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WOBC Phase II EXAM | Questions And Answers Latest {} A+ Graded | 100% Verified
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WOBC Phase II EXAM | Questions And Answers Latest {2024- 2025} A+ Graded | 100%Verified
6 troop leading steps - Bamcis
begin planning - The receipt of a mission triggers the BAMCIS cycle. To make effective use of available
time, the leader issues a Warning Order (an abbreviated set of instructions to inform of an impending
action) to his subordinates; this allows his subordinates to execute the Warning Order while the leader
conducts a detailed analysis, which we call the Tactical Thought Process (described in detail later in this
hand out). Here, unit leaders will develop questions and therefore will have to make assumptions about
the enemy to continue planning. The level of risk the leader will have to assume is directly related to the
depth of analysis they perform during the Tactical Thought Process. At the end of this step, you will
emerge with an initial plan that you expect to execute, pending the answers to your questions, and the
validation of the assumptions you made about the enemy. To begin answering these questions you will
move to Arrange for Reconnaissance.
arrange for reconnaissance - Based on the detailed analysis (Tactical Thought Process) performed during
Begin the Planning, the leader must ask, "What information am I lacking in order to achieve success?" To
get this information to further mitigate risk assumed during the Tactical Thought Process, the leader
must arrange for a reconnaissance of the enemy and terrain. First, the commander must determine the
most effective means of available reconnaissance. Frequently, this is a physical reconnaissance in which
the commander visits the ground on which he will fight. Second, the commander must determine his
priority of reconnaissance, or what order he will try to fulfill the information gaps. The first priority must
be the gaps regarding the enemy; focusing on confirming or denying any assumptions made about his
location, orientation, or current tactical activity. The second priority is to identify elements of the
friendly SOM such as the route, assault position, or defensive positions. Finally, the leader must
determine which subordinate leaders will accompany them during the collection of information. The
personnel will vary according to the tactical situation, but the leader should take only as many
subordinate leaders as necessary, while others remain behind to supervise mission preparation
Make Reconnaissance - The commander now acts to answer his questions and validate any assumptions
based on his priorities of reconnaissance and the time available. Every effort must be made to conduct a
physical reconnaissance of the enemy. This means "eyes on the enemy" must be the focus. In addition
to a physical recon, the commander should also look to use other assets (imagery, air reconnaissance,
etc) available to help fill information gaps. The reconnaissance is only successful if it answers those
questions needed to successfully accomplish the mission.
complete the plan - The unit leader must now take the information gained during the reconnaissance
and validate his initial plan made during Begin the Planning. This is done by conducting the Tactical
,Thought Process again, now armed with the answers to our questions. This analysis must be conducted
again to ensure necessary changes are ultimately reflected in our plan to our subordinates. A common
problem occurs when leaders receive updated information that conflicts with their previous analysis or
established plan, but fail to update their METT-TC or amend their scheme of maneuver. Do not fall in
love with your plan. At the conclusion of your second conduct of the Tactical Thought Process, you will
write an order (Five Paragraph Order) to communicate to your subordinates.
issue the order - Here, leaders verbally communicate their analysis and scheme of maneuver using
proper order-issuing techniques. Without coherent communication, the leader's decisions will never
successfully be turned into action.
supervise - The leader ensures compliance with the details of his plan until the mission is accomplished.
This includes the timeline the commander set forth (non-negotiable), the mission rehearsals defined (as
combat realistic as possible), the inspections (PCCs and PCIs) of personnel prior to execution, and the
complete execution of the mission. Delegation to subordinate unit leaders is utilized, however check, do
not assume, that your plan is being executed by subordinates to your standards.
begin planning - execute thought process meet-tc>emlcoa>explotation/ks/kw>som>fsp>Tasks
mett-tc - Mission Analysis
Enemy Analysis
Troops and Fire Support Available
Terrain Analysis
Time Analysis
Civilian Considerations
mission - task and implied tasks/ purpose
enemy analysis - drawd and salute
troops and fire support available - Fourth, he must understand the combat power he brings to the fight
within his own unit, and how adjacent and supporting units will support or impede mission success
,terrain analysis - Third, he looks at the effects of Observation, Cover and Concealment, Obstacles, Key
terrain, Avenues of approach, and Weather (OCOKA-W)
time analysis - the leader must identify the time available for each phase of the mission, time constraints
and restraints from higher, time/space considerations for enemy and friendly movement, logistics
required, as well as gaps (Time/Space/Logistics Analysis).
civilian considerations - skip at this time
emlcoa - Based on your understanding of the situation through the detailed analysis (METT-TC), turn the
map around and ask
yourself, "What would I do if I were the enemy?" What is his mission? What are the effects of your
analysis (terrain, weather, time, etc) on the enemy? The sum of this analysis is your prediction of the
Enemy's Most Likely Course Of Action (EMLCOA) or enemy SOM. The detail required for an EMLCOA is
based on the tactical situation. However, there are three things that must be considered when
developing the EMLCOA. First, what do I deduce is the enemy's mission? Second, what is the enemy's
current tactical activity, which includes patrolling, location and orientation of crew-served weapons,
composition and orientation of his engagement area, LP/Ops, etc. Lastly, what are the enemy's actions
on contact; how he will react when we impose our combat power on him.
exploitation - he enemy's key strength is that element or capability which allows the enemy to execute
his mission or scheme of maneuver successfully. The enemy typically has many strengths, so at the
platoon level we must focus our planning on one. The key strength is critical to the enemy successfully
executing his EMLCOA.
Next, consideration must be given to a key enemy weakness or vulnerability which can be exploited.
Ideally, a key weakness is one against which combat power can be applied to avoid the enemy's key
strength or even render it ineffectual. Again, the enemy likely has many identifiable weaknesses, so we
must focus our intent on the one key weakness that will render the key strength ineffective.
The key strength and weakness analysis is critical to the development of a plan that directly counters the
EMLCOA. If the weakness is not targetable at the leader's level, or the strength is not directly tied to the
EMLCOA, his plan will not successfully counter the enemy.
The commander must now decide what method he plans to use to directly target the enemy's key
weakness. The Exploitation Plan (EXP) may be a Form of Maneuver or a method of tactics, techniques,
and procedures (TTPs) employment. For instance, if the Enemy's weakness is his fixed unprotected flank,
then a likely exploitation plan may be to conduct a flanking attack. If his weakness is his inability to
integrate fires within his engagement area, then a likely exploitation plan may be the employment of
combined arms. Whatever the method of targeting, it will drive the rest of the commander's planning
, process, as every element of his SOM will be combined and coordinated in order to achieve the
exploitation plan.
sscheme of maneuver development - Keeping in mind the nine Principles of War and the six Tactical
Tenets, the commander now develops a plan for their combat power to achieving the Exploitation Plan.
This is known as the Scheme Of Maneuver (SOM). In this way, the Exploitation Plan is used to achieve
unity of effort when developing the SOM. For instance, a commander may decide the Exploitation Plan
is to conduct a flanking attack while maintaining surprise with the direction of assault. The detailed
execution might be to offset the support-by-fire position 90 degrees from the direction of assault,
making the enemy think they are being attacked from a completely different direction. The
commander's SOM must focus on integrating all subordinate (organic and attached) elements within
their respective capabilities to achieve the Exploitation Plan.
fire support plan - Based on the leader's analysis of his supporting assets in the METT-TC, he must now
identify how to integrate those assets into his plan. The Fire Support Plan (FSP) must be developed
following SOM development because the fire support assets must be integrated to directly support the
SOM.
task development - The leader must succinctly and effectively communicate the task that his
subordinate elements MUST accomplish to allow the mission to be a success. They are developed to
execute the SOM. The commander must utilize standard language to ensure that the correct action is
taken. This standardized language is known as a Tactical Task.
3 types of orders - operations
warning
fragmentary
situation - A)1) composition, disposition, and strength (salute) of enemy.
2) enemy capabilities and limitations (drawd).
3)emlcoa-
1. Enemy'smission.
2. Adetaileddescriptionofwhattheenemy
is doing now.
3. A detailed description of what the enemy
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