1. MOBILE SIMULATION EXERCISE PLANNING
An overview of how Army is using constructive simulations to train forces
Ladies and gentlemen! I am major Artem Larionov. My position is Acting Chief of Ukrainian Land Forces 270 Mobile Simulation Training Group. In the next two hours I brief you three presentations about Simulation overview, Simulation program JCATS, and about my unit. This is first presentation.
by MAJ Artem LARIONOV, Acting Chief of Ukrainian Land Forces
270 Mobile Simulation Training Group
unclassified

2. AGENDA sources of information simulation definition live simulations
virtual simulations
constructive simulations
developing the training environment
time resource constraints
training audience
training objectives
security
facility survey
technical timeline
scenario development
resource constraints
analysis/feedback phase
after action review (AAR)
This is agenda of my presentation.
unclassified

3. Sources of information
Ukrainian Armed Forces
FPX and CPX management/
conducting
DIRECTIVE
Ukrainian Armed Forces
Command and Staff Mobile Simulations Exercise (SIMEX) Unit PLANNING GUIDE
Main sources used for this presentation are:
unclassified

4. Why is Model and Simulation (M&S) Critical to the Army Mission?
ARMY READINESS
What makes Model and Simulation (M&S) Critical to the Army Mission?
Models and
Simulations are vital
tools for all—no
matter what the job
or mission
unclassified

5. APPLICATION OF M&S What are Simulation Operations?
“Technology does not win wars; soldiers and leaders do…
Training translates technology’s potential into actual combat power.”
LTG James M. Dubik, USA
Simulation Operations and Battle
Command Integration are about
warfighting. It is the integration of
modeling and simulation into events
and exercises that allows commanders
at all levels to meet training objectives
and prepare their units for combat.
Simulation Operations apply to today’s
operations and defines future systems
and training through modeling and
simulation.
APPLICATION OF M&S
What are Simulation Operations?
unclassified

6. Simulation Definition
A simulation is “a method for implementing a model(s) over time.”
A simulation application is “A specific, individual project session that requires or uses a M&S to achieve its purpose.”
There are three types of simulations used to support Army applications:
live
virtual
constructive.
Examples include:
instrumented field exercises (live)
manned vehicle simulators (virtual)
computer-generated forces (constructive).
You can see simulation definition, types, and examples
unclassified

7. 1. Live Simulations
The terms field exercise or live exercises are synonymous with live simulation and involve real people operating real systems in the field. Live simulation may be thought of as an elaborate role-playing activity that allows for realistic force-on-force operations. In general, live simulations may:
a. Involve individuals or groups.
b. Use actual equipment.
c. Involve sensors/instrumentation that track location, time of weapon fire, time of
weapon impact/casualties, and other important information.
d. Provide an area of operations similar to that used in combat.
e. Replicate actual combat operations as realistically as possible.
A live simulation is “A representation of military operations using live forces and instrumented weapons systems interacting on training, test, and exercise ranges which simulate experiences during actual operational conditions.”
unclassified

8. 2. Virtual Simulations
A virtual simulation is “A synthetic representation of Warfighting environments patterned after the simulated organization, operations, and equipment of actual military units.”
A simulator, the most common type of virtual simulation, is:
“(a) A device, computer program, or system that performs simulation;
(b) For training, a device which duplicates the essential features of the task situation and provides for direct human operation.”
Virtual simulation often involves the use of simulators that include both physical models that look and feel, from an operator’s perspective, like the system being emulated and computergenerated visual displays that allow participants to navigate through a virtual environment (VE).
Often, the virtual environment matches the real environment in terms of general terrain features such as placement of rivers, lakes, and mountains. Major manmade elements, such as roads and buildings, radio transmissions, radar sensing and radar jamming, can also be
included in the virtual environment. A variety of weather conditions, such as clouds, wind, rain, fog, dust, and smoke, are also used to increase realism. Virtual simulations inject human-in-the-loop in a central role by requiring the operator or team member to exercise motor control skills (e.g., driving a tank), decision skills (e.g., committing fire control resources to action), or communication skills (e.g., as members of a
Command, Control, Communications, Computers and Intelligence team).
unclassified

9. 3. Constructive Simulations
Constructive simulations are “M&S that involve real people making inputs into a simulation that carries out those inputs by simulated people operating simulated systems.”
unclassified

10. 3. Constructive Simulations (cont.)
Constructive simulations may be operated in an automatic (no-human-interaction) or semi-automatic (human-in-the-loop) mode.
Constructive simulations are characterized by:
a. The grouping or aggregation of forces. Various levels of aggregation occur at the theater, campaign, and engagement level.
b. The use of Graphic User Interfaces (GUIs) to monitor simulated forces and receive status reports, combat outcomes, etc.
c. Speeds at or near real-time for games, but varying for research and analysis.
Constructive simulations may be operated in an automatic or semi-automatic mode. Some constructive simulations are capable of operating in either mode.
unclassified

11. Developing the Training Environment
Pre-M&S Integration Activities
Integration Phase Activities
Analysis/Feedback Activities
Post- M&S Phase Activities
Phased Approach
The integration process described is complex and dynamic, requiring the integrator to analyze, plan, coordinate, manage, execute and evaluate many exercise events/activities.
These activities can be categorized into four major areas:
Pre-M&S Integration activities,
Integration within military exercises,
Analysis/Feedback activities,
Post-M&S Integration activities.
Follow slides focus on the process of integrating simulations into exercises.
unclassified

12. Time Resource Constraints
Time Resource Constraints. As a simulation-supported exercise planner, time will be your worst enemy. There will never be enough of it. Critical to your planning sequence is the laying out of all activities that will take place, showing how much time each will take, and
resolving shortfalls.
A carefully thought out plan of all that is needed to accomplish will pay big dividends. Consider the key activities involved in planning for an event such as this and divide them into the four phases describe above:
unclassified

13. Bn level Exercise Timeline
Initial Meeting
IPC
MPC
FPC
Comms and WS instal
Sim Cell & Controller training
Finalize STARTEX conditions
Training & Practice Exercise
Exercise (SIMEX)
AAR
Planning
Execution
For the near future, the time required for the MSTG to develop and execute an exercise will be as follows:
Battalion 60 Days
Brigade 120 Days
E-60
E-30
E-day
STARTEX
E-10
unclassified

14. Pre-M&S Integration Phase
a. The exercise organization b. Elimination of potential distracters c. A review of the unit’s mission essential task list (METL) and its specific training objectives d. Milestones, with firm dates and responsible organization(s) e. Simulation(s) capabilities f. Personnel augmentation requirements g. Exercise location(s) h. Unresolved issues and suspenses for resolution
The Pre-M&S Integration Phase is the point at which planning and determining the training event’s overall purpose and parameters occurs. Pre-M&S Integration planning is the basis for all future coordination in support of the application, and identifies facility and equipment requirements to support an exercise. Management of the activities for all organizations involved with the M&S integration effort is critical to the success of an exercise. The end result of Pre-M&S Integration events, such as planning conferences and a site survey, is a written Memorandum of Agreement (MOA) between the training unit and the training facilitator, detailing the objectives, requirements, roles, and responsibilities for each organization
involved with the SIMEX. It should include information addressing: (see slide)
unclassified

15. Initial Meeting
Normally, the unit to be trained is responsible for plans, staffing, funding, and equipment. The SIMEX facilitator, in general, is responsible for the scenario, funding, control, facility, and the database. These may change with each situation. Plan on several other meetings that could occur after the initial meeting, such as other planning meetings, site surveys, and syndicate meetings.
Early in the process an Initial Meeting must take place between representatives from the training unit and the SIMEX facilitator. At this meeting, participants agree on their responsibilities.
unclassified

16. Planning Conferences
a. Initial Planning Conference (IPC) b. Mid or Main Planning Conference (MPC) c. Final Planning Conference (FPC)
In general, plan on at least three major planning conferences: (see slide)
All of these are used to coordinate exercise activities and control plans. The example timeline below depicts a sample planning sequence for a division-size SIMEX.
unclassified

17. IPC Goals of the IPC may include: 1. Defining exercise organization
2. Training objective review
3. Training audience review
4. Defining exercise organization
5. Training objectives review
6. Training audience review
7. Agreement on facilities and Simulation(s) review
8. Establish committees
9. Set milestones
10. Open issues
11. POCs
At the IPC, responsibilities discussed in the Initial Meeting are finalized. The IPC should produce the following products:
1. Committees
2. Timelines
3. Responsibilities
4. Agreements
5. Open issues
The IPC generally takes place 2 months (Bn level) before the training event. This may vary depending on each individual situation.
unclassified

18. IPC This are Unit Planner and Simulation Planner Responsibilities
Unit Planner Responsibilities
Plans
Scenario
Staffing
Funding
Simulations Planner Responsibilities
Facility
Database
Control
Equipment
IPC
This are Unit Planner and Simulation Planner Responsibilities
unclassified

19. MPC Goals and activities of the MPC may include: a. Managers’ updates
b. Committee meetings
c. Committee reports
d. Master Scenario Events List (MSEL) conference
e. Timeline update
f. Review of all issues
g. Identify closed issues
h. Red-flag issues (show-stoppers!)
The MPC takes place approximately one month (Bn level) after the IPC. Again, this may change depending on each situation. More than one MPC may be required. Major responsibilities remain the same as shown on the IPC chart above.
unclassified

20. FPC Goals and activities of the FPC may include: a. Committee updates
b. Last minute changes
c. Training schedule
d. Identify closed issues
e. Equipment setup time
f. Road to STARTEX
g. Exercise schedule
h. Red-flag issues (show-stoppers)
The FPC is held approximately two weeks (Bn level) before the training event. The FPC’s objective is to address and resolve issues. Final resolution is reached on STARTEX positions, facilities, technical aspects, the exercise schedule, and resource constraints. Major responsibilities remain the same as shown on the IPC chart above.
unclassified

21. Issues to address between conferences
a. Determine scenario and conduct initial reviews. Validate exercise objectives and ensure the scenario has sufficient events to satisfy these. Determine the level of participation (scenario and feedback). Save time for the simulation and database review to ensure the simulation(s) adequately exercises the events the training unit wants. b. Facility and communication review. Spend some time addressing the following topics: 1. Physical space 2. Communications 3. Electrical 4. Parking 5. Environment 6. Hardware 7. Furniture 8. Other equipment
c. Write the Exercise Control Plan.
This critical document addresses such topics as:
1. Cell interface process
2. Objectives and goals
3. General scenario
4. Control structure
5. White cell process
6. Schedule
7. Communications lay down
8. Technical design of the simulation
9. Hardware lay down
10. Simulation workarounds
11. Recovery procedures
12. Logistics and support
d. Physical set-up.
When conducting the site survey, be able to answer these questions, at a minimum:
1. How long does it take to set up?
2. When are facilities available?
3. What modifications are required of the facility?
4. When is the staff available to set-up the facility?
5. When is equipment available for installation?
6. How much time is allocated for testing of the equipment?
Many activities are to be addressed and entered into the timeline for exercise execution between these conferences. Here are a few examples; there will be others as the exercise planning matures.
unclassified

22. Issues to address between conferences (cont.)
e. Training and Practical Exercise (Mini-Ex). Mini-ex activities may include: 1. Training unit personnel train-up on the equipment 2. Instructions for audience 3. Final database adjustments 4. Instruction for controllers 5. Equipment and communication checks These are examples of critical tasks that should be accomplished during the Mini-Ex: 1. Familiarization of cell interactions 2. Familiarization of communications 3. Final technical checks 4. Familiarization of simulation 5. Practice scenario
The Mini-Ex is a critical activity. It is the dress rehearsal designed to ensure that everything is ready for the real thing. This
is where training unit participants rehearse and practice their roles, where the control staff ensures that the event runs smoothly, where the simulation(s) and databases are tested, and where the support staff ensures that it has what it need to provide support.
unclassified

23. Integration Phase—SIMEX EVENT
a. Respond to partial and complete system failure. b. Role-playing. c. Responding to the unexpected. d. Respond to requests. e. Adjust staff according to the situation. f. Interaction of the cells.
This is what all the planning, conferences, and hard work have been for. However, the job is not done yet. As with any training event, issues and crises will arise. To minimize the impact of these, ensure as much as possible that contingency plans are in place to address the most likely occurrences. As a minimum, consider these exercise activities and make sure that the training unit and control cells are ready for them:
a. Respond to partial and complete system failure. Establish procedures to be followed in the event of a system failure. Conduct training in these procedures. Stimulate events in the mini-exercise that will cause the controllers and network administrators to respond to partial and complete system failure.
b. Role-playing. Role-playing by controllers may be necessary to keep the exercise going and maintain realism. Determine what roles will need to be played by controllers to conduct the exercise.
c. Responding to the unexpected. Attempt to determine what could go wrong and plan for it. Establish procedures to be followed in response to unexpected events, e.g., power failure, press coverage, VIP visits. Conduct training in these procedures.
d. Respond to requests. Controllers and cell team members need to know what they can and cannot say to the training audience. Establish procedures to be followed in response to requests for information.
e. Adjust staff according to the situation. Situations may arise where members of the control staff may have to be absent. Ensure that there are back-ups ready to step in and keep the exercise going with no loss of efficiency.
f. Interaction of the cells. Conduct cell interaction training to practice the passing of required information. Stimulate events in the mini-exercise that will cause the different cells to interact.
unclassified

24. Training Audience
As a training event is analyzed, one of the first steps is to determine “who” is being trained. The “who” can be a unit(s), specific duty positions, staff positions, or line positions. The selection of unit(s) and individual(s) identifies the training audience. A training audience should be
described as either primary or secondary.
unclassified

25. Primary Training Audience
(Bde / Bn level SIMEX)
Commander
Command Sergeant Major
Chaplain
Allied Liaison Officer
Personal Staff
S-1
Personnel
S-2
Intelligence
S-3
Operations & Training
S-4
Logistics
S-9
Civil Military Operations
S-6
C4 Ops
COS/XO
Coordinating Staff
Engineer
Fire Support Coordinator
Chemical Officer
Air Liaison Officer
Provost
Marshall
Surgeon
Special Staff
The units/elements that are the primary focus of the training exercise are designated as the primary training audience. These personnel can include the commander of the unit being exercised, the commander’s staff and staff section members, and all other unit personnel whom
the commander directs to participate. Typically the primary training audience also includes the attached units or those under operational control (OPCON) of the task force associated with the training objectives.
unclassified

26. Secondary Training Audience
(battalion level SIMEX)
CSS 3 3 1 1 1 1 1
1st Special Coy CMDR 2
1st Special Plt Leader 3
2ndSpecial Plt Leader 1
2nd Special Coy CMDR 2
1st Special Plt Leader 3
2nd Special Plt Leader 1
Recce Plt Leader 1
Eng Plt Leader 1
Signal Plt Leader 1
CSS Plt Leader
Depending on the exercise, the secondary training audience can range from subordinate units of the primary training audience to the individuals assisting the exercise control staff in the simulation facility.
During the conduct of a simulation training exercise, the primary training audience remains the focus of the exercise and continues to receive the necessary stimuli and responses to meet and support their particular training objectives. The secondary training audience will often have
designated training objectives of their own, but they are always secondary to the primary training audience’s training objectives.
Summary. Selection of a training audience is just one step in conducting a realistic exercise, but an important one. Ensure that the most appropriate training audience is selected to fit the exercise. Remember, the goal of a simulation training exercise is to create the necessary conditions to enable the training audience to realistically perform/practice their mission-related tasks, processes, and functions to meet and support specific training objectives.
unclassified

27. Training Objectives
unclassified

28. Training Objectives
The training objective - A statement that describes the desired outcome of a training activity.
Task
Condition(s)
Standard
Training Objective
A training objective consists of the following three parts: 1. Task. A clearly defined and measurable activity accomplished by individuals or organizations. 2. Condition(s). Describes the circumstances and environment in which a task is to be performed. 3. Standard. The minimum acceptable proficiency required in the performance of a particular training task.
Establishing Primary and Secondary Training Objectives is a critical path in exercise activities. They drive the model and simulation selection, training audience activities, and establish the foundation for evaluating and observing the exercise.
unclassified

29. Training Objectives
When developing training objectives, the following documents are available for reference:
Mission Training Plans,
Soldiers Manuals,
Soldier Training Publications,
Field Manuals,
Deployment or mobilization plans,
Army Universal Task List (AUTL),
Universal Joint Task list (UJTL),
NATO Task List,
Army, and local regulations,
Local standing operating procedures (SOP).
unclassified

30. Security a. Hardware security b. Software security
Information Systems Security
a. Hardware security
b. Software security
c. Procedures security
d. Communications security
e. Personnel security
f. Physical security
g. Networks security
h. Electronics security
i. Control of compromising emanations
Protection of classified and unclassified sensitive information contained in or derived from telecommunications or automated information systems (TAIS) and non-communications emitters in the specific areas of:
unclassified

31. Security
Physical Security
An exercise Site Survey Checklist should contain the following security items:
a. Classified storage and disposal requirements.
b. Mailing address for classified documents.
c. Registered mail account.
d. Issue/Use/Control of access badges.
e. Unit responsibilities for physical security.
Physical Security measures include key control, access control, structural standards, lighting, inventory control, and accountability.
unclassified

32. Last SIMEX “Rapid Trident – 2010” Layout
Facility Survey
Response cells
HICON/EXCON/OC
The individual responsible for the physical plant of the simulation and control cells conducts the Facility Survey during a visit to the exercise site. This visit and survey is to ensure that the location and facilities will meet the requirements for space, power, climate control, communications and TOC locations. Whenever possible, the Facility Survey is conducted just prior to, or in conjunction with the Initial Planning Conference. Even if the site has been utilized for a past exercise this visit and survey should still be conducted to account for any changes brought on as a result of the Facility Survey.
During the facility survey, all rooms within the designated simulation center and associated facilities should be available for measure.
Power and communication requirements for each should also be determined. Any workspace or facility not meeting the standards are noted as
unresolved issues and addressed at the Initial Planning Conference. If there is more than one location, then a separate facility survey should be conducted for each site.
Last SIMEX “Rapid Trident – 2010” Layout
unclassified

33. Technical Timeline
The technical aspects of any simulated event hinge on the size of the exercise, exercise training requirements, connectivity to real world systems, and integration of Live-Virtual-Constructive simulations. Execution of the technical aspects will not necessarily fall to the Simulation facility representative. However, it is paramount that the appropriate questions be asked to ensure success in the training event. The migration to digital systems and the linkage between real world systems and the constructive and virtual environments will inherently increase the complexity of exercise architecture. Therefore, it is imperative that inquiries be made regarding the bridge between these real world systems, the systems
that stimulate them, the constructive simulations being used, the virtual environment, and the tactical operations centers of the event.
unclassified

34. Database build
One of the initial technical tasks will be coordination of the build of the databases associated with the exercised units, opposing forces, and higher/ adjacent/ lower/ subordinate units (HALS). This will require determination by the exercised unit of their simulation-based organizational structure, and whether it is desirable to execute an event using the organization’s current structure or future structure.
Supporting documentation should be provided to the personnel building the database as soon as possible to facilitate the initial database build and allow maximum time for changes, as required. Throughout the timeline, continual feedback as to structure and systems capabilities should be ongoing.
unclassified

35. Distributed exercise
Resources –Save money, increased communications and networking
Distributed Processing
Potential downtime (more equipment involved, more to break)
Potential delay in communications
Distributed exercises have many benefits, to include broadening the training audience, conserving resources (money), data sharing, and sharing of technical resources. They also come with some inherent disadvantages, including potential delay in communications, downtime, less face-to-face activity, and a potential increase in required resources (enhanced communications and network). A distributed exercise will require additional technical support, whether distributing across the globe or across the room. If the exercise is to be distributed between multiple sites, the technical support requirements will increase rapidly. There is anticipated increase in communications and networking requirements, potential
downtime due to equipment failure, and communications delay to offsite locations.
unclassified

36. Set-up
Movement and offloading
Establishing workplaces
Support structure
Setting up and testing workstations
Physical receipt of the system’s hardware components and associated placement in the simulation center require not only additional assistance for movement of equipment, but proper off loading to determine how best to accomplish the mission. This requires coordination of contractor personnel to arrive at prescribed times to accommodate limited workspace and advance the building process that leads into the networking process. Items of consideration for the set-up include movement and offloading of equipment, establishing workplace location, testing of workstation systems, and development of the support structure to accommodate the exercise.
unclassified

37. Connecting exercise units--together and with the with the Sim Center
Hook-up
Hook-up and testing of hardware with existing architecture
Connecting distributed simulations via the exercise network
Connecting exercise units--together and with the with the Sim Center
Networking of the systems must work in conjunction with the physical set-up requirements stated above. As each piece is applied, care needs to be taken not to disrupt already existing architecture and coordination for the merging of systems. Hook-up and testing of hardware with existing architecture, connection to distributed exercise sites, and connectivity to units with the Simulation Center.
unclassified

38. Power-up
Once networking requirements are met and connectivity is established, it will become necessary to power-up the system. Because initial estimates have been made and changes, if deemed necessary, made to the facilities, load testing those results will be critical. Initial amperage from simulated systems should be tested and estimates made for power drains by additional equipment required to execute the event.
unclassified

39. Communications plan
Communications can be the single most important factor in setting up a simulation application. Effective communications are key to the success of the exercise. Without them, the exercise will fail. Communication between the simulation center and the tactical operation centers will be the responsibility of the exercised unit allowing them to exercise their real world organic assets. Although not responsible for this, simulation facility personnel should be involved to ensure connectivity with the center and how these potential power requirements may impact the distribution plan for the center.
unclassified

40. AAR Capabilities
The After Action Review is a critical piece of the simulation event and should be treated as such. Adequate facilities to physically hold the AAR itself, as well as the Audio/Visual support needed to provide graphic representation of lessons learned during the conduct of the exercise are paramount. The simulation facility representative will not only want to ensure the simulation used has embedded AAR capabilities, but if additional AAR systems are used they must be able to be imported into the AAR medium that will be utilized.
Later I give detailed information on the AAR process.
unclassified

41. VTC capabilities
White cell players at remote locations may require the ability to interact among geographically separated staff elements. While not required for every exercise, the ability to communicate visually between remote sites is a capability that will enhance the interactivity of critical elements for better evaluation of the event and coordination of information.
unclassified

42. Scenario Development f. Reassess scenario.
Creating the Scenario: 9 Steps
The following checklist will assist in scenario development.
a. Categorize - Type of problem and its scale.
1. Is this a local, regional, or global situation?
2. Is this a small or large problem?
3. Is this a military or non-military problem?
b. Scale – Number, type & disposition of participants.
One, few, or many people involved?
c. Frame – Conditions at the site/location.
Will exercise take place in a field location or in a controlled training facility?
d. Place training objectives on time line.
1. Have you established a priority for the training objectives?
2. In what sequence will events appear during the course of the exercise?
3. Can all objectives be accomplished in the allotted time?
e. Specify observations & measures.
1. Have you planned to capture computer data – reports, screen shots, etc.?
2. Have you planned to capture electronic data – audio, visual recordings, etc.?
3. Have you planned for specific times, locations, events for observers to make visual observations?
f. Reassess scenario.
1. Identify and prioritize objectives.
2. Identify cost-effective strategies.
3. Allocate resources.
4. Execute development.
5. Provide feedback.
g. After exercise, match objectives to measured results.
1. Compare exercise results to original exercise objectives.
2. Did you accomplish all of your objectives?
h. Conduct after exercise briefing.
Conduct After Action Review after collecting and analyzing both simulation (electronic) and live (observed) data.
i. Refine scenario before next cycle.
1. What issues prevented accomplishment of training objectives?
2. Is this a scenario design issue?
3. Modify scenario as required.
The exercise scenario defines the environment in which the training audience will be immersed. This scenario will encompass a broad area of factors to include geographical area, demographics, problem types, participants (causal and restorative), size and scale, secondary
effects and complexity. Conditions set by the scenario are tailored to drive decisions and actions of the training audience in the attainment of exercise training objectives. The scenario is built around the training objectives, not the other way around.
unclassified

43. Resource Constraints
Effective training using simulations is resource intensive and involves careful planning, preparation, and tracking. The effectiveness and efficiency of an exercise are based directly on the amount of resource planning that takes place. There is a good chance that the FA 57 on-site will be the one responsible for planning and executing the resourcing plan for the training event. Some major areas to address in planning include people, money, time, facilities, and communications.
unclassified

44. People Provide support for: 1. Communications 2. Network maintenance
a. Training Unit
Ensure that there are adequate personnel from the training unit to:
1. Plan and conduct the exercise planning sequence
2. Develop, enter and test the database (or assist simulation center personnel)
3. Plan and conduct pre-exercise training
4. Plan and conduct the mini-exercise
5. Conduct the training event
6. Conduct the After Action Review (AAR)
b. Exercise control staff
1. Staff control cells
2. Site set-up
c. Support Staff
Provide support for:
1. Communications
2. Network maintenance
3. Logistics
4. Maintenance
5. Medical support
6. Security
People are the most important resource. There are three primary staffing components: the training unit, the exercise control staff, and the support staff.
unclassified

45. Money
a. Simulation Center contractor support b. Dining facility c. Transportation to training site. If parking is limited, transportation may have to be provided d. Office supplies; copiers with paper e. Telephone and Internet use f. Communications / Bandwidth g. Miscellaneous equipment h. TDY costs for those people that need to travel to the training event.
Almost as important as personnel is having adequate funding. The list below provides a start point for funding areas to check:
Adequate funding to accomplish all support functions:
unclassified

46. Time
Adequate time allocated for: a. Exercise planning sequence b. Conferences (IPC, MPC, FPC) c. Data entry and testing d. Pre-exercise training e. Site set-up f. Mini-exercise g. Training event h. AAR i. Site cleanup j. Equipment breakdown at conclusion of exercise
Since here will never be enough time to plan and execute an exercise; it is important that the planning is meticulous. The Time Resource Constraints section provides more details, but here are a few major items that should appear on the training event timeline.
unclassified

47. Facilities
a. Facility large enough to accomplish the mission without undue cramping and congestion b. Adequate numbers of rooms for training unit elements and control elements c. Briefing and AAR room(s) d. Work areas for both the training unit and the control teams e. Separate meal and break areas f. Adequate billeting for off-shift personnel or support personnel g. Shower and latrine facilities h. VIP offices i. Observer/Controller work area j. Physical security requirements (Check with your security officer to see about SCIF requirements, barriers, controlled access and other security issues)
If the training unit is using a permanent facility for the exercise, rather than conducting it from a field location, consider the following as facility to be used is examined:
unclassified

48. Other facility considerations to consider
Electrical power source - check to see if there are adequate power and outlets for unit and control cell requirements. Parking 1. Adequate for training unit, control personnel, and support personnel 2. VIP parking 3. If parking is limited, arrange transportation (all shifts, to and from an assembly area) Environment 1. Air conditioning 2. Heat 3. Fans 4. Trash removal, including classified trash 5. Cleaning teams (with associated security/escort requirements) Hardware: 1. Adequate workstations for training unit and control teams’ requirements 2. Additional automation to support and other administrative functions Furniture Adequate desks, tables, chairs, and other necessary furniture Quality of Life. If approved, consider allowing these appliances: 1. Refrigerators 2. Microwave ovens 3. Coffee makers
unclassified

49. Communications a. Bandwidth b. Secure capability c. Telephones
Adequate to handle the data requirements for the simulation(s) to be used, and Internet
b. Secure capability
If classified data will be processed and passed, adequate security procedures and equipment exists.
c. Telephones
1. Adequate number for training unit, control teams, and support teams
2. Issue cell phones to those that need them
d. Internet
Internet access, as needed.
Along with security, communications is one of the two “long poles in the tent” when it comes to planning and conducting training. It cannot be stressed enough that the communications team needs to spend a lot of time planning and checking. A few items to consider:
unclassified

50. Analysis/Feedback Phase
unclassified

51. Collect Observations
a. Review the exercise scenario. b. Review the exercise training objectives. c. Identify specific subordinate unit training objectives requiring observation. d. Select personnel to perform Observer/Controller duties based on rank, knowledge, and experience. e. Select sufficient personnel for 24/7 data collection coverage in accordance with the exercise scenario. f. Assign O/Cs to observe designated scenario events based on experience with tasks to be performed. Competence in the specific task to be observed takes precedence over rank. g. Review applicable Army Training and Evaluation Program (ARTEP) Mission Training Plans (MTPs) to understand task, condition, and standard for each event. h. Review all doctrinal manuals for current tactics, techniques, and procedures (TTPs). i. Create data collection forms (if necessary) to ensure all pertinent information such as times, grid locations, call signs, actions and orders observed is collected. j. Verify that all communications devices are in place and operational to coordinate O/C actions as necessary. k. Preplan times/locations for O/Cs to observe critical events. l. Record observations. m. Gather observations, review with all O/Cs, and verify factual content of observations 2-6 hours prior to AAR based on size of unit observed and preparation time needed. n. Build/create AAR products to clearly illustrate teaching points based on observations.
A thorough exercise observation collection plan ensures that valid observations are gathered at the correct time and place. For example, observing METL tasks as they are performed in training is key to accurately assessing unit performance. The observation collection plan is
driven by exercise objectives and feeds the AAR process.
The following steps serve as a guide for building an observation collection plan: (see slide)
Efficient and complete collection of observations can help simulations automate much of the AAR process by tying key observed data to critical events. This data is especially critical in describing “what” happened. With AAR analyst support, simulations can also explain “why” events happened. The observation collection plan supports the experienced AAR facilitator by helping compare exercise results with unit training objectives when discussing “how” to improve.
Screen shots, animation, graphics depicting task force structure, weapons status and coverage, and statistical data unique to each Battlefield Operating System (BOS) are examples of training aids built from data collected. Knowing which training aids may be
needed and understanding how they are built help in collecting the right data ahead of time.
unclassified

52. After Action Review (AAR)
unclassified

53. After Action Review (AAR)
The AAR is a professional discussion of an event that enables soldiers to discover for themselves what happened, why it happened, and how to sustain strengths and improve weaknesses. This discussion typically takes place immediately following the conduct of training and is focused on performance standards. Commanders continually assess their unit’s training readiness.
The AAR is key to providing feedback for this assessment process. Unlike a simple performance critique, the AAR captures insights from many perspectives – leaders, soldiers, and opposing force players.
Because all participants actively take part in the discussion, the AAR is an ideal cooperative, discovery-learning vehicle. Soldiers gain a better understanding of what happened and have a greater probability of remembering lessons learned because of their active role in the AAR.
unclassified

54. After Action Review (AAR)
Formal AAR
The following are key points of the formal AAR:
a. Conducted during or immediately after each event.
b. Focused on intended training objectives.
c. Focused on soldier, leader, and unit performance.
d. Involves all participants in the discussion.
e. Uses open-ended questions.
f. Related to specific standards.
g. Determines strengths and weaknesses.
h. Links performance to subsequent training.
A formal AAR (conducted at company level (1 hour duration) and above (2 hours duration)) is resource intensive and involves the planning, coordination, and preparation of training aids such as terrain models or map blow-ups, location, and support personnel.
Planning for the formal AAR takes place six to eight weeks prior to the execution of training along with the final preparations for conducting the training event itself.
unclassified

55. After Action Review (AAR)
Agenda a. Introduction and rules. b. Review of objectives and intent. 1. Training objectives 2. Commander’s mission/intent (what was supposed to happen) 3. OPFOR commander’s mission/intent 4. Relevant doctrine, tactics, techniques, and procedures c. Summary of recent events (what happened). d. Discussion of key issues. 1. Chronological order of events 2. Battlefield operating systems (BOS) 3. Key events/themes/issues e. Discussion of optional issues. f. Soldier/leader skills g. Tasks to sustain/improve h. Statistics i. Others j. Discussion of force protection issues (safety). k. Closing comments (summary).
The following standard AAR agenda guides discussion and serves to identify items that must be prepared ahead of time:
unclassified

56. Questions?
Planning in process
unclassified