The US military shot an incoming missile out of the sky in a successful intercept test Aug. 30.
The Arleigh Burke-class guided-missile destroyer USS John Paul Jones launched an SM-6 interceptor to bring down a medium-range ballistic missile off the coast of Hawaii, according to the Missile Defense Agency.
The missile was launched from the Pacific Missile Range Facility on Kauai, Hawaii. Using the on-board AN/SPY-1 radar, the destroyer detected and tracked the missile.
“We are working closely with the fleet to develop this important new capability, and this was a key milestone in giving our Aegis BMD ships an enhanced capability to defeat ballistic missiles in their terminal phase,” MDA Director Lt. Gen. Sam Greaves said in a statement. “We will continue developing ballistic missile defense technologies to stay ahead of the threat as it evolves.”
The Aug. 30 test marked the second time an SM-6 interceptor has been used to intercept an MRBM. The military has conducted three tests in total, but during a test in June, the interceptor failed as a result of human error. A sailor on the USS John Paul Jones triggered a self-destruct sequence by mistake.
The US military’s latest intercept test comes just two days after North Korea launched an intermediate-range ballistic missile over Japan in an unusually-provocative missile test. The North warned that it will continue firing missiles into the Pacific Ocean, adding that the recent test was a “prelude” to possible strikes on or around Guam.
The US has lost a few Aegis destroyers in recent months, hindering missile defense in a volatile region. Both the USS Fitzgerald and USS John McCain were damaged severely after collisions with merchant vessels in June and August. The two accidents killed seventeen American sailors. The US military still has numerous missile defense assets — from Patriot interceptors to Terminal High Altitude Area Defense systems — in the area though.
The last of the Marine Corps‘ remaining EA-6B Prowlers have wrapped up their final mission in the Middle East, where they supported troops taking on the Islamic State group. Now, the electronic-warfare aircraft will soon be headed to the boneyard.
More than 250 members of Marine Tactical Electronic Warfare Squadron 2 are returning to North Carolina after spending seven months operating out of Al Udeid Air Base in Qatar. The squadron — the last to fly the service’s decades-old electronic-warfare aircraft — is only about four months away from being deactivated.
But that didn’t slow the Death Jesters downrange, where they were tapped with supporting two campaigns simultaneously: Operation Inherent Resolve in Iraq and Syria, and Operation Freedom’s Sentinel in Afghanistan.
“The mission of the Prowler is and always has been to deny, degrade and disrupt the enemy’s use of the electromagnetic spectrum,” said Capt. Robert Ryland, an electronic-countermeasures officer with VMAQ-2. Being based in Qatar, he added, allowed them to respond to missions for both operations.
Ryland declined to specify how many flight hours the crews flew throughout the deployment, due to operational security concerns. But the operational tempo remained high throughout the deployment, he said.
A U.S. Marine Corps EA-6B Prowler.
(U.S. Air Force photo by Staff Sgt. Michael B. Keller)
“The presence of electronic warfare is extremely important to the supported unit,” he said. “Though this is the final EA-6B deployment, the need for electronic warfare will remain high worldwide in the future.”
The Marines were called on to support not only U.S. ground troops, but coalition forces as well. From planning missions to executing them, the squadron worked with troops from several countries.
“There were a lot of people on this deployment who’ve dedicated their entire lives to this aircraft, its community and most importantly, the electronic-warfare mission,” Ryland said.
The end of an era
The Prowler has been a part of the Marine Corps’ aviation arsenal since the Vietnam era. The aircraft has been vital on the battlefield, since, including during the wars in Iraq and Afghanistan and now in the fight against ISIS terrorists.
Seeing the Prowler used all the way up until its sundown says a lot about its capabilities, said 1st Lt. Sam Stephenson, a spokesman for 2nd Marine Aircraft Wing. Despite the aircraft’s age, Ryland said the Marines with VMAQ-2 were able to maintain high readiness throughout this final deployment.
“There’s sometimes a bit of a misconception that old equals having a hard time getting jets airborne, but that’s actually not the case with the Prowler,” he said.
Ryland credits their skilled maintainers, who’ve worked on Prowlers for a long time. Some joined VMAQ-2 when other Prowler squadrons deactivated.
Now as VMAQ-2 prepares to deactivate, too, the Marines with this squadron are on the lookout for new opportunities. Some will transition to other Marine Corps aircraft, join a different branch, or leave the military when their service time is up, Ryland said.
“Everybody has their own personal plan for what they’ll do next,” Ryland said.
Lt. Col. Greg Sand, EA-6B requirements officer with Marine Corps headquarters, told Military.com in 2017 that the Prowler’s sunset wouldn’t force anyone out of the Marine Corps.
Three EA-6B Prowlers.
(U.S. Marine Corps photo by Cpl. N.W. Huertas)
If Marines weren’t selected to transfer to work on another aircraft, he said they could always serve in B-billets or support their headquarters. And some with EA-6B aircrews were also transitioning to work with drone squadrons, he said.
Despite the end of the Prowlers’ era, the need for electronic-warfare capabilities on the battlefield isn’t going away. Throughout the aircraft’s sundown process, Stephenson said the Marine Corps has been building up a suite of new electronic-warfare capabilities across the Marine air-ground task force.
According to Marine Corps planning documents, that includes pods or sensors that can be affixed to other aircraft and new signals intelligence and cyber capabilities.
“This will be the new way the Marine Corps plans to transition from utilizing the Prowlers to a more distributed strategy where every platform contributes and functions as a sensor, shooter and sharer and [includes] an EW node,” Stephenson said.
Marine units heading to sea or combat are already carrying some of those capabilities, Sand said. They offer commanders a great deal of flexibility, since they can be added to fixed- and rotary-wing aircraft.
“A MAGTF commander can just walk out onto a flightline now, see the asset, and he or she owns that asset and can task that asset,” Sand said.
And Marine ground troops will still be able to call on joint forces when they need airborne electronic attack capabilities, he added.
“The Prowler in practical terms has been replaced in additional capacities by the Navy [EA-18G] Growler,” Sand said. “That’s a Super Hornet … with a pretty fierce EW capability. The Growler really is the follow-on to the Prowler.”
For now, VMAQ-2 still has a few months of work left before the Prowlers’ final flights. When the squadron does get ready to say goodbye to its beloved aircraft in March 2019, Ryland says they’ll hold a sundown ceremony at Marine Corps Air Station Cherry Point, North Carolina. Any Marine who worked with the Prowler, whether a year or decades ago, is invited to attend.
“The Prowler has been a really incredible workhorse for the Marine Corps, the United States and allied forces for many, many decades,” Ryland said. “I know the people who fly and fix these aircraft have a lot of respect for them and certainly for those who came before us.
“There is a tremendous amount of hard work and training that goes into performing the Prowler mission,” he added. “It’s a great honor, every time I get to fly in one.”
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
The infamous Romanian hacker known as “Guccifer” has been sentenced to 52 months in prison for a string of high-profile hacks he carried out against people including former Secretary of State Colin Powell to family and friends of former President George W. Bush.
He also exposed Democratic presidential candidate Hillary Clinton’s use of a private email server while she was secretary of state, after he gained access to the email account of Sidney Blumenthal, a Clinton confidant.
The hacker, whose real name is Marcel Lehel Lazar, gained unauthorized access to personal email and social media accounts of roughly 100 Americans over a two-year period, according to the Department of Justice.
Many of those hacks led to the release of financial information, embarrassing correspondence, or personal photographs. For example, an email break-in of a Bush family member led to the release of artwork created by the president, and leaked emails between Secretary of State Colin Powell and a European Parliament member led Powell to deny an affair.
Lazar was extradited from Romania after being arrested in January 2014. He pleaded guilty to charges of accessing a protected computer without authorization and aggravated identity theft.
As The New York Times has noted, Lazar was not a computer expert. He operated on a cheap laptop and a cellphone, and used tools readily available on the web. Many of his “hacks” were the result of social engineering skill and months of guessing security questions until he got in.
“He was not really a hacker but just a smart guy who was very patient and persistent,” Viorel Badea, the Romanian prosecutor who directed the case against him, told The Times.
He claimed in May that he accessed Clinton’s private email server twice — a charge the Clinton campaign has denied and that has not been verified by the FBI, which investigated the use of the server — but found the contents “not interesting” at the time.
Almost every military career ends with the service member making a decision: find a job or start a business. For those in the National Guard or reserves, this choice parallels time in uniform.
Veterans who choose the path of entrepreneurship have an added resource to lean on. Jason Van Camp founded Warrior Rising — a nonprofit organization dedicated to helping veterans and their immediate family members start their own businesses.
“When you were getting out of the military you had a question, and that question was ‘now what? What am I going to do with myself?'” Van Camp said. “You probably thought to yourself ‘you know I could just sit back and collect my retirement or I could get a job or I could start a business.”
Starting a business after leaving the military is a journey Van Camp knows well. The former green beret left the Army after a seizure disorder forced him to medically retire. He founded Mission 6 Zero, a leadership development firm with high-profile clients including the NFL and Major League Baseball.
Warrior Rising was launched to help other veterans make the transition to business ownership. The resources provided by the organization are free to veterans and their immediate family members. It is funded by donations with 82.4% of every dollar going to veterans. The rest, Van Camp said, goes to overhead. He added that initially, 100% of donations went to veterans, but the company grew too large and he had to hire paid staff to keep up with demand.
In the five years since its founding, Warrior Rising has grown exponentially. In 2015 the company helped six veterans establish businesses. Last year the number was 1,016. This year, Van Camp said, Warrior Rising on pace to help 1,500 veterans start new businesses with about 40 signing up every two weeks.
Despite frequently saying during an online interview that “business is hard,” Van Camp said Warrior Rising already has some success stories.
Firebrand Flag Company, for example, recently sold out on a limited run of fireproof American flags.
“They’re ramping up business right now and I have no doubt this is going to be a multi-million-dollar company,” Van Camp said.
People interested in using Warrior Rising’s free services should first go to the organization’s website to sign up. Van Camp said an intake specialist will call the applicant within 48 hours.
“So, you have an intimate one-on-one conversation with someone about your business idea, what you’re trying to accomplish, why you’re trying to do it. Is it a good idea? Do you have the money for this? Does your spouse support you?” Van Camp said. “Questions about the actual journey you’re about to embark on.”
From there, applicants are sent to Warrior Rising’s education platform, Warrior Academy – online training that translates a military operations order into a business model. Van Camp said the training is designed to be difficult to prepare would-be entrepreneurs for the realities of owning a business.
“You can’t start out with 0,000 salary. That’s not how it works in business,” he said. “You’re going to have to grind and go without pay and suffer for a while before you start seeing revenue — before you start seeing everything start to pay off and you see a return on investment.”
After the training is complete, applicants are paired with mentors who are successful in the industry the veteran hopes to succeed in. Van Camp said the mentors are usually, but not always veterans.
Eventually, after the veteran has met all of the requirements, they can ask Warrior Rising for financial assistance and the organization will assist them in finding investors, loans or grants.
But that’s not the end of a veteran entrepreneur’s journey with Warrior Rising.
“What I realized is it wasn’t just about starting a business and finding your purpose through business ownership, it was also about creating a community and joining a community and joining a tribe of people that can support you and you can feel comfortable with like you’re part of the family with,” Van Camp said. “We have platoons all over the country.”
In the past, the organization hosted numerous in-person events, but the ongoing coronavirus pandemic has forced Warrior Rising to turn to online venues for events.
Van Camp described coronavirus as a game changer in many ways for those hoping to start businesses. First, he said, more people are applying for Warrior Rising’s assistance.
“It’s been even more prevalent because of COVID,” he said. “Because people are at home looking for that next step because they ask the question ‘now what’ and they come to Warrior Rising for help.”
He said the pandemic will continue to affect the business world for the foreseeable future. He said trucking and logistics, online services and recreational vehicle sales businesses are doing well. His outlook is equally optimistic for credit card processing companies, home security and solar sales.
The outlook is less rosy for commercial real estate.
“Clients of mine that have office space, they’re realizing right now that they don’t need office space. They can work from home,” Van Camp said. “They’re putting as much product out the door as they did before. Private equity firms, venture capitalist firms, the companies that basically control their finances are going to say ‘listen, anything that doesn’t affect the bottom line, get rid of’. They’re going say ‘we don’t need office space. We don’t need to pay rent.’ Coronavirus is going to change the game.”
Van Camp said it’s hard to predict what kind of businesses will be successful. The deciding factor usually has more to do with the would-be entrepreneur than the business itself. Even those with ideas others think are bad might succeed if they’re tenacious and adaptable, he added.
“We try to make it difficult for them and if they continue to try to move forward and if they say ‘I don’t care what you think. I don’t care if you laugh at me, I’m doing this no matter what’, those are the guys that succeed,” Van Camp said. “We try to make sure they understand all the risks. We try to help them understand there’s no guarantees and they’re probably going to fail. We give them all the stats. For some people it scares them off. That’s a good thing because they would have been scared off during their business endeavor anyway. I’ve seen some things that I thought ‘well that’s a dumb idea.’ Because they didn’t quit, they proved me wrong.”
While the Defense Department has no official policy that explicitly states service members or U.S. federal employees may not buy stock in companies that manufacture or sell marijuana, commanders have the discretion to warn their troops against the move because it could jeopardize security clearances.
Commanders do have the authorities to develop local policies as long as they do not contradict with overall DoD guidelines, according to a defense official who spoke with Military.com on background. If an organization or command issues guidelines stating the organization’s legal position on the matter, it does not mean it is official DoD policy, the official said.
The clarification comes after multiple emails surfaced from local leaders telling service members to be careful about what they invest in — especially if they hold a clearance.
“While, currently, no official DoD guidance specific to financial involvement in marijuana exists, the Pentagon continues to research the topic,” Army Lt. Col. Audricia Harris, a Pentagon spokeswoman, said March 7, 2019. “Any changes will be addressed through normal policy update procedures.”
(Flickr photo by Miranda Nelson)
DoD uses 13 criteria to evaluate security clearance request, flagging service members who may be at risk for illicit or illegal activities. These evaluation criteria range from allegiance to the U.S. to sexual preferences and financial circumstances and debt.
“Recently, several news outlets have incorrectly cited a change in Department of Defense Consolidated Adjudications Facility (CAF) policy regarding investment in companies that sell or manufacture marijuana or related products,” Harris said in a statement. “The DoD CAF does not issue policy. Instead, the DoD CAF adheres to applicable policies when making adjudicative determinations.”
“These determinations apply the ‘whole person concept’ and take into account all available information, favorable and unfavorable, to render an appropriate determination on a person’s reliability and trustworthiness to hold a clearance,” Harris added.
While the clearance determination process is subjective, the evaluation categories illustrate how much risk people are willing to take, which could imperil their jobs, the official said.
The current guidance stems from a 2014 memo signed by then-Direction of National Intelligence James Clapper.
The memo states that any government employee who disregards federal law about “the use, sale, or manufacture of marijuana” remains under scrutiny, and could be denied for a security clearance.
While the use “or involvement with marijuana” calls into question “an individual’s judgment,” the memo, signed Oct. 25, 2014, does not explicitly mention investing in companies that legally distribute marijuana.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
Donald Trump played Kim Jong Un a Hollywood-style video hyping the prospect of peace, which cast Kim as its leading man.
The video, which Trump made public later that day at a press conference, made a dramatic pitch for the benefits of peace between the two nations. You can watch the English version above.
The film, credited to “Destiny Pictures” drew on the “in a world” and “one man, one choice” framing of Hollywood action movies.
It labored the comparison further by including credits for Trump and Kim like Hollywood stars. The dramatic voiceover framed Kim as a potential “hero of his people” with the chance to achieve “prosperity like he has never seen.”
It includes a sweeping orchestral score, epic shots of earth from outer space, and horses galloping along the beach, interspersed with imagery of Kim and Trump.
According to President Trump, Kim “loved” the video, which he played in Korean to the North Korean leader and eight aides on an iPad at their private bilateral meeting.
Here is a transcript of the pivotal part of the video, which offers Kim the chance to “remake history.”
“A new world can begin today. One of friendship, respect and goodwill. Be part of that world, where the doors of opportunity are ready to be open: investment form around the world, where you can have medical breakthroughs, an abundance of resources innovative technology and new discoveries.
“What if? Can history be changed? Will the world embrace this change? And when could this moment in history begin?
“It comes down to a choice. On this day, in this time, in this moment the world will be watching, listening, anticipating, hoping.
“Will this leader choose to advance his country, and be part of a new world? Be the hero of his people? Will he shake the hand of peace and enjoy prosperity like he has never seen?
“A great life, or more isolation? Which path will be chosen?
“Featuring President Donald Trump and Chairman Kim Jong Un… in a meeting to remake history. To shine in the sun. One moment, one choice. What if? The future remains to be written.”
Trump was asked a question about the video at the press conference, during which he said he commissioned the video as a way to sell peace to Kim.
“I showed it to him today, actually, during in meeting, towards the end of the meeting and I think he loved it. We didn’t have a big screen like you have the luxury of having, we didn’t need it because we had it on a cassette, an iPad, and they played it and about eight of their representatives were watching it and I thought they were fascinated by it.
“I thought it was well done, I showed it to you because that’s the future, I mean, that could very well be the future. The other alternative is just not a very good alternative, it’s just not good.
“But I showed it because I really want him to do something.”
He later said that the video showed a vision of “the highest level of future development,” and that North Korea could also opt for “a much smaller version of this.”
U.S. Marines, attached to special operations forces in Syria, often found themselves in direct-fire gunfights with Islamic State fighters early 2018, according to the commander of the Special-Purpose Marine Air-Ground Task Force-Crisis Response for Central Command.
The unit, designed with capability to launch combat forces within six hours anywhere in the CENTCOM theater, sent two rifle companies to support Special Operations Command units operating in Northern Syria between January and April 2018, Marine Col. Christopher Gideons, commander of the task force, said June 8, 2018, at the Potomac Institute.
“When Marines deploy, they want to get involved,” he said. “When there is a gunfight out there … they want to find that opportunity to feel like they are making a meaningful contribution. We did exactly that.”
Gideons initially deployed a platoon-size element that linked up with ArmySpecial Forces Operational Detachment Alpha (ODA) teams.
“They were integrated with [special operations forces], absolutely integrated. We were providing Marine infantry, we were providing indirect fires, and we were providing anti-tank fires,” he said.
The SOF elements would push forward, advising Syrian Democratic Forces, “the ones that were primarily engaged in the direct firefights with ISIS,” Gideons said.
“You would have Marines integrated with those ODAs … providing fires down at that lower tactical level,” he said.
During its 243-day deployment, the unit had to conduct several “rapid planning processes” to deploy forces on short notice, he added.
Over time, more support was needed in Syria, so Gideons deployed more Marines to grow the platoon-size element to “two infantry [companies minus]” that were located in two separate locations in Northern Syria.
“We anticipated that that requirement would grow with a need for Marine Corps capabilities, and it did,” he said.
Soon the fighting intensified.
“On a number of different occasions, there would be various engagements, some direct, some indirect,” Gideons said. “As the SDF would close in sometimes, they would outstretch particularly what our mortar fires could provide.
“We would displace out of our small [forward operating bases] we were operating out of, move closer in behind the SDF and then provide fires — a lot of times mortar fire … and of course as you were getting into an engagement, there is the potential for stuff to come back at you,” he said.
Marines operated in both mounted and dismounted roles. F/A-18s coming out of Bahrain provided close-air support when needed, Gideons said.
Despite the action Marines saw, there were no casualties.
“I am very happy and proud to say that we brought everybody home,” Gideons said.
He described the deployment as “dynamic.”
“What was unique on our watch is over our 243 days in theater … from our perspective, we were more distributed than any other SPMAGTF up until that point,” he said. “We had Marines operating in 10 different countries and 24 separate locations. I had Marines from Egypt to Afghanistan.
“I didn’t own missions in Iraq or Syria, but I had capabilities that could augment and support that mission’s successful accomplishment.”
This article originally appeared on Military.com. Follow @military.com on Twitter.
Guests and family members who flock to the Arlington Cemetery this Independence Day week will have to leave their America flags at home.
Current law does not permit people to bring American flags to grave sites after Congress passed legislation following protests from the Westboro Baptist Church at service members funerals, The Washington Post reported July 4.
Former Michigan GOP Rep. Mike Rogers helped pass the Respect For America’s Fallen Heroes Act in 2006, making it illegal to protest funerals within 300 feet of a cemetery. The legislation had the unintended consequence of barring the bringing of “any placard, banner, flag, or similar device.”
Flags are permitted, however, if they are “part of a funeral, memorial service, or ceremony.”
Violating the law can bring penalties of up to a year in jail. While the bill received bipartisan support, the ACLU contended the law violated the First Amendment based on censorship.
“If someone is in there with the colors in a respectful way, or paying homage in a respectful way, then they should allow it,” Paul Rieckhoff founder of the Iraq and Afghanistan Veterans of America.
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Many military service members and veterans have significant amounts of experience initiating, planning, leading, and briefing missions. Missions that have completion dates, and deliver unique results, capabilities, goods, or services to the commander. Since this is the very definition of projects, endeavors that are temporary and unique, it follows then that many military service members and veterans have significant amounts of project management experience.
The trick is translating it, as in our above example of mission and project.
service members and veterans can use the Project Management Body of Knowledge and the PMP Examination Content Outline (PMPECO) documents to translate their Military experience into a language that civilian hiring managers understand, value, and hire for. This article describes how.
When we write a mission up as a project, i.e. create a project description, it needs to be complete so it is more meaningful. What I mean is that we need to construct the project description with five or six full sentences, each describing one major project activity per process group. Examples of project activities we can use are found in the PMPECO, with each arrayed to its respective process group.
A soldier with the 110th Composite Truck Company, attaches a trailer to a vehicle as evening falls on Sept. 13, 2018. Soldiers worked into the night preparing vehicles for rapid deployment to hurricane-affected areas along the American East Coast.
Each project description needs to be concise; it should fit nicely within 550 characters or less, to include spaces, so we can transfer it onto the PMP Exam Application at some point. Doing so allows us to sit for the PMP exam so we can ‘validate’ all of our mission experience with this universally accepted, sought after project management credential. Think NCOER, OCER, or FitRep-type statements here.
Each project description should be coherent, i.e. readable. These project activity statements should be sequenced according to their presentation in the PMBOK; starting with Initiating Process Group and moving through the Planning, Executing, Monitoring and Controlling, and Closing Process Groups. That walks the reader through the project start to finish. Furthermore, the verb tenses should agree; past tense led stays led throughout the description, not I lead this and I led that. It makes the reading easier.
The description should be precise, using the terms and concepts depicted in the PMPECO (and PMBOK). Commander becomes Sponsor; Mission Paragraph 2 becomes Charter; POAM (plan of action and milestones) becomes project schedule; Soldier, Sailor, Airman, or Marine becomes project team member; and foreign national becomes stakeholder.
They should also be accurate and personalized to the author’s experience. This can be done by counting the number of stakeholders involved in the briefings, or the types of risks analyzed and managed, or the total dollar value of the equipment purchased and shipped to units downrange. This quantification and qualification personalizes the statements to the authoring project manager.
Anything temporary and unique counts! Military, volunteer, recreational. Many veterans engage in volunteer activities, and these count as projects as well. Toys-for-Tots, command dine-ins, special event hosting on base, church functions, Scout trips and the like are just some examples. You want to document between 4,500 hours and 7,500 hours of experience leading and directing the project activities you see listed in the PMPECO. Doing so will qualify you to sit for the PMP or CAPM project management credentials, which ‘validates’ your experience because hiring managers know PMI saw it to approve you to take the exam.
Speaking of examples
Our first mission-to-project example is a weapons qualification event. The 542 character-long copy follows:
Obtained approval of Combat Marksmanship training event for USMC platoon and wrote Letter of Instruction as project charter.
Planned procurement of ammunition and developed schedule from event date backwards.
Acquired Corpsman, drivers, and range personnel as project team members.
Controlled risks through personnel monitoring and operating procedure compliance.
Closed project by cleaning up range, returning radios, arms, and vehicles, documenting shooter performance, and briefing the platoon and Battalion leadership on project results. It is sequenced, verb tenses agree, it is complete, accurate, and individualized, and it uses precise project management terms to root our military experience in.
The second example of a project description is a command inspection, and it too shows all process groups, is complete, and weighs in at 544 characters, to include spaces:
Developed charter for approval, to include inspection scope, reason, inspector(s), and inspected units. Defined scope by identifying the date, time, and location of the command inspection, and planned inspection of which units/elements/equipment when.
Sgt. Shuntaneque Greenwald, assigned to U.S. Army NATO Brigade, plots points on a map for night land navigation during the 2018 U.S. Army Europe Best Warrior Competition Aug. 16, 2018, at Grafenwoehr, Germany.
Managed stakeholders’ expectations through frequent communication with X key personnel during the planning and execution.
Controlled water, chow, and personnel formations, documented deficiencies during the inspection, and took corrective action.
Briefed commander on results and way ahead.
Our third and final example is extremely representative in today’s global environment, and helpful considering the nature of the prolonged Global War on Terror. It documents a fundamental military mission in the language of project management, a security patrol. In 368 accurate characters, we discuss it as Identified high-level risks and constraints for Charter inclusion and approval:
Planned personnel needs and equipment, and conducted risk planning.
Conducted project activities in accordance to schedule, logistics plans, and monitored and controlled risks; responding to triggered risks as planned.
Closed project through collected lessons learned and sponsor debrief.
The work civilian project management professionals, governing bodies, and academicians have done in the project management space has created a way for military service members and veterans to tell the story of their military experience in a language civilian hiring managers understand, value, and hire for.
We can use the PMBOK and the PMPECO to write up each temporary and unique mission as a project. When we aggregate these individualized, precise, accurate, coherent project descriptions, we have a resume full of project management experience.
And when we add the PMP or CAPM to this resume, it becomes validated in the minds of civilian hiring officials because they know PMI saw thousands of hours of project management experience before allowing to sit for the PMP or CAPM exam. Telling our military story in project management allows us to overcome one of the biggest challenges we will face during our transition.
This article originally appeared on G.I. Jobs. Follow @GIJobsMagazine on Twitter.
Despite steadily mounting infections from the coronavirus in Russia, President Vladimir Putin has so far refused to cancel a massive parade celebrating the 75th anniversary of the Soviet triumph Nazi Germany.
The annual Victory Day parade on May 9 typically includes tens of thousands of troops, military equipment, and hundreds of thousands of spectators.
The event came under fire last week after social media footage showed thousands of re-enactors rehearsing for the event, despite a government ban on gatherings of more than 50 people.
One video, found by Rob Lee, an open source military researcher who focuses on former Soviet militaries, shows re-enactors at a military base in Alabino, outside of Moscow.
Video purportedly of Russian troops at the Victory Day Parade rehearsals in Alabino who aren’t quite meeting the 1.5 meter social distancing requirement instituted by local officials.
The Russian Ministry of Foreign Affairs said: “May 9th is a sacred date for millions upon millions in Russia and [ex-Soviet] countries. The Victory Day parade is scheduled (sanitary measures taken) and will march on Red Square,” according to the Guardian.
Alternative plans being considered for the parade, according to multiple Russian media outlets, include conducting the parade for TV cameras without a live audience, or postponing it until other historically significant anniversaries in September or November.
An increased emphasis on large-scale ground combat and a greater focus on cybersecurity during combat operations are among key changes in the Army’s updated Field Manual 3-0, Operations, released Oct. 6.
America’s potential enemies now have capabilities greater than what Soldiers faced from insurgents in the Middle East. Threats from near-peer adversaries today include the infiltration of communication networks and cybersecurity compromise during combat.
“They have the ability to reach out and touch you — to interrupt your networks, to amass long-range artillery fires on your formations,” said Col. Rich Creed, director of the Combined Arms Doctrine Directorate at Fort Leavenworth, Kansas. “How to consider protection is different… (they) force you to dig in, or stay mobile and to consider air defense of your key assets … those are the kinds of challenges we’re talking about.”
The changes, directed by Gen. Mark Milley, the Army’s chief of staff, mark the first updates to the manual since 2011, when the Army moved from the AirLand Battle concept to unified land operations focusing on the joint force. To revise the guidance, the CADD worked closely since last fall with Lt. Gen. Michael Lundy at the Combined Arms Center and Gen. David Perkins at the Training and Doctrine Command.
The updates highlight a shift in readiness from counter-insurgency and stability operations to large-scale combat. Three chapters of the new manual will heavily focus on large unit tactics during large scale ground combat, addressing both the offense and the defense during operations. The emphasis on large-scale combat stems from the perception that conflict with a peer adversary is more likely now than any time since the end of the Cold War. Conflict with a nation state able to field modern capabilities approaching our own is quite different than facing insurgents in Afghanistan and Iraq, Creed said.
“Those adversaries have modernized,” Creed said. “They represent a type of capability that would be more challenging in many ways than what we’ve been doing. That type of warfare — large-scale ground combat — is a very different environment.”
Creed said CAC researchers examined which countries had the most dangerous conventional capabilities that were proliferated around the world so that doctrine could take a more threat-based approach to operations.
While the Army has focused resources on cybersecurity for years, Creed said the new manual will help account for cyberspace threats during combat and large-scale operations.
“There’s always been hackers,” Creed said. “We didn’t generally worry about that during military operations because the people that we were fighting couldn’t really do a whole lot to affect our operations. However (China, Russia, Iran, and North Korea) are very active in cyberspace and have significant capabilities in cyberspace that extend into the military realm. So there’s no separation of cyberspace between civilian and military; you have to be aware of it all the time.”
Other areas addressed by the manual include consolidation after tactical victories, one of the Army’s strategic roles. Creed said after US forces seized Baghdad during the Iraq invasion of 2003, after the quick strike, the enemy was allowed to extend the war.
“(We) gave the enemy the opportunity to reorganize and protract the conflict for a long time,” Creed said. “Because we didn’t account for the different possibilities that they could continue resistance … There’s a lot of other things you need to do after the initial battles to secure an area and make those gains enduring.”
Each of the manual’s chapters aligns with the Army’s strategic roles of shaping operational environments, preventing conflict, prevailing in large-scale ground combat, and consolidating gains.
The manual will also emphasize the roles of echelons above brigade. Creed said building around brigades won’t be enough in large-scale combat and that divisions, corps and theater armies take increased importance in large-scale operations. Finally, CAC made adjustments to the operational framework, the model commanders use to plan and conduct ground operations.
Creed said the revisions in the FM 3-0 will help deploying units continually prepare for future conflicts as the Army remains wary of threats from these nation states.
“We needed to make sure from a doctrine perspective that we had adequate doctrine to address those kinds of conflicts — the high-intensity type of conflicts,” Creed said. “If you are engaged in large-scale combat with a nation-state adversary with modern capabilities, you’ve got a different problem set to deal with. So that’s the underlying reason for what we’ve done.”
The U.S. Army is refining a plan to extend by two months the service’s 14-week infantry one station unit training, or OSUT, so young grunts arrive at their first unit more combat-ready than ever before.
Trainers at Fort Benning, Georgia will run a pilot during summer 2018 that will extend infantry OSUT from 14 weeks to 22 weeks, giving soldiers more time to practice key infantry skills such as land navigation, marksmanship, hand-to-hand combat, fire and maneuver, and first aid training.
Currently soldiers in infantry OSUT go through nine weeks of Basic Combat Training and about 4.5 weeks of infantry advanced individual training. This would add an additional 8 weeks of advanced individual training, tripling the length of the instruction soldiers receive in that phase.
(Photo by Ashley Cross)
“It’s more reps and sets; we are trying to make sure that infantry soldiers coming out of infantry OSUT are more than just familiar [with ground combat skills],” Col. Townley Hedrick, commandant of the Infantry School at Benning, told Military.com in a June 21, 2018 interview. “You are going to shoot more bullets; you are going to come out more proficient and more expert than just familiar.”
A better trained infantry soldier
The former infantry commandant, Brig. Gen. Christopher Donahue, launched the effort to “improve the lethality of soldiers in the infantry rifle squad,” Hedrick said.
“In 14 weeks, what we really do is produce a baseline infantry soldier,” said Col. Kelly Kendrick, the outgoing commander of 198th Infantry Brigade at Benning, who was heavily involved in developing the pilot.
This works fine when new soldiers arrive at their first unit as it is starting its pre-deployment train-up, Kendrick said.
Unfortunately, many young infantry soldiers arrive at a unit only a few weeks before it deploys, leaving little time for preparation before real-world operations begin, he said.
“I was the G3 of the 101st Airborne and if a [new] soldier came up late in the train-up, we had a three-week train-up program and then after three weeks, we would send that soldier on a deployment,” he said.
With 22 weeks of infantry OSUT, “you can see right off that bat, we are going to have a hell of a lot better soldier,” Kendrick said. “I will tell you, we will produce infantry soldiers with unmatched lethality compared to what we have had in the past.”
The new pilot will start training two companies from July 13 to mid-December 2018, Kendrick said. Once the new program of instruction is finalized, trainers will start implementing the 22-week cycle across infantry OSUT in October 2019.
(Photo by John D. Helms)
The effort follows an Army-wide redesign of Basic Combat Training early 2018 designed to instill more discipline and esprit de corps in young soldiers after leaders from around the Army complained that new soldiers were displaying a lack of obedience, poor work ethic, and low discipline.
“If there are two things we do great right now, that’s physical fitness and marksmanship; I really think everything else has suffered a little bit,” said Kendrick. “If you went and looked at special operations forces … the SOF force has realized they have to invest in training and teaching. And they have done that, so we have been the last ones to get it.”
The Army has prioritized leader training for both commissioned officers and sergeants.
“[But] the initial entry, soldier side of the house, has not [changed] whole lot from the infantry perspective for a long, long time,” Kendrick said.
A new emphasis on land navigation training
Currently, soldiers in infantry training receive one day of classroom instruction on land navigation and one day of hands-on application.
“We put them in groups of four and they go and find three of about four-five points — that’s their land navigation training,” Kendrick.
The new land-nav program will last a week.
“They are going to do buddy teams to start with, and at the end, they will have to pass day and night land navigation, individually,” he said.
One challenge of the pilot will be, “can I get to individual proficiency in land-nav or do I need more time?” Kendrick said.
(Photo by John D. Helms)
“Part of this what we haven’t figured out is hey, how long do those lanes need to be — 300, 600, 800 meters?” said Kendrick, adding that it would be easy to design a course “and have every private here fail.”
“Then I can turn around and have every private pass no matter what with just a highway through the woods,” he continued. “We’ve got to figure out what that level is going to be — where they leave here accomplished in their skills and their ability and are prepared to go do that well wherever they get to. That is really the art of doing this pilot.”
A new marksmanship strategy
Currently, infantry OSUT soldiers train on iron sights and the M68 close combat optic at ranges out to 300 meters.
“We don’t do much ACOG training; you go out to most rifle units, the ACOG is part of the unit’s issue,” Kendrick said. “It’s a shame that we don’t train them on the optic that half of them when they walk into their unit the first day and [receive it].”
Soldiers will train with these system and their weapons “day and night with qualification associated,” Kendrick said.
The new program will also increase the amount of maneuver live-fire training soldiers receive.
“Everything from a buddy-team to a fire team to a squad, we are going to increase the time and sets and repetitions in getting them into live-firing, day and night,” Kendrick said. “Today when you do a fire-team, react to contact live fire, you do that twice — daytime only. At the end of this thing, when you are done, we will be doing live-fire [repetitions] on the magnitude of 20-plus.”
As with land navigation, Kendrick said, the time allotted for additional marksmanship training is not yet finalized.
“Like anything else, with being an infantryman, it’s sets and reps that make you proficient,” he said. “So now we are talking about the time to do that amount of sets and repetitions that will give them the foundation that can they can work in the rest of their career.”
More combatives and first aid training
Infantry OSUT trainees receive about 22 hours of combatives, or hand-to-hand combat training.
“We are going to take that to 40 hours,” Kendrick said. “At the end of 40 hours, we are going to take a level-one combatives test, so every soldier that leaves here will be level-one combatives certified.”
Level-one certification will ensure soldiers are practiced in basic holds instead of just being familiar with them, Kendrick said.
“We are talking about practicing and executing those moves.”
It will be the same with first aid training, he said.
Soldiers will spend eight days learning more combat lifesaver training, trauma first aid and “how to handle hot and cold-weather injuries … which cause more casualties than bullets do right now in some of these formations,” Kendrick said.
“You will have a soldier that understands combat lifesaver, first aid and trauma, all those things because right now you just get a little piece of that,” he said.
Infantry trainees will also receive more urban combat training and do a 16-mile road march instead of the standard 12-miler, Kendrick said.
The plan is to “assess this every week” during the pilot and make changes if needed, Kendrick said.
“Is it going to be enough? Do we need more? Those are all the things we are going to work out in this pilot,” he said. “In December, there will be a couple of 14-week companies that graduate at the same time, so part of this is to send both of those groups of soldiers out to units in the Army and get the units’ feedback on the product.”
The effort is designed to give soldiers more exposure to the infantry tasks that make a “solid infantryman here instead of making that happen at their first unit of assignment,” Kendrick said. “This is really going to produce that lethal soldier that can plug into his unit from day one.”
This article originally appeared on Military.com. Follow @military.com on Twitter.