US Army Combined Arms Center FM 7-0: Train to Win in a Complex World

SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

FM 7-0 Overview
U.S. Army
Combined Arms Center

Release of this information does not imply any commitment or intent on the part of the U.S. government to provide any
additional information on any topic presented herein. This briefing is provided with the understanding that the recipient
government will make similar information available to the U.S. government upon request. Further dissemination only as
directed by CAC/CADD or higher authority. This determination was made on 4 April 2017.

As of 27 MAR 17
 US Army Combined Arms Center
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE
About FM 7-0
Why Re-publish FM 7-0?
• The field indicated the need to return to a
detailed, doctrinal how-to training manual
(Note: ADP and ADRP 7-0 (2012) superseded FM
7-0 (2011))

• 2014 Army IG report indicated that leaders had

lost knowledge of fundamental training
doctrine, concepts and procedures

• Need to connect the doctrine with online

training resources to include ATN, CATS, and
DTMS

• Re-green the current generation of Army

leaders in the fundamentals of training
effectively at home station

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 US Army Combined Arms Center
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE
About FM 7-0
Approach to Development
• No need to re-invent the wheel; basic ideas and
concepts are sound

• FM 25-101 (1990) set the ‘gold standard’ for

training doctrine

• Recapture time tested training concepts like

‘hip-pocket training’, ‘8-step training model’,
etc.

• Bring the training doctrine in-line with the

CSA’s readiness guidance and ‘Objective-T’
efforts

• Published Army-wide Oct 2016

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 US Army Combined Arms Center Contents
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

TRAIN TO WIN IN A COMPLEX WORLD

Chapter 1 Training Overview
Battle Focus
Band of Excellence
Commanders Role in Training
Battle Focus
Commanders’ Dialogues
Chapter 2 Developing the Unit Training Plan
Command Training Guidance
Mission Analysis
Standardized METL
Crawl-Walk-Run
Live-Virtual-Constructive
Chapter 3 Conducting Training Events
Plan-Prepare-Execute-Assess
Training meetings
8-Step Training Model
Objective evaluations
External evaluation (EXEVAL)
Training & Evaluation Outlines (T&EO) 4
 US Army Combined Arms Center Contents
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Appendices (x 9)
A Realistic Training
B Training & Evaluation Outlines
C Company Training Meetings
D After Action Reviews
E Lane Training
F Unit Training Plan
G All Training Briefings
H T-Week Concept
I Organizational Inspection Program
for Training

Appendices support the chapters with deep, how-to details

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 US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 1
Training Overview
• Bottom line: The Army trains to win.
Training is the most important thing
the Army does to prepare for
conflict

• Readiness is paramount; training is

the key to maintaining readiness

• The increasingly complex

operational environment demands
tough, realistic, battle focused
training

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 US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 1
Principles of Training
What’s Different?
 Train as you fight. Added:
 Training is commander driven.  Training is protected
 Training is led by trained officers  Training is resourced
and noncommissioned officers (NCOs).  Train using appropriate doctrine
 Train to standard.
Removed:
 Train using appropriate doctrine.
 Train while operating
 Training is protected.  Train fundamentals first
 Training is resourced.  Train to develop adaptability
 Train to sustain.
 Train to maintain. Why?
 Training is multiechelon and  Keep those principles that are enduring
combined arms.  Remove those that are supportive to
other principles
 Add those that are helpful in re-
greening the force in the doctrine
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US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 1
Training Proficiency Ratings
Old New
• T trained  T fully trained (complete task
• P needs practice proficiency).
• U untrained  T- trained (advanced task
proficiency).
 P practiced (basic task proficiency).
 P- marginally practiced (limited task
proficiency).
 U untrained (can’t perform the task).

Updated to provide a greater degree of

objectivity with corresponding measures 8
US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 1
Band of Excellence
• Concept previously in FM 25-
100 and FM 7-1.

• Commander’s have to be
predictive of the variables* that
affect unit training readiness
over time, in order to mitigate
their effect.

*May include:
• Key leader turnover
• Assigned strength
• Resource availability
• Deployment schedules
• Time management cycles
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US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 1
Battle Focus

• You can’t train it all due to limitations

in time and training resources.

• Commander’s determine the collective

tasks that are most important to train,
given mission requirements, or the
tasks most important to focus training.

• Supported by the collective – and

individual tasks that are supportive of
one another, against published
standards.

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 US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 1
MET/METL
A mission-essential task is a collective task on which an organization trains to be
proficient in its designed capabilities or assigned mission.

A mission-essential task list is a tailored group of mission essential tasks.

• METs are the building blocks that ties what a unit trains
(capabilities/mission), to the assessment of unit training readiness
• Standardized for company and higher units (TOE)
• Units w/o a standardized METL develop a METL
• Standardized METLs available on ATN, CATS and DTMS

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 US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 2
Command Training Guidance (CTG)

• No unit trains in a vacuum. The

higher commander is responsible
for determining and communicating
the training priorities of the
command – and therefore, his
expectations for unit training
readiness.

• Subordinate unit commanders

develop training strategies based on
that guidance.

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US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 1
Publishing Training Guidance

• Allows subordinate units time to

plan their own training – and
secure the resources necessary to
train

• Provides recommended
timelines, by echelon, when to
publish

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 US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 1
Synchronizing Plans With Installation Training Resources

Obtaining the right resources to

train is crucial to ensure availability
when the unit needs them to train

Without the right resources available at the right point in

time, the best possible training will not occur
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 US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 1
Commanders’ Dialogues

Not just a one time occurrence - commanders’ dialogues are

conducted throughout the entire training process - unit commanders
remain in concurrence with the direction and goals of unit training –
and readiness goals.
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US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 2
The Army Operations Process

• Provides the fundamental framework

for unit training

• MDMP and TLP are the processes

used to plan training

• Units familiar with these processes as

the unit trains makes the transition
from training to operations more
seamless for leaders – and the unit

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 US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 2
Unit Training Plan (UTP)
• The results of higher commander
training guidance; mission analysis;
and development of an approved unit
training plan (UTP)
• Format of a 5 paragraph field order
(brigade and below)
• The unit’s training ‘campaign plan’
• Covers the long-range planning
horizon (supporting UTP calendar)
• Verbalizes how the unit will attain and
maintain training proficiency
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 US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 2
Planning Considerations
Includes those things commanders and planners must take into
account to develop a viable, executable unit training plan

Includes:
 Prepare the UTP calendar.
 Apply the command or installation time management
cycle.
 Post the higher unit (multiechelon training events).
 Determine unit training events.
 Identify training objectives for each training event.
 Use a backward planning approach using a crawl-walk-
run methodology.
 Consider the training environment.
• Ensure time is programmed for subordinate units to
train.

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 US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 2
Live, Virtual and Constructive (LVC) Training
• Can’t do every training event ‘live’

• Reality is, there is always some

mix of LVC to every event

• Gaming is a subset of the virtual

environment

• Units leverage these to get to a

higher fidelity of training realism

• Have to know the resources that

are available on the installation to
maximize training effectiveness
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 US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 2
Training Briefings
Two types:
1. The Training Briefing (TB)
2. Quarterly/Yearly Training Briefings (QTB, YTB)

• TB is briefed to the senior commander (typically

battalion to division commander). Focused on the
execution of the UTP. Results in a ‘contract’ between
the two (Bn commanders execute – Senior
commanders support).

• QTB (Regular Army), or YTB (Reserve Component)

Provides the senior commander periodic updates
of UTP progress

• TB and QTB/YTB topics covered in appendix G,

sample slide sets available on ATN

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 US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 2
Time Management Cycles
• Provides a means of prioritizing training time – and resources
• Red-Amber-Green: senior commander sets the priorities for
subordinate units
• Tailorable based on readiness requirements

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US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 3
Conducting Training Events
Plan-Prepare-Execute-Assess every training event

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 US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 3
8-Step Training Model
• An aid for companies and below to manage training
events
• Not a replacement for TLP and detailed training event
planning

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 US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 3
Training Meetings
• Held weekly at battalion and company level to review/assess last week’s
training, review planning for future training, and ensure coordination and
resourcing is accomplished. Brigades conduct monthly.
• Battalion and brigade focus is on ensuring subordinate units are resourced to
conduct training
• Appendix C gives details for company level. Also supported by Appendix H which
covers the T-Week concept.

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 US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 3
Hip-Pocket Training
• There is never enough time to train
• A technique to ‘fill the gaps’ when
there’s downtime between training
tasks/events
• Focused on individual level tasks that
need improvement
• Commander/1SG select the tasks based
on feedback and assessments from
platoon leaders & sergeants
• Progress tracked at the company
training meeting
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 US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 3
Making Evaluations and Assessments More Objective
• Commonly referred to as ‘Objective-
T’, this is the effort to make
evaluating and assessing training
more objective than subjective

• Objective task criteria matrix

imbedded into each collective task
T&EO

• Takes into account additional

variables that affect training and
assessing collective tasks
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 US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Chapter 3
External Evaluations (EXEVAL)
Conducted from outside the unit and provide commanders with a more
objective way to evaluate their unit METs, or selected collective task
proficiencies. All units in the Army undergo an EXEVAL to validate task
proficiency ratings.
 Commander two levels up approves and resources the EXEVAL to achieve a
minimum of T or T- task proficiency rating.
 The higher commander (one or two levels up) trains and certifies external
OC/Ts. The senior OC/T can be from an adjacent unit within the higher
command of the unit evaluated.
 The higher commander trains and evaluates METs and battle tasks (to include
battle drills).
 T&EOs are the objective basis of the evaluation.
 The higher commander two levels up supervises the final AAR.
 The commander (one level up) discusses with the unit commander proficiency
levels for METs and battle tasks

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US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Appendix A
Realistic Training

• This appendix describes some of the

characteristics that make training
events effective and challenging; focus
on the unit meeting training objectives

• Gives leaders examples of what good

training looks like

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 US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Appendix B
Training & Evaluation Outlines (T&EO)
• Approved and published by each
proponent
• Establishes the standard for every
individual and collective task
• Provides the bottom-up feedback
necessary to make objective
assessments of training proficiency
• Available on ATN, CATS, CAR, and DTMS
• If not training using these – you’re not
training to the Army task standard
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US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Appendix C
Company Training Meetings

• Provides the ‘micro’ level of

detail for companies on how to
plan-prepare-execute these.

• Tied to the T-Week concept

activities to manage each
training event

• Includes individual
responsibilities for primary
attendees

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US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Appendix D
After Action Reviews (AAR)

• Practical how-to guide to plan-prepare-execute training AARs

• Step-by-step guide to set-up, resource, execute, and document

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 US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Appendix E
Lane Training

• Describes in detail the concept of lane

training

• Describes how to plan-prepare-

execute situational training exercises
(STX), and lane training exercises (LTX)

• Supersedes TC 25-10, A Leader’s

Guide to Lane Training, 1996

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 US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Appendix F
Unit Training Plan (UTP)

• Provides an example of a UTP format

(5 para field order)

• Describes general content and

attachments

• Communicates CTG for brigade and

below units

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US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Appendix G
All Training Briefings

• Describes content and purpose of both the

Training Briefing (TB) and Quarterly/Yearly
Training Briefings (QTB/YTB)

• Includes sample slide topics for both

• Downloadable slides available on ATN for

unit use

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US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Appendix H
T-Week Concept
• A backward planning technique
used in conjunction with company
training meetings

• Provides a week-by-week synopsis

of recommended actions up
through the week of each training
event execution (T-week) and
beyond (T+1)

• Identifies the detailed planning and

coordination activities needed to
manage training events

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US Army Combined Arms Center
FM 7-0: The Big Ideas
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE

Appendix H
Organization Inspection Program (OIP) for Training
• Provides a useful tool for commanders and evaluators to check unit
compliance with training doctrine

• In a question type format that guides the user through each major training
doctrine process and procedure

• Includes unit use of ATMS (ATN/CATS/DTMS)

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US Army Combined Arms Center
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE ADP and ADRP 7-0

Other Foundational
Training Doctrine

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US Army Combined Arms Center
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE ADP and ADRP 7-0

• In addition to FM 7-0, ADP

(Training), and ADRP 7-0
(Training) is awaiting
approval

• All three manuals (ADP/

ADRP/FM 7-0) compliment
each other, and are
integrated in content

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 US Army Combined Arms Center
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE ADP 7-0
TRAINING
• Will be approved and signed by the
CSA

• An executive overview of what Army

training is

• Focus is on training readiness

• Commander-centric approach to unit

training (like in operations)

• Expect publication Spring 2017

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 US Army Combined Arms Center
SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE ADRP 7-0
TRAINING

• Introduces the Principles of Training

• Provides the fundamental procedures

of how units train

• FM 7-0 expands on the concepts

introduced in ADRP 7-0

• Expect publication Spring 2017

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