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ecause the division Engi- 

- - 'neer battalion commander's 

command responsibility will be 

reduced during wartime, it would be 

a mistake to misuse his significant 

role as the division Engineer. Both 

as a staff planner and as the coordinator for numerous Engineer battalions, he is the key to synchronizing 

combat units within the division 

sector. 

In a realistic division front, the 

division Engineer battalion would 

be fragmented. The line companies 

in direct support of the brigades 

would receive all of their missions 

from their brigades. The general 

support company will often he sent 

to reinforce one of the other line companies or it may he tasked to support 

the cavalry. This leaves only the 

bridge company under battalion 

control. 

The direct support companies 

depend on the nearest forward area 

supply train (FAST) for their logistics support while all Class IV and 

Class V are doctrinally provided by 

the maneuver units. The Engineer 

battalion headquarters maintains 

operations and logistics status to 

ensure mission accomplishment 

and reinforcement as required. 

Realistically, the distances 

involved make any direct involvement difficult, even in logistics support. Consolidating friendly 

obstacle lists or sitings of enemy 

obstacles is a major reporting function in the battalion. The battalion 

headquarters is not significantly 

taxed, however, with monitoring its 

own companies. 

The division Engineer has two 

roles. First, he coordinates the 

efforts of all Engineers working 

within the division sector. In wartime the division would doctrinally 

be supported by at least two corps 

combat Engineer battalions and a 

combat support equipment company composed of heavy earthmoving equipment. The division 

Engineer must justify and request 

the support from corps. Theseassets 

may come under either direct sup 

port or operational control 

(OPCON) to the division with new 

doctrine leaning more toward 

OPCON, particularly in the attack. 

hy LTC Alfred J. Nahas 

Additional fixed and float bridge 

companies may also be sent to the 

division sector. The corps battalion 

and group headquarters offer the 

division additional planning capability for future operations such as 

river crossings, obstacle systems 

and repair or construction of main 

supply routes (MSR), airfields or 

logistics bases. All of the missions 

for this brigade size force are 

assigned through the division 

Engineer. 

The division Engineer's second 

role is to provide Engineer expertise 

to the commander. He should be the 

expert on the opposing forces' Engineer capabilities and dispositions 

and proposes Engineer essential ele 

ments of intelligence (EEI) to the 

general intelligence officer. He 

should also be the expert on the 

mobility and countermobility 

aspects of the terrain and should 

anticipate the Engineer impacts on 

the division maneuver scheme. 

While the G-2 tells what terrain 

impacts face the division, the division Engineer tells the commander 

how to reinforce or overcome them. 

In the attack, as theG2 analyzes 

friendly avenues of approach, the 

division Engineer focuses on obstacles that can impede our movement. 

He analyzes the enemy's capability 

and doctrine to determine how the 

(Continued on page 37) 

invites all readers to submit "Letters to the Editor." Topics can he 

on any article or subject that has 

appeared in ENGINEER, or on 

any subject you feel is controversial in military engineering, leadership, or the United States 

Army. All submissions should 

include the originator's name, 
SUMMER 1984 

UNITED STATES ARMY 

ENGINEER CENTER 

AND FORT RELVOIR, VA 

COMMANDER/COMMANDANT 

MG James N. Ellis 

ASSISTANT COMMANDAN1 

COL lames W. Ray 

CHIEF OF STAFF/DEPUTY 

INSTALLATION COMMANDER 

COL Peter Stearns 

COMMAND SERGEANT MAJOR 

CSM Orville W. Troesch lr. 

DIRECTOR OF TRAINING 

AND DOCTRINE 

COL Stanley R. Johnson 

CHIEF OF PUBLICATIONS 

Stanley Ceorges 

EDITOR 

ILT Louis I. Leto 

ASSISTANT EDITORS 

Ellen D. Shields 

Donald Schmoidt 

DESIGN DIRECTOR 

Thomas Davis 

EDITORIAL ASSISTANT 

SP4 Jean Tare 

On The Cover 

The DAS3 (Decentralized Automated ServiceSupp0nSystems)Field System is usedin 

non-divisional direct support and general 

SUppOn unit3 Especially designed for today's 

Army, the DAS3 significantly aids soldiers in 

Consolidsting reports in personnel. supply. 

and management. (Photocounesyof Tactical 

Data Systems. General Electric Company.) 

FEATURES 

10 	The Automated Engineer Battalion 

by CPT David F. Melcher 

13 Fighting Floods With New Technology 

by LTC Stephen E. Shepard 

16 Battlefield Environmental Effects System (BEES) 

by Boyd Poush 

18 The Need for the M9 Armored Combat Earthmover 

by MAJ Donald T. Wynn and CPT Ronald G..Prichard 

22 Engineer Modeling Program 

by Burnham S. Gould and CPT James V.Mudd 

25 Automated Construction Management System 

by Charles Herring 

29 Modernization of Combat Construction Equipment 

by CW3 Ben Fenhagen 

32 Building a Team 

by Dandridge M. Mallone 

35 Battalion Commaud-An After Action 

by COL Thomas Jones, MAJ(P) Lee A. Peters, 

and MAJ Kenneth L. Davidson 

38 	Engineer Command Update 

DEPARTMENTS 

Inside Front Cover: A Personal Viewpoint 

2 News &Notes 

4 Engineer People 

6 Clear The Way 

7 Bridge The Gap 

8 School News 

15 Hotline Q&A 

31 Engineer Problem 

34 Engineer Solution 

40 Career Notes
Bulldozer Blaclt: n,, 


The Army's Armor and Engine 

Board recently gave the go-ahead 

for further testing of a bulldozer 

blade kit for the M-l Ahrams tank 

developed at the Belvoir Research 

and Developr nent Cenl :er, Ft. BI 4-

voir, VA. 

For many yl Ears, Arm: y units ha ve 

mounted An-"" L,--I^^ ^- ^^- bull^.^^^^ ULauc. ull .~,ne 

of their tanks to clear debris and 

rubble, improve defensive fighting 

positions and breach obstacles. 

In 1978, Chrysler Defensestudied 

the possibility of adapting the M9 

bulldozer kit used with theM60 tank 

to fit the MI. They recommended 

designing a new kit that would use 

moldboard geometry to improve 

driver vision and svstem oerformance and take advantage of the 

lower profile of the M1 tank. Recommendations alsoincludedup-to-date 

hydraulic components and a quick 

coupling and release mechanism. 

Based on the recommendations of 

the study, the Center awarded a co nThe crew of an M-1 tank uses a dozer blade being developed by 

the Army's Belvoir (VA) Research and Development Cen 

clear a path for the t -

tract to Barnes andReinec~e, inc. in year. It mounts on the hmng eyet 

19811 to build a prototyl )e kit which and Itowing lug :s and is powered b: 

was tested at 1Ft. Knox tl hefollowing the t: ank's elecl trical system. 

Terrain fiunly --,I uul Asseirlrul -


In L the futu~ re, comba t command- *-A -....A"- ers will rely aIn automabcu ryurclns 

FA.. ,, .v-.+~.A*+~ ,,-,, ~ ,, terrain information. 

Scientists at the U.S. Army Engineer Topographic Laboratories 

(USAETL) are assembling a prototype terrain data extraction a1 l d' 

analysis system whicl h will he Ip 

make automated topog :raphic su pport a battlefield realit] I. 

This Terrain Analyst Work Station (TAWS) will use digital techniques to extract, interpret and 

display terrain data. TAWS takes 

advantage of recent advances in 

microcomputer technology, analytical photogrammetry, computerisisted photo interpretation and 

:abased information processing. 

hese technologies will eventually 

llow soldiers in the field to produce 

and update digital terrain data 

bases. 

The Defense Mappii.," ,.A -*..* .., 

(DMA) plans to supply digital topographic data for the terrain analysis 

community and other Army users. . UMI4 data, however, may n(>t 

alwiiys be av ailable for every sil te 

whare battles may be fought. Con n- A..l*.-- . bat iLseu cac~drastically change tf le 

natural landscape, making terrai n 

information that was accurate ye sterday obsolete in a matter of mil nutes. TAWS capabilities can fill tf > P .- gaps which may exist between tk le 

information that's available an~d 

the coverage that's needed. 

Using TAWS, analysts will be 

able to extract terrain elevation and 

feature data from a variety of 

sources-including maps, charts, 

aerie11 photographs and satellite 

imagery. They can then digitize this :..c-.. ..LLYLmationand use it to updatr 

existing data bases or c:reate nev 

01188. 

ETL scientists are rapidly assem . .. bllng the hardware and softwart 

needl?d to make TAWS a prototyp, 

terrain data management tool. Th, 

system's central 32-bit microcompu 

ter w,ill be delivered in May along 

with two disk drives and related 

peripherals. Much of the software 

whirl ...-h will be used for the project 

has ;heady been developed in the 

labor,story; contractural efforts are 

underway to convert these programs to run on TAWS. 

Project engi~ leers expc !ct to hav, 

TAWS ready fc >r laborati Iry tests b: 

June 1985. 

ENGIN 

New Hydraulic Fluid 


A fire-resistant hydraulic fluid 

that will reduce the chances of crewcompartment fires in the Army's 

combat vehicles is currently under 

development at the Belvoir Research 

and Development Center's Materials, Fuels and Lubricants Laboratory. 

The need for a hydraulic fluid 

with increased fire protection was 

uncovered in an Ordnance School 

post-battlefield analysis of the 1973 

Middle East War. Hydraulic fluid 

fires in armored vehicles were 

clearly identified as contributing to 

the loss of life and equipment. These 

fires usually occurred where 

hydraulic systems lines and components were exposed. 

Subsequently, the Army replaced 

its petroleum-based hydraulic fluid 

(MILH-6083) in 1974 with an Air 

Force/Army developed, synthetic 

hydrocarbon based substance(M1L 

H-46170) that featured improved 

fire-resistant properties. 

However, since the improvement 

in fire-resistance was marginal, the 

adoption of MIL-H-46170 was considered an interim solution. To 

develop a truly nonflammable 

hydraulic fluid, a completely halogenated material is being used. 

Tests show that this fluid can be diluted with up to 20 percent of 

currently-used hydraulic fluid without losing its fire-resistant traits. 

Presently, efforts are directed 

toward developing a fully formulated, nonflammable hydraulic 

fluid that can be used in existing 

hydraulic systems. Factors that 

may affect the eventual fielding of 

this fluid include the high specific 

gravity and volatility of the base 

fluid. 

MICROFIX 


MICROFIX, a new automated 

Storage and Retrieval System for 

mapping information, is being evaluated under a joint effort by the Belvoir Research & Development 

Center and the U.S.Army Force 

Command. 

MICROFIX will assist the terrain 

analysts to process, store and 

retrieve terrain data on a more realistic "Real Time" basis. It will serve 

as a transition between the manual 

systems currently in use and the 

fully automated systems of the 

future. 

Microfix consists of a microcomputer and 10 subsystems that have 

been certified for field use. Expansion cards enable the central processing unit to control the devices 

and a 128 kilobyte random access 

memory card more than doubles the 

computer's memory giving the system greater data processing 

capacity. 

So far, theBelvoir R&D Center has 

purchased six of these systems for 

evaluation at a cost of $35,000 each. 

These units are currently located at 

Ft. Bragg, NC; Ft. Lewis WA; Ft. 

Shafter, Hawaii, the U.S. Military 

Academy; the Defense Mapping 

School and the Center's Combined 

Army Support Laboratory. Operator training has been completed and 

the results of the evaluation should 

be ready early next year. 

Larger Fuel Storage Tank 


~rmyBelvoir ~esearch and Development Center, Ft. Belvoii, VA, has 

been type classified. 

Work on the tank began as part of 

a program . - to develop laree ca~acitv 

fuel storage containers that can be 

set up with minimum effort. Stand- [ ,, ard containers currently available, 

a 420,000-gallon bolted steel tank 

and a 1,050,000-gallon hasty storpok. he-largest collapsible taik 

currently in the ~rmy's inventory 

only has a 50,000-gallon capacity. 

The new tank will bridge the gap 

between the 420,000-gallon steel 

-'-.-.-


tank and the 50,000-gallon collapsi- A 210,000 gallon collapsible fuel storage tank has been 

ble tank. developed for quick supply on the field. 
MG E. R, Herherg Ill (right) and LTC Jos~phf<rntto,~ic~n1~1.i 

met with former President Jimmy Carter Sept. 15,1979in 

Mobile, AL to discuss damage done by hurricane Frederic that 

year. At the time of this photo Heiberg was Chief of Civil Works 

in the Office of Chief of Engineers. 

Engineer of the Year 

This year's award for the U.S. his selection to a conglomerate of 

ArmyForcesCommandEngineerof many different positions in the 

the year was presented to COL Army which gave him the training 

Ralph A. Luther, former director of and ability to learn new jobs 

Engineer and Housing at Ft. Bragg, 	 quickly. "I've worked with FORSCOM since I've been here," he said. 

"I guess the daily relationships that 

we have here left them with the 

impression that Ft. Bragg is oolng 

better in the Facility and Engineering business than any other installation within FORSCOM. 

--. 

Editor's Note: 

Training developers at the Enyinecr School's 

Topographic Engineeriny Drunrh "re revising 

TM 5232. Elemnnlr ~(SUII~<,Y. This rcvision is 

necessary becauseofdoctrinal chnnlles andnew 

equipment boinp fielded with the Topomaphic 

Support Sysfpm. The new vemion will iilrlude 

revised portinns uf TM 5-441, Ceodrlic end 

Topoprnphic Sururyins; TMS-442. Plecrse 

COL Ralph A. Luther 	 AsfmnomicSurr.~y;ondthenurveyspifications 

pubiilihcd by National Ocean Survey. formerly 

NC. Luther, who recently assumed NOAA.TM5-441 will heeomeobsoietewhonthe 

new FM 6-292 is publiehod. FM .V232 is sched- duties as engineering officer for the vied for review in the field in 1987 with publicaNational Security Agency at Ft. tian in 1988. (This supercede8 any information 

Meade, MD, received the award for which hos appeared inpriorpubiienfionsl. 

his service at Ft. Bragg. He credits 

Next Chief 


of 
 Engineers 


MG E.R. "Vald" Heiberg 111will 

become the next Chief of Engineers 

on Sept. 14, 1984, according to the 

Department of Defense. 

Heiberg, whose nomination by 

President Reagan was announced 

on May 11,will succeed LTGJoseph 

K. Bratton, who will retire from military service on September 30. Heiberg will also be promoted to 

Lieutenant General when he 

assumes his title as Chief of 

Engineers. 

Heiberg is currently serving as 

program manager of the Ballistic 

Missile Defense Program under the 

Office of the Army Chief of Staff. He 

has been assigned to this position 

since May 1983. 

As Chief of Engineers, Heiberg 

will have the principal responsibility for the development and management of the nation's water 

resources programs, which include 

navigation, flood control, hydroelectric power generation, water 

supply for municipalities and industries, and recreation at Corps of 

Engineers' projects. In addition, he 

will be responsible for military construction for both the U.S. Army 

and the U.S. Air Forcein the United 

States as well as overseas, and will 

also serve as the executive agent for 

the Army's worldwide Facility 

Engineering activities. 

Heiberg's previous assignments 

include: Deputy Chief of Engineers; 

Director of Civil Works in the Office 

of the Chief of Engineers; Deputy 

Chief of Staff, Engineer, U.S.Army, 

Europe; Military Assistant and 

Executive to the Secretary of the 

Army; Chief, Manpower and Structure Team, Planning and Programming Analysis Directorate, Officeof 

the Army Assistant Vice Chief of 

Staff; and as Special Assistant and 

Executive Assistant to the Director, 

Office of Emergency Preparedness 

under the Executive Office of the 

President of the United States. 
Outstanding 


Two members of the Army Corps 

of Engineers received awards from 

the Governors of their states. 

CSM (Ret) Grady F. Miles, formerly Command Sergeant Major of 

2nd U.S. Army, Ft. Gillem, GA, was 

named as the 1984 OutstandingMilitary Citizen of Georgia by Gov. Joe 

Harris. 

Dale Brown of the Georeia Intergovernmental Relations office said 

that nominees for theaward must be 

stationed in Georgia and have an 

outstanding record of military and 

community service. The Governor 

selects an outstanding military citizen each year from each armed service's active and reserve 

components. 

Miles. who heean - his 30-sear 

Army career in the Infantry before 

Hei berg continued 

Heiberg has also held command 

assignments - in the United States 

and overseas as Division Engineer 

with the Corps' Ohio River Division; 

District Engineer with the Corps' 

New Orleans District; and as Commander of the 4th Engineer Battalion, 4th Infantry Division in 

Vietnam. 

He is a 1953 graduate of the U.S. 

Military Academy and has earned 

three masters' degrees, including 

one in civil engineering from the 

Massachusetts Institute of Technology. He is also a graduate of the 

Army Command and General Staff 

College and the Industrial College 

of the Armed Forces. 

He has served as one of seven 

Presidentially-appointed members 

of the Mississippi River Commission, and has also served as president of the Coastal International 

Association of Navigation 

Congresses. 

Among his military awards are 

the Distinguished Service Medal, 

Silver Star, three Legions of Merit, 

Distinguished Flying Cross, Bronze 

Star Medal, seven Air Medals and 

two Army Commendation Medals. 

Citizens Honored 


switching to the Combat Engineers, 

was honored during ceremonies in 

the Grand Ballroom of the Omni 

International Hotel in Atlanta. 

His army career includes combat 

engineer duty in Europe and the 

United States, as well as 10 years 

with Special Forces units. A resident of Rex, GA, Miles is active in 

many activities such as coachine. 

Boy scouts, church and the PTA. 

The reservist honored was SFC 

Melvin Kelly of Company C, 926th 

Engineer Bn.in Huntsville, AL, who 

was given the Governor's Award by 

Gov. George C. Wallace in ceremonies at the State Capitol in 

Montgomery. 

Kelley was one of 18 to receive the 

award, given annually to outstanding enlisted representatives of units 

in Alabama. 

Gov. Wallace said the purpose of 

the award is to express the appreciation of the citizens of Alahama for 

the military men and women who 

preserve freedom around the world. 

Selection for the award is hased 

on military hearing, conduct, and 

outstanding performance of duty. 

Kelley was also chosen for his leadership ability and his contributions 

to his unit and community. 

In civilian life Kelley is an Equal 

Opportunity Officer with Ballistic 

Missile Svstem in Huntsville. AL. 

i 

CSM Miles (above)and SFC Kelley awarded an outstanding citizens. 

-
LEAR THE WAY 

by MG James N. Ellis, Commandant, U.S. Army Engineer School 

Goals Achieved, 

Faa1 q s Ah - Retaining our basic skills we must 

adapt to an automated future 

This ENGINEER will be the last issue to be 

published during my term as Engineer School 

Commandant. Although the past 2% years have 

gone by much too rapidly, and perhaps with too 

many things left undone, we have been able to 

make significant progress in improving training 

and equipment, updating doctrine, and in 

remodeling organizational structure. 

For example, the May 1984 publication of FM 

5-100, Engineer Combat Operations, is now the 

keystone Engineer doctrinal manual supporting 

the AirLand Battle. Engineer functional 

manuals subsequent to FM 5-100 (FM 5-101, 

Mobility; FM 5-102, Countermobility; FM 5-1-3, 

Survivability; FM 5-104, General Engineering; 

and FM 5-205, Topographic Operations) are 

scheduled for final publication within the next 

two years. These manuals will help to ensure the 

Engineers' ability to fight on the AirLand 

Battlefield. 

The organization of Divisional Engineer 

Battalions has been remodeled in the Division 86 

structure to reflect the demands of AirLand 

Battle. In addition, a smaller Engineer battalion 

has been designed to meet the requirements of 

the new Light Division. In each case, efforts 

were focused on improving the Engineers' 

capabilities in providing mobility, countermobility, and survivability to the combined arms 

team. 

But perhaps the most significant progress over 

the past several years is our improved ability to 

train the Engineer team. The 12B Basic NCO 

Course (BNCOC), for example, is one of the best 

in the Army. Also the new 51H Basic Technical 

Course (BTC) will soon be joined by a 62N BTC 

and a 12F BNCOC. Furthermore, these courses 

are capped by a newly improved Advanced NCO 

Course (ANCOC). which was started at Fort 

Belvoir this summer. 

Our officers will have a new 20-week Advance 

Course beginning in October 1984. This course 

should pose more challenge and provide more 

educational rewards for each student. I am 

convinced this will be the best Advanced Course 

in the Army. 

All of these doctrinal and training improvements, as well as improvements in equipment 

(the Armored Combat Earthmover. the Small 

Emplacement Excavator and the dround 

Emplaced Mine Scattering System, which are all 

approaching fielded status), are recognized in 

the series of studies accomplished over the past 

two years and culminated by the Functional 

Area Assessment (FAA) and the Mission Area 

Assessment (MAA) to the vice chief-of-staff, 

General Max Thurman. Much remains to be 

done, however, by MG Richard S. Kem as he 

becomes the Commandant of the Engineer 

School. I know MG Kem will ensure continued 

solid progress in the months ahead. 

Automation of various Corps activities is one 

of the many challenges facing MG Kem. This 

issue of ENGINEER highlights several 

applications of computer-based automation. As 

these articles indicate, the Corps of Engineers 

needs officers and NCOs who are as comfortable 

with automation as they are with bridges, heavy 

construction, mines and demolitions. So the 

challenge of the future is not just MG Kem's, but 

a challenge to every military and civilian 

member of the Cor~s ofEneineers to keeo 

abreast of the rapii progress all around {hem 

while retaining their current skills. 

I've enjoyed my duties as Commandant of the 

Engineer School more than any job I've had 

since my commissioning 28 years ago. The 

highlight of the tour was working at Fort Belvoir 

and around the world with the finest civilians, 

soldiers, and officers I've ever seen. I remain 

convinced that the Engineers will continue to 

"clear the way." 
BRIDGE THE GAP 

by CSM 0.W. Troesch Jr., U.S. Army Engineer Center 6 School 

!!!Cabs ilndebted to Schooll Commandant 

As NCOs, we continue to gain a stronger voice in the Corps, but face a 

more challenging future with automation 

As you read or browse through this issue of 

ENGINEER, the Engineer School and Fort 

Belvoir will have undergone the traditional 

change of command ceremony. This ceremony 

symbolizes the passing of command responsibility from one officer to another and, in this 

case, the passsing of the duty as the Engineer 

School Commandant. To MG Richard S. Kem 

and his family, we bid a warm welcome and a 

pledge of continued support by the Engineer 

noncommissioned officers. 

To MG James N. Ellis, our outgoing 

Commandant, the noncommissioned officers 

owe a great debt. Since the early days of his 

career when he was commissioned at the United 

States Military Academy, MG Ellis recognized 

the need for competent noncommissioned 

officers in the Engineer Corps. Throughout his 

years as a platoon leader, company commander, 

battalion commander and other asslenments. he 

took a personal interest in the NCOS-assigned to 

his command. Now his interest is exemplified in 

those NCOs who formerly served in his units 

and now hold key positions of responsibility and 

trust throughout the force. 

Through the turbulent years of the 1960s and 

early 19708, MG Ellis never lost faith in the 

noncommissioned officer corps. Now as the 

Engineer School Commandant in the 19808, he 

was instrumental in helping to rebuild that 

"time-honored" corps of soldiers who are called 

the "Backbone of the Army." 

In every challenge effecting NCOs and 

soldiers, his influence and guidance was evident. 

Through his efforts, NCOs gained a stronger 

voice in enlisted matters. He helped to add an 

NCO perspective to the Engineer Corps' 

changing doctrine. SQTs and related enlisted 

literature were researched and written, in many 

cases, by NCOs. NCO courses such as the 

revised NCO Advanced Course which started in 

August 1984, were made more innovative and 

hard-hitting to train Combat Engineer NCO 

leaders, and became models for other branches 

to emulate. Although we currently have one 

Primary Technical Course (PTC) and one Basic 

Technical Course (BTC) in operation, additional 

PTCs and BTCs are planned for the future. This 

will further improve professional development in 

MOS 62N and 12F technical skills. 

NCOs will also face new challenges in 

automated systems and yet they still must retain 

their current Combat Engineering skills. The 

future shows drastic increase in technical 

equipment and demands all soldiers and NCOs 

to become experts in these computer systems if 

thev intend to wln the AirLand Battle. Thanks 

to MG Ellis, we now have the opportunity to 

learn these new systems while still training in 

our traditional Combat Engineering skills. 

All of these accomplishments merely highlight 

and demonstrate MG Ellis' genuine concern for 

the Engineer noncommissioned officers' 

professional development. They will serve as a 

tribute to his sense of what is good for the Army 

and its NCOs. For every NCO in the Engineer 

community, I say thank you. Your efforts have 

enabled us to "bridge the gap" and make our 

Engineer family one where excellence is a 

standard and not an exception. 

We wish you and Mrs. Ellis continued success 

in all of your future endeavors, until we serve 

together again overseas or here at home. 
Directorate of 


Evaluation and Standardization (DOES) 


Standardization Program: The Directorate of Evaluation and Standardization (DOES) is the 

Engineer School manager for the Army Standardization Program. 

This program identifies tasks or procedures in Army units which 

should be standard throughout the Army. 

Therefore, if certain tasks are trained and implemented in the 

same manner in all similar Engineer units, soldiers will not be 

required to be retrained in a new unit's method for accomplishing 

the same task. DOES serves as the interface between the Engineer 

School, Engineer units and TRADOC in this area. 

If you, as an individual soldier, know of a task or procedure which 

should be considered for standardization, please send it to the Directorate of Evaluation and Standardization at Ft. Belvoir. 

Professional Development The Engineer School (USAES) has recently completed distribuBook: tion of the Engineer Enlisted Professional Developmental Book to 

each active Engineer unit. This book covers everything that an 

enlisted Engineer-grades El to E9 needs to know for career planning and professional development. If your unit has not receivedits 

distribution of this valuable development reference, please contact 

SFC Wagner, Engineer Proponency Officer, ATTN: ATZA-EP 

USAES, Ft. Belvoir, VA 22060. AV 354-2287/4172. 

E7 Selection Board After a promotion list is published, the question arises, "Why 

Review and Analysis: wasn't I selected?" Promotion board members provide a review and 

analysis report to the Soldier Support Center at Ft. Benjamin Harrison and to the commandant of each proponent school after each 

board. These reports contain observations by the board of what 

generally was wrong with the records they reviewed. 

Here is a brief summary of the major findings: contradictory 

information in promotion packet; poorly written EERs; out-of-date 

photos; height/weight standards not being met; military education 

lacking, and old Article 15s. The Engineer Proponency Office has 

distributed copies of the FY 84 board's report to each active Engineer unit worldwide. 

Any units not receiving a copy should contact the Engineer Proponency Office ATTN; ATZA-EP USAES, Ft. Belvoir, VA 22060. 

Remember, that to the board your record (Official Military Personnel File) is you. Your file must be accurate and up-to-date. Take a 

little time out to write for a copy of your file from Ft. Benjamin 

Harrison and make sure it is accurate. 
Directorate of 


Training and Doctrine (DOTD) 


FM 5-742 Revision: An updated FM 5-742, Concreteand Masonry, should be available 

to field troops by FY85. Currently under revision by the Engineer 

School, this manual incorporates the latest information on airentrainment and mix design. 

Department of 

Military Engineering (DME) 

ENCOA Preparation: Noncommissioned officers who have been selected to attend the 

Engineer Noncommissioned Officers Advanced Course should prepare themselves in mathematical and language comprehension 

skills prior to their arrival at Ft. Belvoir. Upon notification of selection, personnel concerned should contact their Education Center 

and seek information and guidanceon how to upgrade these skills to 

a 12th grade level. The NCO Student Detachment sends study materials (especially mathematics pamphlets) which will help those who 

have problems. 

It is recommended that personnel who have been selected to 

attend the course and who have not received the packet at least 90 

days before reporting to the course immediately contact the NCO 

Student Detachment by writing to: Commander, NCO Student Detachment, 3rd Battalion, U.S. Army Engineer School Brigade, Ft. 

Belvoir, VA 22060, or phone AV 354-6937/2809. 

Department of 

Combined Arms (DCA) 

Combat Simulation Center: The Department of Combined Arms, has opened a combat simulation center. The center developed by the Tactics and Operations 

Division is organized to teach the AirLand Battle doctrine. This is 

accomplished through war gaming tactical operations of platoons 

through brigade level units on a realistic terrain board of the Fulda 

Gap area of Germany. 

In addition to the terrain board, three mock M577s with extensions are being built. The M577s will provide the students a realistic 

combat setting. Control of the terrain board is through a telephone 

link connecting the brigade and Task Force HQ with the board. A 

realistic setting is also achieved through taped war sounds, camouflage nets and combat setting. 

A computer program is being developed to support the terrain 

board play. The computer will determine ammunition expenditures 

and direct and indirect fire engagements, as well as combat support 

requirements. 

For further information contact MAJ Booth at AV 354-2093. 
A Glance at the Possibilities 

by CPT David F. Melcher 

The time to automate the Com-

- - bat and Combat Heavv Engineer Battalions is NOW! 

As Engineers we have moved into 

an era of technology and advanced 

equipment. However, we have not 

complimented these gains with 

equally advanced methods of 

recording, scheduling and supervising our maintenance activities. We 

have devised elaborate personnel 

and training systems, yet we exe. 

cute them in a painfully slow 

manner with manual information 

storaee - and retrieval. While the rest

of society has adopted the microcomputer for running even the smallest enterprise, Engineers are still 

resorting to older methods which 

are becoming outdated. 

In today's Engineer structure, 

microcomputers at the battalion 

level are also becoming a necessity. 

The large variety of equipment 

maintained and the size and complexity of its personnel and organization makes the Combat Engineer 

Battalion ideally suited for 

automation. 

In computer jargon, an "application" is the computer's primary 

function. There are many applications which are readily obvious for 

the Engineer battalion. In the logistics/supply area, for example, ordering tools, building materials and 

ammunition, and maintaining- accurate accounts for supplies onhand, on-order, or backordered can 

be improved. 

Ways of conducting inventories 

and accounting for personnel and 

equipment can also be improved. 

For example, we can achieve better 

ways to record and order publications. Record-keeping of legal and 

deployability status is also feasible 

with a personnel data base management system. Individual training, 

weapons or physical qualification 

results, and proficiency testing can 

be easily maintained for reports and 

schedules as well as for establishing 

training priorities. 

Possibilities, then, are limitless. 

Maintenance, for example, is an 

ideal application for building confidence in an automated system. The 

risks involved in managing the 

maintenance process are relatively 

low. but the potential payoffs . . are

extremely high. 

Studies done by F. Warren McFarland of the Harvard Business 

School show that the variables of 

project size (relative to the unit's 

whole operation) can be combinedin 

matrix form to show the relative 

risks in using a new EDP (electronic 

data-processing) application. 

Sounds like a lot of useless jargon, 

right? But let's examine it again in 

simpler terms. 

The structure of the maintenance 

function is high since procedures 

that must be followed are clearly 

outlined in Army publications. Most 

data is simply transferred from 

manual to keyboard. Size is small 

for preliminary applications (the 

2406 Readiness Report) and can be 

increased as individual successes 

are achieved. The nature of the svsfeatures describing the maintenance function makes it arelatively 

low risk endeavor. Of course, formal 

planning and control tools are still 

needed during computer installation and initial programming. But a 

logically phased process of integrating the microcomputer into existing 

operations with emphasis on developing human abilities is certainly 

the key to successful introduction. 

In making the maintenance system more manageable, the microcomputer can be used for several 

functions. 

Data Storage and Retrieval 

Each byte of historical, operational and maintenance data is 

recorded on one of eight standard 

forms for each company by a maintenance management clerk, and 

stored in binders in the motor pool. 

The maintenance management 

clerk schedules services and is aliaison between the company maintenance section and the battalion 

maintenance officer. Because of the 

large volume of information, however, he is often tasked as a 

bookkeeper. 

If this entry task was performed 

by a data entry specialist, the clerk 

would be free to perfom a more valuable function and the volume of 

records could be reduced to one or 

two floppy diskettes. 

tem andofitssoftwareis not sotech- Report Generation 

nical that it cannot be readily Frequently the battalion mainteadopted by most units. Most appli- nance officer or company comcations discussed can be created, mander needa a status report on his 

debugged and put in place using equipment (the 2406 report) or an 

only existing battalion staff person- update on services due for the 

nel when given proper training with month. These services may range 

the computer. from a simple tire rotation to an 

This combination of automated extensive overhaul of a vehicle, yet 
each must be manually identified by 

scanning reams of forms. This inaccurate screening process usually 

results in missed or overdue services. If the clerk tries to correct his 

error with afalseentry, the probable 

result is premature vehicle failure 

which is even more expensive in 

terms of labor and parts. 

Scheduled services also tie into 

the parts resupply system because 

filters, lubricants and bearings 

must be on hand when the service is 

due. This cycle could be greatly simplified through automated programming designed to retrieve the 

required information accurately 

and timely. This will enable the 

commander to check that the maintenance operation is functioning 

properly and that the people 

required to perform these services 

are present when needed. 

A myriad of other reports which 

could be better prepared by a computer include parts requests and 

follow-upactions on deadlined vehicles, maintenance allocation charts 

and lists of vehicle operators or 

alternates with the status of their 

military licensing and driving 

experiences. 

Dispatching 

With a microcomputer and an 

Low Relative 

Technology 

High Relative 

Technology 

updated database, vehicle dispatching could also be simplified. A simple entry of the operator's name and 

vehicle bumper number could produce a dispatch and a check on operational status, overdue services, 

operators qualifications and 

whether or not the previous dispatch had been closed properly. 

This sytem could greatly reduce the 

time it takes to dispatch an entire 

battalion in the event of rapid 

deployment for field exercises or 

alerta. 

Reordering Function 

In addition to the services application, there is also need for better systems for reordering parts and 

record-keeping (Prescribed Load 

List). 

Presently, each company PLL 

clerk manually notesin a bulky card 

file each time a particular part is 

used. If it is used three or more times 

in a quarter, it is added to the Prescribed Load List and stocked within 

each unit for future use. With current methods and manual bookkeeping, theusual result is thatsome key 

parts are overlooked and unit clerks 

swap parts to cover their oversights, 

resulting in needless downtime for 

vehicles. 

Automating this function will not 

guarantee better data entry per se, 

TACCS, on off-the-shelf computer and softmore system for bolllefield combat servrre 

support mission& (Photo courtesy of Tactical Data Systems, General El~rlriol 

High Structure Low Structure 

Large Size Large 

Low Risk Low Risk 

(subject to mismanagement) 

Small size Small 

Very Low Risk Very Low Risk 

(subject to mismanagement) 

Large 

Medium Risk 

Large 

Very High Risk 

Small 

Med/Low Risk 

Small 

High Risk 
but it will improve screening stocks 

on hand with a computerized list 

rather than a card file. It will also 

enable the maintenance officer or 

commander to easily screen his PLL 

so that he can add parts which are 

essential to accomplishing his mission. More importantly, a conventional reorder point system used in 

commercial businesses could even 

he adapted to trigger prompt action 

when stocks are low. The applications are only limited by the programmer's or the commander's 

imagination. 

Other Intangibles 

Although the automated maintenance system can save time, space 

and paper, the real value in the program is that maintenance clerks, 

officers and unit commanders are 

given more time to plan, monitor 

and check results. Not only do they 

have more accurate and more timely 

information at their disposal, they 

can also get the information they 

need in order to run an effective 

maintenance management program. For the clerk, it permits easier 

comparison with his peers in like 

units to see where his records or 

stocks are flagrantly wrong. It also 

enables him to devote his time to 

working with company maintenance personnel to schedule repairs 

and services. 

For the battalion maintenance 

officer, the computer helps him to 

Computers and the Unit Maintenance Programs 

Unit Status Reporting 

One of the quickest and most visible applications of computerization 

could be the use of a vehicle status database to generate the 2406 

reports. This report is currently prepared daily at each company (four 

reports in the battalion) and then consolidated manually into a 

battalion report for the use of commanders and maintenance personnel. It depicts: 

1.Equipment types, authorized and on-hand strength 

2. Available days for use (drawn manually from another set of 

forms) 

3. Specific vehicles that aredeadlined and their nomenclature, 

serial number, reason fornonavailability, dates of nonavailability and part/job order status 

Presently,it takes each company maintenance clerk approximately 

one hour to update and prepare the report. It takes another hour for 

battalion personnel to consolidate the report, check it and query 

company personnel on vehicle status before the reports are submitted 

to the commanders. In units where typographical errors are frowned 

on, this process can consume immense amounts of time due to 

retyping and subsequent checking. With computerized output, the 

whole process would take roughly one-half hour to update andnotime 

at all to print out. This is because all the information is stored in the 

databases, and once a change in status is recorded, a report can 

instantly be printed out. The immediate benefits are: 

1.Quicker report generation 

2. Legible reports that are easy to check 

3. Commanders at all levels get the same report 

4. The system can be designed to include vehicles deadlined 

for overdue services (not widely done) 

This is just one example of an application that I know would be 

invaluable to unit commanders and maintenance personnel. The 

numerous others mentioned are equally invaluable. 

execute his staff support function 

with greater ease. By reducing his 

control span over the number of support personnel, he can then manage 

the maintenance team function and 

minimize repetition. 

For the unit commander, decisions on how to best allocate unit 

labor can be made by setting his 

priorities based on concise and reliable maintenance information. He 

also has a clearer idea of his equipment's condition and thus can more 

reliably report his unit status to 

superiors as well as supervise the 

maintenance actions of his suhordinates with greater ease. 

While it has often been said that 

"the Army runs on paper", the more 

sobering thought is that the Army's 

commanders and staff are administratively handcuffed by the paper 

they generate. As the Army moves 

into an era of technologically 

advanced machinery and increasing tactical complexity, the plodding maintenance and logistical 

support systems of yesteryear will 

no longer suffice. While automating 

many systems is not a panacea, it is 

a start in the right direction. 

Meticulous care will have to be 

exercised in the initial staees to 

ensure that the problems of "Garbage in-Garbage out" and user 

reluctance to accept change are 

addressed. Once these are overcome 

and the proposed systems are in 

place, our maintenance personnel 

and commanders can get on with 

the business of ensuring that their 

units are prepared to deploy where 

and when they are needed. 

The time for foresight is now, and 

the Engineer battalions are ideal 

vehicles to exercise the concept. 

Let's automate now to give our commanders the decision tools they 

need to properly allocate their soldiers' time as well as their own. 

CPT Dauid F. Melcher is a social 

sciences instructor at the United 

States Military Academy. He was a 

platoon leader, company XO, company commander, and battalion 8-1 

He is a graduate of the Engineer 

Officer Aduanced Course and has a 

master's degree in business from the 

Harvard Business School. CPT 

Melcher is a registered professional 

engineer in New Hampshire. 
by LTC Stephen E. Shepard 

Critical Operation-Slruclures sicch as the Steele Ba,you Drainage Structure in Mississippi's kirzoo 

Basin are operated based on information received from the satellite. In a flat area such as the Delta, 

a few inches in error can mean thousands of dollars in damage. (U.S.Army photo.) 

he electron~c age, which has 

crept into the art of flood fighting, is aiding the Corps of Engineers. Automation is converting 

flood fighting techniques from desperate efforts of sandbags, confusion and prayers to a science of 

prediction, precision, and immediate response. 

Almost annually, the Lower Mississippi Valley has suffered from 

devastating floods, limiting the 

socio-economic potential of this fertile, agricultural region. 

Although a century of flood control efforts by the Corps of Engineers has greatly reduced flood 

damage, man has still not succeeded 

in changing the weather; eliminating floods is still an impossibletask. 

But recent technological advances have allowed the Corps, working 

with other federal, state and local 

groups, to improve its effectiveness 

in using the flood control works constructed during the past 100 years. 

These measures have resulted in significant savings by reducing damages and human trauma. 

GOES Satellite 

A great advance came in 1974 and 

1975 when the National Aeronautics and Space Administration 

(NASA) launched two satellites 

dubbed MS-l and MS-2. These first 

Geo-Stationery Operational Satellites (GOES) were placed in stationary orbit 22,600 miles above the 
Pacific Ocean to collect various data 

such as water resources, agriculture, 

geology, forestry and meteorology. 

In 'cooperation with NASA, the 

GOES now helps the Corps of Engineers' Vicksburg District to monitor 

the 2,300 miles ;frivers and streams 

in its three-state, 68,000-square mile 

area of responsibility. Based on its 

need for immediate information 

concerning rainfall and river levels, 

the Corps was named a major user 

of the system, along with several 

other federal agencies. 

Generally, each water resources 

project is tied hydraulically to all 

other similar projects. To manage 

the manv reservoirs and flood control structures which protect the 

thousands of people in urban and 

rural areas and the vast acres of 

farmland, the Vicksburg District's 

hydraulic engineers need data to 

make accurate, timely decisions. 

In less than one second, GOES 

satellite receives and transmits 

rainfall and river data from the 

million-square mile Mississippi 

River basin to the Corps' Waterways Experiment Station (WES) in 

Vicksburg. This is a vast improvement over the old days when all 

river and rainfall information was 

telephonically transmitted by local 

gage readers who were at the mercy 

of damaged phone lines, washed out 

roads and faulty alarm clocks. 

The satellite system is based on a 

network of automatic batterypowered gages placed in remote 

areas, under bridges and other strategic locations. The gage batteries 

are charged by their own solar cell. 

Some situations are primarily telephonically monitored withthesatellite serving as a secondary data 

transmission system. 

One of the major advantages of 

the satellite system is its "stand 

alone" capability. Information is 

;iutomalically triin~mit1t.d through 

the satellitr to thr NO\'A comontrr 

at WES, which district hydiaulic 

engineers and technicians access to 

perform instant analysis. Though 

some local gage readers are still 

used, the 24-hour information flow 

and reliability of the satellite system, and the telephone accesssatellite system have proven 

extremely effectivein flood fighting. 

At present, the district receives its 

satellite information from the 

NOVA computer at WES andmanually loads it into the district's computer. Plans for system expansion, 

however, show computers that can 

compile information directly from 

the satellite. 

Computer Modeling 

Information entered into the district's computer is used to develop 

models for forecasting the rate of 

flow, rate of rise, and flood crest of 

streams and lakes in the Vickburg 

District. The computer modeling 

system can quickly assimilate such 

varied information as amount of 

rainfall (actual and predicted), 

runoff and river stages, and present . , .. " ~t in a usable form. 

A Winning Cornhination 

Computer modeling and satellite 

gages have given the Corps a new 

advantage in fighting rampant rivers. During the December 1983 flood 

at Greenwood, MS, the rapidly rising Tallabatchie River threatened 

to overflow the Fort Pemberton 

Plug, a major item in theGreenwood 

protection works. Using satellite 

information and a computer model, 

hydraulics personnel were able to 

accurately forecast the rapidly rising river stages and allow necessary 

lead for the Greenwood office to successfully implement measures in 

protecting the plug. 

The Corps' modern technology 

also benefits individuals and small 

business concerns. During a 1982 

flood event, a Mississippi delta catfish farm, an industry highly susceptible to flooding, was threatened 

by rising water. The owner called 

the District Hydraulics Branch for 

information on flood levels. 

Using data made available by 

local gage readers, and the satellite 

gage system, hydraulic engineers 

and technicians were able to monitor 

the river over a 24-hour period and to 

obtain an accurate prediction. Relying mainly on Corps data, the 

farmer elected to keep his catfish 

crop in place rather than undertaking the costly procedure of pond 

draining and premature harvesting. 

Accuracy of the forecast was within 

one-tenth foot and the farmer was 

spared considerable misery and 

expense. 

Because of the reliability of Corps' 

information, many people request 

river information which is not forecasted by the National Weather Service, such as the Tensas and Boeuf 

Rivers in Louisiana. In many 

instances, the Vicksburg District 

offered timely forecasts which 

allowed -people ~ to protect their

homes and belongings from 

flooding. 

A resident of the Tensas Basin 

reported that the river was nearing 

her home and gave the approximate 

distance of the water from the 

house. Corps experts predicted that 

the water would only rise one inch 

above the house's slab. They also 

advised her that banking dirt 

against the house and covering it 

with plastic could help prevent the 

water from entering. By all reports, 

her efforts were a total success. 

The accuracy and timeliness of 

satellite-aided computer forecasting 

allow businesses the time to evacuate inventories, ranchers to move 

cattle to higher ground, elevator 

operators to remove grain and 

machinery, and homeowners to protect their possessions. 

Aerial Assistance 

During a major floodfight, the 

Corps often needs a closer aerial 

view than that afforded by tbesatellite system. Helicopters and high 

altitude surveillance aircraft are 

used for these missions. During the 

May 1983 flood, the Vickburg District received aerial assistance from 

the U.S. Army Electronic Proving 

Ground at Fort Huachuca, AZ and 

from Detachment 3,327th Aviation 

Group, 121st Army Reserve Command (ARCOM). 

Meshing old tools and new technology, Fort Huachuca supplied an 

OVID-Mohawk Army reconnaissance surveillance platform 

equipped for false color photography, infrared photography, 

high-resolution panoramic photography, and side-looking airborne 

radar. TheMohawkiscapableof flying 200 to 25,000 feet above ground 

level with a maximum speed of 200 

knots. 

The Mohawk was requested primarily for its airborne radar, which 

can delineate the flood's limits 

(where water meets land). The 

infrared linescan augmented the 

radar and was especially useful in 

detecting seepage or breaks in 

levees. High-resolution photographs werethen compared with the 
I -

The OV-ID Mohawk was used to map the extent of flooding, locate seepage under levees, and suroey 

the District for flood damage. (U.S.Army photo.) 

infrared photographs to form a comprehensive image. 

The OVID offered District experts 

a lofty vantage point to view flood 

damages, while helicopters from the 

121st ARCOM provided for detailed 

inspections. Using OH58A Kiowa 

four-seater helicopters and the 

larger UHlH Iroquois (Huey), the 

Corps maintained a close surveillance on hundreds of miles of levees 

and several flood control structures. 

The helicopters were also used for 

aerial photography, assessing flood 

damages and endangered levees, 

and reaching areas inaccessible by 

ground transportation. This 

allowed Corps Engineers to cover 

vast areas in hours instead of the 

days it would have taken by land 

conveyance. 

Lessons Learned 

Although the new flood fighting 

technology has resulted in many lessons learned, one lesson particularly deserves more attention. The 

information provided by satellites, 

computer models, and aerial reconnaissance is only as good as the 

individual analyzing the data. 

Computer-aided forecasts are most 

useful when tempered by sound 

judgment based on practical expe 

rience with the rivers. 

Often, a forecast based on computer results has been completely reversed because of human interpretation. An aerial photograph is 

useless unless the examiner is 

skilled in translating the visual 

images into useful data. Even with 

the timeliness and accuracy of information gathered through the new 

technology, human judgment 

remains the critical element in flood 

fighting. The people of thevickhurg 

District succeed by applying sound 

judgments based on vast experience 

and using the latest technological 

advances to prevent as much loss 

and suffering as possible. 

LTC Stephen E. Shepard is the 

Deputy District Engineer of the 

Vicksburg District. Heis agraduate 

of the Command and General Staff 

College and has a bachelor's degree 

in commercial art and engineer 

management. He also has a master's degree in environmental management from the University of 

Texas. LTC Shepard previously 

served us the Readiness Advisor at 

Fort Sam Houston, the Resident 

Engineer in Saudi Arabia, and as 

Project Engineer in the Galveston 

District. 

I Hotline Q & A

Q. When disabling a bridge, on which side of the bridge should the 


Triple Nickle Forty charges be placed (the friendly, enemy or either)? 


A. Reference FM 5-25.Chapter4, section III.Thechargesare usedonlyon 


abutments uptofivefeetthick. Completedemolition and partial demolition 


under various circumstances require different placement of charges. The 


Engineer school teaches that for complete destruction - place the "Triple 


Nick1eForty"chargeson both thefriendlyandenemysidesandfor partial 


destruction - place the charges on the friendly side. The use of charges 


depends on the target, the time, the commander's requirement and the 


rule from appropriate manuals. 


Q. Smoke grenade launchers on AVLBS and CEVs do not fit properly 


w/out modification. What isthe EngineersSchool doing to resolve this 


problem? 


When thesmokegrenade launcherswere usedover a yearago, mounting 


brackets were not issued. These brackets are necessary to install the 


grenade launchers onto CNsand AVLBs. Mounting kits, however, are not 


expected to become available until 1985, and only depot maintenance is 


authorized to mount smoke grenade launchers on CEVs and AVLBs. 


Q. I need to obtain some general purpose barbed tape obstacle 


(GPBTO) material for training purposes. 


GPBTO can be requisitioned material through normal supply. The NSN is 


5660-00-921-5516. 

Battlefield 

~nvironrnentai U SD 


Effects 

Software 

by Boyd Poush 

Scenes like this are happening 

at the U.S. Army Engineer 

Topographic Laboratories (ETL) 

and at Army installations and laboratories where BEES (Battlefield 

Environmental Effects Software) is 

being demonstrated. BEES, a userfriendly computer program system, 

is designed to demonstrate environmental effects information available to commanders forplanningand 

conducting military campaigns. 

BEES was first demonstrated in 

1983at Fort Bragg, NC, in a training exercise called "Gallant 

Knight." BEES processed real-time 

and predicted weather by using 

information which the Air Force 

staff weather officer provided. It 

also processed environmental data 

provided by the terrain team. 

BEES shows how environmental 

information supports the Corps of 

Engineers AirLand Battlefield 

Environment (ALBE) program and 

the Training and Doctrine Command Demonstration Planning 

Team. ALBE focuses research and 

development programs on the 

Army's realistic battlefield concerns. Under ALBE, both the Materiel Defense and Readiness 

Command and the Corps of Engineers laboratories are cooperating 

to create products for field 

demonstration. 

BEES is expected to be incorporated into these demonstration projects. BEES itself is a cooperative 

project, adapting specialized subprograms developed by other organizations such as the Army Smoke 

and Aerosol Working Group, the 

Atmospheric Sciences Laboratory, 

the Construction Engineering 

A warrant officer, who is a terrain team leader, walks into an office and introduces 

himself to the person seated at the desk top computer keyhard. 

"I saw the BEES demonstration during Gallant Rnight, and I w impressed" he says. 

"Can you show me what else BEES can do?" 

An hour later, he deports with 50 feet of computer printouts tucked under his arm "This 

is just what we need in Me field" he Says. "I wish the data base cooered the whole iwrld" 

Research Laboratory, and the Night 

Vision and ElectroOptics Laboratory. 

But now, let us return to the team 

leader and the demonstration he 

received from ETL geographer Paul 

Bourget. 

The warrant officer reads a computer printout of the BEES 20-

program menu. He expresses 

interest in the Army Construction 

Engineering Research Laboratory's 

Military Engineering program. 

Bourget then "calls up" a list of military engineering functions. The 

visitor selects the Bridge Classification program which Bourget 

requests. The computer asks for 

span length and road width in feet. 

The visitor supplies the information, and Bourget enters it into the 

computer. When all the required 

information has been entered, the 

computer prints a number that corresponds to a military one-way or 

two-way load classification. 

Next, the visitor chooses the Climatic Statistics and Narratives program. At the computer's direction, 

he selects a country, region and city 

from the list which the computer 

offered. Given a choice of seasons, 

the visitor selects spring. Imme 

diately, the printer displays statistics in temperature precipitation, 

winds, obscurants and clouds. 

When the visitor chooses the Surface Wind Climatology program 

from the menu, Bourget removes a 5 

l/4-inch flexible disc from the computer and inserts another. Bourget 

states that each floppy disc is capable of storing 270,000 bytes of information. The Surface Wind 

Climatology disc, for example, 

holds 34,000 entries for 62 stations 

in five countries for 10 to 30 year 

periods. The desk top computer now 

used for BEES demonstrations has 

a built-in storage capacity of 572,000 

bytes at 8 bits per byte. 

The overall BEES concept is not 

restricted to these specifications, 

however. Bourget explains that part 

of the BEES information is being 

translated into a computer language for the Army's MICROFIX 

microcomputer. Although terrain 

teams are among the units that will 

soon have MICROFIX systems, 

BEES programs are also slated to be 

included in ETL's Terrain Analyst 

Work Station (TAWS) and the Digital Topographic Support System 

(DTSS) computer programs. 

After the new disc is inserted, the 

computer displays the Surface Wind 

Climatology program and gives 

instructions to choose from a list of 

countries. The terrain analyst 

chooses a country at random and 

then a city within that country. The 

computer gives surface wind averages in various speed categories at 

selected hours for each month based 

on data supplied by the Air Force 

Environmental Technical Applications Center. 

The terrain analyst then turns to 

the very complex Real-Time Meteorological Data/Critical Values program. This program combines the 

weather forecast and terrain characteristics of a selected area and 

integrates the physical characteristics of various troops, operations 

and materiel. With this program, 

the computer can assist the commander in orchestrating the battle 

plan by evaluating the role that 
environmental factors will play in 

any given scenario. 

Bourget enters the temperature, 

dew point and humidity into the 

computer. Then the computer asks 

for wind speed, direction, and altitude. (The computer can process 

such parameters as obscurants, pre 

cipitation, ceiling of visibility, and 

vegetation.) After Bourget enters all 

relevant data into the computer, it 

indicates the types of missions that 

are possible and the effects of 

weather and terrain on the commander's equipment and personnel. 

In the Real-Time Critical Values 

program demonstration, tasks 

which are analyzed through the 

computer in seconds would take a 

terrain analyst hours or daysassuming he had access to the huge 

and varied source data. In a few 

minutes, the computer determines 

the environment's impact on such 

parts of the battle plan as: aviation; 

nuclear, biological, and chemical 

defenses; electrical equipment; 

incendiaries; materials; vehicles; 

aerial observation and photo reconnaissance; artillery operations; and ETI, Geographer Pa~llKrause studies map and BEES Classificaengineering. tion graphic. (U.S.Army photo.) 

Bourget explains that ETL's Battlefield Environmental Effects Paradrop Climatology program. * Density Altitude ClimatolGroup has been collecting world- After accepting ceiling height, vis- ogy 

wide climatological data since ihility and wind speed, BEES ArmyAtmosphericSciences 

World War I1 and compacting it quickly responds: Category 1, mil- LaboratoryKWIKSmokeObsonto few magnetic discs. The com- itary free fall-not possible. Cate curation model 

puter produces answers in seconds, gory 2, personnel and container Sunrise, sunset, twilight 

when a human terrain analyst delivery system G12-not possible. times 

would have to leaf through huge Category 3, equipment-not possi- Moonrise, moonset, moonbooks of data and lengthy tables, ble. Category 4, container delivery phase 

and makes many complex stem G13, G14-not possible. In Psychometric calculations 

calculations. other words, the combination of BEES is a fast-growing project. 

Now Bourget shifts to theDefense environmental factors exceeds the With its modular design, it can be 

Mapping Agency Mobility Model critical conditions under which any quickly updated to include the best 

program and requests a menu of type of paradrop is possible. subprograms. Environmental 

U.S. and Soviet armored vehicles. The BEES computer is even pro- effects have always had significant 

The visitor chooses the Soviet T-62 grammed to spot operator errors. impact on combat. Now we have the 

tank. At the computer's bidding, the After Bourget enters arbitrary means of quickly forecasting the 

operator enters ground slope, vege values to demonstrate a meteorolog- effectsfor field commanders. 

tation type, stem diameters, stem ical conversion, the computer first 

spacing, and soil rating cone index. displays the instruction, "reenter Boyd Poush is apublic affairs spe-

"Is considerable microrelief pres- data," and then displays the mes- cialist at U.S. Army Engineer Topoent? Shrubs.. .rocks? Whatisobsta- sage, "the values are not realistic." graphic Laboratories, Fort Beluoir, 

cle height?. ..Obstacle spacing?" The demonstration ends here, but VA. He has a bachelor's degree in 

The computer asks for positive BEES has still more capabilities, political science from George 

negative slope changes (undula- including: Washington University and fortions). The average of six * Army Night Vision and merly served as a foreign service 

undulations per kilometer is Electro-Optics Laboratory information officer with the U.S. 

entered. The computer answers that Target Aquisition program Information Agency in Indonesia 

the off-road speed of the T-62 is six Army Smoke and Aerosol and Yugoslavia. He also served as 

kilometers per hour in this terrain. Working Group Atmospheric an aerial imagery interpreter in the 

Now Bourget demonstrates the Transmission model U.S. Army. 
The Need For The p9 

by MAJ Donald T. Wynn and CPT Ronald G. Prichard 

The M919 Amlored Combat E,'arthrno~,~r (ACE), a ntgnificant impror 

operations on the modern battlc.field. (U.S.Army Photo.) 

mproved weapon systems such 

as the Abrams tank, the Bradley fighting vehicle, and the Apache 

attack helicopter require support 

from asriociated Jystems of equ;~l 

anilitv. mobilitv. and survi\,ahilitv. 

he ~9 ~rmiidCombat ~arthmover (ACE) has these characteristics. 

The evolution of the combat earthmover from World War11 to themodern battlefield demonstrates the 

need for Engineers to provide rapid 

support in a hostile environment. 

The bulldozer was growing in civilian importance when it was first 

used by the Army during World War 

11. It proved invaluable for clearing 

obstacles, breaching ditches, improving fords, filling craters, and 

increasing mobility. 

But as Allied forces began using 

the bulldozers in combat, they found 

the operator and the vehicle needed 

armor protection. The bulldozer's 

immediate need in combat brought 

about dozer blades for tanks and 

armored cabs for bulldozers. The 

tank dozers were not as efficient or 

versatile as the armored bulldozers, 

no division commandt!rs continued 

tu use their hullduzcr-: un the FERA 

as much as possible. 

Since World War 11, the lethality 

of tank guns and artillery has 

increased tremendously. For example, a 1944 M4 Sherman tank 

required 13 rounds to achieve a 50 

percent kill probability against a 

stationary target 1,500 meters 

away. A 1967 M60 tank required 

only one round to achieve a 50 percent kill probability. Today, the M1 

Abrams tank has an even higher 

kill probability. The Warsaw Pact 

developed their weapon systems to a 

comparable level. 

Lethality was also increased by 

new antitank weapons, such as the 

TOW and SAGGER. This lethality 

emphasizes the importance of a 

combined arms team approach and 

the necessity of using "hull down" 

positions whenever possible to protect weapon systems. 

The 1973Yom KippurWar and the 

current Iraq-Iran War have demonstrated this increased lethality as 

well as . . the necessity of prepared 

fighting positions. 1'11~importance 

ol surv~vab~l~t\~:~nd II~I.\~~I~u~o~~u

dozers were proven during these 

wars. In fact, bulldozers were 

regarded as significant indicators of 

combat effectiveness. In the recent 

incursion into Lebanon, the Israeli 

Army found the capabilities of the 

armored bulldozers so essential that 

they led armored columns into the 

Bekka Valley. This surely demonstrates that a continuing and present need for an armored combat 

earthmover exists. 

Mechanized armies throughout 

the world have recognized this need. 

The Soviets, French, Germans, British, Spanish, and Japanese have 

fielded new combat earthmoving 
equipment within the past few 

years. The Soviets, especially, have 

fielded systems solely devoted to 

earthmoving on the battlefield. 

These new systems are tactically 

mobile and designed to operate in 

the forward modern battlefield. 

The U.S. Army has also expressed 

its needs for a mobile combat earthmover through the 1981 Engineer 

System Program Review (SPR),the 

Army 86 Study, and the Engineering and Mine Warfare Mission Area 

Analysis (MAA). These studies concluded that this needed earthmover 

must act as a combat multiplier. It 

must improve the survivability of 

combat systems and reinforce the 

terrain to preserve the movement of 

friendly forces and impede the 

movement of enemy forces. 

The MAA provided a detailed 

analysis of Engineer missions in an 

AirLand Battle to support the combined arms team against the 1992 

threat (Figure 1).The MAA study 

emphasized that these Engineer 

tasks must be performed in stride 

and under fire. 

Besides the analysis of Engineer 

missions and task requirements, the 

MAA analyzed the Engineers' capability to deploy, to move, and to survive on the AirLand Battlefield as 

they perform their mission (Figure 

2). 

No single vehicle can perform all 

types of earthmoving tasks or move The M9 Armored Combat Earthin support of the combined arms mover (ACE) is specifically 

team (Figure 3).In fact, the Combat designed to eliminate this defiEngineer Vehicle (CEV) is the only ciency and provide the combined 

Engineer vehicle sufficiently mobile arms team with a highly mobile, 

and survivable to operate in thefor- survivable, earthmoving capability 

ward battle zone. However, it does in the forward combat zone. 

not possess the required earthmov- The M9 has the earthmoving caping capability-a major deficiency. ability to perform all the tasks 

EARTHMOVING MISSIONS AND TASKS 

Mobility Tasks 

Combat roads and trails 

Forward aviation (helipads, forward arming and refueling points, airstrips) 

Counterobstacle Tasks 

Tank ditch breaching 

Gap crossing (preparing sites) 

countermobility ~~~k~ 

Obstacle development (digging tank ditches, cutting roads) 

Survivability Tasks 

Fighting positions (excavating positions, fields of fire) 

Protective emplacements (hull defilade positions. command posts. fields of 

fire) 

Protected support facilities (protective berms) 

Figure 1 

The ACE will greatly inrreas~ I<ngineers' earlhrno~~ing capabilities oc.rar the 117 dozer and th~ 

Combat Engineer Vehicle (CEV).(U.S.Army Photo.) 

ENGINEER/Summer 1984 19 
The ACfi,' shows its increased mobilit.~capabilities for Engineers in the AirLand Battle. (U.S.Army 

photo.) 

needed in the forward areas. In addition to many other tasks, the M9 

can: 

excavate fighting positions 

clear fields of fire 

cut combat roads and trails 

breach antitank ditches 

dig antitank ditches 

prepare river-crossing access 

and egress 

At the same time the M9 has the 

characteristics which allow it to survive and move with the combined 

arms team in the forward combat 

zone. 

.It is armored against indirect 

artillery and small arms fire. 

It has a smoke screening 

capability against direct fire 

weapons. 

It is air transportable in the 

C-130. C-141, and C-5. 

It provides NBC protection 

to the operator. 

It is tactically mobile with 

speeds up to 30 mph. 

It is amphibious. 

It can communicatewith the 

task force. 

It has a night vision 

capability. 

In addition to these characteristics, the M9 is operationally more 

effective than the D7 dozer it replaces (Figure 3). This advantage was 

demonstrated in an operational 

effectiveness study conducted in 

1980 by the Engineer School. 

The study scenario placed a U.S. 

battalion-size task force conducting 

defensive operations against a Warsaw Pact motorized tank regiment. 

The U.S. defensive operations culminated with a counterattack to 

reoccupy its initial battle positions 

before the arrival of the second 

threat echelon. The U.S. task force 

was supported first by two M9s and 

then, in an identical scenario, by 

two D7s. In comparison to the D7 

support, the task forcesupported by 

the M9s: increased average task 

force movement rate by 67.7 percent; 

improved loss exchange ration by 

22.44 percent; reduced weapon systems losses by 22.45 percent; and 

reduced M1 losses by 32.35 percent 

I DESIRED EQUIPMENT CHARACTERISTICS I 

Deployability 

Air transportable (C-130, C-141. C-5) 

Tactical Mobility 

Highly Mobile (moves with maneuver forces) 

Amphibious 

Night vision 

On-board communications 

Battlefield Survivability 

Armored (survives on lethal battlefield against indirect fire and small arms) 

Smoke screening capability 

NBC protection 

I 

Figure 
-- 

PRESENT EARTHMOVING CAPABILITIES 


I Battlefield Use System Characteristics 

Vehicle Mobility Counter- Survivability Tactical Able To Air 

Tasks Obstacle Tasks Mobile Survive Deployable 

Tasks 

I 
 Backhoe No No Yes No No Yes 


I Bucket Loader No No Yes No No Yes 


Grader Yes No No No No Yes 


D-7 W/ 


Tractor-Trailer Yes Yes Yes No No Limited 


CEV Limited No Limited Yes Yes Limited 


Proposed Capability 

19 ACE Yes Yes Yes Yes Yes Yes 

Figore 

over the task force equipped with I 

D7s. 

A sensitivity analysis was also 

conducted in which the total 

number of D7s was increased to 

seven, the number necessary to digin the entire task force on its initial 

battle position. The force equipped 

with seven D7s was then tested 

against a force still equipped with 

only two M9s. The task force sup 

ported by the M9s: increased average task force movement rate by 

67.7 percent; improved loss 

exchange ratio by 9.5 percent; 

reduced weapon systems losses by 

9.5 percent; and reduced M1 losses 

by 20.7 percent; over the task force 

equipped with D7s. 

The M9s performed better because 

they were more mobile and survivable on the battlefield. These characteristics, coupled with an impressive One if the ACEl'srnany capnbiliti<~s is dumping taith its 2 1/2-cuhie

earthmoving capability, are desper- yard bucket. (1l.S.Arm.>, photo.) ately needed in the forward battle 

area. MAJ Donald T. Wynn is the M9 mander, BCompany IstBn(AIT)at 

Fortunately, the M9 is now in Project Officer in the Directorate of Fort Beluoir. He serued as platoon 

initial production. It will undergo Combat Developments at the U.S. leader and executive officer in the 

final production tests before full pro- Army Engineer School. He is a 1971 5th Engineer Bn. (Corps) fCbt) at 

duction award in late fiscal year graduate of the U.S. Military FortLeonardWvodandwasaproject 

1984. The Army will start receiving Academy and a 1983graduateof the officer with the Directorate of Comthe vehicles in early 1986. With the Command and General Staff Col- hat Deu~lopments. CPT Prichard is 

fielding of the M9, the Engineers lege. HI.has masters'dc?grees in up- agraduate of from the U.S. Military 

will have the capability to fully sup plied science and business admini- Academy, and masters' degrees in 

port the combined arms team on the stration. He is a rrgisterrd profes- c)ngineerinplmanagementandAmermodern battlefield. sional engineer in Virginia. ican history from the Uniuersity of 

Missouri-Rolla and George Mason 

CPT Ronald G. Prichard is Com- Clniversity. 
-- 

A battalion staff briefs their contmander on Engineer operations. (C'.S. Army photo.) 

by Burnham S. Gould, Jr. and CPT James V. Mrldd 

Combat Simulation Models Show Jrnportance 

of Engineers in Fighting Airland Rattle 
ould you believe that the 

nited States Armv is constantly fighting on such avast scale 

that it could afford to experiment 

with many different hardware configurations, doctrines and organizations? Well, believe it! The Army is 

fighting on such a scale-that is, in 

the form of combat simulation 

models. 

Without actual battlefield results, 

the effect of alternative hardware 

configurations, doctrines and 

organizations cannot be verified. 

They must be predicted on some 

other basis such as military judgment or sound logic. 

The Army finds combat simulation models to be especially helpful 

in making these predictions. When 

used properly, these models combine the advantages of hard data of 

experimentally tested factors (such 

as weapon system accuracy, lethality and vulnerability) with military 

judgment and mathematical logic. 

Results from combat models are 

crucial to the Army's decisionmaking process. They influence the 

decisions effecting which hardware 

programs receive funds as well as 

influencing the size and composition of forces and battlefield tactics 

and doctrine employed. The reliability of these decisions, however. 

depends on the quality of the combat models used. 

The Directorate of Combat Developments (DCD) at the Engineer 

School wants Engineers to berealistically portrayed in the combat models used in Army studies. This 

realist approach helps to ensure the 

Engineers' role as members of the 

combined arms team is properly 

reflected in funding decisions. 

The analysis branch of DCD, for 

example, reviews major studies conducted throughout the Army. It is 

especially concerned with the quality of Engineer representationin the 

combat models used. While the 

Training and Doctrine Command 

(TRADOC) uses 43 officially 

approved models, of which 12 are 

used for force-on-force combat analysis, the Engineer School must be 

knowledgeable in all of them. 

A family of models being developed under the Army Model 

Improvement Program (AMIP) is 

especially important. The Army 

intends the AMIP to form the basis 

of all major combat modeling. When 

completed, it will comprise a new 

generation of combat models. 

The AMIP is a hierarchy of three 

models sequentially named from 

small units (highly detailed) to large 

units (highly aggregated); for example: the Combined Army Support 

and Task Force Evaluation Model 

(CASTFOREM); the Corps/Division Evaluation Model (CORDIVEM); and the Force Evaluation 

Model (FORCEM). (Figure 1 shows 

the relationship between these 

models.) 

The underlying concept in tbesystem is that combat results will flow 

from lower level models to higher 

level models, and scenarios will flow 

from higher level models to lower 

level models. Engineer School guidance must ensure that the logical 

relationshius between the models 

are valid, and that the Engineer 

functions represented in each model 

are relevant to the context of the 

whole hierarchy. 

CASTFOREM, amodel developed 

by the TRADOC Systems Analysis 

Activity (TRASANA) is one model 

which is near completion. Engineer 

representation includes close combat activities such as minefield 

emplacement and breaching, individual items of equipment and weapon systems. TRASANA and the 

USAES have begun a joint study to 

debug the Engineer portion of this 

model and to investigate new Engineer system alternatives. 

CORDIVEM, a model developed 

under Combined Arms Operations 

Research Activity (CAORA) direction is undergoing testing. The 

Engineer module in CORDIVEM 

was developed by the Construction 

Engineering Research Laboratory 

(CERL) under the Engineer School's 

guidance. This module includes a 

precise method for allocating Engineer resources. Procedures are being 

developed to better represent Engineer attrition. resource constraints 

and movement. 

FORCEM, a model being developed by the Concepts Analysis 

Agency (CAA), is in its early stage. 

Engineer representation will be resI 

HIERARCHY OF ARMY MODELS 

Level Model Proponent 

Theater FORCEM CAA ~ I I 

it -Cr 

Scenarios Results 

it 

CORDIVEM 

4 I CAORA 

+ -Cr 

Scenarios Results 

it Cr 

Task Force CASTFOREM TRASANA 
DCD IN-HOUSE MODELS 


USAES DATA BASE 

tricted to those activities occurring 

behind the division rear boundary. 

CERL is also developing an Engineer module under the Engineer 

School's guidance to allocate Engineer assets to tasks in priority. This 

pilot module already has been successfully tested. 

Although the models described 

are extremely important, they are 

primarily used by the large analytical agencies, such as TRASANA, 

CAORA, and CAA. However, they 

are not available to most field analytical cells, such as the Analysis 

Branch of DCD. This means that 

DCD must develop itsown modeling 

capability in order to perform quality studies for the Engineer School. 

Such studies include cost and operational effectiveness of hardware 

systems, mobility, mission areaand 

functional area of mobility, countermobility and survivability missions, and organizational 

effectiveness. 

Currently, in-house modeling cap. 

ability is represented by a high resolution analytic model, the 

Simulation of Tactical Alternative 

Responses (STAR) Combat Model, 

and a force design methodology, the 

Analysis of Military Organizational Effectiveness (AMORE). A 

Force Structure Trade-Off Analysis 

Figure 2 

Model (FSTAM), where Engineer 

force contributions can be directly 

analyzed, is also planned. (Figure 2 

shows the relationship between 

these models.) 

The STAR combat model can simulate brigade versus division conflicts. This model has an Engineer 

module that simulates the effects of 

minefields and other obstacles on 

the combined arms battlefield. In 

August 1982, a memorandum of 

agreement was signed for the use of 

the Night Vision and Electro-Optics 

Laboratory computer facility to use 

STAR. Since then theSTARcombat 

model has been used to measure the 

combat effectiveness of several proposed countermine systems. The 

results were reported in cost and 

operational effectiveness analysis 

studies and are being published in 

Required Operational Capabilities 

(ROC). 

AMORE is amethodology with an 

associated computer model developed by Science Applications Incorporated (SAI). The Engineer School 

began using methodology in January 198:ion theSchool's IRM computer. It provides the ability to 

measure a unit's robustness, which 

is defined as resiliency and redundancy. Output from the model 

shows details of a unit's capability 

after a period of degradation, such 

as the loss or overuse of missioncritical equipment and personnel. 

TRADOC directed that the AMORE 

be used to analyze all new organizational designs and major organizational changes. 

FSTAM will be a theater level 

mode that assigns Engineers to particular jobs within an operational 

area. This model will give the 

USAES the ability to directly measure the contributions of the Engineer force on the battlefield. 

Presently, the most feasible candidate for this model is the Joint 

Theater Level Simulation (JTLS). 

JTLS, developed for the Readiness Command, the Army War College, and the Concepts Analysis 

Agency by the Jet Propulsion 

Laboratory, is a highly aggregated 

computer-assisted war game which 

simulates conflicts between forces 

to theater size strength. (Unit resolution is normally battalion level.) 

The Engineer portion of this model 

will be augmented by the integration of an Engineer module already 

developed by CERL. 

Although this was a brief introduction to an extremely important 

complex and frequently misunderstood subject, the Engineer School's 

work with the Engineer modeling 

program may plart, Engineers 

ahead of the rest of the Army. This 

enables the Engineer community to 

make its needs better understood 

when decisions to allocateresources 

(for the AirLand Battle) are made. 

Burnham S. Gould, Jr. is chief, 

Analysis Branch, Directorate of 

Combat Deuelopments, Fort Beluoir, VA. He has practiced operations research for more than 20 

years. He is a graduate of Princeton 

University and of the Sloan School 

of Management at Michigan Institute of Technology. 

Captain James V. Mudd is assigned 

to the Directorate of Combat Dcurlopments, Fort Beluoir. He is a graduate of the United States Military 

Academy, the Armor Officer Basic 

Course, and the Engineer Officer 

Advanced Course. CPT Mudd has a 

master's degree in operations 

research from the Naval Postgraduate School. He is a registeredprofessional engineer in Virginia. 
'combat Engineers of the 18th 

Engineer Brigade have found 

managing construction programs 

easier with the help of a microcomputer system called the Automated 

Construction Management System 

(ACMS). 

ACMS is part of a pilot research 

study aimed at exploring microcomputer applications for Combat Engineers. Using off-the-shelf hardware 

and software, the U.S. Army Construction Research Laboratory 

(USA-CERL) was able to minimize 

programming and concentrate on 

developing system applications. 

To test the ACMS, construction 

and financial managers at headquarters, 18th Engineer Brigade in 

Germany, are using the system to 

manage the Grafenwoehr Training 

Range upgrade project-the largest 

construction effort in Europe, consisting of more than 120 individual 

projects. 

The ACMS enables the user to 

maintain current records on costs of 

construction projects. For example, 

touching a button may display the 

names of individuals responsible for 

various construction tasks. Another 

button may show the tasks which 

have been completed and when they 

were completed. The ACMS also 

by Charles E. Herring 

speeds the report writing process by 

compiling data and printing several 

reports, summarizing the status of 

construction projects. 

According to MAJ Russell P. 

Baldwin, 18th Engineer Brigade S3, implementing ACMS was relatively easy. Two clerk-typists 

assigned to brigade headquarters 

were trained on-the-job and no formal classroom training was 

necessary. 

The system, itself, consists of five 

integrated modules. Access to the 

application modules is provided by 

a menu program called SUPERVYZ. The menu presents a list of 

options from which the user can 

choose. A menu option may lead to a 

menu of another moduleor it maybe 

used to initiate action on a specific 

function such as "generate reports." 

The menu system forms a tree structure that is shown in Figure 1. By 

typing "?"on the keyboard after the 

menu is displayed on the screen, the 

user is provided with online help 

which explains what each menu op. 

tion does. 

Network Analysis Module 

The network analysis module will 

help users track the completion status and scheduling of construction 

tasks. The module consists of: a 

powerful Critical Path Method 

(CPM) program called PMS-11; help 

files; and utilities for copying and 

deleting files and for checking file 

status. 

Each project officer develops a 

network and completes a CPM 

Input Form. This information is 

entered into the CPM program 

which calculates the critical path 

and generates the following reports: 

a detailed activity listing; an 

activity-on-arrow network logirdiagram; and a Gantt barchart(Figure 

2). After examining the output, the 

project officer can perform "what if' 

analyses hy making changes to the 

network and examining the new 

results. 

Because the ACMS is automated, 

changes to a CPM are made easily. 

As work progresses, the actual start 

and finish dates of the activities 

may be entered and the updated 

CPM network generated. In addition, a library of CPMs can be stored 

for later use in planning to serve as a 

reference source for project officers. 

A summary Construction Status 

Report is then generated to show the 

scheduled and actual percent complete, allocated and expended funds, 

and percent funds expended for 

each group. 

A Monthlv Contractor and Trooo 

Construction Report is printed for 

each hattalionand shows themonthly physical and financial progress 

for each task assigned to that battalion. The Customer Billing Report 

is produced weekly and lists the 

allocated funds, costs to date, previous cumulative billing, billing for 

the current period, and the balance 

for all projects funded on each construction directive. 

The design of ACMS reports are 

patterned after currently-used Engineering reports. According to MAJ 

Baldwin. ACMS reports have 

replaced 99 percent of the reports 

once prepared manually at the brigade level. 

General Application Module 

The General Applications Module 

provides users with two valuable 

software programs and additional 

utility menus. First, Wordstar, a 

popular word processing program. 

can be used for any correspondence 
- - 

w 

TI MAlNYElU

I I 	 '1 1 ' 
 LEkiiH 10 -	 CPM PROJLLI PROJECT I ESS REPOR1 MANAGEMENT CONTROL TI BASE 

CRITICAL PhTH PllOltCI 

- YEiHOO -
 OAT& 

PROGRAM BhSE 

CPY FILE PROJECT 

- COPYING -
 REPORTING 

IUUCIIONS GROUPS ROSTER 

CPM FILE EQUIPYENI

- DELETING -
 COST 

FUlCllOWS DLTl BASE 

CPY PROGRAY 

- TRIINING -
 #Eli" 

PROJECT 


REPORTING 


YtlU 


P~OJECTSTAIUS 

REPORT -

WEEliY 

- CONSlRUCTlOW - STAIUS REPORT 

-


SUMMARY

- CONSTRUCIION m COST REPOPI 

CUSTOMER 

- BllllNG 

REPORI 

1 


IISTtY 

U1111lY 

FUNCIIONS 


WORD 


PROCESSING 


tltCTRONIC 


SPREAD 


SHEET 


GERERAL 


Ullllll 


FUlCllONS YtNU 


I-

- CLISTOMtR 

BILLING 

DIlA BASE I - PROJtCT EQUIP 

YEW, REPORT I 

L PROCESS WEEKLY 

paocarss 

REPORIS 

- YOIilll TRi COIISIRUCI 

COST RIP0 

-

- BL"ALI0I 

COST RlPO 

associated with construction management. In addition, units without 

word processing capabilities will 

have these programs and menus 

with ACMS. 

Second, SuperCalc, an electronic 

spreadsheet software program, performs any calculations not already 

programmed into ACMS. Users can 

also use SuperCalc to keep track of 

how funds are being allocated 

within a project. 

And third, additional utility 

menus maintain and duplicate data 

bases and perform system diagnostics. All of the software systems use 

current data already stored in the 

ACMS, making record keeping easier and more accurate. 

Advantage of ACMS 

Maj Baldwin says that users of 

the ACXMS at the 18th Brigade 

have reacted favorably to the system. He adds that personnel at the 

18th Engineer Brigade have found 

that the ACMS helps in three ways. 

First, the ACMS significantly 

reduces the tediousness of thereport 

preparation process. Project officers 

only have to record raw data on the 

word processor; the computer performs the vast majority of calculations. This enables construction 

managers to spend more time in the 

field supervising their projects. 

Second, the ACMS makes it much 

easier for personnel to keep accurate 

records. After project information 

I	IYEIKL" 

REPORT 

Figure 1 ACMS men81 Iyrtem floe diagram 

changes are entered into the computer the new information is immediately disseminated to other users. 

Entering new information will automatically update other reporting 

files. 

Third, the ACMS quickly produces valuable summary reports from 

a large volume of data. Managers 

now have more control over their 

projects because summary reports 

are generated faster. These reports 

enable a manager to review phases 

of the project during construction or 

the entire project after completion. 

In addition, the ACMS can provide 

a statistical analysis of construction efficiency for an activity. Con- 
The DAS3 mu-mounted data processing s@stem allncer bell~rconfrol sf eyutpmcnl, spnrv parlr, ond rnninlrnanrr reeord.9. (Photo 

courteay of Tactical Doto Systems, General Electric.) 

sequently, managers can make 

better decisions because they are 

better informed. 

Project Control Module 

The remainder of the modules, 

with the exception of the General 

Applications Module, were written 

by USA-CERL using Base-11, adata 

base management program. 

The Project Control Module has 

four data bases. The project data 

base stores project information such 

as construction directive number, 

project location, constructing unit, 

estimated cost, allocated funds, and 

TDY rates. Default TDY rates or 

r;lrea spttclfic tcl a particular ic,c:ntion 

mav he used. l'roiect data twhich 1s 

used for producing a variety of 

reports) may be entered, changed, or 

deleted. 

The Equipment Cost Data Base 

can record costs for approximately 

350 individual line items. Data submitted by the project officer is used 

to calculate equipment costs 

charged against individualprojects. 

The i8th ~ngineer~rigade"se; this 

data base to keep track of the actual 

equipment hours for over 300 pieces 

of equipment. 

The Customer Billing Data Base 

is used to produce reports for projects funded under a construction 

directive. These reports place monetary values on all work completed on 

these projects. The 18th Engineer 

Brigade uses the Customer Billing 

Data Base to summarize thecostsof 

the 120 projects at Grafenwoehr by 

assigning pr0jel.t~ to ronstruction 

dirrctivr numbt!rs. Conseouent~v. ". 

the brigade's staff and the biigade's 

major customer, the 7th Army 

Training Command, receive an 

accurate summary of weekly costs. 

The Project Groups Data Base is 

used to define groups of projects for 

summary reports. For example, the 

Engineers in the 18th Brigade 

define project groups according to 

both the battalions responsible for 

the projects, and to the firing range 

in which they are located. This provides flexibility in generating summary reports. All of the battalion's 

projects for a specific range, or 

Facility Engineer projects of a certain type or location, can be specified as being part of a particular 

group for reporting purposes. 

Weekly Progress Reporting nm-.,..,-

1.1 l,,,11,-

The Weekl\. Provress Reoort 

(WPR) is the key source data document for project tracking and billing. Each week the project officer 

submits a WPR to 18th Brigade 

headquarters. The WPR contains 
llNG TARGET SECT 

IH ENGINEER BRIl 

ART-EARLY FINIS nlt bar chart 

1 5 20 CONSTRUCT BOROW PIT 121 5 30 REYOVE EXISTING RAllSI3 

30 SOCONSTRUCT NEW BERM 

30 60 REYOVE EXISTING BERM 

30 3W YIP DRAINAGE 

60 90 CLEUR AN0 GRUB ITS 

90 130 YTS SUBBASE GRADE 

130 180 YTSCULYERD 

110 190 YTS PLACE BUSE COURSE 

ilGRAOE 

SHELTER 

PE YTS 

I 

information on TDY charges, manhours worked on each activity, and 

equipment usage. This data is 

entered into the Weekly Progress 

Report Data Base. The system performs all required calculations and 

stores cumulative data for each 

task. This data is used by the 

Reports Generation Module to generate summary reports. 

Reports Generation Module 

This module produces six reports 

using information provided in the 

Weekly Progress Reports. A Project 

Status Report is printed for each 

active project, showing the current 

physical progress, cumulative manpower use figures, and financial progress. A copy of this report is sent to 

the project officer. 

The other reports are summary 

reports for management use. A 

Weekly Construction Status Report 

may he produced for each group of 

projects. The report lists the title, 

unit, start and completion dates, 

scheduled and actual percent complete, percent funds expended, and 

number of days ahead or behind on 

the critical path for each project. 

Future of ACMS 

Even though the ACMS was 

designed for the 18th Engineer Brigade, its modules can be modified to 

meet other organization's specific 

needs. The construction management process used in the modules is 

typical of most Combat Engineer 

units. Parts of ACMS are being used 

by the 2nd Engineer Group, Korea; 

the 20th Engineer Brigade, Fort 

uww-- wwv 

www .... WW 

.--, 

Bragg; and the 416th Engineer 

Command, Chicago, IL. 

In May 1984, USA-CERL began 

the development of a "MissionManagement System (MMS)" as an inte 

rim system to a "Combat Engineer 

Command and Control System 

(CECCS)." A generic version of 

ACMS, applicable to all Engineer 

units, will be developed as a part of 

MMS. Some pilot modules of MMS 

will he field-tested starting in the 

fall of 1984. 

USA-CERL has been tasked to 

assist the US Army Engineer 

school (usAES) in developing a 

command and control system for 

combat Engineers. Work on that 

system will begin in FY85. ACMS 

version 84.0 is available from the 

Command and Control Microcomputer User's Group (CZMUG). Contact: Chief, CECOM SDSD, ATTN: 

-, .,= 

I 

Figure 6 

DRSEL-FL-SDSD (C'MUG), Fort 

Leavenworth, KS 66027. Telephone 

(913) 684-7550, or AV 552-7550. 

Mr. Charles Herring is a programmer/analyst in the Microcomputer 

and Sirnulatior1 Tvam at tho U.S. 

Army Construction Engineering 

Research Laboratory in Champaign, IL. Herring has a bachelor's 

degree in physics from the Uniuersity of Mississippi and is working 

toward a master's degree in computer science at the University of Illinois at Urbana-Champaign. His 

research at CERL has been in the 

areas of microcomputer applications, military engineering, and 

office automation. 

Herring is a first lieutenant in the 

Army Reserves andgraduated from 

the Engineer OfficerS Basic Course 

at Fort Beluoir in May 1981. 

ENGINEER HOTLINE 

Problems, questions, and comments relating to engineer 

training, organization, and equipment can be addressed .u.u,..- i 

nically tothe U.S.Army Engineer School's"Engineer Hotline".The 1 

Hotline's auto-answer recorder operates 24 hours a day, seven , 

days a week. Callers shouldstate their name, address and telephone ! 

Ilumber, f~~llowedb>y a concis e questior 1or comrr lent. You' II receive I4 

i3 reply w ithin thre e to 15 dlays. The Hotline is not a receiving 

i3gency fa~r formal Irequests. 
Hrvrog road grader 

As a result of the Airborne Airmobile Program and the Commercial Construction Equipment 

(CCE) Standardization Program, 

efforts are underway to reduce the 

number of different makes and models of construction equipment used 

by the U.S. Army Corps of 

Engineers. 

In the past, the Army's Enginrpr 

construction equipment was purchased commercially. Today, many 

of those items are old, obsolete and 

logistically unsupportable. To 

further aggravate the problem, 

many identical items used by Engineers are availablein several makes 

and models. 

One active duty division, for 

example, has six similar scoop loaders from three manufacturers, four 

graders from two manufacturers, 

and five model compressors from 

two manufacturers. This diversity 

in construction equipment adversely affects unit readiness by placing additional strain and burden on 
the logistical support and training 

base within the Army. The Army, 

though, recognizes the problem and 

is moving toward standardizing 

construction equipment. 

Initially, the FAMECE (Family of 

Military Engineer Construction 

Equipment) program, a strategy 

which evolved in the early 1970s, 

was considered the solution for 

achieving standardization. 

FAMECE was an "all purpose" 

piece of equipment using a common 

power unit with a variety of earthworking attachments. But after 

nearly a decade of development and 

testing, the program was terminated for insufficient funds. 

Since 1972 and throughout the 

full-scale development phase of 

FAMECE, virtually no funds were 

committed to buying conventional 

equipmentwhich wasexpected tobe 

replaced by the FAMECE. This 

funding void contributed to the 

existing construction equipment 

problem in the Engineer inventory. 

After FAMECE was cancelled, 

the Engineer School analyzed the 

overall status of combat construction equipment and determined that 

the need to replace equipment in the 

airborne and airmobile forces was 

evident. Major pieces of construction equipment, including loaders, 

graders, compressors and tractortowed scrapers, exhibited the worst 

posture mainly because of overuse, 

aging and diversity of makes and 

models. 

The analysis also served as a 

basis for creating two major modernization efforts: the Airborne/Airmobile Program and the CCE 

Standardization Program. Much of 

the airborne and airmobile equipment was old at the beginning of 

FAMECE. BY 1979, many of these 

items were logistically unsupportable and were degrading unit readiness. 

In a joint effort, the En&' .~neer

Corps identified the most critical 

items. These items now comprise the 

Airborne/Airmobile Proeram. - which consists of loaders, graders, 

scrapers, water distributors and two 

sizes of crawler tractors. Contracts 

for both airborne and airmobile versions were approved in fiscal year 

1982. The equipment (conventional 

commercial items) was altered to 

meet unique air transportability 

requirements. 

Aside from obvious logistical 

advantages of new equipment, the 

program offers additional benefits. 

It replaces some wheeled tractortowed scrapers with a modern, selfpropelled, elevating scraper. This 

scraper can be air delivered in a single air drop package or transported 

in two sorties by a helicopter. Existing scrapers require two air drop 

packages and possibly five sorties 

for helicopter transport. In addition, 

a new increased capacity (2500- 

gallon) self-propelled water distributor will replace the 900-gallon water 

bladder, which is generally 

mounted on a 2 l/2-ton cargo vehicle. Other new features include 

angle blades for the crawler-tractors 

and articulated frame steer graders. 

Both will increase equipment flexibility and productivity. 

Still the standardization problem 

remained unsolved. This significant 

weakness prompted a DA effort to 

establish a CCE Standardization 

Program. This program follows the 

Airborne/Airmobile Program and 

is part of a longer term modernization effort. 

Sinceanalysis again indicated the 

need tocompletelyreplace key items, 

it was necessary to list these items 

by certain limiting factors and by 

funding constraints imposed by the 

Army. Some of these factors were 

mission essentiality, equipment age, 

density, number of models fielded 

and logistic supportability. Subsequently, the priority list was used to 

influence funding. TRADOC and 

DARCOM developed technical data 

packages to support procurements 

scheduled to begin by the middle of 

the 1980s. 

The resulting CCE program basically became a procurement strategy involving competitive 

multiyear procurements as the key 

element in achieving standardization. This aDDr0ach . . will reduce the 

number of different makes and models of equipment and reduce the 

increased logistic burden of documenting, provisioningand training. 

With contracts recently approved 

for the four highest priority items 

(loaders, graders, scrapers and air 

compressors), the CCE Standardization program is now a reality. The 

contracts, awarded to J. I. Case 

Company, Caterpillar Tractor Company and Ingersoll-Rand in January and March of 1983, represent 

orders exceeding 7,000 pieces of 

equipment through 1986. The equipment under contract is basically 

from the manufacturer's commercial product line with modifications 

to meet military unique requirements (for example, blackout lights, 

slave receptacles and lifting lugs 

and tiedowns). 

One of these new contracts 

includes a wheeled loader contract, 

awarded to the J. I. Case Company, 

for the MW24CIS powered by the 

Case A504BD diesel engine rated at 

132 horsepower. It is equipped with 

a 2 1/2-cubic yard multipurpose 

bucket and will replace several models of like loaders. 

Caterpillar Tractor Company was 

awarded contracts for the graders 

and tractor-scrapers. The new graders, the CAT 130G model powered by 

the CAT 3304 diesel engine, feature 

articulated frame steering, which 

provides greater operator control 

and flexibility on the job sites. The 

scraper selected is the 621B selfpropelled tractor-scraper. It has a 

14-cubic yard struck and 20-cubic 

yard heaped capacity powered by 

the CAT 3406 diesel engine. The 

tractor-scraper will replace existing 

wheeled tractors and towed 

scrapers. 

New trailer-mounted 250 CFM air 

compressors were contracted to 

Ingersoll-Rand. The contract 

includes complete pneumatic tool 

and compressor outfits and separate 

trailer-mounted 250 CFM air compressors. Field units scheduled to 

receive separate trailer-mounted 250 

CFM air compressors, but already 

having complete outfits, will 

transfer their tools to the new trailer 

and turn in the old trailer and comoressor. Com~lete outfits ~ ~ ~~ are ~~~ beine ~~~~~ 

- purchased to fill existing shortages. 

The new compressor will be a rotary 

screw type, powered by a Deutz aircooled diesel engine. 

Each of the new items possesses 
14-cubic yard scraper 

impressive credentials. Initial fielding of the contracted items will 

begin by late 1984. Additional items 

planned for the multiyear procurement under the CCE Standardization Program include the following: 

the small emplacement excavator, 

the T-9 size dozer and the 7 1/2 and 

20-ton cranes. 

The CCE Standardization Program is a significant achievement 

in modernizing the total force. 

Tangible benefits in training and 

overall logistic support will be evident in future years. The true 

benefit, however, will be in 

improved readiness and capability 

of Engineers to carry out their role 

in the AirLand Battle. 

CW3 Ben Fenhagen is assigned to 

the 557th Maintenance Company in 

Germany. He was the CCE Project 

Officer in the Directorate of Combat 

Developments at the U.S. Army 

Engineer School, and has served in 

various maintenance management 

positions. CW3 F~nhagen has an 

associate of science degree and is a 

graduate of the Warrant Officer 

Engineer Problem 


Specification for a project requires 800 LCY of sand and gravel. The 

loading unitisa 2%-cubicyard loader, with a cycletimeof 50secondsand 

an equipment/operating efficiency factor of 55. Hauling units will be 

5-tondumptrucks with a cycletimeof 12 minutesfrom thestockpileto the 

project site (reference FM 5-34, Chap 12-4). 

REOUIREMENT 1: How many 5-ton dump trucks will be needed to 

keep the loader at maximum operations7 

REQUIREMENT 2: How many hours will it take to haul the sand and 

gravel to the project site? 
i\ "team" construclirig an M4T6 rlrcli holk bridgc with inlermedialr support. ([.:S.Army photo.) 

by Dandridge M. Malone 

w a r isn't a game, but thinking 

about games can sure help 

you learn about war. 

For example, think about a football team. Think about what it does 

and how it operates. Then see if you 

can think of examples that show 

how a football team is like a unit on 

the battlefield. That ought to give 

you a good idea of how teamwork 

works, on either the playing fieldor 

on the battlefield. 

But how do you build a team? 

Well, first, with an overall teambuilding strategy, andsecond, using 

one of those many specific principles of leadership that tell you to 

train your men as a team. 

Fire team leaders build teams 

with their subordinate soldiers. 

Squad leaders and above build 

teams with their subordinate leaders and their teams. In either case, 

there is one simple overall leadership strategy for building a team. It 

is an overall way a team operates, 

not a specific instruction, and it has 

two requirements. 

First, a leader mustconstantly,on 

a daily basis, do and say things that 

will convince each individual team 

member that he is an essential part 

of the whole team. He must know 

that other individuals depend upon 

him to get their work done and that 

only with his help will the whole 

team get its work done. 

The second requirement of the 

strategy is that aleader mustdo and 

say things to convince the individual team members that their wants, 

needs, hopes and goals are tied to 

the team's performance, output and 

work. Each individual team 

member will usually operate in his 

own best interest. He'll do what he 

thinks is best for him. That doesn't 

sound too admirable, but it's a fact 

of human nature. In building a 

team, a leader has to convince each 

team member that the best way for 

him to get what he wants is through 

what the team does. 

In essence, this team-building 

leadership strategy says: 

Convince each team 

member that the other team 

members and the team as a 

whole are dependent on him. 

Convince him that, even as 

an individual, much of the 

whole business of reward and 

punishment is tied to his 

team's output and performance. 

Building the complex team that a 

battlefield requires is tough. A 

leader can't get it by asking for it or 

by just giving an order. It takes 
time, careful planning, and the 

sixth principle of leadership: "know 

your soldiers and what's insideeach 

one." 

Beyond general strategy, there is 

no step-by-step procedure practical 

for company-level leaders to use. 

But there are about ten good teambuilding techniques stemming from 

experience and research. 

They have worked for hundreds of 

years and will work for captains, 

lieutenants, and sergeants today. 

Use drills. 

The best way to build the teamwork a unit needs is by using drills. 

Dismounted drill is good, but the 

best drills for building teamwork are 

spelled out in the ARTEPs. If a unit 

can't train in the woods, then it 

should walk through an ARTEP on 

an open field. If a unit can't do that, 

then it should try a blackboard, or a 

terrain model, or a map. 

Drills must always be critiqued. 

The team's performance and how 

each individual team member contributed (or failed to contribute) to 

the team's performance must be discussed. The specific places where 

the coordination and the timing of 

individuals and teams worked and 

didn't work should also becritiqued. 

Use stress. 

High stress and heavy pressure 

applied to the team will build teamwork. That's a fact. The trick, 

though, is to do it right. Events, 

exercises, and activities that 

demand maximum effort by the 

team and by each team member will 

build teamwork. Add danger and 

that teamwork gets even stronger. 

The high stress of battle binds 

teams together so well-sometimes 

in just a few hours-that they continue to have annual reunions for 

years after the war. 

In training, a unit should get as 

close to battlefield stress as it can. In 

the absence of a war, try a 100-mile 

road march; or run 10 miles with 

weapons, helmets, and LBE; or 

climb a mountain; or run an 

extremely challenging non-stop, 

day-and-night, 24-hour battle drill 

over the worst terrain you can find. 

Do any or all of these high stress 

events as a team. Then, later, start 

listening for the bragging and the 

war stories about "Us." It will work. 

Guaranteed! 

Work by teams. 

Get tasks done by teams, rather 

than by "details". You, First Sergeant, can do a lot about this. Next 

time the battalion tasks you to provide a "lo-man detail and one 

NCO," send a fire team with its own 

team leader instead of a detail. 

Chances are good that half asmany 

men, working as a team, can do 

twice as much work in half the time. 

Bet on it. And ifyou'reeven smarter, 

you'll let the team know you bet on 

them. 

Leave teams together. 

Whenever there are formations, 

leave teams together. "Break off 

and fill it in back there!" may make 

the platoon formation look better, 

Lieutenant, but you'rebreaking up a 

team. How units work is more 

important than how they look. 

Whenever you, Sergeant, must 

form your men, brief your men, 

move your men, work your men, critique your men, feed your men or 

billet your men, do it the same way 

as if you had to fight with your men 

on the battlefield. Do it as a team. 

You can tell your troops, "Everyone be at the motor pool at 1300to 

clean the tracks!' That may get 

them there by 1300, but if you do it 

that way. Platoon Sergeant, you've 

just lost one of those valuable daily 

opportunities to keep working on 

teamwork. Instead, form your soldiers as a squad in the company area 

and march them to themotorpoolin 

step. Stand them at ease, give them 

their instructions with something 

similar to a brief five-paragraph 

field order (including missionstandards). Supervise the fire team leaders, keeping the whole squad workinguntil the whole job is done.Then 

call them to formation again, critique their performance as a team, 

march them back to the company 

area, and only then release them. 

If you, as the leader, can keep your 

subordinates working and living as 

a team in their daily activities, the 

result of those ARTEP drills will 

automatically improve; and so will 

that unit we call "the company" 

when it fights on the battlefield. 

Move men on manning boards, 

not names. 

On the wall in the orderly room or 

in the company commander's office, 

there should be amanning board. It 

should look like nothing more than 

perhaps a chart covered with acetate and filled in with a grease pencil. This chart can be the main tool 

for building and maintaining 

teamwork. 

The first sergeant and the platoon 

leaders will make the primary 

recommendations, about who goes 

where, butthecompany commander 

will make the decisions. Never move 

a name without first thinking about 

the effect on teamwork and the 

team. When you rearrangenames in 

an attempt to balance strength figures, you may be doing the same 

thing the lieutenant does when he 

evens up his platoon formation. The 

board may look better, but the unit 

may not be as effective because 

you've unintentionally destroyed 

some of its teamwork power, someof 

that "extra." 

Each time you move aname, what 

you're really doingis moving a man. 

and you're moving him out of his 

family. Moreimportantly, when you 

move him, you're moving a part of 

something bigger. Ifthat something 

bigger is a smooth functioning 

team, then what you may be doingis 

takine - out the carburetor. And a carburetor can't be replaced with an oil 

pump. As a general rule, hold manning board moves to an absolute 

minimum, and alwaysfirst consider 

the effect the soldier has on that 

team. 

Talk team language. 

There is a simple guaranteed way 

which all leaders can build teamwork. They should simply start 

using the team words "we, us, and 

our," instead of, "I, me, and my." 

When a leader starts leading by 

example with his language, his followers will follow. And they'll start 

talking and thinking more about 

"us" than about "me". The first two 

letters in U.S. Army are "US'and 

the last two are "my." Think about 

it. It isn't a bad philosophy. 

Build team reputation. 

Any man worth a damn will work 

hard to live up to his reputation. So 

will a team. Whenever a team does 

something that is both unusual and 

good, and when themembers doit as 

a team, the leadership of the whole 

unit should know about it. When 

this happens three or four times, the 

word will get back to the team. Then 
-- 

they'll find out that they do have a 

reputation to live uu to. 

Reward or punish the team. 

Whenever a leader supervises a 

task that requires a high degree of 

teamwork (like maybe an ARTEP) 

he should try to gear his supervision, criticism, reward, and punishment to what the team does more 

than to what the individuals do. 

Each individual should clearly 

understand that what he wants 

most (or maybe wants least) should 

depend more on the team rather 

than on him. 

Punishing a whole team is 

extremely effective, hut it should be 

done very carefully. A whole team 

should he punished when all the 

"hands-offs" are too sloppy or too 

slow, when there's no trust among 

the parts, or when allthepartsget to 

thinking more about me than about 

us. 

Set the example. 

Next to drill, the best thing for 

building teamwork is that allpowerful, all-purpose leadership 

tool that has been discussed so 

many times-the fifth principle of 

leadership: "Set the example." 

If you're a squad leader, you probably want your squad members to 

believe that the squad's mission is 

the most important thing. If you do 

want them to feel this way, then you 

must show them that for you as the 

squad leader, the platoon's mission 

is the most important thing there is. 

Also if you're a squad leader, 

never complain about the platoon's 

mission or about the platoon leader 

when you're with your squad. If you 

do, they're going to follow your 

example and complain about the 

squad's mission and about you. Do 

you want your followers to cooperate, work together, and trust each 

other? Then show them by example 

that that's exactly how you work 

with other squad leaders. From the 

motor pool to the battlefield, in any 

siluation, followers will do as their 

leaders do. Good or had, that's the 

plain chemistry of followership. 

Emphasize differences. 

Find out what makes one team different from the other, and keep 

emphasizing those differences. It 

may he the kind of work they do, or 

where they do it, or when they do 

it-whatever makes them different 

from other teams. This is another 

way of telling team members that 

their team is something special, 

something different, something 

important. 

Want to build teamwork in sour 

company, Captain? Well, one thing 

that's always differentin any unitis 

the unit's history. Send a letter 

through channels and find out what 

your company did in the last war or 

two. Then tell the troops about their 

team at war and how it fought in 

wars in the past. No lectures, just a 

talk and some stories. Do this twoor 

three times covering two or three 

wars and watch what happens with 

teamwork. 

There now, you've got a simple 

strategy and some simple advice for 

building a team. All of them are 

easy, common sense things to do. 

Will they work? Well, let's return to 

the football game where we started. 

Find a team that nearly always 

wins. Research it a little. Find out 

how it works internally and what 

the coach does to make it work. 

What you'll find is the same strategy and most of these same pieces 

of advice that I've provided. 

Adapted from the article 

appearing in the NovemberDecember 1983 INFANTRY 

journal. 

Dandridge M. Mallone, a retired 

infantry colonel, has writtennumerous articles, books, and technical 

reports. He has a master's degreein 

social psychology from Purdue University and has completed several 

military schools, including the 

Armed Forces Staff College. He 

served in staff and faculty assignments at the U.S. Army Command 

and General Staff College, the U.S. 

Military Academy, and the U.S. 

Army War College. 

Engineer Solution 

I Requirement 1. 

a. First, calculate the loader output. Table 12-4 shows 180 LCY/HR for a 2% 

cubic yard loader. Therefore, loader output is calculated as follows: 

Loader Basic Production x Efficiency Factor = Loader Product~on 

l8OLCY/HR x .65 = 117 LCY/hr 

b. Secondly, estimate the hauling requirements. 

T 

I N=l+-

L 

1. 	 Loader Output 

Dump Size 

I 

MIN/hr Working I T= 

N =number of trucks required 


T = travel time (minutes) 


L = loading time (minutes) 


= 117 LCY/hr 

5 CV 

= 23.4 LCY/hr or 23.4 Truck Loads/hr 

60 m~n/hr . = 2.56 minutes loading tlme 

I 

# Loads of material/hr 234/hr 


Dump Travel Cycle Time 12 min 
 = 4.68 dumps/cycle 

Loading Time/Dump 2.56 min 

L= 

2. Since N = 1 + 12 min N = Extra dump + Dump 

2.56 min = 1 + 4.68 = 5.68 6 days I 	 I 


I Time it will take to haul materials to the 

project site is calculated as follows: 

Material to be moved 

Material to be moved/hrs 

800 LCY = 6.83 Hours 

117 LCY/hr 

I 
Rattalion Command 

An After Action 

Rattalion Commander, is one of ,,the most revered, demanding 

and enjoyable command positions 

in the Army. However, asrewarding 

and career enhancing as the position can be, it can also be the waterloo of many officers who are 

unprepared to handle the myriad 

tasks that the job encompasses. 

As important as the job is to the 

structure and functioning of the 

Army, very limited, practical guidance is given to a new battalion 

commander in the Army Reserve. 

Possibly the theory is that an officer 

who has formerly commanded a 

company, or other such unit and 

was successful will apply the same 

learned and inherent skills and he 

successful at hattalion level. 

Not necessarily! Battalion command comes with a whole different 

set of demands, responsibilities, and 

objectives. Many of the things that 

worked at company level do not 

work at battalion and vice-versa. 

I was the commander ofthe972nd 

Engineer Battalion (Combat), from 

late 1979 to the summer of 1982. Mv 

battalion was not different from 

most other Army Reserve Battalions. It had a battalion headquarters and headquarters company at 

Fort Benjamin Harrison, IN, and 

line units located in three central 

Indiana cities. 

After my successful command, I 

reflected on why my command was 

successful while other commanders. 

who otherwise hadgood credentials, 

were only partially successful, and 

some failed miserably. I also pondered on what I could have or should 

have done to be even more successful in juggling those many command priorities. 

From this thoughtful reflection 

and from review by former staff 

members, we developed a list of 

things which we perceived were 

items done correctly. We believe that 

if a new commander followed this 

"checklist for success" he could 

start his tenure as battalion commander in a running mode rather 

by COL Thomas Jones, 

MAJ[P) Lee A. Peters 

and 

MAJ Kenneth 1. Davidson 

offered by the readiness group at 

Fort Knox and proved very beneficial in most areas. The Engineer 

team spent many hoursatboth their 

home station and at annual training providing expert assistance. 

The concept of "training the trainers" was used in training exercises 

without troops (TEWTS) and provided key unit members professional and current training so they 

could in turn train the personnel 

within their respective units. 

than suffering the tribulations of a .Use battalion tr aininR hit or miss heginning, which may conferences, mean dropping some of those jug- ~h~~~ conferences were held to ding priorities and may mean sue plan the annual training program ceedina or failing as a commander. for the battalion usinrrthe~attalion 

Checklist for Success Training Management System 

(BTMS). Participants usually 

Fully use your command ser- included the battalion commander 

geant .. major. and his staff and theunitcommanders along with their first sergeants, The battalion was blessed with a training officers, and training very fine and very active command 

sergeant major who knew his job. NCOs. A lot of preparation took 

place prior to the conference, a one This enabled the commander to day meeting held away from thebat. the NCo chain-of-command and to talion headquarters if possible. At 

delegate NCO and the meeting, the yearly training training to the sergeant major and plan was discussed and the hattalto his first sergeants. For example ion,s yearly training circular was my command sergeant major' CSM published from the results of the Moody, was given total responsibil- meeting, itv for the "~reotrain" uroeram . - in

which the battalion participated. It 

introduced new soldiers to the Army 

prior to entry on active duty for 

initial training. 

IJsing the CSM, as he really 

should be used, gave the NCOs a 

flow of formal and informal communication; included them in the 

functioning and decision making of 

the headquarters; and, most of all, 

gave the commander a close supportive and confidential personal 

resource. 

Completely use the services 

provided by the Army readiness 

groups. 

For the 972nd this service was 

Emphasize the importance of 

the line units. 

We had to ensure the staff and the 

headquarters personnel understood 

the staff and that their personnel 

supported the line units. This applied to all areas, including allocating the bulk of the man-day funds 

and additional training assemblies 

(ATA) to the line units instead of 

using them at the headquarters. 

Also, thestaff was frequently sent to 

the line companies to give assistance instead of being sent toinspect. 

The feeling of giving help rather 

than passing judgment was installed within the headquarters personnel. 
Stabilize your full-time 

personnel. 

The people who keep the battalion 

functioning during the non-drilling 

hours are your full-time personnel, 

the unit technicians. In the 972nd, 

most of the civilian positions were 

converted to military positions. This 

military conversion proved to be 

extremely beneficial. It stabilized 

the high turnover and allowed personnel to be trained and to become 

very proficient in their positions. 

Atannual training the unitadmin. 

istrative supply technicians were 

consolidated together with the staff 

administrative specialist in a technician personnel and administrative center at battalion, where they 

received training and were able to 

pool their expertise to better serve 

the soldiers of the entire battalion. 

Clearly estahlish the commander's policies. 

Command policy letters were sent 

to each unit and staffsection. These 

letters were required to be maintained in a separate, readily available file. They clearly stated the 

commander's objectives and gave 

the unit commanders a reference on 

most key subjects. 

Use known personnel qualities, even for short periods. 

Make full use of your personnel's 

strong points even though you know 

you will be losing them in the near 

future. Taking advantage o fpersonnel strong points for even the shortest time periods still gives the unit 

some reward and can often lead to 

accomplishing important tasks. 

As an example, we had an officer 

with a strongcommand background 

who wanted to join the 972nd, but 

we knew he would transferout ofthe 

unit within a year. There was aneed 

for astrongcommander in oneofthe 

line companies, however, to help 

solve some internal problems. This 

officer was put in command and 

used his experience to "straightenup" the unit. The unit was left in a 

much improved condition and 

enabled a capable, but less experienced officer,to take command of 

a good unit. If thestrongqualitiesof 

this short term commander werenot 

fully used it may have taken a very 

long period to correct conditions 

within the company. 

Be willing to take risks with 

your personnel. 

Allow your leaders to perform on 

their own as much as possible. 

Allow them to make mistakes. Be 

prepared to step in and bring things 

back under control without accusing individuals if the situation gets 

out of control. However, do identify 

the lesson to be learned. 

This proved to be a very effective 

teaching method and also allowed 

the commander to see fairly quickly 

what the strong and weak points 

were within his commanders and 

staff. 

Also, recognize people who do 

good work, especially under theconditions present in the USARsystem. 

Recognition pays quality dividends 

to the person, to the unit, and to the 

commander. 

Possible Improvements 

One management tool which we 

used, but later felt that it could have 

been more effectivewas the organizational effectiveness (OE).Readiness group Fort Knox organizational effectiveness consultants were 

invited to work with the battalion 

and provided very useful feedback 

on the conditions within the battalion. However, only limited advantage was taken. 

New commanders should become 

familiar with organizational effectiveness and the services which 

their supporting readiness group is 

prepared to provide. The benefits 

are great for limited investments of 

time and energies. 

The following checklist reflects 

items which we feel are the key 

areas in helping new battalion commanders to become successful. If a 

commander follows this guidance 

he stands a much better chance of a 

successful command. 

Command Philosophy 

I operated my command with several open commander's philosophies. 

Don't allow your mistakes to get 

so serious that you can't correct 

them. Be astute and committed to 

saving a man from fallingwhen you 

see him stumble. 

Set your priorities and hold fastto 

them. Make sure everyone is working with the same set of priorities. 

Pass the Combat Readiness Inspection (CRI);obtain a satisfactory l-R 

Reserve Annual readiness; emphasize logistics; improve strength and 

conduct dynamic training. 

Stabilize your key personnel as 

much as possible. 

Emphasize the "big picturen-the 

world military viewpoint. 

The battalion commander is the 

training manager for each unitcommander, XO, CSM, and Supervising 

Staff Administrative Assistant 

(SSAA). 

Have your leaders play together 

so they can more effectively work 

together, for example, a dining in. 

Emphasize traditions (Army and 

unit). 

Delegate to subordinates (the 

executive committee is the CSM,the 

XO, the S-3, and the SSAA). 

Develop your staff and people. 

Manage your highers-over 700 

miles away. 

COL Thomas P. Jones, USAR, is 

the deputy commander of the 451st 

Field Depot in Indianapolis, IN. He 

has a bachelor's of science degree 

from Michigan State Uniuersity 

and has graduated from several military schools, including the U.S. 

Army War College in 1981. Among 

other assignments, he was the battalion 8-3 and later the battalion 

commander of the 972nd Engineers. 

MAJ(P) Lee A. Peters, USAR, 

hpads Construction Support SeruiCPS,Inc., in Indianapolis. He has a 

bachelor's degree in chemistry and 

has masters' degrees in civil engineering and management from 

Purdue University and also serves 

as maintenance officerfor the 123rd 

ARCOM. During the TEWT training, he was the executive officerfor 

the 972nd and 169th Engineer Bns. 

MAJ Peters is a registered professronal rngineer in Indiana. 

MAJ Kenneth C. Dauidson, 

USAR,is an ROTCinstructor at the 

Uniuersity of Nevada in Las Vegas. 

He was the superuisinp staff udministratiue assistant of the 972nd 

Engineers during TEWTS. He has a 

master's degree in business administration from Georgia State University and is a graduate of the 

Administration Officer$ Advanced 

Course. 
Th,eDivision Engineer: 

A Personal Viewpoint, 

enemy will reinforce those obstacles 

and predict the structure of the battlefield. The G-2 also analyzes 

enemy routes into the flanks of our 

attack so that Engineer terrain reinforcement can strengthen our flank 

security, and, finally, he examines 

deep enemy avenues for counterattack to recommend FASCAM 

targets to isolate the battlefield. 

Engineer battalion headquarters 

should begin detailed planning for 

the hasty defense before the attack 

so that resources are readily available when the objective is seized. The 

G-2 then recommends the Engineer 

task force to weigh the main attack, 

provide flank security, consolidate 

the objective, and keep MSRs open. 

During the execution of the 

attack, the division Engineer monitors a11 obstacles encountered. His 

analysis of his entire Engineer 

effort is included in the G-2's enemy 

assessment. He ensures obstacle 

data is distributed to follow-on forces and sends corps Engineers forward to clear bypassed obstacles, to 

replace tactical bridges, and to 

reopen MSRs. He must ensure prepositioning of key assets, such as 

bridging, so that major obstacles 

may he overcome with minimum 

loss of momentum. 

In the defense, the division Engineer must clearly understand how 

the commander envisions the hattle 

being fought so that hecan organize 

Engineer support to accomplish two 

missions-reinforcing the primary 

threat avenue of approach and providing economy of force on less 

likely avenues of approach. 

He must knowwhere penetrations 

are expected and allowed, and 

where they must be prevented. He 

must know which kill zones are to he 

structured and which avenues of 

approach are viewed as the greatest 

threat. Hemustalso know where the 

commander expects to counterattack so that lanes can remain open 

or roads and bridges can be reinforced, and what key targets to 

reserve for division execution. He 

must understand the expected deep 

battle to recommend family of scatterahle mines (FASCAM) to disrupt 

the second echelon andto helpstructure kill zones for deep thrusts of air 

or ground forces. 

Obstacle zones and obstacle-free 

lanes on the division obstacle overlay depict the commander's vision 

of how the division sector will be 

held and provide the guidance 

which subordinate commanders 

need to structure the battlefield in 

their sector. They are equivalent to 

the coordinated fire lines or restricted fire areas on the fire support 

overlay. Very few targets appear on 

the division obstacle overlay. Individual targets are reported from 

task forces once they aresited on the 

ground. Thefinal obstacleoverlay is 

a combination of the commander's 

concept and the subordinate units' 

plans of execution. 

The G-2 must always revise his 

terrain analysis based on this structured battlefield. If, for example, significant effort has blocked the 

primary avenue of approach, then it 

can no longer be viewed as the greatest threat. Forces must be allocated 

based on the structured battlefield, 

not the natural battlefield. This is 

why the critical question the division Engineer must answer is, 

"From where does the commander 

want the enemy to come?". 

In executing the defense, the division Engineer monitors battlefield 

preparation. He monitors equipment status and the flow of Class IV 

and Class V, ensuring that time, 

and not materials, is the limiting 

factor in defensive preparation. His 

critical task is to tell thecommander 

the status of each obstacle system. 

Although individual obstacles are 

seldom of consequence at division 

level, confirming that the terrain 

has been changed to meet the commander's concept verifies that 

maneuver units are correctly positioned to fight the battle. 

The division Engineer monitors 

FASCAM emplacement to ensure 

obstacles in counterattack lanes 

have detonated prior to friendly 

movement. By this time the corps 

Engineer group and battalion headquarters, in coordination with 

maneuver unit representatives, 

have already begun to site obstacles 

on the ground for the next series of 

battle positions in depth. 

How the division Engineer uses 

his resources to accomplish his missions varies with each division. 

There is no doctrine. We, at the 1st 

Engineer Battalion, have found it 

hest for the division Engineer to lorate near the division tactical command post (DTAC) when fighting 

today's battle, while the assistant 

division Engineer (ADE) is the staff 

planner at division main command 

post (DMAIN) for tomorrow's battle. The ADE coordinates with adjacent divisions and with the 

Engineer brigade supporting the 

corps. He assesses future requirements and makes requests for additional support. 

Once corps Engineers enter the 

division sector, they coordinate 

directly with the 1st Engineer 

Theater Operation Center (TOC), 

which locates within two kilometers 

of DTAC and ties into the multichannel switchboard by land line. 

The TOC tracks the current status of 

all engineer work within the sector. 

including unit positions, Class IV 

and Class V status, equipment status, obstacleexecution (defenseland 

enemy obstacles (offense). 

When the division Engineer is not 

present in the DTAC, a liaison 

officer (LNO) is positioned there to 

ensure the current status is available for the close battle, deep battle, 

and MSRs and positions in depth. 

The division Engineer returns to 

DMAIN to advise on Engineer support for significant changes in operations such as initial defensive 

planning, river crossings or major 

contingencies. 

The division Engineer wears his 

staff hat far more than his command hat in wartime. He advises 

and coordinates a brigade-size force 

of combat multipliers whose capabilities must be fully used if the combined arms team is to fight and win. 

LTC Nahas is Commander, 1st 

Engineer Battalion, 1st Infantry 

Diuision (Mclch).His previous troop 

assignments include executiue 

officer of the 2nd Battalion 28th 

Infantry and S-3 of the 12th Engineer Battalion, both in the 8th 

Infantry Division (Mech). He is a 

graduate of the Command and General Staff College and he is a registered professional Engineer in 

Virginia. 
Active Army 

7th Engineer Brigade 130th Engineer Brigade 2nd Engineer Group 18th Engineer Brigade COL Paul Cerjan COL John Sobke COL Ernie Harrell COL Carl Magnell 

Kornwestheim, Germany Hanau, Germany Camp Coiner, Korea Karlsruhe, Germany 

36th Engineer Group 20th Engineer Brigade (C) (ABN) 937th Engineer Group 

COL Michael Ward LTC James Lyle COL Jerry Hubbard 

Ft. Benning, GA Ft. Bragg, NC Ft. Riley, KS 

LTC Ismy Sinn LTC Chuln S Thenu LTC Hank Milk. LTC Thom.a Farrrall LTC Charln Ollon 1st Engmeer Bn. let hf. DLV 2nd Ensloeer~n..2nd hf D~V. 3rd Engm-r Bo.. 24th hf. m~~ 4th Eogmeer Bn.. 4th Inf. DL". 6th Enginear Bn. ICBTI (CORPS) Ft. Rdey,KS Camp Csay. Korea FI. Storm. GI F1.Canon. CO FL. Lanard Wood. MO 

LTC Jack kCurar LTC Charla Ollon LTC J.rk IrCuyrr LTC Ira Lwk. LTC Chartel Corm 7th Engmeer Bn., 6th Lnf. Div. 6th ~nginw ~n ICB~ (CORPS! 7th Engin- Bn.. 5th hf Dir. 816 Engvleer Bn..la, Car. Div. 9th Engineer Bn. (CBTI ICORPSI Ft Polk, LA Ft. Lansrd Wood, MO Ft. Pok LA Ft. Hood, TX Alohnffsnhurg, Gemmy 

LTC R- Fuhn.n LTC Chvln J. MIII. LTC D.rid E. 8h.m LTC MIk Kmrhn LTC Cane Meador 


10th Ensloeer Bn. 3d hf. Dlu 11th En@&ar Bn. ICBTl IHVYl 12th End"- Bn.. 8th hf. Ois. 13th Eoww Bn.. 7th hf. av. 14th ~nbeerBO. (cB~(CORPS! 


Kitnog~n. German3 h.Baluo., VA IkrbeUn. Csmmy Ft. Old. CA Pt. Ord. CA 


LTC me N&# LTC Rokt J. Orenr.lt LTC Pee Sow. LTC TI.l.lhy E Dell LTC Guy Masan 


15th Eneneer Bn.. 8th Lnf. Div, 16th Enpneer Bn.. 1st hd. mu, 17th Engm- Bn.2dhd I)lr 19th Enen- Bn ICBD lCORPS1 10th Engineer Bn.(CBn ICORPS! 
 R. hs. WA Furth, G.-y Ft. Hnd,TX Ft. Knm. KY Ft CwpbU, KY 

LTC John MOW. LTC Mlkc Oilnay LTC lwl Oun LTC Fohn Mown LTC Jim Lrles Zlrd En&eer Bn.. 3rd Armd. Diu. 27th Engmgmgm Bn /ABNl 29th Ensloeex Bn. ITOPO) 3hb Engine, Bn. (TOPOI Nth Engineer Bn.(CBn (WY) 

Hul.u. Germmy Ft. Brag& NC ShaftPr. Korea Ft. Bllvotr. VA Ft. Riley, KS 

LTC shili~ Shanskn LTC Rick Shuler LTC Doug Brorn LTC Haw Cunlw LTC Bill Malone 39~1~"linr. ~n. ICB~ICORPS) 43rd ~ngm~r B~. IcBn IHVY) 14th hen-7B~ ICB~ (HW) 46th ~npn*, ~n. ICBD IHV~ 52od &gmeer B". ICB~(HW Ft. hvem. MA Ft Bin-g. GA Camp Me1c.1. KO=- Ft Ruck-. AL 36362 Ft. boa". CO 8Mi3 

LTC MI* Thur LTC Jim Simm LTC Bill Travhl LTC 1ohn Wildenherq LTC Milton Autn 

82od ~n-r ~n, ICB~ WVY) 85th Enslo- Bn., 28th Lnf Diu 76th Enweer Bn. (CBT)(HYY! 78th Enpner Bn ICBTIIHVY) 7% Eoginspr Bn. ICBn(Hyy) FI. Cusoo. M 80913 SIhoFlrld BXa. HI 95857 Ft. Meado, MD 20765 Ettlehasn. Gsmvly brlarohe, Gc-)I 

LTC lh CI.Y LTC Mark Pdkr LTC Fiord Grillin LTC Joe Lanemore LK lea Rae 

~2nd~nslon~n. ICBD (HVY) mth ~nsloaBD.ICBD (HVY) 92nd ~ngmgm=BD. (~B~IHVYI 84th EDB-~ BO.ICBTIIWY 237th &gin- ~n.ICB~WYY) 

Bunbrg, Gemmy Lhofie1d ~b. HI Ft. Stewart. O* Damaudt. Gew.nv HeOtaotao. Gomy 

LTC Me1 Lrnrh LTC Jvhn Anne LTC Chmnh McC1oek.y LTC Lury 1-n LTC Ed Rnn 

249th Engineer Bn. ICE3 WW 2IUrd Ewh- Bn. (CBI) (CORPS) 299th En- Bn lCBn ICORPSl 307th En&= Bn 82nd Ahn mr 317th EnsiO- Bn.lCBT!lCORPS) 

Kneihngen. Germmy Balmhok, GPnnw Ft SIII. OK Ft Brag#, NC Eshbm. Crrmmy 

LTC Clint Willer LIC Wdl b.nlluk LTC Fred Ernset LTC Dan Waldo LTC Bilk Rick* 

328th En&- Bn. lA ASSLn 541th E- Bn. ICBn (CORPS) 648th Enslow Bn ICBTI IHVY) 649th Engvlci Bn. (SVC! 559th Engineer Bn. ISVO Ft CunphU. KY D-%M~. &man)l R. Brags. NC Lhretlmgen. Gennsny Hanau. Germmy 

LTC Sam Elion LTC John Mil18 LTC WaynlMurohy LTC Ray Brskham 

5631d Engineer Bn. ISVC) 565th Ensloax Bn. lSVC! 588th Enwar En ICBnlHVY) Gm~ailcEnweer Bn. 

Komrcxthclm. Germarm Nwmrt. Gcrmeny FL, irwa WA Fl Bzagg,NC 

TRADOC 

COL Don Barber COL Leo Holland COL William M. Shepherd COL Ronald R. Primer 

USA Engineer School Brigade 2nd AIT Brigade 4th AIT Brigade SPT Brigade 

Ft. Belvoir, VA Ft. Leonard Wood, MO Ft. Leonard Wood, MO Ft. Leonard Wood, MO 

LTC h k Reller LTC Jamel Kinr LTC Bsnr irrinr LTC Tom Iwablu LTC Jln Jenkins lat BeWon. 2nd Bnssds 2nd Battalion. 2nd Bdwde d!h AiT BaLWion. 2nd Bnpdr 2nd AR BatWlon. 4th Btig~de 3rd Engmular B.tUllon, 4th Brigade ~t. hard wood. MO ~t. hoard wood.MO ~t. hn8=d wood. MO n.b d wood, MO F,. hnud wood. MO

LTC Dnn Lindur LTC Hal AInod LTC Bill hutin LTC Km Rrmc LTC 8anlord Cdffin 

~thweer BatUhn, 4th BWde 2nd Balulion. 3rd Brigade 6Lh Batklion, 3rd Brigade lod Enginau Batt.tim 3rd Enpne, BatUlion. USAESB 

FT hoard Wood. MO Ft. Lanard Wood, MO Ft. Lanard Wood. MO Ft MECIeUm. AL FL. Belrolr. VA 

LTC John Cam7 LTC Rokrl Baker LTC Purh.1. Againo LTC Mlchka~d 1st Engneer BatW1.n. USAESB loth Enpneer Battalion. 2nd BOgads 1st Enow BattaLon. lat Bnyde 15th Enweer BatWbo. (UI Bnn.de Ft. BllvoV. VA Ft. Jlrhn. SC Ft. Ja~Laon.SC Ft Knor. KY 
~ ~ 

Army Reserve 

412th Engineer Command 416th Engineer Command 411th Engineer Brigade 420th Engineer Brigade 

MG Robert E. Louque, Jr. MG Maxwell Baratz COL Roger L. Kresge BG Alvin W. Jones 

Vicksburg, MS Chicago, IL Brooklyn, NY Bryan, TX 

" ~~. Mantamew. AL 

COL ddsn F Fhtls 467th Engr Bn. (CBn (CORPS)- LTC Chvln 1nar.m 

3151b Ensmecr Gnu. NPI Cunberlbnd, PA COL Donald D Emzg 

330th Engr Bn ICBTI IWRPSI. MAJiPI Jam* Camel 365th Ens Bn ICBTIiHVYI LTC James F Lemp 

SS%rd En.,"... Gmup 

Oklahoma city. OK COL Paul Revla 

488th Engr Bn. (CBT) (CORPS) - LTC Jimmia Dyer 980th Ens Bn.1CBV IHVY! LTC WiUllm hnli 

386th Engines Group P+ Snellin. MN 

329th Ensinrer Group 

Rmri.(nn . ........ , MF.. COL Thomas C. Stooea 

aR3d Engr Bn ICEIT) (CORPS) LTC Eugene Tour 

368th Enw Bo ICBT) IHVY). LTC Roboit Rsop 

S611h Winter Gnu. Cu11h"B. OH 

COL Jam- C. Mycn 

478th Engr Bn. ICBO (CORPS - LTC Dennis Grant 

wrd Enp Bn 1CBn WVYI LTC Gary Lieknthri 

D~,. n COL J- sIny 245thEnw 80. ICBn CORPS1 - LTC DMd Sicler 430th Engr Bn. - LTC Mlrhsel L. Gnffith 8iiat Engr BniCBTlIHVYI - LTC John M. Caadln 

National Guard 

16th Engineer Brigade 30th Engineer Brigade 35th Engineer Brigade 194th Engineer Brigade 

BG Roland Bowman COUP) Funnan P. Badenheimer, Jr. BG Charles F. Blattner COUP) Lytle Brown 

Columbus. OH Charlotte, NC Jefferson Bks, MO Nashville, TN 

(6th Enllnrer Group 

Fht. W 

COL Elon M P-n 107th Ens Bn ICBn (CORPS1 LTC Dowvlto 207th F.ng Bm. IHHDI - MAJ John .I Nsleon 

607th Eng Rn. IHHDI - LTC FAxad E. Eekan 

115th Ensineor Group 

Mway "T 

COL Cw Bny Rusaon 

1457th Engr Bn LTC J-ph Ford 

168th Engineer Croup 

Vrbhq. MS 

COL JPV M. Keton 

223rd Ew Bn. ICBT) 1HVYI LTC hda R. %If 

890th ~nsrB" ICB~ (HVYI LTC BI~IYR. ns.tan 

225th E+mn GIOSI Pm~nllr.LA 

tX3t. <XM <\arb <\& R Lndq 

2n;th Knn Fh 6'mtIIVYI 6'mtIIVYI LUJ Whn i Ylllor 

~~ . . vngr v-81 nn ~tnnmvw S~H~~VYI I.T\ I.T\ conrlnPM,? 528th Engr Bo. 
lCBn iHVY1 - LTC Edmund Cioms 769th8 Enw EOW Bn. 6".(cBn~HYY)- LTC hel %hrnldt 

266th Eniinn Group 
 Matietts. GA 
 COL Jack D.Coop. 

560th Engr Bn ICBO IWRPSI - LTC Miebel Sha 

878th Engr Bn.iCBn iHVn. LTC Thorn.. Wilhms 

105th Emiinecr Gmup 

WmMn %Inn. NC 

COL Hwer L.Pool. 

lOMh Endnee. Coup 

Ravd City. SD 

COL hmy &nwar 

llllh Enllnn~Gnu. St. Albuls. WY 

COL Manuel G. Cohle 

505th Enw Bn. ICBniHVV 109th Enw Bn.(MAINTI - LTC Fhkn P Daanp 137th Eaw Bn. (MIIWT) - LTC Rlchard P G~aes LOS2nd Eng Bn. ICBn iCORPS1. LTC bta 

15M Engr Bn ICETI (CORPS1- LTC bkrt Benam 

136th Endnm Gromr 

Hmiltm. OH COI R.,mond E.TncUn 

2161h E~~ H".ICB~(CORPSI-LTC khF 

lllRIh Eng Bn.ICBn ICORPSI - LTC*Uan Wnght 

llloth Enn Bn. (CUT)<CORPS1- LTC kvld R MOU 

116th Enllneer Cromp Richmond. YA 

COL Rslph E. Hlrhan 2761h Eng Bn LTC E Gilmm 

1030th Enw Bn. iSVCl - LTC UWd R. Smrr 

%Oth*h Enllnrrr enllnrr. Graup. WatarMBe. ME ME 

COL h a Thbktta Thbktta

153rd Engrw Bn. lCBT)(HVI) lCBT)(HVI) MAJ R~cha.d Rlcha.d Knight ~"i~ht 262nd ~ngr En no Bn - LTC LTC ~orm Norm Clmllr GWU 

308th Encine. Graap Pitbhq, PA 

COL husl P. Cantams 

129th Enn Bn. 1CBn (HVYI - LTC MelBllo 

458th Enw Bn. (CBn (HVV - LTC Rodney Ruddwk 463rd Engr Bn ICBn IHVYI - LTC Walter Ferp.on 

164th Enslnrer Omup 

Riamark. ND COL Romld ANeldL 

L(lat Enm Bn. lCBV (CORPS) - LTC Bnkn khulte 164th Eng. En. iCBT)(CORPSl- LTC L.miOOmk 

231at Env Bn (SVCI .LTC Yirel A. ~ud. 

221.c Enyineer Craup Buffdo. NY 

COL Frmk J. Fastti 

IPnd Enar Bn. (CBn IHVYI - LTC Richard Fidvniu 

2Ulh Eniine, Eniine, On.. bu Ck. Ck. WI WI 

COL bet 0.simpso. simpso. 

426th Eng. Bo iMAINI) iMAINI) nOm1- Ln: Row 

724th 724th ~ng. LOT8". 8". ICB~ lCBn CORPS,. (CORPSI - m.1 MAJ&bee ~~n.l~d n ~ 

416th Enslmer Gnup Wdh.dge, OH 

COL firhard P.Mvrlla 

112th Enw En.1CBn (CORPS)- LTC John J~he 

612th Ens Bn (CUT)(CORPS) - LTC Dnvld He."g 

COL Andre J. Heritage 

ISL~~ngr8". ICBT) (CORPS) - LTC avid Poxan 877th Enw Bn. (CBn WVYI - LTC Pvry R. Rolf* 

1343rd Engr Bn. (CBT) (CORPS1- LTC Jal N, Pugh 

145th Ens Bn. (SVC!. LTC Jmph A Hvria 

BsrYvlinl with thb k.ENGINEER .rillpoMilh the"Eopinrrr hand 

Uod.te" ever" .urnme. 
Commissioned Officers' Branch 


Restructuring Specialty Letters notifying officers of tentative specialty code designations 

Code 21: under the SC 21 restructure were mailed to all officers holding SC 21 

during February, March and April. Officers who havenotreceived a 

letter should contact CPT George Cooley, Engineer Professional 

Development Officer at (AV) 221-7426/27. 

A system change on the Official Military Personnel File at MILPERCEN automatically converted all officers holding additional 

specialty (ADSPEC) 21 to SC 23 in February. Many of these officers 

were redesignated to another additional specialty during the recoding of individual records in April and May. (See "Restructuring SC 

21" on page 31 in ENGINEER Winter 1983-84.) 

Advanced Civil Schools The Engineer Branch Advanced Civil Schools Board will meet in 

Board: early September to select officers for FY 85 advanced civil schooling 

(Master and PHD level). Officers desiring to be considered should 

submit applications in accordance with AR 621-1 to USAMILPERCEN, ATTN: CAPC-OPF-E, Alexandria, VA 22332. Fully-funded 

and partially-funded slots are available in Civil Engineering, Operations Research, Nuclear Engineering, Computer Science/Artificia1 Intelligence, Comptrollership, Geodetic Science, and Area 

Studies. Officers with questions should contact CPT George Corley, 

Engineer Professional Development Officer, AV 221-7426. 

NCO & Enlisted Soldier's Branch 

1984 E7 Selection Board: The 1984 E7 promotion selection list was based on DA DCSPER 

established selection objectives by MOS. The selection objectives 

were calculated on projected authorizations and vacancies with the 

intent to minimize overstrength MOSS. The competition within the 

Engineer MOS was keen. The "whole person" concept was used and 

only those determined to be "best qualified" were selected. The 

board was extremely interested in primary MOS (PMOS) proficiency with troops at the E6 level, and in the narrative comments 

contained in the EER; with both demonstrating performance of 

present duty and evaluation of potential. 

It is anticipated that the FY 84 Selection Boards will use selection 

objectives similar to those used by the 1984 E7 Board. Thus, selection rates to E8 and E9 are anticipated to be low for CMF 12,51 and 

81 due to present and projected strengths. The Engineer E7 selectee 

profile is shown on page 41. 
- - - - 

- - - - - - 

- - - - - - - - 

- - - - - - - - 

1984 ENGINEER E7 SELECTEE PROFILE 

Number Number Percent Education Age Time in Time in EER Weighted 

Considered Selected Service Grade Average 

Career Manrge- 


ment Field 12 


Primary Zone 491 43 8.8 12.2 31.7 10.7 4.3 123.4 

Secondary Zone 812 -33 4.1 -12.3 28.1 -7.6 1.6 -124.0 

Total 1303 76 5.8 12.2 30.1 9.4 3.1 123.7 

Career Manage- 


ment Field 51 


Primary Zone 328 76 23.2 12.7 33.5 12.0 4.6 122.7 

Secondary Zone 409 39 9.5 12.4 29.4 9.0 -2.0 -123.8 

Total 737 115 15.6 12.6 32.1 11.0 3.7 123.1 

Career Manage. 


ment Field 81 


Primary Zone 107 3 2.8 14.3 35.0 11.3 5.0 123.3 

Secondary Zone 75 2 2.7 13.5 31.0 8.5 2.5 124.0 

Total 182 5 2.7 14.0 33.4 10.2 4.0 123.6 

Overall 

Primary Zone 24602 4752 19.3 12.6 33.3 12.2 4.6 123.7 

Secondary Zone 25113 2799 11.1 12.5 30.2 9.1 2.0 124.0 

Total 49715 7551 15.2 12.6 32.1 11.0 3.6 123.9 

Official Photograph: Effective April 2, 1984, official photographs will no longer be a 

part of the microfiche Official Military Personnel Files (OMPF) for 

enlisted personnel. The hard copy official photograph will be used 

by centralized selection boards and career managers. This now 

requires two copies of your photograph to be forwarded to your local 

military personnel office for subsequent forwarding to Ft. Benjamin 

Harrison. The Enlisted Record Examination Center (EREC), Ft. 

Benjamin Harrison, will forn.;~rd one copy to your career branch for 

inclusion in your Career Man;igrment Individual FiletCMIF). Your 

photograph is a critical element of your OMPF. Ensure it is of top 

quality, current, and proper and for fit of uniform, rank, awards and 

decorations, and service stripes. AR 640-30, paragraph 7, establishes the minimum frequency requirements for submitting your 

photograph.