Military Review English Edition January-February 2017 | Page 90

requirements where the staff can coordinate all phases of operations and accomplish all assigned tasks .
1ID ’ s Digital Gunnery : Results and Best Practices
Fort Riley ’ s 1ID embraced the opportunity to work with the MCCoE to test and operationalize the digital gunnery tables . The division commander ’ s goal was to complete all ten tables before WFX 16-04 .
The division ’ s knowledge management ( KM ) section took the lead in this effort ; it established a cadre of MCDMGs across the division , synchronized the digital gunnery tables with the division ’ s training schedule , and started conducting the tables in January 2016 .
Before starting the tables , the division set out to train enough MCDMGs to efficiently run and manage the training . Working closely with the school , the division identified the right personnel to attend the course . Effective MCDMGs needed the competence to understand the systems and the confidence to lead their sections as they operated those systems . Additionally , they needed to have stability in the unit and represent all warfighting functions . Finally , the selected personnel had to complete training before the unit conducted table I .
Much time was spent determining the proper number and placement of the division ’ s MCDMGs . It was ultimately decided that each section and warfighting function needed one MCDMG per shift and CP . At division level , this meant training twenty-three personnel . Brigades each needed four , with their battalions having two each . Overall , this created a requirement for eighty-seven qualified MCDMGs in the 1ID . The number may seem high , but this investment is critical for building digital lethality .
In addition to training MCDMGs , the Fort Riley Mission Training Complex helped develop an integration module as part of the basic CPOF course . This module introduced students to publishing information from CPOF and subscribing to data from other MCISs to create a holistic COP . Another week of training is under development that will cover four days of systems integration , the digital gunnery process , and a fifth day teaching the division ’ s KM process . The additional MCDMGs and improved CPOF training continue to raise the division ’ s baseline digital proficiency .
Next , the KM section created digital battle rosters broken down by crew . At the division level , each CP had a day and night crew . This gave the division six digital crews : day and night crews for the division main CP , the division tactical CP , and the support area CP . The crews in the division-level CPs were large because the integration of each information system from all the different warfighting functions was necessary to create a synchronized crew . Much like Bradley Fighting Vehicle commanders must train with a driver and gunner , each accomplishing their respective critical tasks for the system as a whole to work , the digital crew must train on and integrate their AFATDS , TAIS , and other information systems . If one of these systems is missing from the crew , the CP becomes ineffective . At a minimum , each crew must have one MCDMG .
Digital crews were presented at brigade quarterly training briefs to highlight their importance and the need for their increased stabilization . Next , the tables were applied to the training calendar in a way that synchronized them with already planned events . The division was preparing for its WFX and had a series of command-post exercises ( CPXs ) scheduled . Table I consisted of the core systems training completed at the Fort Riley mission training complex . Table II started in January 2016 .
Digital gunnery was creatively integrated into other training events . For example , tables II and III occurred as part of the division ’ s joint operations center , and table IV was carried out during CPX 2 between the joint operations center , the mission training complex , and the division tactical CP . Several make-up and retrain events were also included to ensure maximum participation . Table V , the planning table , occurred during orders production for CPX 3 . Table VI took place during the CPX 3 communications exercise where each CP had to run through battle drills , COP updates , and briefings . MCDMGs evaluated tables VII and VIII in each CP during CPX 3 . The division completed table IX during Warfighter 16-04 ’ s mini-exercise and finished with the mission command validation exercise ( table X ) during the WFX .
The digital tables provided the perfect opportunity to teach 1ID ’ s SOPs , as the MCIS operators learned how to manage battle drills , use tactical chat , send reports , and practice KM . Additionally , the tables went beyond the information systems and allowed for
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MILITARY REVIEW