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47 Cards in this Set
- Front
- Back
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What Army Field Manual is called "Training The Force"?
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FM 7-0
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What is meant by performance oriented training?
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The soldiers learn best by hands on
(FM 7-0 Oct 2002 / 2-16 / PDF 28) |
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What is the Army's number one priority?
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Training
(FM 7-0 Oct 2002 / 1-51 / PDF 22) |
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The Army Time Management System is composed of what three phases?
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1. Green - Training focus primarily on collective tasks with individual and leader tasks integrated during multi-echelon training.
2. Amber - Small unit, crew, leader and individual soldier training emphasized. 3. Red - Sub-organizations take advantage of all training opportunities to conduct individual, leader, and crew training. (FM 7-0 Oct 2002 / 4-18 / PDF 61) |
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Training is ______ we do, not ___________ we do.
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What, Something
(FM 7-0 Oct 2002 / 1-51 / PDF 22) |
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What is training?
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Training is the instruction of personnel to increase their capacity to perform specific military functions and associated individual collective tasks.
(FM 7-0 Oct 2002 / Glossary / PDF 117) |
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What is the OPTEMPO of an organization?
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The annual operating miles or hours for the major equipment system in a battalion-level or equivalent organization. Commanders use OPTEMPO to forecast and allocate funds for fuel and repair parts for training events and programs.
(FM 7-0 Oct 2002 / Glossary / PDF 116) |
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What are the types of evaluations and their differences?
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Informal – when a leader conducts training with his unit or when a leader visits ongoing training. This type provides real time feedback on the training environment and the proficiency resulting from training.
Formal – are resourced with dedicated evaluators and are generally scheduled in the long-range or short-range training plans. To the maximum extent, headquarters two echelons higher conduct formal external evaluations. Internal – are planned, resourced, and conducted by the organization undergoing the evaluation. External – are planned, resourced , and conducted by a headquarters at an echelon higher in the chain of command than the organization undergoing the evaluation or a headquarters outside the chain of command. Any Combination of the above listed evaluation types. (FM 7-0 Oct 2002 / 6-5 / PDF 97) |
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What does realistic training inspire?
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It builds competence and confidence by developing and honing skills, and inspires excellence by fostering initiative, enthusiasm, and eagerness to learn.
(FM 7-0 Oct 2002 / 2-16 / PDF 28) |
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To accomplish their training responsibility, list three of the six things that commanders must do.
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1. Be present at training to maximum extent possible.
2. Base training on mission requirements. 3. Train to applicable army standards. 4. Assess current levels of efficiency. 5. Provide the required resources. 6. Develop and execute training plans that result in proficient individuals, leaders and units. (FM 7-0 Oct 2002 / 2-2 / PDF 24) |
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An AAR is not called what?
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Critique
(FM 7-0 Oct 2002 / 6-12 / PDF 98) |
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What is the goal of combat level training?
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To achieve combat level standards
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What are the three types of training plans?
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1. Long-range
2. Short-range 3. Near-term (FM 7-0 Oct 2002 / 2-44 / PDF 36) |
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Who is responsible for maintaining all assigned equipment in a high state of readiness in support of training or combat employment?
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Soldiers and leaders.
(FM 7-0 Oct 2002 / 2-19 / PDF 29) |
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What does evaluation of training measure?
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It measures the demonstrated ability of soldiers, commanders, leaders, battle staffs, and units against the Army standard.
(FM 7-0 Oct 2002 / 6-8 / PDF 98) |
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What does multiechelon training allow?
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It allows simultaneous training and evaluation on any combination of individual and collective tasks at more than one echelon. It is the most efficient and effective way to train and sustain proficiency on mission essential tasks within limited periods of trainng time.
(FM 7-0 Oct 2002 / 4-50 / PDF 76) |
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What is force integration?
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It is the process of incorporating new doctrine, equipment, and force structure into an organization while simultaneously sustaining the highest possible levels of combat readiness.
(FM 7-0 Oct 2002 / Glossary / PDF 114) |
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What is battle focus and what does it do?
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Battle focus is a concept used to derive peacetime training requirements assigned and anticipated missions. Battle focus guides the planning, preparation, execution and assessment of each organization’s training program to ensure its members train as they are going to fight.
(FM 7-0 Oct 2002 / 2-31 / PDF 35) |
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What does realistic training require?
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It requires organizations to train the way they will fight or support within all dimensions of the battlefield/space.
(FM 7-0 Oct 2002 / 5-12 / PDF 90) |
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What does AAR stand for and what does it provide?
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After Action Review. An AAR provides feedback to units by involving participants in the training diagnostic process in order to increase and reinforce learning. The AAR leader guides participants in identifying deficiencies and seeking solutions.
(FM 7-0 Oct 2002 / Glossary / PDF 110) |
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What does the term METL stand for?
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Mission Essential Task List
(FM 7-0 Oct 2002 / Glossary / PDF 115) |
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What are the codes used to rate task proficiency?
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"T" = trained
"P" = needs practice "U" = untrained (FM 7-0 Oct 2002 / 4-4 / PDF 54) |
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What are the five primary inputs to METL development?
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1. Wartime operational plans.
2. Enduring combat capabilities. 3. Operational environment. 4. Directed missions. 5. External guidance. (FM 7-0 Oct 2002 / 3-6 / PDF 41) |
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Who stated, "The best form of welfare for the troops is first class training, for this saves unnecessary casualties"?
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Field Marshal Erwin Rommel
(FM 7-0 Oct 2002 / 6 / PDF 95) |
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What does MILES stand for?
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Multiple Integrated Laser Engagement System
(FM 7-0 Oct 2002 / Glossary / PDF 107) |
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In regards to preparation for training, what do pre-execution checks cover?
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Pre-execution checks are preliminary actions commanders and trainers use to identify responsibility for selecting tasks to be trained, planning the conduct of the training, training the trainers, reconnaissance of the training site, issuing the training execution plan, and conducting rehearsals along other training support tasks.
(FM 7-0 Oct 2002 / 5-3 / PDF 88) |
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List three of the seven things that training plans will do, if they are properly developed.
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1. Maintain a consistent battle focus.
2. Be coordinated with habitually task organized supporting organizations. 3. Focus on the correct time horizon. 4. Be concerned with future proficiency. 5. Incorporate risk management into all training plans. 6. Establish organizational stability. 7. Make the mostefficient use of resources. (FM 7-0 Oct 2002 / 4-11 / PDF 57) |
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What are the four parts that the AAR consists of?
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1. Review what was supposed to happen. (Training Plans)
2. Establish what happened. 3. Determine what was right or wrong with what happened. 4. Determine how the task should be done differently the next time. (FM 7-0 Oct 2002 / 6-13 / PDF 98) |
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Evaluation can be done in what ways.?
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1. Informal
2. Formal 3. Internal 4. External 5. A Combination of the above (FM 7-0 Oct 2002 / 6-5 / PDF 97) |
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What ten objectives have to be accomplished by senior leaders to help ensure effective training?
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1. Develop and communicate a clear vision
2. Train one echelon below and evaluate two echelons below 3. Require subordinates to understand and perform their roles in training 4. Train all elements to be proficient on their mission essential tasks 5. Develop subordinates 6. Involve themselves personally in planning, preparing, executing, and assessing training 7. Demand training standards are achieved 8. Ensure proper task and event discipline 9. Foster a command climate that is conducive to good training 10. Eliminate training distractions (FM 7-0 Oct 2002 / 2-27 / PDF 32) |
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What does well-structured training contain?
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It contains a mixture of initial and sustainment training.
(FM 7-0 Oct 2002 / 5-12 / PDF 90) |
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True or false. Safe training is the predictable result of performing to established tactical and technical standards.
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True
(FM 7-0 Oct 2002 / 5-12 / PDF 90) |
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What is the key requirement for division and brigade commanders in regards to training resources?
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The key requirement is to coordinate short-range training plans with the various resource processes that support training.
(FM 7-0 Oct 2002 / 4-55 / PDF 79) |
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What is ITEP?
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Individual Training Evaluation Program
(FM 7-0 Oct 2002 / Glossary / PDF 106) |
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____________ is the range of proficiency within which a unit is capable of executing its wartime METL tasks.
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Band of Excellence
(FM 7-0 Oct 2002 / 2-23 / PDF 30) |
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Are senior leaders supposed to make on the spot corrections, underwrite honest mistakes, and demand aggressive action to correct training deficiencies?
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Yes
(FM 7-0 Oct 2002 / 6-20 / PDF 100) |
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What are the principal source documents for training and evaluation outlines (T&EOs)?
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MTP
Soldier Manuals Soldier Training Publications DA Pamphlet 350-38 (Standards in Weapons Training) Deployment or Mobilizations Plans Along with various Army, MACOM and Local Regulations. (FM 7-0 Oct 2002 / 3-38 / PDF 50) |
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List four (4) of the many sources of training feedback available to senior leaders.
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(There are many more not listed)
Personal observations of training. Assessment and feedback from higher headquarters. Staff visit reports. Unit status reports Training Briefings. Local ARTEP evaluations and CTC take-home packages. AARs from FTX, gunnery periods, or other major training exercises. CTT results. APFT scores IG general and special inspections. (FM 7-0 Oct 2002 / Fig 6-1 / PDF 97) |
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What are the three core domains that shape the critical learning experiences throughout a soldier's and leader's career?
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The Operational, Institutional and Self-Developmental Domains.
(FM 7-0 Oct 2002 / 1-20 / PDF 13) |
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Describe the Operational Domain.
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It includes home-station training, combat training center rotations, joint training exercies, and deployments that satisfy national objectives.
(FM 7-0 Oct 2002 / 1-20 / PDF 13) |
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Describe the Institutional Domain.
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It focuses on educating and training soldiers and leaders on the key knowledge, skills and attributes required to operate in any environment.
(FM 7-0 Oct 2002 / 1-20 / PDF 13) |
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Describe the Self-developmental Domain.
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They are structured and informal and focus on taking those actions necessary to reduce or eliminate the gap between operational and institutional experiences.
(FM 7-0 Oct 2002 / 1-20 / PDF 13) |
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What is the one purpose of Army Training?
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To produce competent, confident, and adaptive soldiers, leaders and units, trained and ready to fight and win our nation’s battles. Training is the Army’s number one priority. Training is WHAT we do, not SOMETHING we do.
(FM 7-0 Oct 2002 / 1-51 / PDF 22) |
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What is the definition of METL?
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A compilation of collective mission essential tasks an organization must perform successfully to accomplish its wartime mission(s).
(FM 7-0 Oct 2002 / Glossary / PDF 115) |
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Why do commanders use a mix of Live, Virtual and Constructive (L-V-C) training?
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To achieve and sustain unit proficiency on selected METL tasks and supporting unit and staff battle tasks within the band of excellence.
(FM 7-0 Oct 2002 / 4-29 / PDF 67) |
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What is the foundation of the training process?
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The training management cycle.
(FM 7-0 Oct 2002 / 2-44 / PDF 36) |
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What are the ten principles of training?
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1. Commanders are responsible for training
2. NCOs train individuals, crews, and small teams. 3. Train as a combined arms and joint team. 4. Train for combat proficiency  Realistic conditions Performance-oriented 5. Train to standard using appropriate doctrine 6. Train to adapt 7. Train to maintain and sustain 8. Train using multi-echelon techniques 9. Train to sustain proficiency 10. Train and develop leaders. (FM 7-0 Oct 2002 / 2-1 / PDF 23) |
