Profession of Arms | Soldier Systems Daily Soldier Systems Daily

Archive for the ‘Profession of Arms’ Category

The Navy’s New Fitness Test Is Here – What You Need To Know

Tuesday, December 1st, 2020

From MC1 Mark D. Faram, Chief of Naval Personnel Public Affairs

The Navy will hold a single, six-month physical fitness assessment cycle during calendar year 2021, allowing the service to resume fitness testing while limiting Sailor exposure to COVID-19. That cycle will also see the Navy rollout the forearm plank, which as a replacement the curl-up, and the 2000-meter row as a new optional cardio event.

The Navy will hold a single, six-month physical fitness assessment cycle during calendar year 2021, allowing the service to resume fitness testing while limiting Sailor exposure to COVID-19.

The cycle was announced in NAVADMIN 304/20, released Nov. 18. The message also detailed rollout plans for the forearm plank, which will replace the curl-up, and the 2000-meter row as a new optional cardio event.

“Shifting the PFA cycle to March allows Navy to execute the PFA after the primary influenza season, leveraging outdoor venues as the weather warms,” Vice Adm. John B Nowell, Jr., the chief of naval personnel, wrote in the message.

The shift also “acknowledges the fact that while vaccines and therapeutics are expected to be available, their timing and impact are unknown.”

July’s NAVADMIN 193/20 announced the spring 2021 restart of the normally semi-annual Navy Physical Fitness Assessments, after two cycles were canceled due to COVID-19. Out of an abundance of caution, the Navy decided to proceed with the single cycle option for 2021 as the COVID crisis shows no signs of abating yet.

The Navy will resume two testing cycles once conditions permit. The Department of Defense has long mandated all services conduct annual fitness testing.

However, COVID-19 mitigation measures in place since the spring allow services to waive the requirement as a force protection measure. The message notes that permission will carry over to allow Echelon II Commanders to waive the 2021 cycle if COVID 19 prevents its safe execution.

Where conditions permit, the message said, all Sailors must participate in the single 2020 cycle, meaning exemptions for scoring excellent or above from the previous cycle will not apply.

Going forward, however, those who score excellent or outstanding on the 2021 PFA will be exempt from participation in the first PFA cycle of 2022.

The message also details how the new plank and 2000-meter row optional cardio events will fit into the physical testing process as well as how they’re expected to be accomplished and graded. It’s the first major change to the assessment since the Navy introduced fitness assessments in the early 1980s.

Sailors have long complained about the curl-up. As Navy researchers studied the exercise, they found it was not a true test of abdominal strength. Also, it did not prepare Sailors to better accomplish shipboard tasks. In fact, curl-ups have been linked to an increased risk of creating or aggravating lower back injuries.

The forearm plank, however, is a functional movement required in 85 percent of regular shipboard tasks, including pushing, pulling, lifting and carrying.

The forearm plank uses isometric contraction to activate key abdominal and trunk muscles, mimicking the main function of the abdominal musculature – to act as stabilizers to resist the spine from moving while strengthening the lower back.

Training for the forearm plank strengthens the body’s core, improves posture, and reduces the risk of lower back injuries throughout a Sailor’s career.

Because there is overlap in the muscle groups used for the push-up and the forearm plank, the decision was made to conduct the push-up event first, followed by the plank and cardio portions.

This sequence was used in the initial tests. Researchers found it allows for maximum performance on the push-ups while limiting residual fatigue during the forearm plank.

The cardio portion’s new addition will be a 2000-meter row on the “Concept-2 Rower.” The other options remain as the 12-min stationary cycle, 500-yd/450-m swim, and 1.5-mile run.

A non-weight bearing, low impact exercise, rowing reduces stress on the legs, while providing a great full-body cardio workout as it works 80 percent of the body’s muscles.

A big benefit of the Concept-2 Rower is that it’s space saving and thus able to be easily used on any naval vessel as well as at shore installations.

A detailed description of how each of the new events will be conducted can be found in NAVADMIN 304/20. As previously announced, the Navy will give Sailors a one-cycle grace period for the forearm-plank. Though the event will be conducted during the 2021 Cycle, it won’t officially count until 2022.

Initial performance standards for scoring the forearm plank and 2000-meter row were developed by the Naval Health Research Center (NHRC) and are available to both individuals and command fitness leaders on the Navy Physical Readiness Program website at www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/physical.

Posted in Guest Post, Navy, Profession of Arms, Training | Comments Off on The Navy’s New Fitness Test Is Here – What You Need To Know

USAF Rated Preparatory Program Now Accepting Applications for FY21 Spring Class – Open to Enlisted

Thursday, November 19th, 2020

WASHINGTON (AFNS) —

Active duty Department of the Air Force officers and enlisted Airmen and Space Professionals interested in becoming a rated officer have until Dec. 31, 2020 to apply for the Spring 2021 Rated Preparatory Program.

This will be the third year that the Air Force has partnered with the Civil Air Patrol for this training. The 2021 class will take place at the Denton Enterprise Airport in Denton, Texas.

“The Rated Preparatory Program provides Department of the Air Force officers and for the first time enlisted applicants, who are interested in cross-training to a rated career field the opportunity to gain and strengthen their basic aviation skills,” said Col. Scott Linck, Aircrew Task Force deputy director. “This program will allow them to enhance their knowledge through developmental modules and acquire valuable flight time in order to increase their competitiveness as candidates for future undergraduate flying training boards.”

Applicants selected for the RPP will first complete an online self-paced ground course followed by a one-week in-resident course to introduce them to aviation fundamentals. Program participants will garner approximately seven to nine flight hours, ground instruction and additional training time in a flight simulator.

Officers who complete the program are required to apply to the next available Undergraduate Flying Training selection board. Enlisted participants who complete the program are required to apply to at least one of three Air Force commissioning sources: U.S. Air Force Academy, Reserve Officer Training Corps or Officer Training School.

Airmen who can meet the requirements below are encouraged to apply:

1. Any active duty officer who meets UFT board requirements.

2. Any active duty enlisted Airman or Space Professional who meets UFT board requirements and qualifies for a commission through one of the three commissioning sources (Reference PSDM 20-96 for further information).

3. Be a U.S. Citizen.

4. Be of high moral character and personal qualifications (members currently having open law violations or criminal investigations, previously convicted by court-martial or having received an Article 15 are ineligible to apply).

5. Have the unit commander’s approval and endorsement.

6. Have a current passing Physical Fitness Test score.

7. Have a Pilot Candidate Selection Method score prior to the RPP class start date.

8. Have less than 5 hours of total civilian flight time (applicants with greater than 5 hours of civilian flight time may apply, but will only be considered on a space available basis).

9. Officers: Obtain a U.S. Air Force Initial Flying Class I, 1A, Ground Based Controller or III flight physical prior to entry into the RPP.

10. Enlisted: Obtain an FAA Class III physical prior to entry into the RPP (Reference PSDM 20-96; consult a local Aviation Medical Examiner).

11. Complete an on-line self-paced ground course that will be provided prior to the class start date.

12. Be prepared to retake the Air Force Officer Qualifying Test and Test of Basic Aviation Skills at the first available opportunity upon completion of RPP, preferably within two to four weeks.

“When comparing applicant scores pre- and post-RPP, results show, on average, a 20% improvement in student AFOQT scores and a 35-point increase in PCSM scores,” said Maj. Sean Stumpf, Aircrew Task Force talent management branch chief. “Approximately 90% of officers who went through the program in 2019 and applied for UFT were selected. We are hoping for the same results from the most recent class that went through the program this summer.”

Interested applicants can find additional information on how to apply through the MyPers website.

Posted in Air Force, Aviation, Guest Post, Profession of Arms | 1 Comment »

USAF Vice Chief’s Challenge Creates New Document Templates, Saves Airmen Time

Friday, November 13th, 2020

Before I share the USAF story, I want to ask the obvious question, “Why didn’t this happen decades ago?”

For Air Force members, The Tongue and Quill is one of the most painful document ever devised by man and I believe was created simply so that those without any talent other than enforcing rules would have something to do.

Templates for commonly used documents should have already been created by those same shoe clerks who get upset if you didn’t put the signature block on a memorandum, in the exact spot, meticulously checking all of the measurements with their ever present ruler.

The Tongue and Quill was the bane of my existence at Officer Training School. In some ways the pain continued throughout my career in the Air Force as someone would tell you to check The Tongue and Quill for some odd format, only to find out that it was wrong.

Most of us made our own templates and then just rewrote over the last one and saved a new file, but having something Air Force-wide should have happened long ago.

Finally, based on the way this USAF story is written, I’ll lament that this seems to be the biggest innovation our Airmen could come up with to help us counter near-peer threats. Boy, are we in for a wakeup call.

ARLINGTON, Va. (AFNS) —

As teleworking and social distancing became a part of daily life, the Department of the Air Force was hard at work. Not only were Airmen delivering on daily mission requirements, they were also working hard to improve the department from within.

The 2020 Vice Chief’s Challenge launched in February with a focus on working faster and smarter, and finding innovative ways to give Airmen back their time.

“Competing in an environment dominated by near-peer threats requires that we unleash our Airmen to think differently and to put their tremendous talents to use,” said Air Force Vice Chief of Staff Gen. Stephen W. Wilson at the launch of the challenge. “Doing so will transform our Air Force to meet the rigorous demands of the next generation of warfare.”

Airmen were encouraged to participate in the challenge by submitting ideas via the Airmen Powered by Innovation platform to solve problems related to automation or elimination of menial tasks.

One idea stood out as simple and straight-forward, and required only a head nod from Wilson to get started. The idea was to create official templates for common Air Force documents such as memorandums, Air Force biographies, talking papers and more.

“We asked for our Airmen’s help in identifying and eliminating drains on their time that do not directly contribute to warfighting readiness — and our Airmen delivered,” Wilson said. “The support for this idea was overwhelming. And for such a simple idea, it was clear that we could start work immediately.”

The Department of the Air Force uses Air Force Handbook 33-337, The Tongue & Quill, to describe how official documents should be formatted and written. The handbook, which is a static file, was last updated in 2015, and includes images of what a properly formatted document should look like.

The average Airman typically makes a new document by opening the Tongue & Quill, reading the formatting instructions, opening their word processing software, and begins formatting a document before beginning the first sentence.

An Airman having to format a blank document is exactly the kind of “menial task” Wilson was referring to when he launched the Vice Chief’s Challenge.

Now, thanks to this idea submission, nine official templates are available for download on the service’s e-publishing website. This website is available online and doesn’t require a Common Access Card or other special login to gain access.

“Giving Airmen back the time they need to drive innovation and build our future is a warfighting imperative,” Wilson said. “No one knows better what processes or tasks weigh on our Airmen, than Airmen themselves. We’re excited to see what other innovative ideas come next.”

The next step is to push the templates to the Air Force standard desktop, which would make the templates available to Airmen when they open a new Word document on an Air Force computer. This system update is expected to be accomplished before the end of November.

By Secretary of the Air Force Public Affairs

Posted in Air Force, Guest Post, Profession of Arms | 6 Comments »

US Navy Approves Full Color Alternate Rank Tabs for Type III Work Uniform

Tuesday, November 3rd, 2020

The Navy has authorized Sailors the option to wear the black Cold Weather Parka (CWP) sleeve-style rank insignia with the Navy Working Uniform Type III (NWU Type III) in non-tactical environments.

The Navy has authorized Sailors the option to wear the black Cold Weather Parka (CWP) sleeve-style rank insignia with the Navy Working Uniform Type III (NWU Type III) in non-tactical environments.

Effective immediately, the change was announced Oct. 29 in NAVADMIN 292/20. It allows wearing of the black CWP rank insignia with the NWU Type III parka and shirt as well as with the black fleece liner for all ranks, E-4 through O-10.

The black tab is not authorized in tactical environments, or where training requires complete camouflage protection, the message said.

“This policy change is based on the feedback received from the fleet via the rank insignia wear evaluation, Question of the Day video responses regarding insignia options, and ongoing complaints regarding the limited visibility of the camouflage pattern NWU Type III rank insignia,” Vice Adm. John B. Nowell, the Navy’s chief of personnel, wrote in the message.

Opting for the solid black parka tab was the best decision because fleet feedback showed it provides quick and easy identification of the wearers rank at the greatest possible distance with just a glance.

In addition, the items are already approved, in production and available at the Navy Exchanges, both in select uniform stores and can be ordered online at the Navy Exchange website.

Though metal insignia are authorized for wear with the cold-weather parka, the authorization is only for the sleeve-style rank insignia. The message describes the insignia as being of “solid black fabric with color thread (gold, silver, scarlet) denoting the wearers rank,” the message states.

“The back of the insignia is sewn together in the center to form a loop which facilitates placement on the NWU Type III rank tab.”

Feedback and recommendations regarding uniform policy, uniform components and uniform availability are welcome and can be provided via MyNavy Portal at www.mnp.navy.mil. Select Professional Resources, U.S. Navy Uniforms and *Ask The Chiefs.* Feedback can also be provided via the MyNavy UNIFORMS Mobile App.

By MC1 Mark D. Faram, Chief of Naval Personnel Public Affairs

Posted in Clothing, Guest Post, Navy, Profession of Arms | 3 Comments »

US Army to Disband Asymmetric Warfare Group and Rapid Equipping Force

Saturday, October 3rd, 2020

Ever since the Army moved the Asymmetric Warfare Group and Rapid Equipping Force under Training and Doctrine Command, General Paul Funk has been working to disband the units, even go so far as to deactivate elements within AWG before the Army had made a final decision.

This week, the Army made their announcement. The decision is short sighted. The Army talks of transitioning from counter-insurgency operations to large-scale combat across multiple domains but then fails to acknowledge how the Russians are currently conducting operations globally.

The threats continue to remain asymmetric and require agile acquisition to rapidly identify requirements, assess niche solutions and field them. Just look at the subterranean work these two units have done.

There are several other commands within the Army where AWG and REF would have been more effective and adapted to changes within the Army. For example, the easy button was to move them to Army Futures Command to accomplish the tasks set forth above. That’s right in AFC’s mission.

Alternatively, they could have been moved to USASOC and adapted slightly to more adequately support SOF missions. Or, they could have been moved under the fledgling Security Force Assistance Command.

Any of those courses of action would have ensured that the US armed forces had organizations dedicated to assessing new threats and working to rapidly mitigate those threats.

America is more vulnerable without both AWG and REF.

Below is the Army’s announcement.

Army to discontinue AWG, REF efforts next year

By Devon Suits, Army News Service October 2, 2020

WASHINGTON — Army senior leaders announced plans to discontinue both the Asymmetric Warfare Group and Rapid Equipping Force, as the service shifts funding and resources from counter-insurgency operations to large-scale combat across multiple domains.

For more than 14 years, the AWG and REF have provided Soldiers with rapid materiel solutions and operational advisory support to close capability gaps during operations in Iraq, Afghanistan and elsewhere.

Both organizations fall under U.S. Army Training and Doctrine Command and are slated to close no later than Sept. 30, 2021.

For the next year, AWG and REF leadership will prioritize a seamless transition of personnel, all while simultaneously moving programs and equipment to other agencies throughout the force, TRADOC officials said.

Mission

The REF bridged gaps between tactical-level requirements for materiel solutions and the long-term Joint Capabilities Integration and Development System process across most commodity areas.

Established in 2002 out of Fort Belvoir, Virginia, the REF provided Soldiers with non-standard equipment solutions to support mission demand, said Steven Sliwa, its deputy director.

Later in 2006, the Army established the AWG, headquartered at Fort Meade, Maryland. During operations in Iraq and Afghanistan, the AWG provided operational advisory support to develop rapid solutions to enhance Soldier survivability.

At the time, the AWG helped the Army avoid “tactical surprise” and fight back against an emerging improvised explosive device threat throughout the area of responsibility, said Lt. Col. Morgan Southern, the AWG Charlie Squadron commander.

During the height of the wars in Iraq and Afghanistan, the Army identified many institutional shortcomings. It was incumbent of both agencies to respond to these capability gaps, which led to the development of new doctrine, organization, training, materiel, leadership and education, personnel, and facilities, or DOTMLPF, throughout the ranks — specifically for counter-insurgency operations, according to TRADOC officials.

In a targeted effort to streamline the materiel process, the Army granted REF leadership the authority to approve urgent requests, Sliwa said. Soldiers could fill out a “REF 10-liner” — a 10-question form — to identify a tactical problem and various characteristics, and request REF to find a solution.

“The goal has always been speed,” as the REF worked to equip Soldiers within 180 days of receiving a 10-liner request, Sliwa added.

Similarly, AWG stepped into an operational advisory support role to assist formations across a broad range of missions at the point of need, Southern said.

Counter-unmanned aircraft systems

The AWG and REF both focused on a range of Army challenges, working closely with other Army and Defense Department agencies, along with academia and commercial research, development, and technology communities.

Some accomplishments include developing solutions to counter unmanned aircraft systems and preparing the Army for underground operations.

The growing threat of unmanned aircraft systems, coupled with the speed of innovation of off-the-shelf UAS technology, all supported the need for counter-UAS policy.

“We identified the emerging threat and conducted a variety of global scout activities to help the Army understand … before it materialized on the battlefield,” he said.

The AWG focused on requirements to help fend off an opposing UAS, all while informing commercial solutions to ensure the survivability of Army-owned assets. The Army’s counter-UAS response pushed the development of doctrine and helped improve training, Southern added.

The REF also played a role in bolstering the Army’s counter-UAS capability, Sliwa said. The agency organized the first counter-UAS experiment at Yuma Proving Grounds, Arizona.

The result of that experiment led to REF’s procurement of the DroneDefender counter-UAS system, Sliwa said. Visually similar to a rifle, the defender system allowed Soldiers to disrupt an adversary’s UAS through directed energy.

The Army’s counter-UAS response “is a good example of how both organizations worked closely to identify a materiel solution … because the AWG had a full understanding of how [UASs] would be employed,” Sliwa added.

Today, the Army continues to lead a joint effort to align counter-UAS systems by enabling more “plug and play” technological capabilities, as part of the Joint Counter-Small Unmanned Aircraft Systems office.

Underground operations

The AWG and REF also helped close a capability gap tied to subterranean operations. Research on underground operations started in Afghanistan, where units encountered increase use of water-management channels, known as a Karez, by enemy forces, Southern said.

“The AWG had operational advisors on the ground with companies and platoons in Afghanistan,” he added. “When Soldiers started to encounter this challenge, AWG personnel begin to assist them at the point of need.”

AWG quickly developed techniques, tactics and procedures, and later shifted Army operations in the subterranean environment.

The REF also provided a wide range of solutions to maintain operational effectiveness while operating underground. Solutions included compact and secure network communications; personnel tracking; chemical, biological, radiological and nuclear interface upgrades; relay nodes; and wireless video capabilities, REF officials said.

Moving on

As the former director of REF, Sliwa said he is incredibly proud of all the hard work the organization did to support the warfighter.

“We believe our best always came after we partnered with other agencies and organizations,” he said. “I am excited to see how the Army takes [the REF] on in the future.”

Similarly, Southern is humbled to have served two tours with the AWG. He is a former deputy commander of AWG, troop commander, and officer-in-charge of the operations and research analysis cell, he said.

“I am extremely proud to have served in this unit and witness all that this unit has done for our Army,” Southern said. “AWG’s contribution has been tremendous” as it maintained its primary mission — help others succeed.

To ensure the value of the organization’s work over the past 14 years is not lost, all lessons learned will be maintained by the U.S. Army Combined Arms Center via the Center for Army Lessons Learned, Centers of Excellence, and other TRADOC enterprise stakeholders.

Posted in Army, Profession of Arms | 18 Comments »

Becoming More Agile

Monday, September 14th, 2020

Military leaders are asking their components to become more agile.

What does that mean? To be agile means adopting and accepting the agile principles, moving away from a top-down hierarchy filled with bureaucracy and individual silos, Agile promotes a ‘guiding’ leadership model surrounded by teams that are flexible and accountable.

Where did Agile come from? Agile was born out of necessity in software engineering to provide faster updates and build upon user feedback. Prior to the modern agile movement, development teams would identify the problem, create a solution, develop a product, then bring it to market, all without extensively engaging the customer. This is known as the ‘waterfall approach’. This method has proven to be slow, cumbersome, and often times, brings a product to market which does not meet the true need of the customer. In early 2000, software developers met to discuss their challenges, and later in 2001, developed what is known today as the ‘Agile Manifesto’. The key values of which being: people over process, working product over comprehensive documentation, end user collaboration over contracts, and responding to change over following a plan. Agile is now in use by every Fortune 500 company and is utilized by more than 97% of mid-market commercial companies worldwide. Adopters of Platinum Edge’s suite of services have enjoyed a 30-40% increase in time to market with a cost savings from 30-70%. Although the original idea was for use in the technology world, the values and principles remain true for any type of program management.

The U.S. military has a long history of being the focal point of excellence when it comes to planning and execution. Utilizing the JOPES and MDMP process is a long-proven method of planning and conducting military operations. As the Military shifts to a more business-like model, there is a need to adopt the proven agile approaches to accomplish our goals.

So, how and where does the Military adopt Agile? Like many businesses and organizations, the Military has to be open to change, both in culture and structure. In military planning, there is a hierarchy and clear chain of command. With Agile however, you must allow for the team to take ownership while leaders should act as a guide. Think in the terms of staff functions from company level, to corps, and above. The staff directorates from your S-1’s, G-2’s, J-3’s, etc., work within the confines of their ‘stove pipes’ and report to a Chief of Staff or Commander on individual efforts. In an organization using Agile, you create cross-functional teams based on products. These teams are developed based on the talent needed to complete the end product, not just with whoever is available, i.e. ‘people over process’. This lightweight team concentrates on a goal while incrementally chopping away at the deliverables. The team holds each other accountable along the way and communicates as much as possible in order to facilitate success. This model allows for self-correction and keeps the ‘customer’ involved along the way.

How does an individual, a team, a unit become more Agile? To become agile is not just a declaration or a command. To be agile means a formal adoption of principles while putting faith in the system and processes. Training is available from the basics of agile, Certified Scrum Masters of multiple levels, as well as coaching, mentoring, objective audits, and more. Each of the courses are credentialed, and are free to the soldier via IgnitED (the Army’s new Credentialing Assistance platform). Being credentialed in agile frameworks provide opportunities for future employment as well as tools for the current scope of work. Companies like Platinum Edge provide these opportunities both virtually as well as in-person and can scale to meet the need of the individual, the team, or the unit.

SCRUM, it’s not a rugby maneuver… so, what is it? scrum is a transparency framework that helps us identify what is working in reality. It is a self-correcting model in which, even if you are wrong in the beginning, you can be right in the end because scrum gives you multiple opportunities to correct course toward the target. Tactically flexible yet strategically focused, your next move changes but your target is stable. It is also a structured learning cycle that allows you to adapt and change based off of experience. At the core of a scrum is the ‘sprint’. A sprint is the activity that drives the process. The sprint is a time-determined activity in which the major product development tasks are completed. At the end of the sprint, the scrum team conducts a ‘retrospective’ to determine what worked, what didn’t, what can move forward, and what can wait. Every level of a military unit can utilize the scrum framework, whether it’s project management, or conducting operations. It is flexible and adaptable to all situations. Many military leaders are familiar with the F3EAD process, scrum is similar however it does take training to practice scrum correctly. Having a coach or a Certified Scrum Master ensures you are playing correctly.

How does being a ‘Certified Scrum Master’ (CSM) help me?

The Scrum Master is a member of the scrum team, who is charged with making sure everyone on the team is playing scrum correctly. Think of them as a referee in a sport; an objective outside influencer that ensures the game is played correctly. The Scrum Master is a majorly critical piece in the scrum team, and the position is not to be taken lightly nor ignored. If the military is to adopt agile, identification of the right talent and promoting this position is of the utmost importance. By choosing to be a Scrum Master, you are joining a small community of individuals whose expertise can be utilized no matter the type of work. To be an objective outsider means you can walk into any type of business or organization and play scrum, no matter the type of product. As a CSM, you can move easily throughout any organization providing great value, both in the military, and post-career in any one of the 40,000 businesses currently seeking CSMs (most positions offer $100,000/ year).

How can I become a ‘Certified Scrum Master’? Becoming a CSM is easy. Platinum Edge has a 2-day (in-person) or 4-day (virtual) Certified Scrum Master course, during which you will learn the basics of being a CSM. Similar to gaining rank in the military, there are multiple levels of a CSM and you must meet certain training and experience quotas prior to advancing. The more you advance, the better you are, and the more valuable an asset you are to the team. Credentialing Assistance allows for a service member to obtain their CSM credentials as well as follow on courses. Each service member (Enlisted/Warrant) is allowed $4000.00 per year in assistance, which is more than enough to obtain their CSM, as well as propel through the levels during their career. As of August 15th, the Army has transitioned to IgnitED for all credentialing opportunities.

What else should I know? Before you dive in, I encourage you to discover more about Agile and SCRUM. The first recommended read is the Agile Manifesto. This lays out the reasoning and principles of agile and is the basis for all agile techniques. Next, the Scrum Guide, gives you an overview of the terms, definitions, positions, and events of SCRUM. The Agile Method on LinchpinSEO is a great article on traditional vs. Agile approach. You can also get deep into the weeds with the SCRUM for Dummies guide, written by Mark Layton.

Why Platinum Edge? I have mentioned Platinum Edge and Mark Layton throughout this article and for good reason. Mark is the founder of Platinum Edge and is the world’s foremost expert on transforming organizations to the agile methodology. Mark, a veteran of the US Air Force, also holds a secret security clearance and is a published author on the subject of scrum and agile. The 1st Special Warfare Training Group at the US Army Special Warfare Center and School has placed their trust in Platinum Edge to provide CSM training to their instructor corps for individual professional development, as well as to begin their change in culture. If you are an instructor at SWCS or assigned to USASOC at Fort Bragg, reach out to 1st SWTG (Project JANUS) to learn more about your training opportunities. For all others interested in obtaining credentials or information on credentialing assistance, visit your local Education center. As for everyone else, feel free to contact Platinum Edge for more information.

Tom Kerr, a retired Special Forces NCO who attended the Certified Scrum Master Course during his transition from service and now utilizes the agile methodology and practices scrum in his daily program management duties at the Strategic Advisory “Firm”, Armor Corps.

Posted in Guest Post, Profession of Arms | 17 Comments »

It’s Time to Develop a Skydiving Badge for US Air Force Academy Cadets

Saturday, September 12th, 2020

In spite of starting my career in the Army, I retired from the Air Force. Although I worked primarily in the intelligence business, I served on jump status during various SOF assignments in both services.

One of the easiest ways to deduce if an Air Force Officer is an Academy graduate is that they have jump wings (that is if they haven’t already told you). That’s because the AFA offers a course in skydiving.

The AFA’s Basic Freefall Parachuting course, known as Airmanship 490 (AM-490), is run by a cadre of Cadets who make up the Academy’s free fall team, the Wings of Blue. The team and course operate as the 98th Flying Training Squadron, 306th Flying Training Group, Air Education and Training Command.

The course website boasts:

Each year, over 700 cadets take the AM-490 course, “Stand In The Door”, and earn their jump wings.

Here’s an example of the instruction:

If you’re a static-line parachutist, you’ll wonder what they’re up to and how this translates into jump wings.

While it’s true that there are many members of the Army who attend Basic Airborne Training early in their service, but never jump again, many others are assigned to jump billets later on their careers and use the skills that they were taught as Privates or Lieutenants. But that’s not what happening at the Air Force Academy, because it’s impossible to serve as a parachutist after graduating form the Academy’s AM-490 course of instruction.

The most important issue at hand is that Cadets who complete the program do not learn a military skill, despite being awarded a badge which indicates otherwise.

AFI 11-410 (Personal Parachute Operations) governs management of the Air Force parachuting program. It states:

6.3.2. USAF Academy Parachutist Qualification. Members on active parachute status who are quali- fied as USAF Academy parachutists are authorized to fill validated parachute positions and student authorizations at the USAF Academy. These parachutists are not authorized to fill parachute positions elsewhere (emphasis added) unless qualified through paragraphs 6.3.1. or 6.6. This qualification requires completion of one of the following formal training programs:

6.3.2.1. AM-490, USAF Academy, CO. AM-490 satisfies the qualification requirement for assignment to parachute positions and student authorizations at the USAF Academy and may be completed after assignment selection provided the member is a parachute volunteer.

6.3.2.2. AM-492, USAF Academy, CO. Completion of the jumpmaster curriculum in AM-492 qualifies members to serve as jumpmasters for USAF Academy operations only.

To reference back to paragraph 6.3.1 which covers S/L training:

6.3.1.1. US Army Basic Airborne Course, Ft. Benning, GA.

6.3.1.2. S/L courses or programs of instruction, including Mobile Training Teams (MTTs), approved by the US Army Infantry Center (USAIS).

6.3.1.3. US Navy Special Warfare Command (NAVSPECWARCOM) Naval Parachute School (S/ L Course).

6.3.1.4. AM-490, USAF Academy, CO, when the diploma was earned prior to August 1994. (emphasis added)

To reference back to paragraph 6.6 which covers MFF training:

6.6.1. US Army John F. Kennedy Special Warfare Center and School (USAJFKSWCS) Military Free Fall School, Yuma Proving Grounds, AZ.

6.6.2. MFF courses or programs of instruction, including MTTs, approved by USAJFKSWCS.

6.6.3. NAVSPECWARCOM Naval Parachute School (MFF Course), Naval Air Weapons Station China Lake, CA.

To summarize what those paragraphs mean for graduates of AM-490; to actually serve as a military parachutist, they have to attend one of the courses of instruction mentioned above.

As you can see, Cadets can’t earn advanced ratings. They aren’t filing J-coded billets. They aren’t static line parachutists and they aren’t military free fall parachutists. So what are they? That’s simple; they’re skydivers. The USAFA is creating about 700 new skydivers per year.

Although it hasn’t been the case for quite some time, over two decades ago Cadets were even allowed to earn Senior and Master parachutist ratings, based on skydives (see above). They selected their own jumpmasters and considered wearing smoke canisters or the flag during demonstration jumps as “combat equipment” jumps.

A few years ago, BG Goodwin, an AFA Commandant, wore Senior jump wings which she had been awarded as a Cadet. It caused a bit of confusion for actual parachutists who questioned her qualification, considering she had never served on jump status.

Even today, there are still a few senior officers a running around wearing badges they were awarded, but didn’t earn in the way parachutists would expect. That same argument could be made about those current and former Cadets wearing Basic wings. They aren’t qualified as parachutists.

Instead of awarding the basic parachutist badge, Cadets who complete the course should be awarded a cadets-only badge. There is already plenty of precedent for the concept. Cadets learn to fly gliders and even powered aircraft while at the Academy, but they aren’t awarded USAF pilot wings once they complete training. Why even the Space and Cyber communities have clubs for perspective members of their careerfields, but they don’t award actual careerfield badges. Instead, Cadets earn badges they only wear while at the Academy. Many of these are shared with Air Force ROTC.

Here’s a list of the many badges which can be earned by Air Force Academy Cadets:

Superintendent’s Pin: Worn only by those cadets whose name appears on the Superintendent’s list for obtaining the Commandant’s Pin, Dean’s Pin, and Athletic Director’s Pin for the previous semester.

Commandant’s Pin: Worn by those cadets whose name appears on the Commandant’s List. The Commandant’s List is reserved for cadets in the top one third in military performance by class. They will retain this status until the end of the next academic semester.

Dean’s Pin: Worn by those cadets whose name appears on the Dean’s list for obtaining a Grade Point Average of a 3.0 or above for the previous semester.

Athletic Director’s Pin: Athletic Director’s Pin: Worn by those cadets who obtain a semester Physical Education Average (PEA) of at least 3.00 during the academic year. The PEA is based on 50% Physical Fitness Test score, 15% Aerobic Fitness Test score and 35% P.E. class grade. Cadets on any probation do not qualify for the Athletic Director’s pin.

Combinations of the Commandant’s Pin, Dean’s Pin, and Athletic Director’s Pin are worn to signify attainment of placement on multiple lists the previous semester.

Soaring Instructor Pilot Wings: World War II glider pilot wings awarded to cadet soaring instructor pilots upon completion of AM-461. A star and wreath are added as cadets progress through the soaring program.

Flying Team Wings: Approved in October 2012, these wings are worn by members of the Flying Team, a select group of cadets who were selected after arriving at the Air Force Academy with a Private Pilot’s license. A star and wreath are added as cadets progress through the soaring program.

Cadet Flight Wings: Flight wings with star are worn by cadets who have soloed a USAFA glider or a powered aircraft. Wings without star are worn by cadets who have completed at least 10 flights in a USAFA glider but have not soloed.

Cadet Aviation Club Wings: Worn by cadet aviation instructors. A star is added for a senior cadet aviation instructor.

Cadet Space Wings: Worn by cadets who are involved in space activities. A star and wreath are added as cadets progress through the space program.

Cadet Cyberwarfare Badge: Worn by cadets to acknowledge the achievement of cadets who are involved in the cyberwarfare program. A star and wreath are added as cadets progress through the cyber program.

Parachutist Badge: Worn by those cadets who have successfully completed either the Airmanship 490 Basic Parachuting course taught by the 98 FTS or graduates of the US Army Basic Airborne Course, Ft. Benning, GA. Senior and Master Parachutist badges require operational experience and are awarded as authorized in AFI 11-402.

Air Assault Badge: Worn by those cadets who have successfully completed US Army Basic Air Assault School.

Bulldog Badge: Worn by those cadets who have completed the Marine Corps Bulldog program at Quantico, VA.

UAS Wings: Worn by cadets who have completed Small UAS (SUAS) certification. A star and wreath are added as cadets progress through the UAS program as instructors and evaluators/test pilots.

Here are a couple of examples.

Cadet Cyberspace Badge

Cyberspace Operator Badge

Cadet Flight Wings

Air Force Pilot Badge

The choice for a Cadet Skydiving Badge is easy. From 1956-1963, the USAF awarded a distinctive badge for Air Force parachutists. Based on the shield now worn by medical personnel, it featured a light blue background emblazoned with a white parachute.

Not only is this design distinctive, but it’s no longer used by the Air Force yet supports the service’s heritage. It’s the perfect design for our skydiving cadets. There are even Senior and master versions. The master variant is seen below.

In 1963, the Air Force switched back to the basic parachutist badge used by the other services.

As you can imagine, some AFA cadets do in fact attend the three-week BAC at Fort Benning, Gerorgia. That course teaches a military skill and graduates are awarded basic airborne wings. Just like cadets who attend Air Assault school, they earn their wings.

It’s not that the training isn’t valuable. It should continue. There’s no operational requirement to pilot a glider, but the skill does teach airmanship. Likewise, skydiving teaches Cadets about aviation and instills confidence. As an airmanship course of instruction, it should continue.

This isn’t the fault of the Airmen, but rather the institution. The Air Force is failing to prepare them for the mission. Recently, AETC attempted to set up its own MFF training program to help streamline its Special Warfare training pipelines with the eventual goal of adding S/L as well. The Air Force scrapped the project when it realized it couldn’t adequately replicate the exacting conditions and standards of the formal courses of instruction already mentioned.

Even the Academy has halted training that didn’t adequately prepare its students for operational roles. At one time, Cadets participated in Survival Evasion Resistance and Escape training run by Cadets at the Academy. When it was determined that it didn’t adequately prepare students for operational requirements, the Resistance portion of the the training was halted and Cadets who required it, received the training as part of the formal course at Fairchild, once commissioned. The Survival and Evasion training continues as part of Basic Cadet Training as it instills confidence and teaches basic outdoor living skills.

Creation of a Cadet Skydiving Badge aligns with other aeronautical programs at the Air Force Academy, recognizing unique skills taught at that institution, while reserving the parachutist badge for those who are actually qualified to fulfill operational duties as parachutists in the operational Air Force.

Very recently, the Air Force asked for feedback regarding dress and appearance, but as I am now retired, my input is understandably not wanted. However, this issue continues to affect the active force. Perhaps others who continue to serve, will make similar suggestions.

Posted in Air Force, Parachuting, Profession of Arms | 53 Comments »

Fail Forward: Lessons Learned from a Career AF Special Tactics Operator

Monday, September 7th, 2020

HURLBURT FIELD, Fla. —

Editor’s note: This commentary was written by a career Air Force Special Tactics operator and expresses his personal opinions based on his experiences.

In the Air Force Special Tactics community, we live our lives by certain immutable truths. You may have heard of them – “SOF forces cannot be mass produced”, “Slow is smooth; smooth is fast”, “Two is one; one is none.”

To the initiated, these (and many more) are repeated so often that you learn to recite them without even blinking. They become part of your own self-talking training, in mission preparation and in combat. Almost like a mantra, you find yourself repeating these things to yourself. “Calm down – when we break the plane of the door, go opposite the guy in front of you. Watch your muzzle. Protect the team. Bleeding, airway, get them out. De-conflict fires from friendly positions. Sights, slack out, press. Be aggressive.”

After nearly two decades in the Air Force, I have trained, tried and failed so many times that I’ve accumulated a near endless stream of consciousness that is simultaneously conscious and muscle memory. All of these lessons- hard learned and through both failure and victory- came to light during the After Action Report process. We commonly refer to the information gleaned in these sessions as “lessons learned”. Get done with the mission, take care of weapons, sensitive items, and reset. Then, when everything is fresh in your mind, explore what was good, bad, ugly and perfect. Formalize those lessons and most importantly, don’t allow the same mistakes you made last time.

I value that process. A saying I’ve gotten used to using is that “Our [standard operating procedures] are written in blood.” Meaning- we have lost many, and we owe it to those men and women to make ourselves better, every single rep. I’d like to share my three ‘“lessons learned”. I won’t claim to be an expert. What I can say, is that I wish someone would have taken me aside as a younger Airman and told me these things. If anything, I hope that my failures and missteps can help someone avoid my mistakes.

Failure is always an option.

While I understand the intent behind the cliché phrase, “Failure is not an option”, it’s simply false. I have failed many times in my career. I’ll fail many more. I expect my team to fail. In training and unfortunately, in combat. I wish it was different. If it was, I would have friends back, less regrets, less “I wish that day didn’t go like that” statements in my life.

In the end, you must try to avoid failure; but at the same time you have to accept and strive to train so close to your limit that sometimes you fall short. You must test and sometimes exceed your limits to know what your limits are. And sometimes you’ll fail.

What’s my lesson learned? How you lead through failure is far more valuable to me and my teams than a perfect run. How we deal with failure, with tragedy, with heartbreak and boredom and disillusionment and being unmotivated- in those times we find out what our mettle really is. If you’re going to fail, make it count. Learn from it. Avoid that failure in the future, and don’t be afraid to fail. Always learn, always grow … and always continue to push your limits for the better.

You can still be unique and part of a highly functioning team.

Air Force Special Tactics attracts the widest range of all personality types, hands down. We actually select out for individuals, capable of making individual decisions that further the mission of the team, the squadrons and entire organizations.

Tree hugging, slack lining, hackey sack playing ‘hippies’. Death metal listening, big weight moving, aggressive hyper alpha males. Quiet graduates of Ivy League schools that have diverse stock portfolios. Ultra long distance runners. Powerlifters that hate cardio. Guys and gals that sold everything they own and lived in their van prior to joining and becoming part of the ST team. We value ALL of these personalities.

Often times, people have approached me and said, “I don’t feel like I fit in” or even worse, “I’m not getting along with so and so- we are so different.”

On my first deployment, I was in exactly such a scenario. I attended two weeks worth of training with a fellow operator; we just couldn’t get along. It got heated multiple times. Months after the initial training, a very wise Team Leader of mine called me out when I was lamenting my interactions with that other operator.

He drew a small box, about 3 inches by 3 inches wide on a huge whiteboard. He then drew two dots, in opposing corners.

“So,” he said, “You’re these two dots. Couldn’t be further apart. Diametrically opposed, yeah?”

I don’t remember my exact response, but it was a pretty solid, “Exactly.”

“That box you’re both in contains all the people that have volunteered multiple times and have wanted nothing more than to support and defend the Constitution and have willingly accepted the possibility they might die doing so. Outside of this box, the entire 15 foot by 5 foot white board, represents the rest of humanity. You have more in common with this person you dislike for no good reason than you do with 99.9% of humanity. Maybe grow up.”

What’s my lesson learned? It’s ok to be yourself and to be a valued member of Special Tactics. Whether it’s as an operator, Combat Mission Support, a surgeon on a Special Operations Surgical Team, a First Sergeant, a chaplain- we all make the team of professionals we have today, together. We value and foster our differences. Embrace that and don’t let a preconceived notion about someone else- or even worse, yourself- get in the way of what’s important. The team. The mission.

Keep an even keel.

I was about six months out of completing my two plus year training requirements to earn my beret. We were doing some training, but got the call that a Philippine sailor was gravely ill at sea, and I was going to be part of the rescue team to go get him. After multiple mid-air refuelings, I was hoisted from an HH-60 onto a moving super tanker, assessed and stabilized my patient, packaged him in a litter and we were both hoisted back up. I then cared for my patient until we transferred care to a waiting team in Ireland, about 4-5 more hours in the aircraft. My patient lived.

The sense of pride and accomplishment I had was undeniable. It was a lifetime of effort justified in one 24-hour period. The rescue was given an award that year.

Fast forward to 2015, somewhere in a combat environment.

In support of a huge operation, my team learned that a U.S. Army special forces soldier had been severely wounded by small arms fire. We immediately transferred him to the far-forward operating room- which was just a building close to the fighting- and the surgeons did everything they could do. Unfortunately, it was just one of those ‘perfect’ wounds that was unsurvivable.

My close friend and element leader and I knew what had to be done. We had to prepare this fallen soldier for his Angel Flight and it had to happen before his team came back. We placed the flag appropriately and did everything we could to honor him.

That event haunts me to this day. I can still feel that emotion and smell those smells when I think about it. I told the trauma surgeon at the time, “I think this one might have really done some damage. I’m not real sure how many more of those I got left.” I have never been so devastated; the whole team took it very, very hard.

What’s my lesson learned? This career- this life- holds the highest of highs and the lowest of lows. In order to be successful, you can’t swing too hard in either direction. hubris and complacency lies on one end of the spectrum; inescapable darkness lies on the other end. It’s not advisable to spend too much time at either end.

As it stands, I’m still learning now. While my team position has changed, so have I. Some pitfalls I can avoid thanks to a lifetime of “lessons learned”, but the reality is, there are still more to learn. More importantly, the only way we can move forward as an entire enterprise is to share these lessons learned with one another and learn from each other. Good, bad, ugly, perfect.

There is no better job in the Department of Defense than Air Force Special Tactics, I firmly believe that.

But even if you find yourself in a different career, branch, command, profession- I hope that you’re taking your own “lessons learned” and making yourself a better human, citizen, or member of your team.

“First There, That Others May Live.”

Commentary by Special Tactics operator, 24th Special Operations Wing, 24th Special Operations Wing

Photo by TSgt Sandra Welch

Posted in AFSW, Air Force, Guest Post, Profession of Arms, SOF | 2 Comments »