BOLC Quiz 1

army ethic

the set of enduring moral principles, values, beliefs, and laws that guide the Army profession and create the culture of trust essential to Army professionals in the conduct of missions, performance of duty, and all aspects of life

(ADP 6-22 para 1-44).

shared identity

Trusted Army professionals embrace a shared identity: We defend the Constitution, we are competent professionals, we are committed and accountable to each other, the Army profession, and the American people.

climate

Refers to a short-term experience, Reflects how people think and feel, Depends upon the personalities within a unit, Changes over time as people come and go, Based on shared perceptions and attitudes, Affects trust, cohesion, commitment, and communication flow

culture

Shared attitudes, values, and goals, Practices that characterize the larger institution over time, The Army’s culture is deeply rooted in history and tradition.

climate examples

How members think or feel about the unit, Can change quickly (as people come and go with personnel cycles), Usually a short-term experience, Shared perceptions and attitudes, The environment of the unit, Shaped by organizational and direct leaders

culture examples

How members do things (includes how things were done in the past), Hard to change (may be associated with a particular Branch or Service), Long lasting (may last for generations), Deeply embedded and enduring beliefs, customs, and traditions, The environment of the Army as a profession/whole, Shaped by strategic leaders

levels of leadership

The leader’s relationship to a subordinate, Number of subordinates, Scope of responsibility, Time horizons of missions

direct leadership

First line leaders: Subordinates see the leader all the time, Daily involvement is crucial for successful unit performance,

Focus is primarily on short-range problems and immediate tasks

Span of influence may range from a few to dozens of people: Close enough to direct actions and address problems, Can exert direct influence when observing training or interacting with subordinates

Leader development - Develops subordinates by coaching, counseling, mentoring, and setting the example

Ambiguity/unknowns - Generally experience more certainty and less complexity (more routine responsibilities)

organizational leadership

Exercises leadership through subordinate leaders: Operates within commander’s intent and communicates that intent to subordinates, Provides room for subordinate initiative and decreases the number of decisions they must personally make

Focuses on long-term organizational objectives

Includes responsibility over multiple functions (e.g., leading and synchronizing combined arms operations)

Makes time to verify the organization's progress toward mission accomplishment: Uses both personal observation and visits by designated personnel to assess how well subordinates are doing, Reinforces and/or reassesses the organization's priorities as needed

strategic leadership

Includes military and civilian leaders at the major command through DOD/Joint Staff levels: Guide and integrate multiple organizational level units that perform a wide range of functions, Allocate resources, communicate strategic vision, and prepare their commands for future missions, Shape Army culture by ensuring their directives, policies, programs, and systems are ethical, effective, and efficient

Influences several thousand to hundreds of thousands of people: Exert influence primarily through their senior staffs and subordinates, Must have excellent judgment when selecting and developing subordinates for critical duty positions

Follows a long-term approach to planning, preparing, executing, and assessing

successful organizational climate

Has a clear, widely known purpose and mission, has well trained, confident, respected Soldiers and Army Civilians, Maintains disciplined, cohesive teams, Develops trusted, competent leaders, Fosters the Army Values and Warrior Ethos, Promotes creativity and performance (excellence), Encourages learning – recognizes mistakes as opportunities to learn, Values honest feedback as a part of personal and professional growth

cultivating a learning environment

Use effective assessment and training methods, challenge how the organization operates, discard outdated procedures, Value counsel and expert advice, encourage others to reach their full potential, stimulate innovative and critical thinking, seek new approaches to problems

leader responsibilities

Set clear priorities/expectations and achievable goals, Have the courage to admit when they are wrong, Actively seek input from others (superiors, peers, and subordinates), Have the authority to make decisions that are consistent with the commander’s intent, Lead by example and serve as good role models, Behavior is consistent with the Army Values, Lead from the front and share in hardship, Maintain open communications and build trust, Enforce a fair system of recognition, reward, assistance, correction, and punishment

strategic environment

the global environment in which the US President employs all the elements of national power (diplomatic, informational, military, and economic).

operational environment

a composite of the conditions, circumstances, and influences that affect the employment of capabilities and bear on the decisions of the commander

operational variables

political, military, economic, social, information, infrastructure, physical environment, time

future OE impacts

1. social media and the “Internet of Things,” and all aspects of human engagement where cognition, ideas, and perceptions are almost instantaneously available

2. economic disparities are growing between and within nations and regions, where changing demographics—like aging populations and youth bulges—and populations moving to urban areas and megacities capable of providing all of the benefits of the technological and information-enabled advances

3. competition for natural resources, especially water, becoming more common

4. geopolitical challenges to the post-Cold War U.S.-led global system, in which strategic competitors, regional hegemons, ideologically driven non-state actors, and even super-empowered individuals compete with the U.S. for leadership and influence in an ever-shrinking world.

multidomain warfare

Air, Land, Maritime, Space, and Cyberspace. It also includes the information environment (which includes cyberspace), the electromagnetic spectrum (EMS), and other factors. All domains are contested

importance of socio-cultural understanding (SCU)

essential to inform, discern, or influence human behavior. Reveals: What and why (something matters to a population). Operational Relevance: SCU guides military decision-making and actions by contributing to specific steps in the operations process

socio-cultural understanding

Reflected in the discernment of societal Values, Beliefs, Behaviors, and Norms (VBBN): Enables cooperation and influence, Prevents or reduces potential inadvertent friction between population and US forces, Illuminates 2nd and 3rd Order Effects (U.S. actions), Reveals societal values different from U.S.,

Gives insights into power structures that disclose key actors/brokers; Illuminates economic networks and challenges that contribute to instability; Explains social/societal grievances and tensions between groups

state actors

Nation-states (commonly referred to as countries)

2+3 Threat: Russia, China, North Korea, Iran, Radical Ideologues and Transnational Criminal Organizations

non-state rogue actors

Terrorists, Insurgents, Drug-traffickers, Criminals

non-state actors

Non-state actors may not be openly hostile to U.S. forces, but they can disrupt or negatively affect our ability to accomplish the mission, as we need assets to provide security or monitor their actions. It is true that they are considered non-combatants, but it is possible some of them may actually be armed and hostile due to a specific agenda. Examples of non-state actors are shown in the images below.

humanitarian relief organizations

Humanitarian relief organizations are generally motivated by charity. However,

some organizations and individual participants may have motivations that differ from their public persona. U.S. and coalition forces must understand these motivations to avoid diverting troops and resources from their assigned missions to conduct rescues or provide security, and possibly increasing levels of conflict. U.S. forces must also understand these motivations to reduce depletion of force-protection assets. Generally non-hostile but can get in our way.

media

Be independent or affiliated with a particular news agency, Seek to remain objective and report accurately or have a bias favoring a certain position, Resort to any means to obtain or publish their story, Have sophisticated communication technology the enemy may attempt to steal, Provide a certain situational awareness that might not otherwise be available, Be used as an outlet for propaganda and psychological warfare campaigns, Attempt to dramatically affect international relations and strategic interaction, Have a great effect on public opinion and national will locally and abroad

transnational corporations

Add to the complexity of an OE because they may be invited into a country or region to establish research and manufacturing facilities, build or restore infrastructure, enhance a country's security, and conduct business within the countries

However, their motivations are not always charitable, and they will try to influence regional affairs to promote their own economic gain.

(Coca-Cola, Exxon, At&t)

private security organizations

business enterprises or local ad hoc groups that provide the following contractual services: Security and/or intelligence and investigative services, Protect and preserve a person, facility, or operation, Provide advisors, instruction, and personnel for host-nation military, paramilitary, and police forces, Provide contract advisors and employees as part of a military nation-building program, Prevent, detect, and counter intrusions or theft, Enforce rules and regulations, Neutralize any real or perceived threat in their area of responsibility

can also be an adversary in an OE. For example, a transnational corporation or a large-scale drug or criminal organization can afford to pay more than many small countries. A large drug cartel may contract out for the following PSO services: Administrative, financial, and logistics support, Guard drug production facilities and perform surveillance and patrols, Deliver weapons training to cartel personnel, Information and investigative services, Personnel security investigations and counterintelligence, Provide bodyguards or conduct surveillance for cartel leaders, Deploy advanced technology, such as surveillance, identification devices, and alarms, Conduct offensive actions when required

noncombatant

An individual, in an area of combat operations, who is not armed and is not participating in any activity in support of any of the factions or forces involved in combat

Motivations:

Individual: Altruism (unselfish/humanitarian), Personal dissatisfaction and self-improvement, Job satisfaction, Greed/corruption/embezzlement, Garner political favor or influence.

Group - Non-governmental Organizations (NGOs) and Private Volunteer Organizations (PVOs) motivations include: Eliminate hunger, disease, or poverty; fulfill public or stated mission statements (charity) and hidden agendas (religion and culture); provide natural disaster relief; reflect home country moral convictions or policies

hybrid threat

Diverse and dynamic combinations of two or more regular and/or irregular forces (either conventional or unconventional), or criminal elements that are distinctly different in nature, but unified in purpose or effect.

Two or more distinctly different potential enemies join together to fight the United States.

examples of hybrid threats

1. 1754 – 1763, pitted regular British and French forces against irregular colonists fighting for the British and American Indians fighting for both sides

2. 1814, the Peninsular War ends after a combination of conventional and irregular forces from Portugal, Spain, and Britain prevents Napoleon's control of the Iberian Peninsula.

3. 1861 – 1865, vicious guerrilla warfare consumes Kansas and Missouri Militias with near-equal conventional tactical formations and skills.

4. 1954 to 1976, Viet Cong and People’s Army of Vietnam combine irregular and regular forces in fighting the French and US. The Viet Cong would organize into conventional and unconventional units.

5. 2008, Russian and Ossetian mixed regular and irregular forces invaded Georgia, with significant information warfare and illegal activities aiding the operation

threats integrating high tech

Anti-material, sniper and AP small arms, with thermal sights, UAVs and robotics for ISR, counter- ISR, and strike, More accurate cannon, rocket, artillery, mortar strikes RPG volleys from dispersed positions, using tandems and thermobaric warheads, Adaptive IED attacks, using advanced design, target-specific IEDs and wide array of TTP and discriminating triggers, RPG 29, Thermobaric & Tandem RPGs, Smart sensors, advanced target recognition, thermal camouflage, Air defense ambushes with , CBRNE, pandemics, modern SA weapons

threats improvising devices

Various initiation devices: military and Commercial Grade Explosives, Using various delivery means, Various Concealment and Packaging

electronic warfare/space considerations

US Forces have grown more accustomed to using, and over reliant on, electronic wireless communications including satellite based navigation systems, threat forces will recognize the limitations of these systems when operating in complex and urban terrain and will attempt to force US units to employ traditional communications (C2) and navigation techniques, slowing the pace of BCT operations, Threat forces will employ crude jamming devices built from open source directions currently available and commercial off-the-shelf products that can be purchased in local radio equipment stores or over the internet. They will also employ sophisticated jamming devices found in conventional armies. Civilian, non-encrypted communications and GPS devices commonly used by contractors are even more vulnerable. Threat forces will attempt to synchronize jamming efforts with other info warfare and combat systems to diminish the effectiveness of BCT C2 and fires.

team and squad

team: C&C: SGT/CPL, 4-8 soldiers, consisttst of 4-8 individuals

squad: C&C: SGT/SSG, 8-16 soldiers, 2-3 teams

platoon

C&C: 2LT/1LT (w/PSG/SFC), 30-50 soldiers, 2-3 squads

company

C&C: CPT (w/1SG), 60-200 soldiers, 3-4 platoons

battalion

C&C: LTC (w/CSM), 300-1,000 soldiers, 4-6 companies

brigade combat team

C&C: COL (w/CSM), 1-5000 soldiers, 2-7 battalions

armored brigade combat team

4,228 personnel; sustained combat operations, Rapid movement, Security operations for larger forces

but are limited by Urban areas, Dense jungles and forests, very steep and rugged terrain, Significant water obstacles, Strategic mobility, and high consumption of sustainment

stryker brigade combat team

4, 381 personnel, rapid deployability (less rapid than an Infantry BCT), More firepower than an Infantry BCT

but are Less mobile than an Infantry BCT in heavy tugged/vegetated terrain, Less lethality than an Armored BCT, Limited organic sustainment

infantry brigade combat team

4, 209 personnel, Flexibility to accomplish different missions, Most rapidly and strategically deployable, Effective on different terrain against a variety of enemy forces

but limited combat predominately dismounted, Vulnerable to enemy artillery attack and heavy forces

division

C&C: MG 2 star (w/CSM), 15K+ soldiers, 3BCT+

corps

C&C: LTG 3 star (w/CSM), 30-75K soldiers, 2-5DIV

Army Special Operations Forces (USASOC)

C&C: LTG 3star (W/CSM), capabilities: Special Warfare Surgical Strike, Unconventional Warfare Counter-terrorism, Foreign Internal Defense Counter-Proliferation, Psychological Operations Direct Action, Civil-Military Operations Recovery Operations, USASOC provides two different but mutually supporting forms of special operations

S-1

Personnel, service support, Manning (Unit Personnel Strength), manning organization & administration of the headquarters, coordinate staff responsibilities for Special Staff Officers

(Adjutant General, Surgeon, Chaplain, Staff Judge Advocate)

S-2

Intelligence, Military Intelligence: Collecting, processing, producing, and disseminating intelligence; conducts Intelligence Preparation of the Battlespace (IPB); helps the G/S-3 and Commander figure out the enemy’s decision cycle

Counterintelligence: Identifying and evaluating the enemy’s intelligence capabilities

Security Operations, supervises the command & personnel security programs

Intelligence Training: Prepares the command intelligence training plan and integrates intelligence, counterintelligence, operational security, enemy, and IPB

S-3

Operations, Training: Prepares and supervises the execution of training within the command

Operations & Plans: Prepares, coordinates, authenticates, and distributes the command SOP, OPLAN, OPORD, FRAGOs, and WARNOs to which other staff sections contribute

Force Modernization

S-4

Logistics, Logistical operations & plans, Supply Maintenance, Transportation, Coordinates Mortuary Affairs Activities

G-5

Plans, Principal staff officer for planning operations for the mid- to long-range planning horizons at division echelon and higher

In conjunction with the G-3, the G-5 prepares Annex A (Task Organization), Annex C (Operations), and Annex M (Assessment) to the operation order or operation plan

The G-5 has staff planning and supervisory responsibility for—Overseeing operations beyond the scope of the current order (such as the next operation or the next phase of the current operation), Developing plans, orders, branches, and sequels, Conducting military deception planning, Developing policies and other coordinating or directive products, such as memorandums of agreement

S-6

Signal, Principal staff officer for all matters concerning signal operations, automation management, network management, and information security

Signal Operations: Managing radio frequency allocations, recommending command post locations within the battlespace (based on terrain)

Automation: Manages employment of hardware /software and coordinates LAN configuration

Information Security – Manages Commo Security (COMSEC), automation security, and information security

G-8

Financial management: Principal staff officer singularly responsible for all financial management (resource management and finance operations)

Establishes and implements command finance operations policy, Responsible for those operational financial management tasks supporting the theater

S-9

Civil affairs operations: Principal staff officer responsible for all matters concerning civil affairs, Evaluates civil considerations during mission analysis, Prepares the groundwork for transitioning the area of operations from military to civilian control, Advises the commander on the military’s effect on civilians in the area of operations, Responsible for enhancing the relationship between Army forces and the civil authorities and people in the area of operations

staff organizations

commander: CSM, chaplain, command judge advocate, safety officer

executive officer: EO & liaison officers, staff

the staff

Helps commander understand, visualize, describe, and direct the battle. Establishes and maintains coordination and cooperation both internally & with staff of higher, lower, & adjacent units, Always focuses on helping the commander and subordinate units, Commander may delegate authority to his staff, but not responsibility, Exists at Battalion level and higher

staff designators

For staff groups under the command of a COL or LTC, the ‘S’ designator is used (i.e., BDE & BN): i.e., S-1

For staff groups under the command of a General Officer, the ‘G’ designator is used (i.e., DIV, Corps, & Army): ‒ i.e., G-2

For staff groups working for the Joint Staff, the ‘J’ designator is used (i.e., CENTCOM):‒ i.e., J-3

warfighting function (6)

A group of tasks and systems united by a common purpose that commanders use to accomplish missions and training objectives.

command and control warfighting function

The related tasks and a system that enable commanders to synchronize and converge all elements of combat power.

movement and maneuver warfighting function

the related tasks and systems that move and employ forces to achieve a position of relative advantage over the enemy and other threats.

intelligence warfighting function

the related tasks and systems that facilitate understanding the enemy, terrain, weather, civil considerations, and other significant aspects of the operational environment.

fires warfighting function

the related tasks and systems that create and converge effects in all domains against the adversary or enemy to enable operations across the range of military operations.

sustainment warfighting function

the related tasks and systems that provide support and services to ensure freedom of action, extended operational reach, and prolong endurance.

protection warfighting function

the related tasks and systems that preserve the force so the commander can apply maximum combat power to accomplish the mission.

company trains

As with field and combat trains, company trains consolidate support personnel in a single location to facilitate unit resupply and medical support at the Casualty Collection Point (CCP). Located in the company’s rear area

The commander determines the composition of the company trains that may include the first sergeant, supply sergeant, unit medic, and assorted vehicles.

The FSC commanders may also include FSC field maintenance teams (FMTs) and field feeding teams in the company trains.

Companies, batteries, and troops have limited transportation assets, usually a single 5 -ton truck; they rely upon the FSC for bulk distribution of class III and class V.

combat trains command post (CTCP)

controls and coordinates administrative and logistic support (supplies, services, maintenance, & medical aid forward to the companies) .

BN S-4 Officer provides command and control, BN S-1/MEDO is located in CTCP, the Battalion Aid Station may locate at the CTCP.

field trains command post (FTCP)

a facility containing a personnel administration center, elements of the S-4 (battalion or brigade logistics staff officer) sustainment staff section, elements of company supply sections, and elements of the forward support company.

Provides supply, distribution and maintenance to their maneuver battalions, Commander provides command and control.

FTCP is located in the BSA(bde support area).

forward support company (FSC)

FSC Commander provides command and control over field feeding, water, bulk fuel, general supply, ammunition, and field maintenance.

The FSC is tasked organized to support a maneuver battalion, however it falls under the Brigade Support Battalion

The FSC is located in the vicinity of the Combat Trains Command Post (CTCP)

brigade support battalion (BSB)

Provides Tactical Sustainment for a BCT, Supply and Distribution Company (A Co), Maintenance Company (vehicles, weapons, electronics, etc.) (B Co), Medical Company, Brigade Support (Role 2/C Co), One Forward Support Company per maneuver battalion (D-J Co)

sustainment brigade

Provides logistical support command and control for Division and above: Supply (Food, Water, Fuel, Ammo, construction material, vehicles/weapons, etc.), Maintenance (vehicles, weapons, communication equipment, etc.), Transportation (provides trucks to move supplies & Soldiers)

risk management process

1. identify hazards

2. assess hazards

3. develop controls & make decisions

4. implement controls

5. supervise & evaluate

guiding principles of RM

Integrate RM into all phases of missions and operations, make risk decisions at the appropriate level, accept no unnecessary risk, and apply the process cyclically and continuously

deliberate application of RM

Ample time is available to apply the five-step process as part of detailed planning for an operation.

(Missions, tasks, events, Recreational activities, Emergency response plans)

real-time application of RM

Immediate management of hazards as they occur, usually during execution of an operation or performance of a task.

(Unexpected enemy action, Emergency situations, Accidents)

identify hazards

A hazard is an actual or potential condition, situation, or event that can result in: Injury, illness, or death of personnel; damage, loss, or destruction of equipment and property; degradation of capabilities or mission failure

Hazards are found in ALL environments, missions, and activities. Every Soldier is a Sensor

HOW: Experience, Accident data, SOPs, Change analysis, Logic diagrams, Training assessments, AARs, Mission Variables, METT-TC (I))

METT-TC (I)

1. Mission What hazards are associated with the mission we’re planning to conduct?

2. Enemy What can the enemy do to defeat or degrade our mission?

3. Terrain & Weather What are the unique environmental hazards? (Desert, mountain, jungle, arctic, etc.)

4. Troops & Equipment What hazards and risks are associated with the level of training, staffing, and equipment maintenance and condition?

5. Time Is there enough time to plan and prepare before we have to execute? (2/3 Rule)

6. Civil Considerations Will operations threaten civilian populations or noncombatants?

7. Informational Considerations How will informational considerations affect each METT-TC factor?

assess hazards

1. Probability: the likelihood of an adverse event taking place, For RM, there are five levels of probability: Frequent, Likely, Occasional, Seldom, Unlikely

2. Severity: expressed in terms of the degree to which an incident will impact combat power, mission capability, or readiness. There are four levels: Catastrophic, Critical, Moderate, Negligible

3. Risk Level: Extremely High: Mission failure is likely, High: Mission degraded; partially complete; below standards, Medium: Mission complete, but below standards, Low: Little or no negative impact on mission

develop controls & make decisions

Controls reduce or eliminate hazards, which may result in reduced risk level, In developing controls, consider the reason for the hazard (cause vs. symptom), Effective controls must be suitable, feasible, and acceptable; they’re no good if they can’t be implemented Effective controls specify who, what, where, when, and how

Typical categories: Educational Controls: Training, Battle Drills, Briefings. Physical Controls: Barriers, Signs, Guards. Hazard Elimination Controls: Engineering, Administrative, Personal Protective Equipment (PPE)

feasibility criteria

the unit has the capability to implement control

acceptability criteria

the benefit gained by implementing the control justifies the cost in resources and time. The assessment of acceptability is largely subjective. past experience, the commander’s guidance, or other external restrictions influence the assessment

suitability criteria

the control removes the hazard or mitigates the risk to an acceptable level

support criteria

adequate personnel, equipment, supplies, and facilities necessarry to implement the control are available

explicitness criteria

the control clearly specifices who, what, when, where, why, and how each control will be used

standards criteria

guidance and procedures for implementing the control are clear, practical, and specific

training criteria

knowledge and skills of personnel are adequate to implement control

leadership criteria

army leaders are ready, willing, and able to enforce standards necessary to implement the control

the individual criteria

individual personnel are sufficiently self-disciplined and capable of implementing the control

reassess risk

Apply controls, Reassess hazards, Determine residual risk for each hazard (risk level after controls have been put in place), Residual risk should never be higher than the initial risk, Determine overall mission or activity risk, which based on, The hazard with the highest risk level, or The number and type of hazards, which may make the overall risk higher than the risk of any single hazard

make risk decisions

Make informed risk decisions at the appropriate level of command or leadership, On duty: follow SOP or orders, Off duty: make informed personal risk decisions, What level of risk is acceptable? Weigh potential loss against potential gain

implement controls

Controls must be:integrated into SOP, TTP, orders, briefings, Converted into clear and simple execution orders, Communicated and coordinated among all concerned, Explained through Graphics, Drills & rehearsals, Training, Communications (voice or digits)

supervise & evaluate

must occur throughout all phases of any operation or activity, Consider the following: Tools and Techniques, After-Action Reviews, Lessons Learned, Tracking and Documenting the RM Process

evaluate

Identify any new hazards, Assess controls, Assess accuracy of residual risk. Was the hazard really low risk?, Ensure compliance with the guiding principles of RM, Did we fully integrate RM into the mission or activity? Were risk decisions made at the right level? Were unnecessary risks accepted? Did we apply RM cyclically and continuously?

individual responsbility

Maintain situational awareness of all risk, Identify and report hazards, During mission execution, you become the primary source of dentifying hazards, Follow risk guidance from leaders and commanders, Be self-disciplined in conduct on and off-duty, Know and use RM tools available through your leaders, ATP 5-19, and the USACRC website, Use RM as a life skill in all activities, on and off- duty

large-scale combat operations

are extensive joint combat operations in terms of scope and size of forces committed, conducted as a campaign aimed at achieving operational and strategic objectives

deploying principles

Precision applies to every activity and piece of data. Its effect is far-reaching, and the payoff is speed. 

Synchronization. Synchronization normally requires explicit coordination among the deploying units and staffs, supporting units and staffs, a variety of civilian agencies, and other Services. 

Knowledge. One of the more critical pieces in deployment planning is the knowledge upon which decisions are made. There is a short period of time during which the deploying commander must make crucial decisions on employment. These decisions set the tone for the remainder of the deployment. Many decisions are very hard to change and have significant adverse impacts if changed; others are irrevocable.

Speed is the proper focus on the velocity of the entire force projection process, from planning to force closure. Critical elements of speed associated with force projection include agile (state-of-the-art) ports, submission of accurate information, safe and efficient loading, trained unit movement personnel at all levels, timely arrival of throughput enablers, maintaining unit integrity, delivering capability rather than entire units, and force tracking information.

deployment phase 1: planning

deployment planning using the Military Decision Making Process (MDMP)

Pre-deployment planning includes: analyze the mission, structure forces, refine deployment data, prepare the force, schedule movement 

Successful deployment planning requires:knowledge of the unit’s deployment responsibilities, understanding of the total deployment process

The heart of deployment planning is an accurate Unit Deployment List (UDL) IOT meet directed unit time-phased force and deployment data (TPFDD).

force projection

armys ability to project the military instrument of national power, specificaly land power capabilities from the US or another theater, in response to requirments for military operations or force projection encompasses the process of mobilization, deployment, employment, sustainment, and redployment

army mobilization plan

Directs RC units to mobilize, assemble, and prepare to deploy, Provides directives to the Army Reserve and Army National Guard, Specifies HQDA, Deputy  of Staff, G-4 logistical and distribution policy requirements, Outlines executing responsibilities of Army Materiel Command (AMC).

Mobilization Force Generation Installation (MFGI)

a Mobilization Force Generation Installation are Army installations, Joint bases, or federally active state-operated installations designated to provide mobilization support for both current and contingency operations. MFGIs provide pre and post mobilization readiness support, deployment preparation in support of Combatant Command requirement (can mobilizing forces within 14 days)

Power Projected Platforms (PPP)

Army installation, joint bases, capable of deploying one or more Army brigades or larger formations IAW Combatant Command requirements. *Note: Installations designated as (can deploy a Brigade sized force or larger within 10 days)

Ready-To-Load Date (RLD)

Date when unit must be prepared to depart origin (installation for AC; Mobilization Station (MFGI) for RC)

Available-to-load date (ALD)

When the unit must be ready to load an aircraft or ship at the Port of Embarkation (POE)