FORMATION VARIANTS ANALYSIS of FOUR-MAN INFANTRY SECTION FIRE TEAM Delo1808097 J
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Army ROTC Cougar Battalion ALPHA COMPANY
Army ROTC Cougar Battalion ALPHA COMPANY “Educate, Train, and Inspire…” Tactical Standard Operating Procedures (TACSOP) MARCH 2011 Adapted from the 2011 LDAC Warrior Forge TACSOP Infantry Platoon Tactical Standing Operating Procedure This publication is generally comprised of extracts from FM 3-21.8 Infantry Rifle Platoon and Squad, but also references multiple sources. It provides the tactical standing operating procedures for infantry platoons and squads as applied to Warrior Forge, focusing on ROTC cadet use. The procedures included in this TACSOP apply unless leadership makes a decision to deviate from them based on METT-TC. Deviations from this TACSOP must be narrow and apply only to specific situations. CHAPTER 1 – DUTIES AND RESPONSIBILITIES ............................................................................................. 3 CHAPTER 2 – COMMAND AND CONTROL ....................................................................................................... 8 SECTION I – TROOP LEADING PROCEDURES............................................................................................. 8 SECTION II – COMPOSITE RISK MANAGEMENT PROCESS.................................................................. 10 SECTION III – ORDERS ..................................................................................................................................... 13 CHAPTER 3 – OPERATIONS................................................................................................................................. 16 SECTION -
Law Enforcement Designated Marksman
! Course #xxxx Texas Commission on Law Enforcement ( TCOLE ) LAW ENFORCEMENT DESIGNATED MARKSMAN Course Training Outline (3-day, 40 credit hours) Law Enforcement Designated Marksman Course # xxxx Specialized marksmanship training for the Law Enforcement officer interested in extended range target identification and engagements. Developing an officers ability to perform medium to complex tasks involving long range ballistics and increasing his or her knowledge surrounding the responsibilities of a individual or team of marksman. Target Population: Certified Peace Officers desiring basic knowledge and skilled proficiency in the topic area of long range target engagements beyond 500 yards. Prerequisites: Basic marksmanship skills and the ability to employ a sniper rifle or designated marksman rifle, to include the operations of the rifle optic and related equipment. Training Facility: Multimedia student classroom, multiple live fire ranges, specialized skills courses, target tracking and identification training areas. Evaluation Procedures: Instructor-to-student interaction, oral and written participation, weapons qualifications, written evaluations, skills testing. !2 Lesson Plan Cover Sheet Course Title: Law Enforcement Designated Marksman Unit Goal: To provide the Unit Commander with a specialized human asset capable of performing in a myriad of detailed and specialized roles within the scope of modern Law Enforcement operations. Instructors • Scott Cantu, Randy Glass, and adjuncts when necessary. Student Population: • Law Enforcement -
Rules and Regulations
RULES AND REGULATIONS FOR MORE INFORMATION VISIT AMERICANMILSIM.COM/RULESET/ AMS Ruleset 2021 LAST UPDATED: 2/6/2018 GENERAL RULES & SAFETY REQUIREMENTS 1. ALL AMERICAN MILSIM EVENTS ARE BIO BBs ONLY! 2. All players must wear full sealing ANSI Z87.1 rated goggles, glasses or paintball mask. Eye protection must be worn at all times while outside the staging area. NO safety glasses, shooting glasses, or mesh goggles. Full seal goggles/ glasses must form a seal around the lenses that fully contacts the skin and will not let a bb inside the seal. 3. All players must have a red “Dead Rag” minimum 50 square inches of material. If you don’t have one, please ask. One will be provided for you. 4. All weapons must be submitted for inspection to the safety officer. Each player will be asked to fire a minimum of 3 rounds across the chrono. Note that players may be asked to chronograph at any time during the day, including during play. 5. Players will be allowed to use only airsoft specific guns. No “BB Guns” or BB guns converted to use airsoft BB’s or Metal BB’s will be allowed. 6. While in the staging area pistols must be holstered. All other weapons must have the magazine removed and the chamber cleared. 7. On the Active AO eye protection may only be removed after all players have mags out, chamber cleared and game control has given the okay to remove goggles. 8. While in the staging/parking lot area you may dry fire your weapon to ensure it is working properly. -
The Usamu Squad Designated Marksman's Course
THE USAMU SQUAD DESIGNATED MARKSMAN’S COURSE (A STUDENT’S PERSPECTIVE) MAJOR TYSON ANDREW JOHNSON (Author’s Note: Portions of this article * “Settling in” to the weapon, “chipmunk * The difference between a “squared off” originally appeared on AR15.com, a web cheek” etc.; stance for close quarters marksmanship and forum catering to collectors and shooters * Proper follow through; “bladed” shooting positions for long range of military-style AR-15 and M16-type * The magic of a two-stage 4.5 lb trigger; shooting, standing, kneeling, and prone. civilian rifles. Comment posts were edited * The formula for correcting windage ... The key to shooting is marksmanship with the author’s and contributors’ (For example, if you are engaging a 400-meter fundamentals, calculating wind error, and the permission.) target with a 10 mile an hour cross wind, the often repeated rule, “Focus on the front sight wind-induced horizontal/lateral error at the and smooth on the trigger.” recently attended the U.S. Army POI will be 16 inches); I think it’s pretty simple and applies no Marksmanship Unit’s Squad * You don’t need a zero range to zero; matter what you are shooting. You estimate I Designated Marksman’s (SDM) * How to engage in “no man’s land.” the wind speed. You estimate wind direction. Course at Fort Benning, Georgia, and I (The average rifleman engages targets from You estimate range. thought folks who love the black rifle might up to 300 meters, the sniper engages from Wind speed in mph multiplied by range want a “range report” (limited, of course to 600 meters on out, but the squad designated in yards .. -
7.62×51Mm NATO 1 7.62×51Mm NATO
7.62×51mm NATO 1 7.62×51mm NATO 7.62×51mm NATO 7.62×51mm NATO rounds compared to AA (LR6) battery. Type Rifle Place of origin United States Service history In service 1954–present Used by United States, NATO, others. Wars Vietnam War, Falklands Conflict, The Troubles, Gulf War, War in Afghanistan, Iraq War, Libyan civil war, among other conflicts Specifications Parent case .308 Winchester (derived from the .300 Savage) Case type Rimless, Bottleneck Bullet diameter 7.82 mm (0.308 in) Neck diameter 8.77 mm (0.345 in) Shoulder diameter 11.53 mm (0.454 in) Base diameter 11.94 mm (0.470 in) Rim diameter 12.01 mm (0.473 in) Rim thickness 1.27 mm (0.050 in) Case length 51.18 mm (2.015 in) Overall length 69.85 mm (2.750 in) Rifling twist 1:12" Primer type Large Rifle Maximum pressure 415 MPa (60,200 psi) Ballistic performance Bullet weight/type Velocity Energy 9.53 g (147 gr) M80 FMJ 833.0 m/s (2,733 ft/s) 3,304 J (2,437 ft·lbf) 11.34 g (175 gr) M118 Long 786.4 m/s (2,580 ft/s) 3,506 J (2,586 ft·lbf) Range BTHP Test barrel length: 24" [1] [2] Source(s): M80: Slickguns, M118 Long Range: US Armorment 7.62×51mm NATO 2 The 7.62×51mm NATO (official NATO nomenclature 7.62 NATO) is a rifle cartridge developed in the 1950s as a standard for small arms among NATO countries. It should not to be confused with the similarly named Russian 7.62×54mmR cartridge. -
USA M14 Rifle
USA M14 Rifle The M14 rifle, officially the United States Rifle, Caliber 7.62 mm, M14, is an American select-fire battle rifle that fires 7.62×51mm NATO (.308 in) ammunition. It became the standard-issue rifle for the U.S. military in 1959 replacing the M1 Garand rifle in the U.S. Army by 1958 and the U.S. Marine Corps by 1965 until being replaced by the M16 rifle beginning in 1968. The M14 was used by U.S. Army, Navy, and Marine Corps for basic and advanced individual training (AIT) from the mid-1960s to the early 1970s. The M14 was developed from a long line of experimental weapons based upon the M1 Garand rifle. Although the M1 was among the most advanced infantry rifles of the late 1930s, it was not an ideal weapon. Modifications were already beginning to be made to the basic M1 rifle's design during the last months of World War II. Changes included adding fully automatic firing capability and replacing the eight-round en bloc clips with a detachable box magazine holding 20 rounds. Winchester, Remington, and Springfield Armory's own John Garand offered different conversions. Garand's design, the T20, was the most popular, and T20 prototypes served as the basis for a number of Springfield test rifles from 1945 through the early 1950s Production contracts Initial production contracts for the M14 were awarded to the Springfield Armory, Winchester, and Harrington & Richardson. Thompson-Ramo-Wooldridge Inc. (TRW) would later be awarded a production contract for the rifle as well. -
Transforming Naval Wargaming: a Framework for Operational- Level Wargaming
CRM D0010807.A2/Final September 2004 Transforming Naval Wargaming: A Framework for Operational- Level Wargaming CNA: Peter P. Perla, Michael C. Markowitz, Christopher A. Weuve Naval War College: Stephen Downes-Martin, Michael Martin, CDR, USN Paul V. Vebber, CDR, USNR 4825 Mark Center Drive • Alexandria, Virginia 22311-1850 Approved for distribution: September 2004 Dr. Peter P. Perla Director, Interactive Research Production Office of the President This document represents the best opinion of CNA at the time of issue. It does not necessarily represent the opinion of the Department of the Navy. Approved for Public Release; Distribution Unlimited. Specific authority: N00014-00-D-0700. For copies of this document call: CNA Document Control and Distribution Section at 703-824-2123. Copyright 2004 The CNA Corporation Contents Summary: Transforming Naval Wargaming . 1 Wargaming and transformation . 2 A scientific foundation for wargame design? . 4 The way ahead . 5 Transforming naval wargaming: the task before us . 7 Concepts and postulates for operational-level design . 15 Clausewitz: friction and chance . 17 Herman: Entropy-Based Warfare . 19 Van Creveld: command and uncertainty . 23 Vebber: wargaming network effects . 30 The framework connecting war and wargame . 35 From war to wargame . 35 Theoretical view of gaming the operational level of war . 38 Command topology. 39 Information topology. 46 Operational topology . 50 Timing is everything . 53 A different view of time: the Road to Baghdad game . 58 The end of the beginning . 61 A science of wargame design? . 61 Moving onward . 62 Prospective projects . 65 Apply social network analysis to wargaming information operations . 66 Wargame antisubmarine warfare (ASW) for 7th Fleet 67 Develop work-flow models of innovative concepts . -
Firearms Qualification Courses
PROTECTIVE FORCE FIREARMS QUALIFICATION COURSES U.S. DEPARTMENT OF ENERGY Office of Environment, Health, Safety and Security Version 02 APPROVED OCTOBER 2020 AVAILABLE ONLINE AT: INITIATED BY: https://powerpedia.energy.gov/wiki/ Office of Environment, Health, Safety Protective_force_supplement_documents or and Security by email to: [email protected] This page intentionally left blank. Notices This document is intended for the exclusive use of elements of the United States Department of Energy (DOE), to include the National Nuclear Security Administration, their contractors, and other government agencies/individuals authorized to use DOE facilities. DOE disclaims any and all liability for personal injury or property damage due to use of this document in any context by any organization, group, or individual, other than during official government activities. Local DOE line management is responsible for the proper execution of firearms-related programs for DOE entities. Implementation of this document’s provisions constitutes only one segment of a comprehensive firearms safety, training, and qualification program designed to ensure armed DOE protective force (PF) personnel are able to discharge their duties safely, effectively, and professionally. Because firearms-related activities are inherently dangerous, proper use of any equipment, procedures, or techniques etc., identified herein can only reduce, not entirely eliminate, all risk. A complete safety analysis that accounts for all conditions associated with intended applications is required prior to the contents of this document being put into practice. This page intentionally left blank. CERTIFICATION This document contains the currently-approved PF "Firearms Qualification Courses" referred to in DOE Order (O) 473.3A, Chg. 1, Protection Program Operations, in accordance with 10 CFR Part1046, Medical, Physical Readiness, Training, and Access Authorization Standards for Protective Force Personnel. -
Project Manager Soldier Weapons Briefing NDIA
Project Manager Soldier Weapons Briefing For NDIA BG Peter N. Fuller 18 MAY 2010 COL Douglas A. Tamilio Program Executive Officer Soldier Project Manager Soldier Weapons Program Executive Office Soldier As of 1 January 2010 Chief of Staff Command Sergeant Major (PEO) Executive Director PEO for Quality Assurance, G6: CIO Process & Compliance G1: Human Resources DPEO Reserve Affairs Executive Officer (PEO) G3: Operations & Plans G7: Systems Engineering & Executive Assistant (PEO) Integration G4: Logistics G8: Business Executive Assistant (DPEO) Management DPEO G5: Strategic ASA(ALT) Soldier Maneuver Systems Communications PAO Contracts (SMS) Directorate Management (SWAR)/(SPIE, SSL, RFI)/(SW)/(SW) Audits, Engagements and Compliance Congressional Affairs Liaison Officers (TRADOC) / (USAIC) / (FORSCOM)/ (FFID) / (MARCOSYSCOM) Project Manager Project Manager Project Manager Project Manager Soldier Weapons Soldier Warrior Soldier Protection and Individual Soldier Sensors and Lasers Equipment DPM Soldier Protection and DPM Soldier DPM Soldier Weapons DPM Soldier Warrior Individual Equipment Sensors and Lasers PM Individual Weapons PM Air Soldier PM Soldier Clothing & PM Soldier Maneuver Individual Equipment Sensors PM Crew Served Weapons PM Ground Soldier PM Soldier Protective PM Soldier Precision Targeting 2 PM Mounted Soldier Equipment Devices Project Manager Soldier Weapons PM Soldier Weapons PM SW Total PM SW COL D. Tamilio LNOs Military 2 10 – Fort Benning Core 17 35 Deputy PM – Fort Knox Matrix 16 46* R. Audette Contractor 13 40 – SOCOM Total 48 131* Secretary *Includes Part Time Contractors J. Cosh NCO Soldier Weapons MSG Wilcock Director, Operations Director Business Director Systems Director Logistics and Plans Management Engineering M. Friedman S. Dougherty J. Lilly M. Tauber PM Individual Weapons PM Crew Served Weapons LTC C. -
Military Leadership and Organizational Innovation: a Case Study of the Pacific Theater in Ww Ii
DISSERTATION APPROVED BY June 16, 2020 James R. Martin Jr. Date James R. Martin, Jr., Ph.D., Chair Elizabeth Elliot-Meisel, Ph.D., Committee Member Jennifer Moss Breen, Ph.D., Director _______________________________________ Gail M. Jensen, Ph.D., Dean MILITARY LEADERSHIP AND ORGANIZATIONAL INNOVATION: A CASE STUDY OF THE PACIFIC THEATER IN WW II ___________________________________ By Anthony C. Zinni ___________________________________ A DISSERTATION IN PRACTICE Submitted to the faculty of the Graduate School of Creighton University in Partial Fulfillment of the Requirements for the degree of Doctor of Education in Interdisciplinary Leadership _________________________________ Omaha, NE (May 15, 2020) Copyright (2020), Anthony C. Zinni This document is copyrighted material. Under copyright law, no part of this document may be reproduced without the expressed permission of the author. iii Abstract The US military, faced with unprecedented challenges, has sought to transform its services and other commands into more innovative organizations and has struggled in trying to understand the process to accomplish this. Studies that have been conducted to determine how best to make this transformation have not offered a comprehensive methodology or model that has proven useful. The purpose of this study was to explore the relationship between the practices of military leadership teams and organizational innovation in historic and highly successful military commands, specifically in the World War II Pacific theater of operations, to gain insights into how current and future leadership may influence innovation. The research examined historical documents, leader accounts, and scholarly literature on innovation. Through this case study, insights were gained into how current and future leadership may influence the transformation into innovative organizations through their practices. -
Mission Briefings Operation: Operation Briefing Typhon’S Children
MISSION BRIEFINGS OPERATION: OPERATION BRIEFING TYPHON’S CHILDREN At 1530 on 09 JUL, Lt. Marcus Taimber ACT 1: RIVER CROSSING returned to friendly lines after his Horsa Mission Briefing -Abe’s Log: Looks like we’re not going to be using the bridge. Operation Ladbroke was a complete glider failed to reach its objective: the bust, which was a surprise to exactly nobody. They packed two thousand men and a bunch of green pilots into gliders and threw them at a bridge in the middle of the night. Most of them crashed or wound up drowning their Ponte Grande bridge spanning the Anapo crews at sea. Ponte Grande Bridge is now under the control of the 75th Napoli Infantry Regiment, rendering it River in Italy. The Lieutenant claims unusable for our mission. Scuttlebutt is that the Royal Scots Fusiliers are on the way, but we don’t have time to wait that eleven men survived the crash, for them to tidy up the bridge for us. There’s a civilian ferry terminal about twelve miles downriver, so that’ll have to do. If we push hard, we’ll arrive just before dawn. but were subsequently attacked and Mission Goal: Cross the Anapo River using the designated ferry. killed by unknown combatants prior to rescue. When found, Lt. Taimber was in Spawn Pool: possession of an animal carcass, which he Mission Children of Typhon Objectives: claimed was responsible for the deaths of • Corrupted Animals – • Repair the Ferry 10 armed and alert soldiers. 2 per hero • Acquire Specimen Reserve Pool: Samples Division Zero intercepted the report and EXIT Children of Typhon Recon Deck: acquired the carcass for study, noting • Corrupted Human x 1 • Ferry Fuel Discovery several telltale deformities that they Required Hero • Engine Propeller believe indicate the presence of an active Roles: Discovery • 10 Random Events and aggressive supernatural artifact. -
How to Train Your Squad
How To Train Your Squad A Training Guide for Infantry Squad Leaders Lieutenant M.M. Obalde USMC May 1998 Updated 2001 Table of Contents What are My Training Responsibilities? Section 1 What are My Training Responsibilities? 1-1 Who Supports Me? 1-2 Guidelines for Training 1-3 What Tools Support My Training? Section 2 What Training Needs to be Done? 2-1 What are Individual Skills? 2-2 What are Collective Tasks? 2-3 How Do I Use References? 2-4 How Do I Conduct Training? Section 3 How Do I Train Individual Skills? 3-1 How Do I Train Collective Tasks? 3-2 How Do I Conduct Leadership Training? 3-3 How Do I Evaluate My Squad? 3-4 What is Opportunity Training? 3-5 Tips for Training 3-6 This booklet was prepared in accordance with the following publications: MCRP 3-0A Unit Training Management Guide Washington, D.C., HQ USMC, November 1996 MCRP 3-0B How to Conduct Training Washington, D.C., HQ USMC, November 1996 FM 25-101 Battle Focused Training Washington, D.C., Department of the Army, September 1990 Section 1 What are My Training Responsibilities? What are My Training Responsibilities? Train Your Marines. As a Squad Leader, you must train the Marines you lead. Everything you do should prepare your squad for combat. Train Individual Skills. Train your Marines to perform Individual Skills. You are the primary trainer for the Individual Skills of your Marines. Train Collective Tasks. Along with the other commanders in your chain of command, you train your squad to execute Collective Tasks.