FM 17-98 SCOUT PLATOON

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Role of staff and supporting elements Battalion S3. The S3 should brief the scout platoon leader on disposition of friendly forces and the battalion scheme of maneuver. To support additional graphics and FRAGOs, the S3 provides the platoon leader with current (and projected) R&S and operational graphics and terrain index reference system (TIRS) points. (NOTE: Use of TIRS is an optional technique.) If the commander does not personally brief the platoon leader, the S3 must ensure that he accurately portrays the commander’s intent and that platoon leader fully understands the intent. In briefing the scout platoon leader, the S3 should cover employment of the scouts through the entire course of the mission. He should provide guidance on when the platoon will report, what actions it will take on enemy contact, and what CS assets are available. The S3 also reinforces the S2’s guidance. The scout platoon leader should receive the S3’s briefing before he departs the battalion area for his mission. He may also receive it as a FRAGO over the radio or from a messenger sent by the commander. Fire support. To ensure it can provide responsive fire support to the scout platoon, the fire support element (FSE) stays abreast of what the platoon is doing throughout the conduct of the mission. The scout platoon leader should coordinate with the fire support officer (FSO) to discuss his mission and the platoon’s unique fire support requirements. The platoon leader finds out what support is available, where supporting units are located, and what fire support restrictions exist. He will then recommend preplanned targets and target priorities to be incorporated by the FSO into a scout platoon fire support plan. The platoon leader should depart the FSE with an approved target list and/or overlay. Signal. The battalion signal officer (S6) must conduct additional coordination with the scout platoon leader if the mission requires communications support. The scout platoon leader must request retransmission (retrans) or relay support from the battalion signal platoon if the mission dictates. Scouts should not perform relay duties as their primary platoon mission. Other elements. The scout platoon leader also coordinates support with any attached or assigned elements; examples include engineer reconnaissance teams, air defense artillery (ADA), combat observation lasing team (COLT), GSR, and aeroscouts. This support is normally coordinated by the S3, but the platoon leader should be aware of how changes to the organization affect his platoon. Ideally, linkup with support elements should occur at the TOC in daylight with sufficient time to conduct thorough briefings and rehearsals. PLATOON IPB EXECUTION When the scout platoon leader leaves the TOC area to prepare for his mission, he should, as a minimum, have the following materials: • Operational and R&S graphics. • The situational template, event template, and notes on the current enemy situation. • Fire support overlay. Once in the vicinity of its mission objectives, the scouts confirm or deny the templated information. Additionally, if they find the enemy, the scouts look for possible weaknesses, gaps, and flanks of the enemy position. During screening operations, the S3 directs the scout platoon leader to report enemy activity at designated NAIs. The scout platoon leader uses OPs to observe and report on these areas of command interest. The scouts must rapidly and accurately report all information related to the commander’s critical information requirements (CCIR) that they find during either reconnaissance or screening operations. SECTION 3 — TROOP-LEADING PROCEDURES THE MILITARY DECISION-MAKING PROCESS Decisions are the means by which a commander or leader translates the information available to him and his vision of the desired end state of an operation into the actions necessary to achieve that end state. Decision-making is a conscious process for selecting a COA from two or more alternatives. As noted in FM 101-5, it is a learned skill of knowing if to decide, then when and what to decide. The process includes an understanding of the consequences of each decision.
The military decision-making process (MDMP) is the Army’s adaptation to this analytical approach to decisionmaking and problem-solving. It provides the commander or leader with a valuable tool in developing his estimate of the situation and his plan. Although the process begins with the receipt of the mission, the analytical aspects of the MDMP continue at all levels throughout the operation. Refer to FM 101-5 for a detailed examination of the MDMP. At platoon level, many actions associated with the MDMP are based on SOPs and standard unit drills; these include evacuation of wounded soldiers, rearming and resupply procedures, and individual crew responsibilities. This allows the platoon to operate quickly and efficiently without constant guidance from the platoon leader. SOPs are especially critical in helping to maintain combat preparedness when leaders are tired as a result of the stress of continuous operations. Because SOPs are so critical, it is absolutely necessary that everyone in the platoon know and understand them. Refer to FKSM 17-98-3 for a sample platoon-level SOP applicable for both the battalion scout platoon and the cavalry troop scout platoon. THE STEPS OF TROOP-LEADING PROCEDURES Troop-leading procedures are the basis of the dynamic process (illustrated in Figure 2-7) by which units develop plans and orders at every level of leadership. The process, although discussed here with the eight steps in traditional order, is not rigid, and the steps are not necessarily sequential. The tasks involved in some steps (such as initiate movement, issue the warning order, and conduct reconnaissance) may recur several times during the process. Although listed as the last step, activities associated with supervising and refining the plan and other preparations occur throughout troop-leading.
Page 1 and 2: FIELD MANUAL No. 17-98 *FM 17-98 He
Page 3 and 4: Preface On the ever-changing landsc
Page 5 and 6: Figure 1-2. HMMWV scout platoon. VE
Page 7 and 8: Figure 1-4. CFV scout platoon two-s
Page 9 and 10: Eight-squad organization Figure 1-8
Page 11 and 12: general have capabilities and limit
Page 13 and 14: Figure 1-11. HMMWV characteristics.
Page 15 and 16: tactical and operational considerat
Page 17 and 18: • Models that depict the enemy’
Page 19 and 20: Figure 2-4. Example decision suppor
Page 21: Figure 2-6. Example R&S tasking mat
Page 25 and 26: Step 1 - Receive and analyze the mi
Page 27 and 28: • Where is the key terrain • Ho
Page 29 and 30: After the platoon leader has analyz
Page 31 and 32: leaders have issued their orders, t
Page 33 and 34: different colors for friendly and e
Page 35 and 36: Figure 2-11A. Optimizing battle spa
Page 37 and 38: Figure 2-12. Route chart for compas
Page 39 and 40: these means of communication must b
Page 41 and 42: Administrative/logistics. The scout
Page 43 and 44: • Use a brevity code that reduces
Page 45 and 46: The scout platoon’s scheme of man
Page 47 and 48: Figure 3-1. Area reconnaissance usi
Page 49 and 50: Converging routes method. The patro
Page 51 and 52: signatures of the vehicle and the l
Page 53 and 54: In each type of organization, the g
Page 55 and 56: EXAMPLE OF A ROUTE RECONNAISSANCE F
Page 57 and 58: Figure 3-8D. Route reconnaissance (
Page 59 and 60: Figure 3-8H. Route reconnaissance (
Page 61 and 62: oundaries, an LD, and an LOA or obj
Page 63 and 64: Figure 3-9D. Zone reconnaissance (c
Page 65 and 66: Figure 3-9H. Zone reconnaissance (c
Page 67 and 68: leader feels there may be enemy for
Page 69 and 70: Figure 3-10D. Area reconnaissance (
Page 71 and 72: Figure 3-10H. Area reconnaissance (
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troop-leading process (normally a m
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Recommending/executing a course of
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Figure 3-11D. Reconnaissance of a r
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Figure 3-12B. Reconnaissance of an
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Figure 3-12F. Reconnaissance of an
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Figure 3-13A. Infiltration scheme o
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Planning and coordination Figure 3-
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defensive operations, forcing it to
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CHAPTER 4 Security Operations In se
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Scouts maintain surveillance from a
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Redundancy. The platoon leader may
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most appropriate role for the scout
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ecause the scouts must move to the
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Figure 4-9b. Repositioning OPs in d
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Figure 4-10. Scout and tank team co
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With his troop commander’s guidan
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eposition to BP A5. The tank platoo
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A. OP J maintains contact with the
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Figure 4-21. Cavalry scout platoon
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Figure 4-24A. Convoy escort actioni
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Figure 4-25C. Escort breaking conta
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The following actions should be tak
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CHAPTER 5 Other Tactical Operations
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ACTIONS IN THE ASSEMBLY AREA As soo
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Checkpoints on a route are used for
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SECTION 3 — BATTLE HANDOVER AND P
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movement, movement formation, and e
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stationary unit is responsible for
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CHAPTER 6 Combat Support The scout
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• Scatterable mines. These includ
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Figure 6-2. Scouts requesting fire
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The scout platoon leader must be pr
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Figure 6-8. Attack helicopter batta
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movement. In addition, the air cava
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The first action in the handoff pro
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SECTION 3 — COMBAT ENGINEERS Brig
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Although passive measures are the f
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Figure 6-17. Stinger air defense sy
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sight range of 10,000 meters agains
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Whatever support the scout platoon
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should conduct resupply during miss
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of inspecting, testing, servicing,
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When a vehicle must be evacuated, t
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SECTION 5 — PRISONERS EPWs are ex
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CHAPTER 8 Basic Scout Skills Scouts
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This type of local security task is
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• Unobstructed observation of the
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is located with his vehicle in the
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Figure 8-7. Sample format and infor
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In this position, the vehicle comma
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Figure 8-13. Platoon column formati
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Figure 8-17. Section vee and wedge
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BOUNDING OVERWATCH Bounding overwat
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Figure 8-23. Mounted crest drill. D
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most vulnerable in wooded areas whe
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The scouts that are not in contact
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Maintain contact to support a hasty
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section/squad leader simply informs
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Deviation spotting As applied to de
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Figure 8-27. Bracketing Bracketing
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CHAPTER 9 Miscellaneous Field Data
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Figure 9-1. Reconnaissance overlay
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Figure 9-1. Reconnaissance overlay
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Figure 9-2. Example of overlay grap
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• Stretching a string or measurin
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7 inches = 17.78 centimeters 8 inch
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the antenna connector on the radio.
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FOOD AND WATER Water collection Wit
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Figure 9-7. Enemy weapons, vehicles
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higher commander’s intent. The sc
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• Linkup time and location. • P
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APPENDIX B Nuclear, Biological, and
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Equipment MOPP level MOPP READY MOP
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Give the alarm. Have all unmasked s
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Figure B-1. NBC marking devices. UN
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contamination remains, so periodic
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movement in the direction of the co
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• Once the wing vehicles reach th
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APPENDIX C Stability and Support Op
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activities. Examples of these are l
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Because of the unique requirements
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US military forces may be tasked fo
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excellent hasty roadblocks because
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Figure C-5. Deliberate checkpoint o
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approaching traffic until it is too
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Photographic filter Instant cameras
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• Contact your checkpoint command
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Figure C-14. Ankle-to-ankle positio
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CORDON AND SEARCH OPERATIONS When i
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the armored unit’s mobility, prot
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APPENDIX D Military Operations on U
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The friendly commander should try t
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• It is vulnerable to enemy infan
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Figure D-3. Gaining a foothold in M
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Figure D-5. CFV provides support as
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Figure E-1. Figure E-1. Environment
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APPENDIX F Risk Management Risk is
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Moderate (M) Low (L) Expected degra
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• Thoroughly brief all aspects of
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APPENDIX G Fratricide Prevention Fr
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Lapses in individual discipline can
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target identification before they i
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Glossary A AA AAR ABF ACE ACR ADA A
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div DP DPICM DS DST DTD division de
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I J k ICM ID IEDK IFF IFSAS IPB IR
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NCO NCOIC NCS NEO NGO NLT NOD nonco
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RISTA ROE ROI ROUTEREP RP RSI rte R
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TTP tactics, techniques, and proced
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ARTEP 17-237-10-MTP Mission Trainin
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FM 17-98 SCOUT PLATOON

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