Appendix A: TC 7-101 Exercise Design Checklist
- This page is a section of TC 7-101 Exercise Design.
The Exercise Design Checklist (table A-1) is a sequential, summarized list of key exercise design tasks and associated events as described in phases 1 through 4 in chapter 2. These include exercise parameters; task and countertask development; PMESIIPT OE development; orders, plans, and instructions; and typical briefings, conferences, and control documents. The righthand column contains page references in this TC for each step/task and action required. This checklist is not intended to be all-inclusive but rather to provide those critical tasks that must be accomplished within the design process. As noted in chapter 2, depending on the type of exercise and available OE information, certain tasks may occur in different phases.
| Design Phase | Step/Task | Action Required | Additional Notes | Pages |
|---|---|---|---|---|
| Phase 1: Initial Planning | Define exercise parameters. | Developed based on commander’s training assessment and exercise director’s initial guidance, troop list, unit training objectives (METL), requested conditions and resources. Product is defined exercise parameters and prioritized training objectives (METL). | Depending on the type and size of the exercise event, an initial planning conference may be required. This is normally the first meeting between the senior trainer, exercise director, and exercise planner. | 2-2 and 2-3 |
| Determine exercise time-line. | Consider amount of time available, training objectives, training support personnel required, and available transportation and training facilities. | If time is limited, training objectives may have to be modified or eliminated in order to compensate for this shortfall. | 2-3 | |
| Determine whether exercise will be live, virtual, constructive, gaming, or a combination. | Refer to exercise parameters to determine resources to support live, virtual, constructive or gaming training event. | Consider aspects such as troops available, equipment status, and geographical space. | 2-3 and 2-4 | |
| Determine operational theme. | Refer to proposed training objectives, requested conditions and the exercise director’s initial guidance. | Depending on the time allotted and the experience of the training unit, it may be possible to train sequentially under two different themes. | 2-4 | |
| Determine whether using existing or composite OE. | Selection will depend on the type of mission, training resources and availability of OE data. | In almost all cases, training exercises will contain portions of existing, modified, or composite OEs. | 2-4 | |
| Phase 2: Task and Countertask Development | Determine OPFOR countertasks. | Using the prioritized training objectives (METL), exercise parameters, and OPFOR UTL, select those OPFOR countertasks in order to counter and stress the training unit. | Refer to appendix B, OPFOR tactical task list for selection of appropriate tasks keeping in mind resources available and the desired fidelity of the exercise. | 2-5 thru 2-7 |
| Develop OPFOR OB and task organization. | Using the selected OPFOR countertasks and FM 7-100.4, develop OPFOR OB and build the appropriate task organization. | As discussed in chapter 2, this particular step will depend on whether there is an existing OE and associated OB. If so, this step may not be necessary or may occur in later phases. | 2-7 thru 2-9 | |
| Select OPFOR tier levels. | Using the selected OPFOR task-organized unit, select the appropriate WEG tier levels. Product is a fully developed OPFOR unit. | Same as above. Note that most OPFOR units should have a mix of various tier levels in order to provide more realistic training. | 2-9 thru 2-11 | |
| Phase 3: PMESII-PT OE Development | Develop the OE. | Using the PMESII-PT variables, select the appropriate subvariable settings listed in chapter 3 to produce the training conditions that support the training tasks required. | As is the case with developing the OPFOR, this step is also dependent on whether there is an existing OE. If this is an MRX for a real-world mission, the OE normally exists already. Whether using existing OE or composite, the exercise planner should go through all the variables and their subvariables to ensure the entire conditions are set for the training objectives. | 2-12 thru 2-16 |
| Chapter 2 provides an example of one logical flow of the sequence for consideration of PMESII-PT variables. | This sequence is situation dependent, and the example may not work in all cases. Planners are not restricted to this particular selection sequence. | 2-16 thru 2-19 | ||
| Refine supporting METL tasks and associated task organization. | Using the OE-WFF analysis matrix depicted in chapter 2, examine whether or not the proposed supporting METL tasks and task organization are still accurate based on the defined OE. | Regardless of whether or not there is a real OE, planners should review the supporting tasks against the OE and WFF to ensure all tasks and task organization are accurate or need to be modified prior to STARTEX. | 2-19 thru 2-21 | |
| Determine common processes for the desired OE. | Preplanned events that represent everyday activities common to all exercise OEs. | The level of fidelity of key events and the number of variables and subvariables replicated will be determined by factors such as the experience level of the training unit, the type of training exercise, and the number of role-players available. | 2-21 and 2-22 | |
| Determine key events to highlight chosen training objectives. | With the guidance from the senior trainer and exercise director, select key events that are preprogrammed into the existing or developed OE that will result in training value for the unit. | Indicators can build up to a key event, and a key event can result in 2nd-, 3rd, and even 4th-order effects. | 2-22 | |
| Phase 4: Orders, Plans, and Instruction Development | Prepare and conduct final exercise planning conference. | Exercise planner presents an overview of the entire exercise to ensure all details are complete. Senior trainer, EXCON, OPFOR commander, exercise director, and the training unit commander normally attend. | Results of this final planning conference lock in all exercise parameters, which include troop lists, training objectives, and the exercise OE. Includes final review and approval or disapproval of unit requests for equipment and troop list exceptions outside the normal TOE. | 2-23 |
| Prepare and conduct final exercise briefing. | Exercise planner provides the final pre-exercise information briefing to the exercise director and all pertinent staff. Normally conducted 30 days from STARTEX. | The briefing covers all aspects of the exercise. No decisions are expected except for deconfliction on any last-minute issues. Briefing includes disposition of forces, chronology of key events, and C-, M-, and D-Day. | 2-23 and 2-24 | |
| Develop and issue higher unit warning orders, intelligence estimates and documents to the training unit. | Exercise director may direct exercise planner to develop and issue various documents and plans to the player unit. These may include other exercise warning orders, country studies and intelligence summaries. | These documents are issued in order to promote realism in training and provide information to the player unit prior to the exercise. This information allows training units to develop preparatory home station training prior to the actual exercise. | 2-24 | |
| Develop and issue higher unit OPLANs and orders to the training unit. | Exercise planner will develop higher unit OPLANs and orders to initiate the training unit’s mission planning cycle and orders development process. | These documents provide key planning information. Combined with the above documents, they enable the training unit to conduct its internal mission planning and orders production process. | 2-24 | |
| Develop and issue OPFOR orders. | Using the OPFOR counter-tasks, OB, and defined OE, the exercise planner develops and issues OPFOR orders. | These documents provide key planning information. They enable the OPFOR unit to conduct its internal mission planning and rehearsal process. | 2-24 and 2-25 | |
| Develop instructions for role-players. | Using the COE Actors and Role-Players Handbook, the exercise planner develops role-player instructions in order to support exercise realism, common processes, key events, and the selected OE subvariables. Provides specific acting and material guidance to role-players so that they accurately represent the desired training conditions. | Instructions are normally sent out NLT 30 days prior to STARTEX. The document describes the exercise OE and its relationship to role-player requirements, and includes scenario timeline and areas to be occupied (who, what, where, when, and duration) as well as personal and group profiles. | 2-25 thru 2-27 | |
| Develop and issue the road to war to the training unit. | Using all products developed in phases 1 through 4, the exercise planner develops and issues the road to war. | This document is normally the last document produced in the exercise design sequence because it depends on other products in order to be completed. It is a historical document that normally explains the chronology of events that has produced the current situation. It should include the deployment and disposition of the training unit and OPFOR units at STARTEX; identify C-Day, M-Day, and D-Day; and provide reasoning for the execution of training objectives and sub-tasks. | 2-27 |