job aid.
f. Determine the job aid media. Consider the following questions:
(1) Does the job allow use of an electronic job aid?
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(2) What media supports the required performance at the least cost?
(3) What media will be the easiest to maintain over the projected life of the job aid?
9-3. Designing job aids

Document the selected purpose(s), type(s), media, and content. Describe or include graphics
and media required for development. Keeping job aids as simple as possible is usually best.
Discussing the job aid format and media with performers before making a final decision is
beneficial. Always keep the target audience in mind.
9-4. Developing job aids
a. Follow these guidelines during development:
(1) Write a simple title that communicates the job aid's purpose.
(2) Provide instructions for when and how to use the job aid.
(3) Minimize text and use language the target audience comprehends.
(4) Use clear, easy to comprehend graphics.
(5) Use action verbs for steps and "if-then" statements for decisions.
(6) Segment information into small, easy to use chunks.
(7) Provide examples when appropriate.
b. Include appropriate FD and classification restriction statements.
9-5. Validation of job aids

Steps for validating the job aid are:
a. Identify target audience members that are available for validation.
b. Schedule the time, facilities, materials, performers, observers, and other resources
necessary to conduct the validation.
c. Ask performers to use the job aid to complete the work. Then gather feedback from
the performers regarding the job aid. A checklist for gathering job aid feedback can be found
in paragraph C-4 of this pamphlet.
d. Revise the job aid based on feedback from the validation. If major revisions are
necessary, then repeat the validation to assess the revision.
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e. Obtain job aid approval. Complete local staffing procedures to obtain approval of
the job aid.
f. Reproduce and distribute the job aid. Submit for reproduction through local
production channels.
g. Maintain the job aid. Review the job aid periodically with SMEs to determine if
information needs to be updated. If the job aid needs revision, then collect data from SMEs
regarding changes and repeat the applicable areas of the ADDIE process.
h. Refer to TP 350-70-10 for information on validation processes.
9-6. GTA design and development

Development and sharing of GTAs provides a means for reducing TD/training costs. The
primary objective of a GTA is to enable trainers to conduct and sustain task-based training in
lieu of using extensive printed material or an expensive piece of equipment. Secondly, GTAs
may increase performance as on-the-job training or job aids. GTA usage ranges from quick
reference memory aids to battalion simulation games. GTA developers are not restricted to a
standardized format. The program encourages developers to use any degree of flexibility
required to meet training requirements. GTAs incorporate a variety of instructional formats.
They include (but are not limited to): printed/electronic texts, job aids, recognition cards,
battlefield simulation games, instructional charts, and simple devices. GTA production is the
same procedure as for job aids with additional requirements as listed in table 9-1.
Table 9-1
GTA design and development requirements
Actions Requirements
Design the GTA Design the GTA using the guidelines for designing a job aid.
Validate the GTA · Choose a sample group of three to five representative performers
(incumbents or previous incumbents).
· Have the group individually perform the task with draft GTA.
Teach the group how to use the GTA only when performers will
receive formal instruction on how to use it.
· Observe each trial user performing the task. Note whether
furnished GTA was used, how it was used, and if any confusion
was associated with use.
· Administer questionnaire to users.
Prepare and submit · Prepare requirements data sheet.
GTA request to · Submit developmental GTAs and print specifications to
Combined Arms Center-
Commander, CAC-T, ATSC on DA Form 260 (Request for
Training (CAC-T), Publishing).
Army Training Support
Center (ATSC)
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Table 9-1
GTA design and development requirements, cont.
Actions Requirements
Receive CAC-T, ATSC CAC-T, ATSC approves or disapproves developmental GTAs (new
decision and revised). Upon approval, CAC-T, ATSC provides a GTA
number to be placed on final text/artwork in accordance with DA
Pamphlet (DA Pam) 25-40.
Develop GTA · Develop GTA text/artwork.
· Submit GTA text/artwork to Commander, CAC-T, ATSC.
· Receive approval or required revisions of artwork from CAC-T,
ATSC.
· Make corrections as required by CAC-T, ATSC.
· Complete GTA development.
Submit completed GTA · Submit the completed GTA to CAC-T, ATSC for reproduction and
to CAC-T, ATSC distribution with the following:
· CD-ROM with GTA converted to Adobe Acrobat Press Quality
portable document format (PDF) with all fonts embedded.
· Desktop publishing file in the native format. Include graphics and
fonts.
· A printer dummy.
· A completed DA Form 260 (Request for Publishing) to include the
following information:
· Product specifications-paper type, size, how it should be folded,
color.
· Quantity to be printed.
· Point of contact (POC) and phone number and e-mail for
coordination.
Note: See fielding of GTAs for further explanation.
Maintain GTA · Review the GTA with SMEs periodically to determine if it needs
updating or if it is obsolete.
· Collect data from SMEs if the GTA needs revision. Notify
Commander, CAC, ATSC of GTAs requiring revision with
anticipated completion date, and then complete steps 5-8.
· Notify Commander, CAC-T, ATSC of obsolete GTAs.
9-7. Quality control

To ensure quality GTA design and development, developers must ensure the GTA will
accomplish what it was designed to accomplish, reduce, or eliminate formal instruction,
provide safe operations, be immediately accessible to performers, and be usable and
understandable.
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9-8. Training circulars

A TC is a publication (paper or computer-based) that provides a means to distribute unit or
individual Soldier training information that does not fit standard requirements for other
established types of training publications. TCs are part of the Army-wide Doctrinal and
Training Literature Program. This program is for management, prioritization,
print/replication, and distribution of doctrinal and training literature, prescribed forms, and
selected DA pamphlets and posters in a medium that supports the Total Army. Only the
proponent of the task(s) has authority to produce TCs.
9-9. Analyzing and designing training circulars

TCs are a minimum essential requirement if a needs analysis identifies them as a training
requirement. Use the chart in figure 9- 1 to determine if a TC is the appropriate type of
publication for training material.
Analysis
Design
Will product be No Do not publish

used in the
as a TC
field?
Yes
Does material meet Yes Use another

criteria for another distribution
established publication? method
No
Reproduce &
distribute as TC
Figure 9-1. Training circular flowchart
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9-10. Developing training circulars

Use format requirements based on the training need. TCs do not have a prescribed format,
but it is important to use structured writing procedures and format whenever possible. TCs
typically follow the same format structure as the TRADOC pamphlet.
9-11. Quality control of training circulars

To ensure QC, personnel involved in TC development must verify product usefulness, TC
support of relevant analysis data, format, style, graphics effectiveness, technical content
accuracy, and proper language and punctuation.
Chapter 10
Training Support Packages (TSP)
10-1. Introduction
A TSP is a complete, exportable package integrating training and education products and
materials necessary to train/teach one or more lesson plan. A TSP is developed for an entire
course, or for a group of related lesson plans, and can be used at sites other than the
development location. Alternate sites could be an AA school, a training battalion in TASS, a
unit, or via distributed learning. The contents of the TSP will vary depending on the number
of lesson plans included. A TSP consists of a cover sheet, administrative instructions,
supporting products, and complete lesson plans.
10-2. TSP numbering

Analysis during lesson development determines the need to produce a TSP. As a general
rule, use the supported course number for the TSP number to positively identify the TSP.
10-3. Designing TSPs

As a norm, conduct the TSP design and development functions simultaneously. However, a
TSP that contains multiple lessons must be designed first and then developed to ensure
sequential, progressive training. This type of TSP pulls together the details of multiple
lessons. Design and develop TSPs in essentially the same way as designing and developing
courses and lessons.
10-4. Developing TSPs
a. TSP development starts with the receipt of the TSP design. TSP development
primarily consists of packaging the material to be presented as a complete, comprehensive
training package. Steps in TSP development appear in figure 10-1.
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Training Support Package (TSP) Development Steps
Step 1. Acquire the task performance specifications for tasks to be trained.
Step 2. Develop/acquire the included training product(s).
Step 3. Add administrative details.
Step 4. Staff TSP with personnel and activities as appropriate for the type
and content of TSP.
Step 5. Obtain appropriate command authority approval.
Step 6. Arrange for reproduction and distribution.
Figure 10-1. Steps in training support package development
b. The instructor/facilitator and student guides are supporting products in a TSP.
(1) The instructor/facilitator guide provides additional information that is necessary

to conduct instruction. Create guides for both resident and DL instruction as required.
Instructor/facilitator guides include, but are not limited to, the following sections:
(a) Course schedule.
(b) PE sheets with student instructions and PE sheet answer keys (as necessary).
(c) Slide presentations (as appropriate).
(d) Tests and test solutions.
(e) Instructor/facilitator notes necessary for execution.
(f) Copies of student guides or handouts.
(g) Instructor/facilitator tips for online courses as necessary (for example,

announcement templates or discussion board topics).
(2) The student guide provides additional information to the student necessary to
achieve the objectives. Student guides include, but are not limited to, the following:
(a) Course schedule.
(b) Instructor/facilitator contact information.
(c) ISAP and assessments.
109
(d) Student code of conduct.
(e) Slide presentations (as appropriate).
(f) PE sheets and instructions (as necessary).
(g) Student handouts including copies of articles and supplemental reading materials.
(h) Special instructions (for example, discussion board assignments if DL course).
(i) References list.
(j) Training aids.
(k) Simulation and gaming references and information.
c. The TDC system automatically consolidates lesson plan information into four main
supporting material portions when generating a TSP. These include the viewgraph master,
tests and test solutions, practical exercises and solutions, and student handouts. TDC pulls
this information from the linked lesson plan(s). To create a TSP for a complete module, link
all lesson plans for that module to the TSP.
10-5. Quality control

For a quality TSP, each involved individual must ensure the TSP meets format and
component requirements; all TSP components meet requirements identified in respective
chapters of this pamphlet; and the training provided by the TSP is feasible, cost effective,
valid, sequential, and progressive. The TSP must be validated and approved prior to
reproduction and distribution. Paragraph B-5 contains a TSP QC checklist.
Chapter 11
Managing Training and Education
11-1. Introduction
a. The purpose of this chapter is to present management guidance for the production of
institutional domain training and education products. This chapter supports and amplifies the
regulatory guidance found in TR 350-70.
b. CAC, in coordination with DCS, G-3/5/7, serves as the TRADOC functional

proponent lead for Army training and education development. The CAC develops, supports,
recommends priorities and integrates Army training and education across all cohorts in
support of Force Generation in order to dominate in Unified Land Operations in a Unified
Action environment. This includes developing training and education policy, guidance, and
regulations; standardization and QC of products; and development of functional requirements
for automation.
110
c. CAC-T, Training Management Directorate (TMD) executes the role of the CAC
responsible agent for Army training and education. CAC-T, TMD:
(1) Serves as the Army’s collective task, individual task, and educational products
manager.
(2) Develops unit training management strategy and integrates associated doctrine,
tactics, techniques, and procedures into training and education products.
(3) Coordinates with institutions and proponents to develop policy and guidance.
(4) Establishes review boards in coordination with institutions and proponents.

Review boards develop, recommend, revise, approve, and achieve consensus on training and
education products that are used across multiple units, proponents, or CoEs. Review boards
establish and maintain standardized learning products that support commanders,
instructor/facilitators, and trainers in planning, preparing, executing, assessing, and
evaluating training. The end-state of all review boards is to enable TRADOC to provide
current and relevant training and education products for Soldiers in the operating force,
resulting in fully prepared Soldiers for decisive action in unified land operations. Common
components and actions of all review boards include:
(a) Members of the review boards nominate task issues for consideration prior to
each review board.
(b) TMD coordinates with review board members to clarify submissions or to reach
early resolution on issues.
(c) Review boards forward recommendations to the appropriate approval authority.

After final approval, immediately update the approved automated systems to reflect updates
or revisions to the learning products.
(d) Review boards address training and education products that must be used, as
approved by the responsible proponent.
(e) Review boards convene in a variety of venues based on membership, purpose,

end-state, and resources. Document management system collaboration sites, video
teleconference, and face-to-face venues are all viable options for conducting the business of a
review board.
(f) TRADOC Pamphlet 350-70-1 contains more information about review boards.
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11-2. Proponent guidance for product management
a. Proponent training/education managers are responsible for ensuring that the

necessary analyses are conducted. Their responsibility is to ensure that they obtain the data
needed for further analysis and learning products development. In most cases, developers,
SMEs, or analysts conduct the analyses or at least provide assistance. Periodic critical task
and site selection boards play a vital role in this process.
b. A proponent can only revise or develop institutional products for which they are the
designated functional proponent. If another proponent requests a change be made to an
institutional product, the responsible proponent may elect to make the change or may accept
the efforts of the requesting proponent to make the change. Responsible proponents are
encouraged to use the efforts of other proponents to achieve consensual improvement of their
institutional products. A lesson plan developed or revised by another proponent must be
provided to the responsible proponent, given a responsible proponent ID number, and
approved by the responsible proponent before being incorporated into another proponent's
courses.
c. AR 5-22 and TP 350-70-16 designate proponents and responsibilities. Figure 11-1

provides a graphic display of the product management process.
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Figure 11-1. Institutional product management process
11-3. Automation of training and education products
a. Proponents must use the CAC-approved automated development system (currently

TDC) to develop and/or deliver all training and education products identified in this
pamphlet. Table 11-1 provides an overview of product numbering and title business rules,
and shows which products do not require numbering or titles.
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Table 11-1
Product format overview
Product Format Product Numbering Rules
Course See TOMA Course numbers are related to DoD Officer and
Memorandum dtd Enlisted occupational codes found in DA Pam
15 Mar 2013 611-21.
Phase 1, 2, 3, 4 Single digit number.
CAD None Falls under course number.
POI None Falls under course number.
Lesson Plan PPPP-NNNNNNNN Proponent code and up to eight alpha-numeric
characters.
TLO None Falls under lesson plan number. Only one TLO
per task-based lesson plan.
ELO A, B, C, D Single letter.
Individual PPPP-xxx-NNNN Include proponent code, task type, unique number
Task assigned by proponent. Alpha-numeric.
Product Product Title Examples Product Title Rules
Course See TOMA Memorandum dtd Identifies the target audience (often
15 Mar 2013 ends with the word “course”). Cannot
exceed 45 characters.
Phase None Each phase has a CAD and a POI, but
CAD None they do not have titles.
POI None
Lesson Plan Thinking processes Main subject or topic only.
TLO Apply thinking processes to Action verb, subject, and a clarifier if
resolve a problem needed. (Lesson plan title and TLO
subject will often match).
ELO State the general principles and Is a subset of the TLO. Includes action
models of problem solving verb, subject, and a clarifier if needed.
Individual Engage targets with an M-16 Includes action verb, subject, and a
Task series rifle clarifier if needed.
b. Proponents are responsible for entering or uploading design data, such as CAD and
POI in the CAC-approved automated system(s). The proponent systems administrator
controls access to the information in the database(s) and provides the appropriate read and
write permissions to proponent users.
c. For those documents not in the CAC-approved automated development system, such
as the ISAP, the local training and education development authority must have an SOP for
audit trail and distribution purposes.
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11-4. Quality control of training and education products
a. Training proponents will route new institutional products to TMD during the staffing
process prior to final approval by the proponent approval authority.
b. CAC-T, TMD will provide quality control of revised institutional products by

reviewing a sample percentage of these products with an updated change history to ensure
standardization and completeness in the CAC-approved automated development system.
c. CAC-T, TMD will provide recommended changes and required corrections, as

necessary, to the responsible proponent.
d. The training proponent will adjudicate recommended changes, complete required

corrections in the CAC-approved automated development system, and notify CAC-T, TMD
of the results.
e. CAC-T, TMD coordinates with TRADOC G-3/5/7, Training Integration Directorate,

TRADOC Capability Manager (TCM)-The Army Distributed Learning Program (TADLP),
institutional development proponents, and ATSC for the requirements of the CAC-approved
automated development system. This system must provide all proponents with one
institutional development data source. It must also incorporate business practices and
capability improvements that enhance the efficient and standardized development of
institutional products.
f. CAC-T, TMD provides QC of all proponent-developed institutional products by

ensuring enforcement of policy, proponency, and the development of standardized Army
learning.
11-5. Distribution of learning products

Consider the learning product complete when approved by the appropriate proponent
authority. Make the approved learning product available to the appropriate users and
organizations using various distribution options. See table 11-2 for some examples of
distribution options.
Table 11-2
Learning product distribution options
Option Considerations
CAC-approved automated Distributing data electronically is the most efficient way to share
development system proponent-approved data with the organization and unapproved data
internal to the organization. Proponents control access rights.
Central Army Registry (CAR) Proponents link or load all approved and validated products to CAR.
Proponents grant access to their material.
DAVIS/DITIS Proponents link or load all approved and validated products to
DAVIS/DITIS.
Manual distribution Manual distribution is the most labor-intensive. Use only when
necessary.
Other Options ALMS, E-LLC,
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11-6. Management of common core training and education

Common core training and education is the combination of common military tasks, common
leader tasks, and directed or mandated tasks for specific courses, grade/skill levels, or
organizational levels regardless of branch or career management field or program. Agencies
involved in the management of this include the School of Advanced Leadership and Tactics,
the Command and General Staff College, the Warrant Officer Career College, the Institute of
NCO Professional Development at TRADOC, and the IMT CoE.
11-7. Course management
a. Course management involves identifying and managing instructional challenges.

These challenges may include, but are not limited to, working with instructors, handling
communications to and from students, organizing and managing student groups, maintaining
attendance, recording grades, returning student work, using media technologies, and
organizing special events (e.g., field trips, guest speakers). The Army's and/or institution's
course management system can help store, organize, and communicate the information for a
course. General course management guidance is to plan ahead, request what you need (e.g.,
materials, equipment, rooms) well in advance, keep careful records, observe all federal and
Army regulations, communicate clearly and often, and anticipate potential problems.
b. Requirements for proponent course management include:
(1) Review courses to ensure currency. A course is considered obsolete and in need
of major revisions due to task performance changes that threaten survivability or mission
accomplishment, that result in a major environmental or safety impact, or that can be more
effectively or efficiently accomplished by changes in instructional systems or strategies.
(2) Prioritize proponent course redesign/revisions, considering:
(a) Readiness (i.e., MOSQ) and mobilization requirements.
(b) Force structure changes.
(c) MOS changes/consolidations.
(d) Equipment/doctrine changes and technological upgrades.
(e) Return on investment, including but not limited to: training load, density of
proponent MOS within a TASS region, adaptability of ARNG/USAR time constraints, TD
resources, improvement in instructional systems or strategies.
(3) Coordinate with the RC community. This is critical to ensure successful course
production. Proponent schools must coordinate through their Deputy Assistant Commandant
(ARNG or USAR) or TFIO for:
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(a) SME assistance with job revisions, task analyses, course design and development,
and courseware validation.
(b) Concurrence with each proposed course structure (map), supporting narrative,
and POI.
(4) Manage course analysis, design, and development to ensure timely

implementation.
(5) Coordinate threat manager assistance to review training products, and validate for
accuracy of threat content.
11-8. Course quality assurance and workload management

Management of the evaluation and QA program involves coordination with TRADOC QAO
and recording of resource requirements into DA approved workload database(s). QAO
provides proponent schools and key leaders feedback and guidance to develop and
implement quality doctrine, training and education to ensure Army readiness. DA approved
workload database(s) are the models used to manage doctrine and Army learning product
development and evaluation requirements. Training and education management plans are
updated as necessary to ensure proponents are producing efficient and effective learning
products. See AR 350-1 and the TRADOC QAO website for additional information.
11-9. Implementation management
a. Implementation is the fourth phase of the ADDIE process, and consists of the
conduct and delivery of instruction. It applies to the three domains of Army learning:
operational, institutional, and self-development.
b. Implementation actions required for individual learning products are:
(1) Prepare instructor/facilitator material.
(2) Rehearse instructor/facilitator.
(3) Conduct final coordination checks.
(4) Prepare a formative evaluation report.
(5) Provide instructor/facilitator feedback.
(6) Complete student assessments.
Note: Other TRADOC pamphlets provide additional information on implementing DL and

unit training. Pamphlets are found on the TRADOC publications website.
117
c. Core requirements for centers, schools, and other entities implementing training
and/or education are:
(1) Comply with applicable laws and regulations.
(2) Comply with safety and environmental protection rules, regulations, laws, and
course requirements.
(3) Ensure proper maintenance of required facilities, material, equipment, and

systems.
(4) Obtain required reference materials and ensure instruction includes current and
unpublished, approved doctrine.
(5) Implement based on approved analysis, design, and development outputs.
(6) Continuously collect evaluation data per the evaluation plan developed in
previous phases and provide appropriate feedback to the proponent.
(7) Maintain training and education records.
d. The exact resource requirements and level of effort needed to prepare the learning
environment for implementation will vary. Instruction may be face-to-face, DL, instructor-
led, self-paced, or any combination of these. Figure 11-2 depicts general implementation
preparation and planning activities.
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Figure 11-2. Implementation planning and preparation activities
e. Support personnel requirements for implementation vary depending on the nature of

the instruction. Course documents specify personnel requirements. Table 11-3 lists the
personnel requirements that commonly support implementation. The table also provides
associated actions and considerations for each requirement.
Table 11-3
Implementation personnel requirements
Personnel requirements Instructor/facilitator actions and considerations
Support personnel may include: · Identify personnel requirements listed or implied in
· Assistant instructors/facilitators the course materials, learning products, and
· Guest instructors/facilitators documents.
· Facilities managers · Confirm that individuals have been assigned and
· Technology or technical support scheduled to participate in accordance with
specialists requirements in the course materials and learning
· Administrative support staff products.
· Range and safety officers · Verify that all assigned support personnel have met
· Transportation providers any training, qualification, and certification
requirements listed in the course materials and
learning products.
· Contact each individual to ensure roles and
responsibilities are clear in terms of course
implementation requirements.
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f. The Army Learning Content Management Capability has identified three approved
delivery platforms. Consult managers and local directives for specific guidance on the use of
an approved learning management system (LMS). Consult with the TCM-TADLP for any
required DL LMS requirements. An LMS provides a central location for:
(1) Registering and enrolling students.
(2) Monitoring assessments and student progress.
(3) Distributing, delivering, storing, and presenting learning products.
(4) Maintaining training and education records.
(5) Collecting and storing feedback and evaluations.
(6) Maintaining a database of learning products and resources.
11-10. Instructor/facilitator and material preparation for implementation
a. Instructors/facilitators:
(1) Operate equipment, job aids, training aids, instructional media and equipment,
and automated training support systems. To insure technical competency/preparedness:
(a) Review all course materials and learning products (for example, lesson plans,
student handouts, and references).
(b) Practice performing the actions/objectives or outcomes to standard as necessary.
(c) Rehearse and practice teaching with the various media selected for each learning
step activity.
(d) Practice using any operational equipment, test equipment, and tools.
(e) Practice inserting any problems or faults required by learning step activities to
verify possible solution sets.
(f) When used, ensure OPFOR tasks and role player requirements are rehearsed to
ensure OE conditions promote the accomplishment of each learning step and activity. The
threat manager can assist in these preparations.
(2) Respond to unique student needs.
(3) Perform the instructional activities and student performance assessments

described in the TSP or lesson plan.
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(4) Deliver the instruction to develop agile, adaptive, thinking Soldiers and DA
Civilians who can perform and solve problems in various and constantly changing
contemporary OEs.
(5) Conduct and participate in internal evaluation of the implementation process.
b. Using the information presented in the CMP and TSPs, instructors/facilitators

should:
(1) Reproduce and prepare handouts, job aids, training aids, and printed exercises.
(2) Reproduce the ISAP for distribution to students, or post the ISAP in the
classroom.
(3) Reproduce or make available all supporting media products for distribution to
students. Package and label media products as applicable.
(4) Ensure availability of resources such as classroom, computers, projection

equipment, screens, audio equipment, and possibly web-based software such as Blackboard.
(5) Inventory requirement classroom supplies such as paper, pencils, flip charts, or
markers.
c. Course preparation includes final coordination checks. Conduct final coordination

checks prior to scheduled instruction (for AA generally one week prior is sufficient,
however, check with RC to ensure timeframe meets their standard for coordination checks).
Verify that AA and RC Soldiers are taught to the same standard using the same or equivalent
equipment, facilities, and TADSS. Involve the RC throughout the implementation process to
ensure course requirements meet the needs of all Soldiers. Table 11-4 lists the resource
requirements that commonly support implementation. The table also provides actions and
considerations for each requirement. Instructors/facilitators should consult course documents
for any unique resource requirements, and add them to the final coordination checklist.
Table 11-4
Course preparation and coordination checklist
Check Actions and considerations
Regulatory guidance, policy, · Review applicable HQDA and HQ TRADOC regulations and local SOP
directives, and local SOPs regarding:
 Training implementation.
 Facilities, site scheduling, and use.
 Automated training support systems.
 Environmental requirements and procedures.
 Safety issues and requirements.
 Security issues for the instruction.
· Review copyright restrictions.
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Table 11-4
Course preparation and coordination checklist, cont.
Check Actions and considerations
Class roster and scheduling · Confirm date and number of students on class roster against minimum
and maximum class size.
· Confirm that class schedule is completed.
· Confirm scheduling of external speakers.
Facilities · Confirm facilities with required learning products cited in course
materials are scheduled. These facilities include but are not limited to:
 Classrooms.
 Hangars.
 Ranges.
 Digital training facilities.
· Identify personnel responsible for maintaining facilities and sites.
Materiel, tools, and · Ensure that all materiel requirements cited in the course materials and
equipment learning products are present and operable at the instruction site. These
requirements include but are not limited to:
 Tactical equipment.
 Test equipment.
 Tools.
 Spare components and parts as required.
 Safety and environmental protection equipment.
· Identify personnel responsible for maintaining and servicing
equipment.
· Request assistance in operating equipment if required.
· Ensure applicable technical manuals are available.
· Complete property book entries in accordance with regulatory
guidance.
Training aids · Ensure all specified training and education aids are present and
operable at required sites. Aids may include but are not limited to:
 Mock-ups.
 TADSS.
 GTAs and courseware.
· Identify personnel responsible for maintaining training aids.
· Ensure job aids or operating manuals are available.
· Request assistance in preparing and/or operating training aids, if
required.
Instructional media, supplies, · Ensure all instructional media, supplies, and materials stated and
and materials implied in the course materials and learning products are present and
operable at the instruction site. Media include:
 Computers.
 Projection equipment.
 Screens.
 Video recorders.
 Easels, butcher paper, and markers.
 Televisions and DVD-ROMs.
 Any media used for DL purposes and/or newly developed media.
· Place all equipment where all students can see and hear it.
Support personnel · OPFOR and/or role players.
· Assistant instructors.
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11-11. Evaluation during implementation
a. Evaluation is a continuous process used by all organizations to maintain and

improve the quality of their programs. Evaluation during the implementation phase of
ADDIE includes student assessment to measure achievement of Army learning standards and
outcomes, as well as formative evaluations to ensure continuous improvement. Managers
must ensure formative evaluation occurs during the implementation phase as specified in the
program evaluation plan. A formative evaluation report (audit trail) is maintained during
implementation. The report includes a formative evaluation of each instance of learning
product implementation, and the collection of critiques, feedback, and AARs for each
instance. Critiques, feedback, and AARs collected after the completion of the
implementation phase will contribute to data used for summative evaluation during the
evaluation phase.
b. Managers must create and update an implementation formative evaluation report.

The formative evaluation report acts as an audit trail, and includes the documentation to
support the decisions made and the actions taken during the implementation process.
c. Minimum essential requirements for the formative evaluation report are:
(1) Staff, faculty, and cadre training records.
(2) Soldier and DA Civilian training records.
(3) Periodic course reviews.
(4) Documentation of instruction modifications and rationale.
(5) Documentation of any discrepancies, defects, or omissions in implementation that

require correction.
(6) Documentation of environmental, security, and safety considerations.
(7) Format the formative evaluation report in accordance with DI-SESS-81524B

(Training Evaluation Document) found on the Defense Logistics Agency’s ASSIST website.
This form provides the Department of Defense standards to evaluate training that is being
developed. The link to this site is listed in the “Key Links” section of the glossary.
d. AARs and reflective learning practices are structured activities in which

instructors/facilitators and students provide data on objectives, activities, and outcomes (See
ADRP 7-0 for discussion of AARs in general). AARs and reflective learning practices
capture student perspectives. Instructors/facilitators may guide discussion to bring out
important points. Conduct AARs immediately after completion of a learning event.
Conducting too many AARs is better than conducting too few. Times that might be
appropriate for an AAR include the end of each day of instruction, the end of a course, or any
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time students appear confused or make frequent errors during performance. Table 11-5
provides an AAR format, elements, and actions.
Table 11-5
After-action review format
Element Action
Introduction and rules · Introduce the purpose of the AAR.
· Outline the procedures for the conduct of the AAR.
· Ensure participants comprehend the discussion is
nonjudgmental.
Review of training · Clearly identify the task or topic that is being reviewed.
objective or · State the elements of the objective or goal.
educational goal
Review of what was · Ensure all participants know exactly what the standard is,
supposed to happen so success can be accurately measured.
· Ask students how they were expected to get to the
objective.
· Focus students on the question: "What was supposed to
happen?"
· Restate learning steps, if appropriate.
· Refer to any evaluation checklists that were used.
Summary of what · Solicit comments from students.
actually happened · Focus students on the question: "What actually
happened?"
· Capture strengths and weakness of the learning activity.
· Ask participants to summarize points.
· Reinforce what went well and fill in any gaps.
· If used, solicit comments from OPFOR and role players
as to their mission, observations on what they felt the
student(s) did well, and what to improve on.
Discussion of why the · Facilitate feedback from all participants.
actual outcome · Solicit suggestions on how to improve performance.
happened and how to · Guide discussion to keep it constructive and impersonal.
improve it
Summary · Summarize.
· Make positive closing comments.
e. Pre-assessments, post-assessments, end of course critiques, and other feedback are

primarily data collected through surveys and critiques. Because end-of-course feedback
seldom allows instructors/facilitators to obtain feedback in time to incorporate changes to
actual needs, the instructor/facilitator should actively seek feedback throughout course
delivery.
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(1) Individual feedback from course participants is a valuable tool for identifying
strengths and weaknesses in programs and courses. Most organizations have a standardized
document for collecting this information from students. Local policy and procedures must
specify the data collection instruments.
(2) Throughout course delivery, collect feedback from students on instruction,

delivery, and instructor/facilitator performance. Methods to obtain feedback include but are
not limited to:
(a) Listening to students. Instructors/facilitators may gather information through

many avenues such as informal conversations and group discussions.
(b) Analyzing student surveys and critiques. This method is primarily an information
collection tool.
(c) Observing student performance and behaviors. This normally occurs as students
perform "hands-on" performance assessments.
(d) Reviewing student-generated materials.
(e) Getting feedback from others, including peers.
(3) Responses to student feedback include:
(a) Summarizing what the students liked about the instruction.
(b) Listing the main suggestions made for improvement.
(c) Outlining what changes are being made or planned for implementation.
(d) Indicating what changes can and cannot be made and why.
11-12. Implementation closeout management
a. Closeout management describes the activities instructors/facilitators perform to

ensure successful implementation completion. The specifics of closeout activities may vary
depending on the unique requirements of the program or course, but all must address internal
course evaluation; administrative requirements; and personnel, facilities, and equipment
management. The intended outcome of closeout activities is data collection about the
implementation procedures associated with the course. It is important to report
recommendations back to the proponent/component for corrections and updates to lesson
materials. Closeout activities produce the following:
(1) Internal evaluations, including end-of-course critiques and end-of-course AARs,

and documentation, per requirements, completed and submitted to managers.
125
(2) All student record entries completed and data entered into the approved LMS in
accordance with guidance. Maintain student records in accordance with Army and
TRADOC policy. TR 350-18 provides regulatory guidance on maintaining student academic
records. These records include evaluations, counseling records, and assessment scores
(document scores only, do not file copies of the assessment or exam answer sheets in student
records).
(3) All facilities and equipment activities completed.
(a) Facilities returned to their original state and released to the local organization.
(b) Equipment, training aids, and instructional equipment returned in safe and
serviceable condition.
(c) Ensure performance of any required preventive maintenance checks and services
on equipment or facilities as appropriate.
(d) Inform appropriate individuals of any identified safety issues or required

maintenance or repairs.
(e) Maintain copies of any hand receipts for equipment, training aids, and other items
as appropriate.
(4) All course materials and learning products filed as required by the local
organization.
(5) All personnel management activities completed and support personnel released to
their parent organization or duty station.
(6) All administrative documentation completed, submitted, and filed as required by

the Army, TRADOC, and the local organization. Timely and accurate completion of Army
learning documentation is a critical requirement of course closeout activity. Administrative
requirements include, but are not limited to, the following:
(a) Course completion documents, including any required by the local organization.
(b) Course folder.
(c) Certificates of completion.
(d) Entries into the LMS or other automated systems as required.
(e) Awards, certificates of appreciation, and similar documents for cadre, support
personnel, and other organizations that support delivery of instruction.
(f) Summary of AAR documentation.
126
(g) Instructor/facilitator feedback on course materials, learning products, and course

implementation.
b. Closeout also includes QC procedures.
(1) Ensure the formative evaluation report is completed.
(2) Review and make required adjustments to resources.
(3) Conduct lessons learned sessions with staff, faculty, and supporting staff.
(4) Document lessons learned officially.
(5) Distribute lessons learned to all key staff members.
(6) Review the POI, including the CAD and ITP as necessary, and identify any
deficiencies.
(7) Develop contingency plans for overall operations as required.
(8) Update milestone schedules as required.
(9) Write any required implementation reports to include but not be limited to:
successful risk assessment and mitigation techniques, techniques to improve student
performance, financial data, student performance data, and instructor/facilitator performance
data.
(10) Review contracts supporting implementation and make adjustments if feasible.
11-13. Accreditation
a. Accreditation is the formal authority to conduct (or continue to conduct) training and
education. Formal accreditation certifies that an institution's administration, operations, and
logistical support are adequate to support training to course standards. It certifies that all
training and education follows approved academic processes and methods.
b. Army training and education accreditation is the Army accreditation program that
learners in Army schools are being trained and educated on the right tasks to the appropriate
standards, from qualified/certified instructors/facilitators and mentors, with all the necessary
equipment, supplies, support personnel and facilities, and in an atmosphere conducive to
learning.
c. TRADOC is the Army’s executive agent for accrediting Army training and
education institutions and programs. The TRADOC QAO manages, directs, and schedules
the accreditation of Army training and education institutions to ensure programs are current
127
and relevant, adequately supported, prepares Soldiers and leaders for the future, and
conforms to Army and TRADOC regulations and senior leader guidance. For details on the
Army's Quality Assurance Program accreditation functions as well as other accrediting
bodies, see AR 350-1 and the TRADOC QAO website for policy and implementing
guidance.
d. Army educational institutions that offer degree programs to their students are
consistent with the recommendations of the U.S. Department of Education and accredited by
regional accrediting bodies. TP 350-70-7 provides more information on the accreditation
process.
Appendix A
References
Section I
Required publications
Official Department of the Army (DA) publications and forms to include Army regulations
(ARs), ADPs, field manuals (FMs), and STPs are available on the Army publications
website; TRADOC administrative publications to include TRADOC Regulations (TRs) and
TRADOC Pamphlets (TPs) are available on the TRADOC publications website.
AR 25-1
Army Knowledge Management and Information Technology
AR 25-2
Information Assurance
AR 25-30
The Army Publishing Program
AR 25-55
The Department of the Army Freedom of Information Act Program
AR 27-60
Intellectual Property
AR 200-1
Environmental Protection and Enhancement
AR 350-1
Army Training and Leader Development
AR 350-38
Training Device Policies and Management
128
AR 351-9
Inter-Service Training
AR 380-5
Department of the Army Information Security Program
AR 380-10
Foreign Disclosure and Contacts with Foreign Representatives
FM 5-19
Composite Risk Management
STP 21-1-SMCT
Soldier's Manual of Common Tasks, Warrior Skills, Level 1
STP 21-24-SMCT
Soldier's Manual of Common Tasks, Warrior Leader, Skill Levels 2, 3, and 4
TP 350-70-7
Army Educational Processes
TP 350-70-9
Budgeting and Resourcing
TP 525-8-2
The U.S. Army Learning Concept for 2015
TR 10-5-4
United States Army Combined Arms Center
TR 25-30
Preparation, Production, and Processing of Army-wide Doctrinal and Training Literature
(ADTL)
TR 350-10
Institutional Leader Training and Education
TR 350-70
Army Learning Policy and Systems
TR 385-2
U.S. Army Training and Doctrine Command Safety Program
129
Section II
Related publications
Official Department of the Army (DA) publications and forms to include Army regulations
(ARs), ADPs, ADRPs, field manuals (FMs), Army techniques publications (ATPs) and STPs
are available on the Army publications website; TRADOC administrative publications to
include TPs are available on the TRADOC publications website.
10 United States Code (USC), Section 663
AR 5-22
The Army Force Modernization Proponent System
AR 611-series
Personnel Selection and Classification
ADRP 7-0
Training Units and Developing Leaders
Bloom, B.S. (Ed). (1984). Taxonomy of educational objectives handbook I: Cognitive

domain. White Plains, NY: Longman
CJCSI 1800.01D
Officer Professional Military Education Policy (OPMEP)
DA Pam 25-40
Army Publishing: Action Officers Guide
DA Pam 611-21
Military Occupational Classification and Structure
Doran, G.T. (1981). There’s a SMART way to write management’s goals and objectives.
Management Review, Vol 70, Issue 11 (AMA FORUM), pp. 35-36
Fletcher, J. D., and R. E. Chatham. 2010. “Measuring Return on Investment in Military

Training and Human Performance.” In Human Performance Enhancements in High-
Risk Environments, edited by J. Cohn and P. O’Connor, 106–28. Santa Barbara, CA:
Praeger/ABC-CLIO.
Gagné, M. R., Briggs, L. J., and Wager, W. W. (1992). Principles of Instructional Design
(4th Ed.). New York: Harcourt Brace Jovanovich College Publishers
Graysin H. Walker Teaching Resource Center (1998-2003). Designing Test Questions. The
University of Tennessee at Chattanooga
Hrastinski, S. (2008), Asynchronous and Synchronous E-Learning, Educause Quarterly

Number 4. Retrieved from net.educause.edu/ir/library/pdf/eqm0848.pdf
130
Holden, J and Westfall, P.J.L. (2010). An Instructional Media Selection Guide for Distance
Learning-Implications for Blended Learning(2nd Ed.). Retrieved from www.usdla.org
Saskatoon Public Schools (2004-2009), Instructional Strategies Online, Retrieved from

http://olc.spsd.sk.ca/de/pd/instr/experi.html
Slater, T.F. (1999). Performance Assessment. Retrieved from

http://www.flaguide.org/extra/download/cat/perfass/perfass.pdf
TP 350-70-1
Training Development in Support of the Operational Domain
TP 350-70-3
Staff and Faculty Development
TP 350-70-4
Systems Approach to Training: Evaluation
TP 350-70-5
Systems Approach to Training: Testing
TP 350-70-10
Systems Approach to Training: Course and Courseware Validation
TP 350-70-12
Distributed Learning – Managing Courseware Production and Implementation
TP 350-70-16
Army Training and Education Proponents
TP 525-3-0
The Army Capstone Concept
TP 525-8-3
The U.S. Army Training Concept (ATC) 2012-2020
Section III
Prescribed Forms
This section contains no entries.
131
Section IV
Referenced forms
Official Department of the Army (DA) publications and forms to include DA forms are
available at http://armypubs.army.mil/index.html.
DA Form 260
Request for Publishing
DA Form 1045
Army Ideas for Excellence Program (AIEP) Proposal
DA Form 2028
Recommended Changes to Publications and Blank Forms
DA Form 5165-R
Field Expedient Squad Book
DA Form 7566
Composite Risk Management Worksheet
Appendix B
Product and Supporting Product Checklists
B-1. Job analysis checklist

Use the job analysis process to identify the individual critical tasks (including leader tasks)
performed by jobholders to accomplish their missions and duties. Valid individual critical
tasks form the basis of Army learning products and ensure that the learning products are
relevant, valid, and meet the needs of the operating forces. A job analysis checklist example
is provided in table B-1.
132
Table B-1
Job analysis checklist example
Job Analysis Checklist
Verify that each task meets the following requirements:
· Is there a comprehensive list of proponent jobs? Yes
 Are all proponent jobs included in the list?
 Are all proponent jobs identified by number and title?
 Does the proponent maintain a current target audience description of each
job?
· Is a proponent total task inventory maintained for each job?
 Is the total task inventory comprehensive?
 Does the total task inventory include Active Army, Army Reserve, and
Army National Guard jobs?
· Has a job analysis survey been conducted on each proponent job? Did the
survey:
 Measure the approved total task inventory?
 Collect data from a valid target audience sampling, as appropriate?
 Collect valid data?
· Does each critical task meet the individual task title writing standards?
 Does each task title:
o Start with a verb from the approved verb list (see TRADOC
Pamphlet 350-70-1)?
o Include an object?
o Include a qualifier?
 Was the task title written in title case?
· Was a valid critical task and site selection board conducted? Specifically:
 Were the board members valid subject matter experts (master task
performers from field units)?
 Was the entire target audience adequately represented?
 Was the board allowed to do its job without undue command influence?
· Did the proponent commander/commandant approve each identified critical
task for a specified job?
· Did the proponent provide update information for the AR 611-(series)?
B-2. Course master checklist

Use the checklist in table B-2 to ensure all elements of the course are present and comply
with published guidelines.
133
Table B-2
Course master checklist example
Evaluator's Name
Title/Phone #:
Course #, Title, and
Version:
TDC Course Master QC Checklist
(Note: Fields marked (*) are required)
Evaluation Steps for
Course Master TDC Examples/Guidance Yes No NA Comments
Step 1 - General
Information
Exact per ATRRS or follows Course
Number Policy (TRADOC Memo
*Course Number:
dated 15 Mar 13, TRADOC Course
Title and Numbers) X
Exact per ATRRS or follows Course
Number Policy (TRADOC Memo
*Course Title:
dated 15 Mar 13, TRADOC Course
Title and Numbers)
When making changes to Version, only
*Version: use numeric values and format as
XX.X
*Security Domain:
*Security
Subdomains:
*Proponent:
Security
Classification:
TATS Course Check Block
Step 2 - Purpose, Scope,
Prerequisites
*Purpose:
*Scope:
*Prerequisites:
Step 3 - Action Officers
*Developer/
Analyst(s)
*Manager
*Confirmer/
Approver
SME
Step 4 - Lessons
Step 5 - Distribution
Restriction
Step 6 - Foreign
Disclosure
134
B-3. Lesson plan checklist

This checklist in table B-3 provides a guide for evaluating the lesson plan. Apply judgment
based on regulatory requirements and your knowledge of lesson plan design.
Table B-3
Lesson plan checklist example
LESSON PLAN CHECKLIST YES NO
1. Does the lesson plan currently exist in another course? X
2a. Does the lesson plan number comply with the PPPP-NNNNNNNN
format? Refer to Figure 7-1 of this pamphlet for format content
2b. Does the lesson plan number reflect the designated proponent responsible
for the lesson plan?
2c. Does the version and edition number comply with the whole number +
decimal + whole number format? Refer to Figure 7-2 of this pamphlet for
format content.
3a. Does the title describe the subject or focus of the lesson and does it
provide complete clarity when read?
3b. Does the title consist of a subject only?
3c. If the lesson is task-based, does the lesson plan title match or closely
resemble the subject of the supported task?
3d. Is the title 45 characters or less in length?
4a. Does the learning objective action statement specify the learner leader
competency or performance expected?
4b. Does the learning objective action statement begin with a present tense
action verb that supports the level of complexity the action describes?
4c. Does the learning objective conditions statement describe the conditions
under which the objective is taught?
4d. Does the learning objective standards statement describe the minimum
acceptable end result of the learning to be achieved?
4e. Does the learning objective standards statement include and describe the
critical elements necessary for adequate learning objective performance?
4f. If more than one learning objective, are the learning objectives sequenced
in a logical order to promote learning?
5a. Does each learning step contribute to performance of the supported
learning objective?
5b. Does each learning step begin with a single verb that is appropriate for
achieving the required level of learning?
5c. Does the lesson plan contain steps that involve active learning?
5d. Are the learning steps written in learner-action terms?
5e. Are the learning step activities sequenced to maximize learning?
6a. Was the method of instruction (MOI) established for each learning step
activity?
6b. Was cost effectiveness considered during MOI selection?
6c. Was the selected MOI appropriate for the required learning and does it
support the learning objective?
7a. Was a specific instructional media identified?
135
Table B-3
Lesson plan checklist example, cont.
LESSON PLAN CHECKLIST YES NO
7b. Was the media identified by number and name? For example “DVD#
NV-3456 or PowerPoint slides # 3 through 7.”
7c. Was the most efficient and cost effective media selected to present the
learning step activity?
8. Was the instructor-to-student ratio established in accordance with
TRADOC guidance?
9. Was the instructor and student-to-equipment ratio established when
appropriate and was it logical?
10. Is the instructional time (academic time) required to present the required
learning documented in minutes for each learning step activity?
11. Have all resources required to conduct each learning step activity been
identified and documented in the [TDC] database? This includes but is not
limited to: instructors/facilitators, support personnel, classrooms, labs,
training areas, ranges, OPTEMPO, ammunition, equipment, consumables,
etc.
12. Does the lesson plan identify safety factors and hazards when
appropriate?
13. Does the lesson plan identify risk assessment codes when appropriate?
14. Does the lesson plan identify security requirements when appropriate?
15. Does the lesson plan identify environmental considerations when
appropriate?
16. If not tied to a task, does the lesson plan follow an Accountable
Instructional System (AIS) process? (See TP 350-70-7 for more information
on AIS.)
B-4. Job aid checklist

Use the checklist in table B-4 to help gather feedback about a given job aid. Ask performers
to use the job aid to complete the work. Then gather feedback from the performers regarding
the job aid.
Table B-4
Job aid checklist example
Job Aid Checklist Yes No
Was the job aid technically and doctrinally accurate? If not, specify inaccuracy. X
Was a job aid appropriate for this task? If not, why not?
Did the job aid help transfer skills back to the job?
Was the job aid easy to use? If not, why not?
Was the job aid sufficiently comprehensive? If not, what should be added?
Was the job aid too detailed? If so, how?
Was the language clear? If not, specify where it was unclear.
Were visuals helpful? If not, specify where not.
Was the right type of job aid used? (procedural, informational, coaching)
Did the job aid show all the actions in order?
Could this job aid be improved?
136
B-5. TSP checklist

Use the checklist in table B-5 to ensure all elements of the TSP are present and in compliance
with published guidelines.
Table B-5
TSP checklist example
Appendix C
Review Boards
C-1. Critical task and site selection board
a. General. The CTSSB will convene as directed by the commandant/director of

training (C/DOT), or a designated representative. The board will be conducted either face-
to-face or virtually. Refer to TR 350-70 for detailed instruction on the conduct, outcomes and
products generated from the CTSSB
b. Applicability. The requirements established in this appendix apply to all TRADOC

organizations responsible for conducting CTSSBs.
c. Board membership. TP 350-70-1 provides guidance for board membership in table

F-1. This table can be found on TED-T.
137
d. Non-participation/observers. C/DOT will invite one representative from

organizations that have a vested interest in the particular job for which the task board is being
conducted. The individual will not be a voting member and should not try to influence board
members.
e. Responsibilities of board members. All board members should be SMEs. During

board proceedings, board members will not be in a subordinate or superior position to other
board members. Each board member will have an equal vote on critical task selection.
Board members will:
(1) Review the task data package before the board convenes.
(2) Determine the criticality of each task based on the task selection criteria.
(3) Vote on each task as either critical or non-critical and site determination.
(4) Ensure ARNG/USAR requirements are included in the decision.
f. ICTL. ICTLs will reflect the tasks selected by a majority vote of board members.
Following coordination and analysis, the recommended ICTL will be submitted to the
C/DOT for approval or disapproval. Provide the approved ICTL to appropriate
organizations. There is a site selection tool available through TED-T for use or adaptation.
g. Moderator/facilitator. C/DOT will appoint a moderator/facilitator who will serve in

that capacity during the course of the board proceedings. The moderator/facilitator will:
(1) Prepare and distribute information and direction to the board members.
(2) Provide selection criteria relative to each mission or task considered for selection.
(3) Ensure audit trail data is available for each mission or task.
(4) Prepare final list of critical missions or tasks, conduct staffing, and submit
coordinated document to the C/DOT for approval or disapproval.
h. Changes to the ICTL. Any organization can recommend changes, additions, or

deletions to the task lists or content changes/updates to reflect current combat conditions
pertaining to specific tasks. Recommendations must be submitted with supporting rationale,
(e.g., doctrinal changes and approved lesson(s) learned), through the unit's chain of command
to the proponent C/DOT. Make task analysis changes as often as needed to reflect
DOTMLPF changes. The proponent C/DOT is the approval authority for all tasks and
ICTLs.
i. An example of an ICTL can be found at Appendix D-1 of this document.
138
C-2. Training Development Capability (TDC) working group
a. General. The TDC working group meets semi-annually in conjunction with the
C/DOT Conference to review and approve the prioritized list of enhancements developed by
all TDC users. This working group presents recommended priorities, timelines, and funding
requirements to the DA G3 DOT and the DCG, CAC-T for approval.
b. Applicability. The requirements established in this appendix apply to all TRADOC

organizations responsible for participating in this work group.
c. TDC enhancements working group membership will be composed of:
(1) Voting members. Representatives from the Army Centers of Excellence

(Maneuver Support, Mission Command, Fires, Maneuver, Sustainment, Signal, Intelligence,
IMT, and Aviation), the U.S. Army Special Operations Center of Excellence, and the Army
Medical Department Center and School serve as the working group voting members. In the
event of a tie in addressing an issue, the chair casts the deciding vote.
(2) Non-voting members (functional and technical advisors): working group chair,
working group co-chair, and representatives from any other organization that is a principle
user of TDC. All non-voting members are encouraged to participate in working groups and
submit user enhancements for consideration by the board. Users submitting enhancements
should be prepared to brief recommendations to working groups.
(3) Invitees. Other organizations or individuals may be invited to attend a TDC

working group meeting, provided a member sponsors them, and their attendance is
coordinated with the TDC working group chair. The sponsoring member coordinates
participation of invitees.
NOTE: Contractor participation may be restricted if contractor sensitive data is discussed.
d. Responsibilities.
(1) The DCG, CAC-T approves recommendations on priorities, timelines, and

funding requirements/priorities.
(2) Director, TMD, CAC. The director, TMD, CAC-T chairs and hosts the working
group; provides the secretary that maintains the charter and attendee distribution lists,
publishes agendas and minutes; and maintains the TDC SharePoint site. The TMD director
serves as the TDC functional proponent responsible for coordinating and prioritizing user
enhancement requirements and policy alignment to improve TDC functionality.
Additionally, the TMD director coordinates TDC user testing and functional acceptance of
TDC upgrades to the technical proponent.
139
(3) Commander, ATSC. The commander, ATSC co-chairs and co-hosts the working
group; assists the chair in identifying agenda items and provides technical assistance to
working groups when required. The ATSC commander serves as the TDC technical
proponent responsible for providing software solutions for identified TDC requirements, as
defined by functional proponents and prioritized by the working group; sustaining TDC
hardware and software; providing and sustaining relevant TDC training plans, user manuals,
and TSPs; providing impact/supportability from a hardware and software perspective on user
enhancements; recommending hardware and software upgrades to the working group; and in
close coordination with the functional proponent, developing test plans for new functionality.
(4) Members. Members review agenda items and provide their organization’s
official position at meetings. In the event the member is unable to attend a scheduled
meeting, the member must forward a written position on changes requested (minimum of 10
working days prior) to the secretary.
(5) TDC Users. Users submit enhancements via the TDC SharePoint site and
participate in the TDC working group to help develop a prioritized list of enhancements for
TDC working group review and approval.
e. Administrative information.
(1) The working group meets semi-annually by VTC and/or in person.
(2) Member organizations are responsible for funding their participation and/or
arranging for VTC site.
(3) The TDC Enhancements Working Group Charter is reviewed annually; however,
the chair and co-chair may recommend changes or revisions at any time. Revisions to the
charter will be approved by the DCG, CAC-T and documented by TDC working group
secretary.
Appendix D
Product and Supporting Product Examples
The products in this appendix are examples from TDC of how a proponent center/school
accounted for the information. Different proponents may have different SOPs, solutions,
data, or answers, but will still use the same fields in the TDC products. These are examples
only, not necessarily best practices or comprehensive solutions.
D-1. Individual critical task list example

Table D-1 provides an example of the ICTL built in TDC.
140
Table D-1
Individual critical task list example
General Information
Title: 12B10 Critical Task List Status: Approved
Job: 12B Status Date: 03 JUL 2013
Proponent: 052 – Engineer (Individual)
Security Domain: EN
Security Subdomains: COMBAT ENGINEER
Target Audience Description
12b Skill level one Soldiers
Tasks
Task
Task Title Status Proponent
Number
071-025-
Load an M240B Machine Gun Approved 071- Infantry (Individual)
0003
071-COM-
Load an M249 Machine Gun Approved 071- Infantry (Individual)
4027
Assist in the Employment of the Anti-Personnel
052-192- 052 - Engineer
Obstacle Breaching System (APOBS) for Reviewed
1600 (Individual)
Breaching Operations
052-192- Assist in the Recovery of the Anti-Personnel 052 - Engineer
Approved
1601 Obstacle Breaching System (APOBS) (Individual)
052-197- Assist with the Construction of the Bailey 052 - Engineer
Approved
1327 Bridge (Individual)
052-221- 052 - Engineer
Breach a Door with Manual Techniques Approved
1002 (Individual)
052-221- 052 - Engineer
Breach a Wall with Manual Techniques Approved
1004 (Individual)
D-2. Course example (TDC format)

The example below, taken from TDC, is a copy of course information from an actual course.
Battle Staff Noncommissioned Officer Course

250-ASI2S / Version 1.0
Status: Approved
Status Date: 17 Nov 2011
General Information
Course Number: 250-ASI2S
Version: 1.0
Title: Battle Staff Noncommissioned Officer Course
Security Domain: USASMA
Security Subdomain BSNCOC
141
Security Classification: This course/lesson will present information that has a Security
Classification of: U - Unclassified.
TATS Course: Yes
Purpose, Scope, Prerequisites

Purpose: The BSNCOC is a branch-immaterial functional course for SSG through SGM
selected for staff assignments. The course provides technical and tactical training that is
relevant to missions, duties, and responsibilities assigned to staff members in battalion and
brigade-level units. Graduates of the BSNCOC are identified by award of ASI 2S.
Scope: Battle Staff uses the small group instruction strategy. Subject areas include Stability
Operations; Command and Control; Sustainment Operations; Brigade Combat Team
Structures; Contemporary Operational Environment (COE); Graphics and Overlays;
Plans, Orders and Attachments; Military Decision Making Process (MDMP); Intelligence
Preparation of the Battlefield (IPB); Military Briefings; Operations Security (OPSEC); and
Urban Operations; and Joint Operations introduction and overview.
Prerequisites: PREREQUISITE SETS FOR COURSE 250-ASI2S
1. ACTIVE ARMY Verifiable Prerequisites Service (Army) Component A - Active Army

Pay Grade E6 through E9 Prerequisite Courses: None Text Prerequisites Must meet
height/weight in accordance with AR 600-9. Must be assigned (or projected for assignment)
to an ASI
2S-coded position.
2. ARMY RESERVE Verifiable Prerequisites Service (Army) Component R – USAR Pay

Grade E6 through E9 Prerequisite Courses: None Text Prerequisites Must meet height/weight
in accordance with AR 600-9.Must be assigned (or projected for assignment) to an ASI
2S-coded position.
3. ARMY NATIONAL GUARD Verifiable Prerequisites Service (Army) Component G –

ARNG Pay Grade E6 through E9 Prerequisite Courses: None Text Prerequisites Must meet
height/weight in accordance with AR 600-9.Must be assigned (or projected for assignment)
to an ASI 2S-coded position.
Action Officers
Role Name Army Knowledge DSN Phone
Online Email
Developer John Smith john.smith@us.army.mil (808) 555-5555
Manager Bob Jones bob.jones @us.army.mil (808) 555-5555
Approver Jane Doe jane.doe@us.army.mil (808) 555-5555
Lessons Linked To Course Master

ID Ver Title Proponent Status
400-250-W121 2 Command Post of the 400 - Sergeants Major Approved
Future (CPOF) (Individual)
400-250-W120 2 Staff Journal 400 - Sergeants Major Approved
142
(Individual)
Distribution Restriction
Distribution authorized to U.S. Government agencies only
Foreign Disclosure
The materials contained in this training event/course have been reviewed by the
training/educational developers in coordination with the United States Army Sergeants Major
Academy FD authority. Some component(s) of this training event/course is (are) NOT
releasable to students from foreign countries. See each TSP subcomponent/product for
applicable FD restriction statement.
Phases, CADS, and POIs

Options Custom Type Status Status Date Modules
Phase No.
Course
COURSE Approved 17 Nov 2011 N/A
Unphased
CAD Commandant 09 Feb 2012
Approved
POI Approved 04 Jun 2012 Module-A -
AdministrativeModule-E
- ExaminationsModule-H
- HistoryModule-R -
RetestingModule-W -
Warfighter
143
Appendix E
ICTL to Lesson Crosswalk
Figure E-1 provides a sample format for cross-walking critical tasks to lessons.
Critical Task Lesson Number/ List task steps LP the CT is Assessment

Taught/ Supported/ Reinforced
Number/ Title Title/Version # taught/ supported evaluated in Strategy
Module A
301-35T-1023 / 301-35T1I14L / Taught Task: 301-35T-1023 (Taught The task steps in the 301-35T1A04T Test
Align Radio Schematic Task is identified by an asterisk on LP individual task listed (DC
Frequency (RF) Analysis of the R- Synopsis Report). as taught will Fundamentals
Receivers 2174, HF Receiver Supported Tasks: 301-35T-1024; 301- become the Phase Test)
/ Version 3.0 35T-1025; 301-35T-1026 (A supported Learning version 3.0
task is one which will be taught later in Step/Activities
the course. The lesson plan that teaches (LSAs) in the lesson
the taught task provides initial training plan. The task for
for one or more of the performance this lesson plan has
steps, skills, or knowledge of the three performance
supported task). steps which became
Reinforced Task: 301-35T-1035 (A the LSAs for the
task identified as reinforced is one for lesson plan.
which the lesson provides refresher 1. Determine the
training. Reinforced tasks have been performance
completely trained in a previous lesson. objectives for the
applicable receiver.
2. Perform the
sensitivity
measurements for
the applicable
receiver.
3. Perform the
noise figure
measurements for
the applicable
receiver.
Module B
Figure E-1. ICTL to lesson crosswalk
144
Appendix F
Learning Step Activity Sequencing
Figure F-1 provides an example of sequencing LSAs to support Learning Objectives.
Figure F-1. Sample sequencing of learning step activities to support learning objectives
145
Appendix G
Methods of Instruction
a. MOI selection requires consideration of the learner, the content, the goals, the
learning environment, the instructor/facilitator, and the available resources. Table G-12
identifies commonly used MOIs that support the five instructional strategies from table 7-5.
Although particular methods are often associated with certain strategies, some methods may
be found within a variety of strategies. Several of the MOI descriptions below were retrieved
with permission from http://schools.spsd.sk.ca/curriculum/instructionalstrategies/.
b. The list below represents the preferred MOIs that have been incorporated into the
CAC-approved automated system for training and education development.
Table G-1
Methods of instruction
Method Description Uses
Brainstorming A method of generating ideas to solve a Generates uninterrupted and uninhibited
problem. This can be done by an ideas. Learners develop possible solutions to
individual or by a group. unpredictable situations or problems.
Brainstorming is usually done by the Brainstorming focuses on producing a large
unrestricted sharing of ideas as soon as quantity of ideas, promotes unusual ideas,
they are generated and captured in and combines and improves ideas to form
writing. better more comprehensive solutions.
Case study The instructor/facilitator presents a Illustrates concepts and encourages critical
description of a situation and the thinking skills. Offers a method of learning
learners must solve problems or identify about complex situations through description
actions related to the situation. and analysis. Fosters debate and discussion.
Situations are often an ethical dilemma, Promotes higher order thinking skills. Case
a controversial topic, or a problem to studies may be used as an ice breaker for a
solve. At the end of the case study, the course, as a discussion board prompt, or as a
learners are generally provided with the test or quiz question.
real world solution for comparison.
Compare and Comparing two things is telling how Used to help learners distinguish between
contrast they are alike; whereas, contrasting two types of ideas or to group similar ideas,
things is telling how they are different. engage in critical thinking, and go beyond
It is a process where the act of mere description or summary to generate
classification is practiced. analysis. It can be used to help learners
identify language cues and gain a deeper
comprehension of the items being compared.
It can also be used to facilitate indirect
instruction through concept formation or
concept attainment. It is often presented in
either written text paragraphs or a chart. Its
most common use is as a graphic organizer
of content.
2
Saskatoon Public Schools (2004-2009), Instructional Strategies Online, Retrieved from
http://olc.spsd.sk.ca/de/pd/instr/experi.html
146
Table G-1
Methods of instruction, cont.
Concept mapping A special form of a web-like diagram Can be used to develop a comprehension of a
for exploring knowledge and gathering body of knowledge, explore new information
and sharing information. A concept and relationships, access prior knowledge,
map consists of nodes or cells that gather new knowledge and information,
contain a concept, item or question, and share knowledge and information generated,
links. The links are labeled and denote design structures such as web sites and
direction with an arrow symbol. The multi-media presentations, and problem
labeled links explain the relationship solving options.
between the nodes. The arrow
describes the direction of the
relationship and reads like a sentence.
Conducting A procedure conducted to prove or Used to learn something new and
experiments disprove hypotheses. Experiments are discovering an explanation of why
conducted under well-regulated something happens. Promotes active learning
conditions to ensure results can be to exploit natural curiosity. Experiments can
duplicated/verified. Learning occurs be used to introduce new ideas or to clarify
throughout the process and through puzzling aspects of topics with which
analysis of the results. learners typically struggle. Puts learners in a
position to build ownership of the new idea
and use it to facilitate future learning.
Cooperative A method in which small teams, each Provides learners with the tools to work in a
learning groups with learners of different levels of collaborative environment. Elements of
ability, use a variety of learning cooperative learning include positive
activities to improve their interdependence, face-to-face interaction,
comprehension of a subject. Each individual accountability, social skills, and
member of a team is responsible not group processing.
only for learning what is taught but also
for helping teammates learn, thus
creating an atmosphere of achievement.
Learners work through the assignment
until all group members successfully
comprehend and complete it.
Debates A structured contest of argumentation Engages learners in a combination of
in which two opposing individuals or activities that causes them to interact with
teams defend and attack a given the curriculum. Debate forces the
proposition. The procedure is bound by participants to consider not only the facts of
rules that vary based on location and a situation but the implications as well.
participants. The process is adjudicated Participants think critically and strategically
and a winner is declared. about both their own and their opponent's
position. The competitive aspects encourage
engagement and a commitment to a position.
Improve communication skills.
Demonstration An action is executed to a prescribed Helps people who learn well by modeling
standard by a subject matter expert. others. Provides opportunity for targeted
Learning occurs through observation. questions and answers. Allows attention to
be focused on specific details.
147
Table G-1
Discussion (small A verbal exploration of a topic, object, Stimulates thought, explanation, reflection,
or large group) concept, or experience. Learners are and recall, and provides learners the
provided frequent opportunities to opportunity to clarify and expand their ideas
generate and share their questions and and those of others. This method also
ideas in small and whole class settings. promotes positive group interaction and
Instructors/facilitators encourage and conversation, and develops questioning
accept questions and comments without techniques.
judgment of the learner. The role of the
instructor/facilitator is to clarify
comprehension by paraphrasing
difficult terms, and to focus the
discussion.
Drill and practice Drill and practice, like memorization, Helps the learner master materials at his or
involves repetition of specific her own pace and is used as a reinforcement
psychomotor or cognitive skills tool. Effective use of drill and practice
(addition and subtraction, spelling, depends on the recognition of the type of
marksmanship). The skills built skill being developed, and the use of
through drill-and-practice should appropriate techniques to develop these
become the building blocks for more competencies. Allows for transfer of
meaningful learning. Drill and practice knowledge from working memory to long-
may also be found in more sophisticated term memory.
learning tasks that involve more than
one learner.
Field Noticing and recording significant Uses a combination of observation and
observations activities in a natural (as opposed to a inquiry to collect information and see as
classroom or laboratory) environment. many concrete behaviors as possible without
filtering them through any interpretive
process.
Field trip/site visit Learners visit a place away from their Motivates participants and shows the
regular environment to acquire relationship between provided information
information needed to support a specific and the reality of the location. Provides a
learning objective. The instructor/guide more hands-on and interactive experience,
may provide background material provides variety, and may spark new
concerning the site. interests and passions.
Interactive The term “interactive multimedia IMI products include instructional software
multimedia instruction” (IMI) applies to a group of and software management tools used in
instruction predominantly interactive, support of instructional programs.
electronically-delivered instruction and
instructional support products. IMI is a
computer-based technology integrating
a combination of, but not limited to,
text, graphics, animation, sound, and
video with which the learner interacts.
Gaming Activities where learning occurs as a Learners receive immediate feedback for
result of competition using artificial increased learning, and determine solutions
mediums, such as simulations, that to unpredictable situations. Gaming
replicate actual environments and provides for improved visualization, creative
stimulate decision making and other inspiration, collaboration, teamwork,
actions. planning ahead, and connecting new
concepts to prior experiences.
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Table G-1
Guided reading Learner’s comprehension of a selection Enables learners to establish and verbalize
and thinking is guided and developed by purposes for reading. This method develops
instructor/facilitator questions. The the learners’ story sense, and encourages
focus is on the use of context to predict learners to use past experiences such as their
meaning. knowledge of language and context clues to
aid comprehension.
Inquiry A method that provides learners Can be used by individuals or small groups
opportunities to actively develop skills to develop research skills. A topic or
that enable them to locate, gather, question is identified and researched. Helps
analyze, critique, and apply information learners analyze the information, prepare
in a wide range of contexts as they reports, and present information.
develop comprehension.
Interviewing A discussion period where the Helps the learner develop appropriate
interviewer asks a series of questions of questions without bias or preconception.
a subject matter expert on a pertinent Evaluation of the interview responses
topic. This is a personal form of improves analysis skills.
research where the interviewer learns
by developing questions, has the
opportunity to probe or ask follow-on
questions, and analyzing the responses
provided.
Laboratory A working group that uses a structured Working in groups makes
groups problem-solving process in a highly instructing/facilitating more manageable as
controlled environment to predict interaction occurs between the
outcomes. instructor/facilitator and five or six groups
versus all individual learners. Learners in a
group provide their thoughts which lead to
discussions. The discussion tends to bring
alternate conceptions to the surface for all
participants to consider.
Lecture An oral presentation intended to present Lectures are used to convey critical
information about a particular subject information, history, background, theories,
within a limited time frame. Lectures and equations.
delivered by talented speakers can be
highly stimulating, and have proven to
be a quick, cheap, and efficient way of
introducing large numbers of learners to
a particular subject. Voice, gestures,
movements, facial expressions, and eye
contact are all influential in capturing
and holding the learners interest and
increasing their retention.
Model building A learner designs/creates a physical or Physical construction of a model helps the
computer-generated replica of an actual learner generate, visualize, and evaluate
item. Learning occurs through the ideas. Model building enhances creative
building process. thinking, and helps learners become more
aware of their own meta-cognitive design
strategies.
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Table G-1
Panel Several subject matter experts combine Provides a variety of views and opinions
to facilitate learning by providing concerning material or a problem for which
personal observations and/or there is no one correct solution. Helps the
experiences on a particular topic. audience further clarify and evaluate its
Sessions with panels usually include a positions regarding specific issues or topics
question and answer period. being discussed and increases their
comprehension of multiple points of view.
Peer partner Peer partner learning is a collaborative Learners reflect upon previously taught
learning experience in which learners learn from material by helping peers to learn and, at the
and with each other for individual same time, develop and hone their social and
purposes. communication skills.
Practical exercise An activity where learner proficiency is Permits the learner to reinforce new learning.
(hands- enhanced by practicing a new or Contributes to physical independence or
on/written) recently learned skill or task. intelligence to acquire new skills.
Problem solving Focuses on knowing the issues, Used to help learners think about a problem
considering all possible factors, and without applying their own pre-conceived
finding an acceptable solution. Because ideas. Used to help learners consider second
all ideas are accepted initially, problem and third order effects of the proposed
solving allows for finding the best solution(s). Learners think about a problem
possible solution as opposed to the within a set of parameters.
easiest solution or the first solution
proposed. Defining what the problem
looks like is separated from looking at
the cause of the problem to prevent
premature judgment. Clarifying what
makes an acceptable solution is defined
before solutions are generated,
preventing preconceptions from driving
solutions.
Reflective The instructor/facilitator initiates a Allows the learner to gain knowledge
discussion discussion by asking a question that through their experiences, analysis,
requires learners to reflect upon and imagination, affect, and impression
interpret films, experiences, read or (reflection). Reflective discussions
recorded stories, or illustrations. The encourage learners to think and talk about
questions posed should encourage what they have observed, heard, or read.
learners to relate story content to life
experiences and to other stories.
Role playing Learners act out a simulated situation, Develops empathy and new insights.
position, or job. For example, a learner Stimulates discussion and communication.
may assume the duties of a staff Provides a means to assess decision making
member and perform the work of that in a specific role. Allows for a variety of
position. situations and parameters that garner
attention, participation, and motivation.
Promotes comprehension of other people’s
positions and their attitudes as well as the
procedures used for diagnosing and solving
problems.
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Table G-1
Seminar A facilitated, small-group discussion, Seminars place the focus on the input of all
usually preceded by a presentation on a the seminar participants to: familiarize
pertinent topic by a subject matter participants more extensively with the
expert. methodology of their chosen field, allow
participants to interact with practical
problems that could commonly occur, and
provide a broader perspective of a particular
topic.
Simulation Any representation or imitation of Replaces/complements live training.
reality simulating part of a system, the Provides the means to safely practice an
operation of a system, and the action or activity under any condition. Can
environment in which a system will be used for individual training and education
operate are the three common types. (such as repairing equipment or gunnery) or
There are virtual and constructive unit training (such as fighting a tank or tank
simulations. company). May be used on a single
computer or station, distributed over a local
area network, or used on a wide area network
to multiple simultaneous users.
Story telling A subject matter expert uses vignettes Provides a means of sharing and interpreting
(real or made up) to convey information experiences. Storytelling can be used as a
or ideas, or to stimulate thought or method to teach ethics, values, and cultural
discussion. norms and differences. Stories provide a tool
to transfer knowledge in a social context.
They increase verbal proficiency and
encourage the use of imagination and
creativity.
Structured Verbal, visual, or written summary or Helps learners place new ideas in context.
overview outline of a topic. It can occur at the Because ideas are simplified, it is easier for
beginning of a unit, module or new learners to see “the big picture”. In addition,
concept, or it may be used to help relate connecting new ideas to information learners
a learned idea to the big picture. A already comprehend makes it easier to retain.
Structured overview distills a difficult
or complex idea into simple definitions
or explanation, and then shows how all
the information relates. It is the process
of “organizing and arranging topics” to
make them more meaningful.
Tutorial A subject matter expert provides Develops or enhances skills, develops
assistance to one or a small group of effective study habits, increases self
learners, usually to enhance previously confidence, and increases the learners
taught lessons. Tutorials are comprehension of the subject matter.
characterized by a high degree of
student-instructor interaction.
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Writing Writing assignments can have a broad Improves writing skills and requires critical
assignments range of styles. A writing assignment thinking about the subject, purpose, and the
succeeds by addressing a defined audience. Organizes thoughts, allows for
audience with content organized into an communicating effectively, conceptualizing
effective and/or convincing ideas, convincing others, increasing meta-
presentation. For example, the learning cognition, and identifying critical
log has a different purpose, information.
components, and style than an essay; a
report has a different purpose,
components, and style than a white
paper. Forms of writing may include
essays, journals, learning logs, reports,
and narratives.
Glossary
Section I
Acronyms
AA Active Army
AAR after-action review
ADDIE analysis, design, development, implementation, and evaluation
ADP Army doctrine publication
ADRP Army doctrine reference publication
ALM Army Learning Model
AOC area of concentration
AR Army regulation
ARFORGEN Army force generation
ASI additional skill identifier
ATRRS Army Training Requirements and Resources System
ATSC Army Training Support Center
CAC Combined Arms Center
CAC-T Combined Arms Center – Training
CAD course administrative data
C/DOT commandant/director of training
CMF career management field
CMP course management plan
CoE Center of Excellence
CRT criterion-referenced test
CTSSB critical task and site selection board
DA Department of the Army
DL distributed learning
DOTMLPF doctrine, organization, training, materiel, leadership and education,
personnel, and facilities
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ELO enabling learning objective

FD foreign disclosure
FDO foreign disclosure office or officer
FM field manual
GLO general learning outcome
GTA graphic training aid
HQDA Headquarters, Department of the Army
ICTL individual critical task list
ID identification
IMI interactive multimedia instruction
IMT initial military training
ISAP individual student assessment plan
ISD instructional system design
ITP individual training plan
ITRO Interservice Training Review Organization
LMS learning management system
LSA learning step activity
MOI method of instruction
MOS military occupational specialty
OPFOR opposing force
PE practical exercise
PME professional military education
POI program of instruction
QA quality assurance
QAO Quality Assurance Office
QC quality control
RC Reserve Component
SME subject matter expert
SOP standard operating procedure
SQI skill qualification identifier
STP Soldier training publication
TADSS training aids, devices, simulators, and simulations
TASS The Army School System
TATS Total Army Training System
TC training circular
TD training development
TDC training development capability
TED-T training and education developer toolbox
TLO terminal learning objective
TMD Training Management Directorate
TP TRADOC pamphlet
TR TRADOC regulation
TRADOC U.S. Army Training and Doctrine Command
TRAS training requirements analysis system
TSP training support package
TTI total task inventory
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USAR United States Army Reserve

UTL unit task list
Section II
Terms
Accreditation
A disciplined approach to ensuring standardization across the Army. It assures the command
that training institutions meet accepted standards and higher headquarters guidance; it
addresses the quality of our graduates and other concerns from the field.
Active learning
An approach to instruction in which students engage the material they study through reading,
writing, talking, listening, and reflecting. Active learning focuses the responsibility of
learning on the learners.
Analysis
A phase in the ADDIE process required when addressing needs, outcomes, target audiences,
missions, collective tasks, jobs, individual tasks, topics, and resources.
Analysis, design, development, implementation and evaluation (ADDIE)

An instructional system design process used by training and education developers to build
learning products.
Army force generation (ARFORGEN)

ARFORGEN is the structured progression of increased unit readiness over time to produce
trained, ready, and cohesive units prepared on a rotational basis for operational deployment
and other Army requirements.
Army Learning Model

ALM describes the framework, required capabilities, and on-going actions to implement a
learner-centric, technology enabled, and career-long institutional learning model.
Assessment
The measurement of learning by an individual. Assessment of a learner is often
accomplished through a test of whether or not skills, knowledge and/or performance have
been attained.
Asynchronous learning environment

An asynchronous learning environment exists when communication between the
instructor/facilitator and the student(s) is not simultaneous (AR 351-9).
Attribute
A quality, property or characteristic of an individual that moderates how well learning and
performance occur.
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Behavior
Specifies what a learner must do to satisfy a job performance requirement. Behavior may
involve recall, manipulation, discrimination, problem-solving, performing a step-by-step
procedure, or producing a product.
Behavioral statement
Statement of the behavior the learner must exhibit. If a condition or standard is needed to
clarify the behavior, either or both should be included.
Best practice
A method or technique that has consistently shown results superior to those achieved with
other means, and that is used as a benchmark. A best practice is used to describe the process
of developing and following a standard way of doing things that multiple organizations can
use.
Blended learning
Online or technology-delivered instruction combined with face-to-face instruction.
Block of instruction
One or more related units or modules grouped to cover course major subject or task areas.
Certification
A formal written confirmation by a proponent organization or certifying agency that an
individual or team can perform assigned critical tasks to prescribed standard. The team or
individual must demonstrate its ability to perform the critical tasks to the prescribed standard
before certification is issued.
Check on learning
A type of formative assessment of a learning objective. Examples may be a short quiz or a
hands-on practical exercise, and could be written, verbal, or performed in a small group.
Classified military information

Information originated by or for the Department of Defense or its agencies or is under their
jurisdiction or control and that requires protection in the interests of national security. It is
designated TOP SECRET, SECRET, and CONFIDENTIAL.
Combined Arms Center (CAC)

The proponent for Army training and education development and critical operational lessons
learned, CAC is responsible to support and integrate Army training and education across all
cohorts in support of Army force generation (ARFORGEN).
Competency
A cluster of related knowledge, skills, and attributes that affect a major part of an
individual’s job (a role or responsibility), that correlates with performance on the job, that
can be measured against accepted standards, and that can be improved via training and
development.
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Condition
Specifies the limits under which a behavior is performed. Conditions may include the use of
specific equipment provided to perform a task during which the behavior will be
demonstrated. Conditions may also be information provided to guide action a specific way.
Content validation
A type of formative evaluation and the process used to verify that the information in the
lesson/course is technically accurate and integrates current and emerging doctrine.
Optimally, content validations are conducted immediately after the components in each LSA
are developed; therefore, content validations are performed incrementally.
Controlled unclassified information

Unclassified information to which access or distribution limitations have been applied in
accordance with national laws, policies, and regulations of the originating country.
Course
A complete series of instructional units (phases, modules, and lessons) identified by common
title and number consisting of curriculum inclusive of critical tasks or educational
requirements to qualify a jobholder for a specific job or function (military occupational
specialty (MOS)/area of concentration (AOC) skill level, skill qualification identifier,
additional skill identifier (ASI), language identifier code (LIC), and skill identifier within the
Total Army).
Course administrative data (CAD)

A TRAS document that is the proponent's initial estimate or projection of a course’s
administrative data and resource requirements; serves as a change document for submission
of administrative and resource changes to a specific course or course phase; stimulates
changes to the Army's institutional training management systems; and stimulates resource
systems and processes needed to acquire the resource before the course implementation date.
Course content
Knowledge and skills, including proficiency levels, identified in the applicable training
standard which will be taught. Adding or deleting tasks, or changing proficiency levels
constitutes a course content change. Rearranging objectives, reallocating times within a
course, and inserting technology or updated equipment used to teach course content, address
how the course content is taught but do not change actual course content.
Course implementation
Course implementation begins when the first validation class starts.
Course Manager
The proponent course manager is the individual with overall responsibility for the designing,
developing, resourcing, executing, and evaluating a course of instruction. The course
manager is responsible for ensuring staff and faculty is qualified to present the course
material. See TP 350-70-3, Figure B-3 for a detailed description of the role and functions of a
Course Manager.
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Curriculum
A course (or set of courses) and their content offered by a school. Curriculum is prescriptive
and specifies what topics must be understood and to what level to achieve a particular grade
or standard.
Design
A phase in the ADDIE process used to transform analysis data into a blueprint for learning
products. Design produces the details of when, where, and how outcomes must be met.
Outputs from the design phase then serve as the framework for the development phase of the
ADDIE process.
Development
A phase in the ADDIE process used to convert the design into resident and non-resident
learning products and components, such as lesson plans, student handouts, and media.
Educational outcome
Educational outcomes are the cognitive knowledge, skills, and attributes attained as a result
of involvement in a particular set of educational experiences. Educational outcomes must be
observable and measurable and must indicate the type and depth of learning individuals are
expected to know or be able to do.
Enabling learning objective (ELO)

An ELO defines the skills, knowledge, or behaviors students must reach in order to
successfully complete the TLO. ELOs allow the TLO to be broken down into smaller, more
manageable objectives. An ELO supports the TLO. Each ELO measures an element of the
TLO, and addresses skills or knowledge gaps. ELOs are identified when designing the
lesson plan. ELOs are optional based on analysis of the TLO; however, when ELOs are
used, there must be a minimum of two.
Evaluation
A phase in the ADDIE process. Evaluation is the quality control mechanism for learning
product development. It is a systematic and continuous method to appraise the quality,
efficiency, and effectiveness of a program, process, procedure, or product.
Experiential learning
Assumes learners bring experience and knowledge to the classroom. Learners construct
knowledge by synthesizing their real-world experiences and their experiences in the
classroom. Learners receive both formative and summative assessments from faculty and
peers throughout the course. Experiential Learning creates learning that lasts by balancing
both cognitive and affective domains. It allows learners to exercise critical reasoning and
creative thinking by identifying problems and working collaboratively to develop possible
solutions.
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Formative assessment
A range of formal and informal assessment procedures employed by instructor/facilitators
during the learning process in order to modify teaching and learning activities to improve
learner attainment. Formative assessments monitor progress toward goals within a course of
study. It typically involves qualitative feedback (rather than scores) for both learner and
instructor/facilitator that focus on the details of content and performance.
Formative evaluation
The monitoring of a learning product as it proceeds through the ISD process to make sure the
product achieves the desired outcome/objective. This is a check-on-development to control
the quality of the learning products developed and their implementation.
Functional courses
Courses designed to qualify leaders, Soldiers, and DA Civilians for assignment to duty
positions that require specific functional skills and knowledge.
Graphic Training Aid (GTA)

A product created to enable trainers to conduct and sustain task-based training in lieu of
using extensive printed material or expensive equipment. GTAs may also increase
performance during on-the-job training or as job aids.
Group size
Group sizes are established to make efficient use of facilities and resources, ensure transfer
of learning, program classes to satisfy training requirements, determine instructor/facilitator
requirements, evaluate training expansion capability, and manage class cancellation. Group
sizes are established in coordination with the local manpower office.
Implementation
A phase in the ADDIE process. The actual conduct of learning using the validated learning
products created during the design and development phases.
Individual critical task list

An ICTL is the list of critical tasks that job incumbents must perform to successfully
accomplish their missions and duties. The ICTL is developed by the critical task and site
selection board (CTSSB) from a list of all tasks identified as a result of a job analysis.
Individual training plan

The ITP is a long-range planning document that articulates the proponent’s career-long
training and education strategy for a MOS, area of concentration, or separate functional area.
Institutional training domain

The Army’s institutional training and education system, which primarily includes training
base centers and schools that provide initial training and subsequent professional military
education for Soldiers, military leaders, and DA Civilians. The institutional domain includes
initial military training, professional military education, Civilian Education System, and
functional training for Soldiers and DA Civilians.
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Instructional Design
The process of creating learning products that enhances the quality, efficiency, and
effectiveness of education and training.
Instructional material
Material used by instructors/facilitators and/or learners in formal courses, including training
aids, TOs, commercial publications, visual aids, etc.
Instructional strategy
Describes the process of organizing and specifying learning activities and content delivery.
It is designed to achieve an overall aim of imparting knowledge using particular methods of
instruction.
Instructional systems design (ISD)

The model for creating instructional experiences that make the acquisition of knowledge and
skill more efficient, effective, and appealing. The Army ISD is based on the ADDIE process.
Instructor contact hour (ICH)

ICH is based on the course academic time and represents one instructor work hour during
which an instructor/facilitator is in contact with a student or students and is conducting,
facilitating, or performing instructor duties.
Interactive multimedia instruction (IMI)

The IMI is a group of computer-based training and support products. This includes source
materials that are commonly used in IMI products, electronic products used for the delivery
of or supporting the delivery of instruction, and software management tools used to support
instructional programs. The IMI products include: computer aided instruction, computer
managed instruction, interactive courseware, electronic publications, electronic testing,
electronic guides and simulations (AR 350-1).
Job
A job is a collection of unique, specific, and related activities (tasks or skill sets) performed
by a unique, defined set of personnel.
Job Aid
A supporting product that can be a checklist, procedural guide, decision table, worksheet,
algorithm, or other device used as an aid in performing duty position tasks.
Knowledge
Information required to perform a skill or supported task. Knowledge is the basic building
block of all learning.
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Learning
Learning is a process of acquiring new, or modifying existing knowledge, behaviors, skills,
values, or preferences and may involve synthesizing different types of information. Learning
involves a change in the behavior of the learner as a result of experience. The behavior can
be physical and overt, or it can be intellectual or attitudinal.
Learning objective
A three-part statement consisting of an action, condition, and standard. This statement
clearly and concisely describes learner performance at the prescribed level of learning
required to demonstrate competency in the instructional material. Learning objectives are
derived from task/competency performance specifications. Objectives serve as the
foundation for instructional design, provide the basis for instructional strategy decisions and
criterion tests, establish clear and concise learner goals, and determine content.
Learning outcome
A statement that indicates the level and type of competence a learner will have at the end of a
course. The specification of what a student should learn as the result of a period of specified
and supported study.
Learning step activity (LSA)

LSAs are the foundation for a lesson. LSAs also provide a structured means to focus
learning on a small part of what a student needs to learn, and provide the basis for identifying
specifications, including such items as the method of instruction and resources required to
present the lesson.
Lesson
A period of time where learning is intended to occur. During a lesson, learners are taught
about a particular subject or taught how to perform a particular activity. A lesson provides
the instructional content for a lesson plan.
Lesson plan
A lesson plan is the detailed development of information and resources used by
instructors/facilitators to execute the instruction prescribed in one lesson within the
prescribed time limits using the specified resources. A lesson plan includes the content and
supporting information for only one lesson which supports the learning and assessment of
one TLO.
Mandatory training
Training required on specific subjects as required by law, DoD, and/or HQDA.
Mandatory training may apply to units, institutions, and civilians.
Media
Any means or instrument of communication (auditory, visual, or written) that is used as a
part of an instructional sequence to demonstrate or clarify course content and to facilitate
learning or increase comprehension of course material. Examples include video, printed
material, and audio.
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Method of instruction (MOI)

A type of activity used to facilitate the accomplishment of the learning objective(s). Specific
methods require varying degrees of learner participation. Selection of the best MOI requires
consideration of the learner, the content, the goals, the learning environment, the
instructor/facilitator, and the available resources.
Module
A group of multiple related lessons that promotes efficiency in the course structure. In rare
cases a module may be comprised of only one lesson based on a single TLO.
Phase
A major part of a course that may be taught at different locations. Phases are required as a
necessary break-up of a course version due to time, location, equipment, facility constraints,
or delivery options such as DL, IMI, resident, or any combination. For resourcing purposes,
a phase is an instructional unit identified by a common course title and number consisting of
curriculum inclusive of critical tasks or educational requirements constructed as a portion or
segment of a course.
Program of Instruction (POI) Manager

The POI Manager has POI approval authority in TDC. POI approval is required prior to
posting final versions in support of a course.
Portfolio Assessment
A type of assessment that considers a collection of work that demonstrates a student’s
activities, skills, and achievements to highlight his/her talents or show progress over time.
Professional military education (PME)

Progressive levels of military education that convey the broad body of knowledge and
professional competence essential for the military professional’s career progression.
POI
A TRAS requirements document which provides a specific description of course content,
duration of instruction, types of instruction, and lists resources required to conduct the
course/phase.
Proponent
Army organization or staff element designated by the HQDA DCS, G-3/5/7 that has primary
responsibility for materiel or subject matter expertise in its area of interest or charged with
accomplishment of one or more functions.
Quality Control
A management and employee responsibility by which process data are systematically
gathered to determine product quality. Process standards are established and the data
gathered are subjected to analysis. Quality control results are used to determine process
changes, staff training requirements and administrative procedure improvements as
necessary.
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Reserve Component
The Reserve Component is made up of both the United States Army Reserve (USAR) and
the Army National Guard (ARNG).
Rubric
A guide listing specific criteria for grading or scoring academic papers, projects, or tests.
Rubrics are also used for assessing levels of learner achievement of competencies.
Self-paced learning
Individuals move through the course at varying rates according to parameters established
during validation. Learners move through the course individually at their own speed and are
not dependent on group times.
Seminar
An advanced course of study for discussion and research under the guidance of a recognized
expert.
Skill
A skill designates one’s ability to perform a job-related activity, which contributes to the
effective performance of a task performance step. There are two types of skills: physical and
mental.
Soldier Training Publication (STP)

A training publication that contains critical tasks and other information used to train all Army
Soldiers to the same standards. It provides guidance on the conduct of individual Soldier
training in the unit and aids all Soldiers in the training of critical tasks (AR 350-1).
Standard
The accepted proficiency level required to accomplish a task or learning objective. In Army
learning, standard is a statement that establishes criteria for how well a task or learning
objective is performed. The standard specifies how well, completely, or accurately a process
is performed or product produced.
Student handout
A booklet, schematic, circuit diagram, table, or similar material that augments the study
guide, work book, learner text, or otherwise supports course objectives.
Summative assessment
A process that concentrates on learner outcomes rather than only the program of instruction.
It is a means to determine learners’ mastery and comprehension of information, skills,
concepts, or processes. Summative assessments occur at the end of a formal
learning/instructional experience, either a class or a program and may include a variety of
activities (for example: tests, demonstrations, portfolios, internships, clinical experiences,
and capstone projects).
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Summative evaluation
A process that concerns final evaluation to ask if the project or program met its goals.
Typically the summative evaluation concentrates on the program of instruction and the
learning products.
Synchronous learning environment

The synchronous learning environment supports communication in which interaction
between the participants is simultaneous through two-way audio or video, computer
document conferencing, or chat rooms (AR 351-9).
Terminal learning objective (TLO)

The TLO is the main objective of a lesson. The TLO describes in observable, measurable
terms what the learner must do at the end of the lesson to demonstrate acceptable
performance. A lesson has only one TLO. A TLO may be identical to the task/competency
it covers. The learning level of the TLO is always equal to or at a higher level than the
ELOs.
Test control
The application of security measures to protect tests and test items and related sensitive
material from unauthorized disclosure from the time of their creation until they become
obsolete or are destroyed.
Test validation
A process used to determine if a test successfully measures the intended objectives.
Total task inventory (TTI)

The total task inventory is a comprehensive list of all individual tasks an incumbent performs
as part of a job. Critical tasks for the job are derived from this inventory.
Training Circular (TC)

A publication (paper or computer-based) that provides a means to distribute training
information that does not fit standard requirements for other established types of training
publications.
Training and Education Development

The process of developing, integrating, prioritizing, resourcing and providing quality
control/quality assurance of the Army's training and education concepts, strategies and
products to support the Army's training and education of Active Army and Reserve
Component Soldiers, civilians and units across the institutional, self-development and
operational training domains.
Training Development Capability

TDC is a web-based, CAC-approved, automated system used to develop, store, and manage
learning products for all training domains.
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Training Requirements Analysis System (TRAS)

TRAS integrates the training development process with programming, planning, budgeting,
and execution system (PPBES) by documenting training strategies, courses, and related
resource requirements. The TRAS integrates external resource acquisition systems for
students, instructors, equipment and devices, ammunition, dollars, and facilities with the
training development and implementation process. TRAS documents enable Army training
institutions to plan and support the development and implementation of individual training
courses (TP 350-70-9).
Training support package (TSP)

A complete, exportable package integrating training products, materials, and/or information
necessary to train one or more tasks or competencies. The contents will vary depending on
the training site and user. A TSP for collective training is a package that can be used to train
critical collective and supporting critical individual tasks (including leader and battle staff).
Validation
The process used to determine if new/revised courses and training products/materials
accomplish their intended purpose efficiently and effectively. It is the process used to
determine if training accomplishes its intended purpose. Validation and revising training are
continuous actions in the teaching/revising process of training improvement. Validation is of
the training products themselves, not the training site.
Written test
Instrument used to sample each learning objective and, when necessary, performance
objective knowledge components. Tests can be unit, module, block, or end-of-course tests
administered in a formal testing mode during time allotted in the POI.
Section III
Special abbreviations and terms
This section contains no entries.
Section IV
Key links
Army Learning Content and Management Capability – Delivery Platforms

http://www.atsc.army.mil/tadlp/delivery/index.asp
Army Publications
http://armypubs.army.mil/index.html
Army Publishing Directorate

http://www.apd.army.mil
164
Army Training Network

https://atn.army.mil
ASSIST website, Defense Logistics Agency

http://quicksearch.dla.mil/basic_profile.cfm?ident_number=205464&method=basic
Army Training Support Center

https://www.atsc.army.mil
Asynchronous and Synchronous E-Learning, Educause Quarterly Number 4 (Stefan

Hrastinski)
http://net.educause.edu/ir/library/pdf/eqm0848.pdf
Central Army Registry

http://www.train.army.mil/
Copyright Clearance Center

www.copyright.com
Council on Occupational Education

http://www.council.org/
DefenseImagery.mil (Defense Automated Visual Information System and Defense

Instructional Technology Information System)
http://www.defenseimagery.mil/index.html
Design and Teach a Course – Teaching Excellence and Educational Innovation

(Carnegie Mellon University)
http://www.cmu.edu/teaching/designteach/index.html
Designing Test Questions (University of Tennessee at Chattanooga)

http://www.utc.edu/walker-center-teaching-learning/faculty-development/online-
resources/test-design.php
HR Guide to the Internet: Job Analysis: Overview

http://www.job-analysis.net/G000.htm
Instructional Strategies Online

http://schools.spsd.sk.ca/curriculum/instructionalstrategies/
Inter-service Training Office

http://www.tradoc.army.mil/g357/tid/itro/index.htm
Performance Assessment (Timothy Slater)

http://www.flaguide.org/extra/download/cat/perfass/perfass.pdf
165
The Army Distributed Learning Program

http://www.atsc.army.mil/tadlp/content/index.asp
TRADOC Graphic User Interface

http://www.atsc.army.mil/itsd/imi/GUI.asp
TRADOC Publications
http://www.tradoc.army.mil/tpubs/index.htm
TRADOC Quality Assurance Office

http://www.tradoc.army.mil/qao/index.htm
TRADOC Quality Assurance Program

http://www/tradoc.army.mil/qao/index.htm
Training and Education Developer Toolbox (TED-T)

https://atn.army.mil/TreeViewCStab.aspx?loadTierID=2904&docID=35
Training Evaluation Document (DI-SESS-81524B

www.atsc.army.mil/itsd/imi/documents/DataItemsDesc/DI-SESS-81524B.pdf
United States Copyright Office, Library of Congress

http://lcweb.loc.gov/copyright
United States Distance Learning Association

www.usdla.org
United States Patent and Trademark Office

www.uspto.gov
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Department of the Army TRADOC Pamphlet 350-70-14

Headquarters, United States Army

TRAINING AND EDUCATION DEVELOPMENT IN SUPPORT OF THE

FOR THE COMMANDER:

OFFICIAL: KEVIN W. MANGUM

Suggested Improvements. Users are invited to send comments and suggested

Distribution. This TRADOC pamphlet is available only on the TRADOC website

TRADOC Pamphlet 350-70-14

This pamphlet, dated 27 March 2015-

5-8. Determine reliability and validity of raw data ........................................................ 42

Chapter 8 Assessment .......................................................................................................... 89

Appendix D Product and Supporting Product Examples .............................................. 140

This page intentionally left blank

1-3. Explanation of abbreviations and terms

1-5. Army learning policy and systems overview

1-6. Institutional learning processes and products

development. These products include ICTLs, courses/phases, modules, TSPs, and

c. Course. A course is a complete series of instructional units (phases, modules, and

d. Lesson. A lesson is a segment of instruction that facilitates the accomplishment of

f. Learning assessments. A learning assessment is the measurement of learning by an

g. Supporting products. Supporting products discussed in this pamphlet include job

h. TSP. A TSP is a complete, exportable package integrating instructional

c. The ADDIE process provides for effectiveness and efficiencies by developing

(4) The implementation phase is the execution of the training/education.

(7) ADDIE process management overview. Leaders, course managers, training

(a) Create and maintain appropriate validation and assessment plans.

1-8. Regulation and pamphlet relationships

a. TR 350-70 consolidates policy for Army-wide production, implementation, and

b. The 350-70 series of pamphlets provide “how-to” guidance on training and

c. Published pamphlets are maintained in electronic format on the TRADOC website

(3) Coordinate development of all institutional products, training enablers, and

2-2. Training proponent information and identification (ID) numbers

2-3. Institutional training and education system

2-4. Mandatory training in institutions

2-5. Foreign disclosure (FD) restriction statements

2-6. Copyright/proprietary materials/intellectual property

a. Intellectual property is defined as a product of the human mind which is protected

b. Training and education developers and instructors/facilitators have the responsibility

(1) Ensure proper handling, use, and distribution of copyrighted material.

c. Copyright and proprietary material can be used in the development and

(1) Determine if the material to be used in the training is copyrighted or proprietary.

(3) Acquire acquisition of the rights necessary to maximize investment of proprietary

(c) Ensuring life cycle availability of any authoring program.

(d) Obtaining all associated software libraries and materials necessary to

d. DA Pam 25-40 identifies limits to the exclusive right of copyright owners.

(1) If permission is granted, the permission document must be placed on permanent

2-7. Training development management

b. Proponents may choose to outsource TD tasks through contracting measures. It is

2-8. Interfacing with other Army systems and processes

2-9. Application of the Army Learning Model (ALM)

3-2. Needs analysis

(1) Is there a performance problem? If so, what is it?

(2) What is the root cause of the performance problem?

(4) Is current training or education based on something other than an identified

b. A needs analysis results in the following outputs:

(1) Training and education solutions or improvements, as applicable.

(2) Recommendations for non-training solutions, as applicable.

(3) Learning product development requirements.

Determine DOTMLPF solutions: