1. Company Level Training Management Course
Plan, Prepare, Execute & Assess Company Level Training
Instructor Notes:

2. Training prepares you for the next operation
Purpose
Provide the company command team the basics of training management.
This course is a focused review of their roles in unit training and leader development, and introduces the primary tools and processes that facilitate successful company level training.
Instructor Notes:
Purpose:
Provide the company command team the basics of training management.
This course is a focused review of their roles in unit training and leader development, and introduces the primary tools and processes that facilitate successful company level training.
Training prepares you for the next operation

3. Outline Commander and 1SG’s Roles in Training
The Operations Process in Unit Training & Leader Development
- Enablers: ATN, DTMS and CATS
Training Meetings
Time Management
Resourcing
Rehearsals
AARs
Summary
Instructor Notes:
Here is the course outline we will follow.

4. Commander’s Role in Training
Commander’s focus: mission planning, collective training and leader development.
Commanders:
Are the unit’s primary training manager
Identify and resolve training and resource issues
Conduct assessments based on personal observation and feedback from unit leaders and Soldiers
Plan, prepare, execute and assess leader development
Instructor Notes:
The Commanders role in training management is to focus on mission planning, collective training and leader development
Commanders use mission command to give subordinates latitude in determining how to train their units to achieve the desired end state. Per the principle of “train as you will fight” (discussed in paragraphs 2- 6 and 2-7 of ADRP 7-0), commanders and other leaders exercise mission command in training as well as in operations. They provide their commander’s intent  to subordinates, who then determine how to achieve that commander’s intent.
Commanders:
Are the unit’s primary training manager
Identify and resolve training and resource issues
Conduct assessments based on personal observation and feedback from unit leaders and Soldiers
Plan, prepare, execute and assess leader development
Leaders at all levels encourage initiative and innovation in their subordinates by allowing them to determine the most effective ways to achieve the standards and meet training objectives.
Commanders ensure their subordinate leaders have the necessary skills and knowledge to manage training. In this way, leaders and units can achieve desired levels of readiness. Commanders conduct training through the activities of understanding, visualizing, describing, directing, leading, and assessing we’ll discuss those on the next slide: 

5. The Commander’s Activities in Unit Training & Leader Development
Understand. Commanders plan and execute unit training and leader development just as they plan and execute operations.
Visualize. Commanders visualize how they want their units to train.
Describe. After commanders visualize the plan, they describe it to their staffs and subordinates.
Direct. Commanders and other leaders oversee and adjust the plan’s execution.
Lead. Commanders lead by example and by their personal presence throughout the training.
Assess. As the unit trains, the commander continually assesses not just the METL and collective tasks, but also the unit and its subordinate leaders.
Instructor Notes:
From ADP 3-0: Under the mission command philosophy, commanders drive the operations process through
their activities of understand, visualize, describe, direct, lead, and assess.
While these activities are fairly straight forward, absence of any one can hamper mission success.
Instructor calls on a specific student or opens with the following question, and then calls someone if no discussion occurs with the initial question:
Can anyone give an example of when a you have seen mission success or failure based on one of these commander’s activities?
Instructor facilitates discussion.

6. First Sergeant’s Role in Training
1SGs focus: individual training, discipline, Soldier issues, NCO development and morale
Primary advisor to the commander on all things training
Drive the training of individual tasks, Warrior Tasks & Battle Drills
Ensure individual training supports the unit’s collective tasks to train
Ensure the Commander’s training plan is executed to standard
Support the Commander’s leader development plan
Instructor Notes:
While commanders focus on mission planning, collective training and leader development, 1SGs focus on individual training, discipline, soldier issues, NCO development and morale
Their roles in training include:
Primary advisor to the commander on all things training
Drive the training of individual tasks, Warrior Tasks & Battle Drills
Ensure individual training supports the unit’s collective tasks to train
Ensure the Commander’s training plan is executed to standard
Support the Commander’s leader development plan
What other roles or responsibilities do you feel are important and why?
Instructor facilitates discussion.

7. The Operations Process in Unit Training and Leader Development
Plan
Prepare
Execute
Assess
Instructor Notes:
Training management and leader development use the operations process to plan, prepare, execute and assess training, just as leaders use the operations process for real world operations. While there may be a few small nuances in planning, MDMP and the troop leading procedures, the operations process is effective for both operations and training.
This figure illustrates the Army operations process (Ref: ADRP 3-0) of plan, prepare, execute, and assess. Commanders first plan for training. They identify the collective tasks on which to train, identify, and sequence training events; identify resources required; and provide the guidance necessary to achieve mission readiness. While commanders plan, they exercise mission command to enable their subordinates to determine how they will achieve their training objectives. Thorough preparation ensures the training conditions reflect the expected mission, and that necessary resources, and enablers are available to train. Commanders then execute the training. Lastly, they assess the training. Assessments help units determine if re-execution of tasks is necessary and if the training plan requires modification.  

8. (develop a unit training plan) (manage training events)
Planning Process
Two Levels:
Develop the Unit Training Plan (UTP)
Execute the UTP (plan individual training events)
PLAN
(develop a unit training plan)
Mission Analysis
Unit
Mission
Commanders’ Dialogue
Approved
Unit Training Plan
collective tasks
to train
Training Brief
COA
Development
Task
Proficiency
Unit Training Plan
Culminating Training
Event
(execute tasks)
Training Event
Training Meeting
(assess performance
modify plan if needed)
assess performance
EXECUTE
(manage training events)
Instructor Notes:
Plan Unit Training
When planning for operations, an OPORD or OPLAN is written for major operations and fragos may be issued for branches or sequels, or in this example pre-planned battles or engagements. In training this translates well with an OPORD for the unit training plan (UTP), then publish OPORDs or Fragos for the individual training events that are executed within the UTP. Therefore we arrive logically with the two levels for planning unit training:
The first is to create a single, over-arching training plan that covers how the unit will train from it’s current state of training readiness to the commander’s visualized end state for training. This can take months and sometimes years for reserve component units. This plan is called the unit training plan (UTP).
The second level of planning training consists of a series of plans (training events). Once the UTP is approved by the higher commander, the unit begins to sequentially execute each training event that comprises the UTP. Each event is planned focusing on attaining the commander’s intent for that training event, taking the unit using a ‘crawl-walk-run’ methodology to the training end state of the UTP. Other characteristics of the UTP and the planning process that can help in your understanding are:
The UTP is similar to planning a ‘major operation’
The UTP is aimed at achieving unit training proficiency and leader development
The UTP is then comprised of a series of training events (‘battles/engagements’) that lead the unit to achieve the objective (training proficiency) in the collective tasks to train.  
The UTP acknowledges the current proficiency of the unit in those collective tasks essential to the mission and charts a course to achieve proficiency in those collective tasks.
The objective is to train tasks crucial to mission accomplishment to a “T” level.
Can include a “unit training calendar”

9. Planning Training is nested with Planning Operations
Mission Analysis
Unit Mission
Higher Commander’s Guidance
Unit METL
Current MET/Task
Assessment
Assess Training
Assessments
Evaluations
T&EOs
After Action Reviews (AAR)
Training objectives
What’s the training end
state for the event?
Tied to KCTs
Training Models
8 Step
Others
Commanders’ Dialogue
Approved
Tasks to Train (KCT)
Train the Trainer
Train & certify leaders
Evaluators
OPFOR
Role players
OCs and other support personnel
Determine & Sequence
Training Events
Associate KCTs w/events to train
Start w/CTE work backward
Planning horizon(s)
Crawl-Walk-Run methodology
Frequency of events
Time management systems
Overlay on calendar
COMMANDER
Pre-Execution Checks
Equipment is ready
And serviceable
Trainers are prepared
TADSS are on hand and ready
Initial risk management done
Instructor Notes:
This diagram describes the operations process applied to the problem of how to train your unit, or how to apply training management to achieve training proficiency.
First, you use TLP as your structure/framework to develop your Unit Training Plan (UTP).
The UTP is your overarching plan used to train your unit to task and mission proficiency, over the course of your training time frame. (Units in ARFORGEN should plan their training at least from Reset to Available, the date which you must be ready to accomplish your assigned mission.)
The UTP takes the unit from its current training readiness in its key collective tasks (KCT), to training proficiency in those tasks.
After we discuss the training enablers that assist commanders, we will discuss how to plan individual training events.
Training Brief
Higher commander approves plan
Is a ‘contract between commanders
Higher Cdr agrees to support w/resources
Rehearsals
ROC Drills
Key leader
Training Meetings
UTP steerage
Who attends?
How often?
T-Week Concept
Resource coordination
KCT assessments
Recovery
Actions after training
Account for people, equipment &
sensitive items
Inspect & maintain equipment
& personnel
Final AARs
Approved
Unit Training Plan (UTP)
Publish plan to subordinates
Begin planning training events
Publish Training Schedules

10. Unit Training and Leader Development Doctrine-Process-Resources
Enablers
Overview
Concepts
How-To
On the Army Training Network (ATN)
Instructor Notes:
In order to apply the operations process for training, it is critical to start with and understand the doctrine. Then learn to apply the tools and enablers that help the commander execute the operations process.
This slide outlines the flow from doctrine to enablers. FM 7-0 was the Army’s authoritative doctrine for training management. In the 4th quarter of FY 2012 it was replaced by the Army Doctrinal Publication (ADP) 7-0, and the Army Doctrinal Reference Publication (ADRP 7-0). As you can see, Unit Training Management (UTM) contains not only the “How To” of Training Management, but is also linked to various helpful tools on the Army Training Network (ATN). ATN also hosts the Combined Arms Training Strategies (CATS) and the Digital Training Management System (DTMS).
UTM details the Army training management processes. UTM is delivered in several ways for Soldiers to use. The primary portal to UTM is through the ATN Web site ( This password-protected Web site enables users to view UTM modules, tutorials, and examples. UTM echoes how the Army plans and operates rather than on the artificialities of a distinct training management process.

11. Enablers
It is your first stop for all things training. It is a web-based training resources and collaboration portal that delivers: training management doctrine and training TTPs, tools, enablers, products examples and links for interacting with the field and doctrinal experts.
ATN Homepage
‘Persistent’ navigation menu
Reliable search engine
Access to training doctrine and the how-to of Unit Training Management (UTM)
‘What’s Hot’ feature
Access to the Combined Arms Training Strategies (CATS)
DTMS system status
Additional access to many training resources
ATN2GO mobile training app
Instructor Notes:
ATN is your first stop for all things training. It is a knowledge management portal that delivers: training management doctrine and training TTPs, tools, enablers, products examples and links for interacting with the field and doctrinal experts.
Describe the ATN Homepage:
The Persistent navigation menu, is the green bar across the top page and when you hover over the topics, Like “Training Management” you will see a drop down menu that eases use and view of the page content.
Just below the bar on the right side of the page you’ll find the “Search ATN” search engine that provides a keyword search of the content.
The picture boxes on the left and right of the page are the current highlighted pages and functions within ATN and change periodically.
In the top center you can find the “Task Search” function that allows use to search for training and evaluation outlines with out having to enter CATS or DTMS.
ATN also provides:
Access to training doctrine and the how-to of Unit Training Management (UTM)
‘What’s Hot’ feature
Access to the Combined Arms Training Strategies (CATS)
DTMS system status
Additional access to many training resources
ATN2GO mobile training app
Next lets look at DTMS:

12. Enablers Key Functions
Digital Training Management System - a web based program that you can access anywhere you can access AKO. It lets you digitally develop and record your training plan, coordinate your training plan with your organization, and assess training completion / readiness.
Key Functions
Review higher unit training guidance and publish yours.
Review the higher unit METL. Record your unit METL, and view your subordinates’ METL.
Schedule events and manage training calendars.
Record training completion, assess tasks and develop reports.
Access CATS
Instructor Notes:
Digital Training Management System - a web based program that you can access anywhere you can access AKO. It lets you digitally develop and record your training plan, coordinate your training plan with your organization, and assess training completion / readiness.
The Key Functions are the capability to:
Review higher unit training guidance and publish yours.
Review the higher unit METL. Record your unit METL, and view your subordinates’ METL.
Schedule events and manage training calendars.
Record training completion, assess tasks and develop reports.
Access CATS

13. Enablers CATS Functions
CATS provides task-based event driven training strategies, designed to assist the unit commander in planning, and executing training events. CATS also provide training events, frequency, and duration used to develop training guidance, strategy, and calendars.
CATS Functions
View CATS by unit or function
Search by task title, task number, or keyword
View training event details
View collective and individual tasks
Develop the unit training calendar
View and print task T&EOs
Instructor Notes:
CATS provides task-based event driven training strategies, designed to assist the unit commander in planning, and executing training events. CATS also provide training events, frequency, and duration used to develop training guidance, strategy, and calendars.
The Key Functions are the capability to:
View CATS by unit or function
Search by task title, task number, or keyword
View training event details
View collective and individual tasks
Develop the unit training calendar
View and print task T&EOs

14. Plan Training Events Using TLP vs 8 Step Model
Commanders often use training models to provide a framework for managing training events. They can provide a useful guide to ensure training is planned and conducted to the Army standard. A common one is the 8-step training model:
Instructor Notes:
Training Models 
Commanders often have used training models to provide a framework for managing training events. Models were developed to provide a useful guide to ensure training is planned and conducted to the Army standard. A common one is the 8-step training model you see on the right of this slide.
The preferred method is to use Troop Leading Procedures (TLP) in planning and managing training events since that’s how operations are planned and supervised at the company level. There are no ‘training models’ used in operations (Train as You Will Fight).
ADRP 7-0 and ATTP provide a very detailed description of the TLPs and their application in training and operations.
The preferred method is to use Troop Leading Procedures (TLP) in planning and managing training events since that’s how operations are planned and supervised at the company level. There are no ‘training models’ used in operations (Train as You Will Fight).
(See ADRP 7-0 and ATTP for more detail on TLP)

15. T-Week Process for Training Events
UTP Approval
Week T-21 to T-13: Identify Major Facilities
Week T-12: Conduct Mission Analysis
Week T-11: Refine Event Requirements
Week T-10: Publish WARNO and Begin Pre-Execution Checks
Week T-9: Conduct Resource Planning and Submit Initial Requests
Week T-8: Execute Reconnaissance and Lock in Resources
Week T-7: Publish OPORD for Training Event
Week T-6: Confirm Resources and Lock in Training on Calendar
Week T-5: Complete Tactical Plan and Supporting Products
Week T-4: Conduct Certifications and Complete Prerequisite Training
Week T-3: Conduct Rehearsals
Week T-2: Finalize Administrative Support Requirements and Conduct OPFOR Rehearsal
Week T-1: Draw Equipment and Supplies and Execute Subordinate Rehearsals and Checks
T Week: Execute
Week T+1: Recover, AAR and Assess
Instructor Notes:
While TLP provide useful steps to plan training events, also using the T-Week process ensures timing, resourcing requirements and other coordination requirements are projected and locked, in time for execution of the event.
By using this approach you can also identify requirements that may have otherwise be overlooked. Example: By starting with week T+1 and backwards planning to T-21, commanders determine that at week T-8 they need to execute their RECON and lock in resources for the event.
For a more detailed review of T-Weeks see “Unit Training Management (UTM)” on ATN.

16. (manage training events)
Execute Training Events
Training Meetings (most important meeting to manage unit training)
Using Troop Leading Procedures (TLPs), Commanders execute the operations process for each event and ensure adjustments are made to the plan as needed.
Task
Proficiency
Unit Training Plan
Culminating Training
Event
(execute tasks)
Training Event
Training Meeting
(assess performance
modify plan if needed)
assess performance
EXECUTE
(manage training events)
Instructor Notes:
This diagram is a simplified visualization the constant cycle of planning and executing individual training events, in reality, you may have several training events in various phases of the process that you must manage near simultaneously. This is the planning for your “battles and engagements” we discussed earlier.
Each training event that supports the UTP must be planned, prepared, executed and assessed. Training meetings provide the venue to use the operations process of Plan, Prepare, Execute, and Assess and then adjust the training events or the UTP based on assessments of the executed training events. 
AT the Company level and below TLPs are used verses the MDMP used earlier to describe the overarching process.
What are the eight steps of TLPs?
Answer: They are:
Step 1. Receive the Mission Step 2. Issue a warning order Step 3. Make a tentative plan Step 4. Start necessary movement Step 5. Reconnoiter Step 6. Complete the plan Step 7. Issue the complete order Step 8. Supervise
TLPs are discussed in great detail in ADRP 7-0 and ATTP for TLP, and ADRP 7-0 provides further guidance on applying them to the training management process. The Leader's Guide to Company Training Meetings and the Company Training Meeting Video on ATN also provide valuable information on conducting company training meetings.
Resources:
See ADRP 7-0 and ATTP for TLP
See Leader's Guide to Company Training Meetings
See Company Training Meeting Video

17. Time Management & Resourcing
Time is the one resource that that once spent cannot be replaced.
Time management and resources can make or break a training event. Requesting land, ranges and ammunition all have local rules and timelines. Failing to meet a suspense can cost a unit not only that training event, but can also cause other events in the UTP to become disjointed and ill-timed.
Commanders must also:
Plan time for subordinate leaders to develop and execute their training
Ensure mandatory time sensitive deadlines for resourcing are met
Other critical elements of a successful event that must have time allotted are: leader certifications, recons, rehearsals, AARs, and retraining
Instructors Notes:
Time is the one resource that that once spent cannot be replaced.
Questions and answers for discussion:
What are common time management rules for planning?
Answer:
White Space: is the notion that during planning, commanders allocate time on the training schedule to allow subordinate leaders to plan and execute both their own preparatory training and prepare their units for the company training events.
1/3rd -2/3rds rule: Commanders only use 1/3rd of the planning time available and allocate the other 2/3rds to their subordinate for planning.
What are common time sensitive resources?
Ammunition, Land and ranges, fuel, Training Aids, Devices, Simulators and Simulations (TADSS).
What are the local installation and Army forecasting requirements to ensure they are available for your training?
Examples:
Ammunition is forcasted/requested annually, some installations require 90 day requests for ammunition draw from the Ammunition Holding Area (AHA).
Instructor discusses local requirements for Convoy clearances, ranges, training areas and TADS.
What are examples of leader certifications?
Observer Controller/Trainer, Range OIC/NCOIC, Safety Officer ect…
What are the timelines associated to request the training/certifications required at your unit or installation?

18. Rehearsals
“a session in which a unit or staff practices expected actions to improve performance during execution.”
Rehearsals are essential to ensure staffs and subordinates understand the commander’s intent and concept of the operations.
Rehearsals also:
Identify weak points in the plan
Synchronize operations at times and places critical to mission success
Instructor Notes:
Rehearsals are essential to ensure staffs and subordinates understand the commander’s intent and concept of the operations.
They are conducted before operations (training) and early enough to conduct multiple rehearsals if necessary. They provide an invaluable means of ensuring actions during operations and training are executed to standard and to time. Rehearsals also provide a mechanism for leaders and Soldiers to visualize what is supposed to happen, and to correct deficiencies during subsequent rehearsals if necessary.
Rehearsals allow leaders to:
Identify weak points in the plan
Teach effective training techniques
What are other purposes or assessments do rehearsals provide to the leadership?:
Answers for discussion:
Coach the trainer until he/she feels comfortable
Ensure safety and environmental considerations are met
Determine if leaders are tactically & technically proficient
Determine how the trainer will evaluate Soldier, or unit performance
Assess subordinate trainer competencies and provide feedback
Give subordinates confidence in their ability to train (operate)
For further study, Also See:
UTM Module on Rehearsals
UTM Example Rehearsal Checklist
Also See:
UTM Example Rehearsal Checklist

19. AARs Considerations when Planning for AARs:
After Action Reviews (AARs) are critical to both the Commander’s assessment and to the overall individual and unit learning process. Planning for the AAR must occur early and be adjusted throughout the training event development and execution.
Considerations when Planning for AARs:
Which tasks are trained and are the focus of the AAR?
Which events/phases of the operation are AAR’s conducted?
Who observes the training and who conducts the AAR?
Who attends?
When and where the AAR occurs?
What training aids are required?
Instructor Notes:
After Action Reviews (AARs) are critical to both the Commander’s Assessment and to the overall individual and unit learning process. Planning for the AAR must occur early and be adjusted throughout the training event development and execution.
What other considerations have you used when planning for AARs:
Answers:
When will you rehearse the AAR process?
Do you want to train or certify your observers or AAR Leaders?
When will you conduct the training or certification?
What are the logistics, outside agencies or other coordination requirements for the training and/or certifications?
The Leader's Guide to After Action Reviews (AAR) on ATN provides a much more detailed discussion of the AAR.
Also refer to the Leader's Guide to After Action Reviews (AAR)

20. Summary
Commanders & 1SGs read and understand training and operations doctrine
Commander and 1SG teams are the unit’s primary trainers, planners and resource providers
‘Enablers’ like ATN, DTMS and CATS provide essential, online resources and tools to perform primary training management functions
Time management, certifications, rehearsals, AARs and resourcing are all essential to execute successful training
Training meetings are where you manage and adjust the unit training plan
Instructor Notes:
In summary:
Commanders & 1SGs must read and understand the training management and operations doctrine
Commander and 1SG teams are the unit’s primary trainers, planners, and resource providers
‘Enablers’ like ATN, DTMS and CATS provide essential, online resources and tools to perform primary training management functions
Time management, certifications, rehearsals, AARs and resourcing are all essential to execute successful training
Training meetings are where you plan, manage and execute training events
What are your Questions?