COMMAND AND CONTROL DEFINITION
Command and control (C2) is defined as the exercise of authority and direction by a properly
designated commander over assigned and attached forces in the accomplishment of the mission.
The C2 process enables the commander to exercise command across the breadth of forces. It
provides the means for the commander to form an understanding of the situation, decide what
action is required, transmit instructions to subordinate commanders, monitor execution of
instructions, and assess the results of the action.
C2 is the key to achieving unity of effort and realizing the full combat potential of the unit.
Per MCDP 6, Command and Control, the basic elements of the command and control system are
people, information, and the command and control support structure.
PEOPLE
People gather information, make decisions, take action, communicate, and cooperate with one
another in the accomplishment of a common goal. People drive the command and control
system—they make things happen—and the rest of the system exists only to serve them.
C2 SUPPORT STRUCTURE
Command and control support structure aids the people who create, disseminate, and use
information. The components of the command and control support structure do not exist for their
own sake but solely to help people recognize what needs to be done and take the appropriate
action.
INFORMATION
Information refers to representations of reality which we use to "inform." Information includes
the words, letters, numbers, images, and symbols we use to represent things, events, ideas, and
values.
COMMAND, CONTROL, AND THE COMMANDER
Command and control functions are performed through an arrangement of personnel, equipment,
communications, facilities, and procedures employed by a commander in planning, directing,
coordinating, and controlling forces and operations in the accomplishment of the mission.
Ultimately, C2 is the business of the commander.
 Command
and control is the means by which a commander recognizes what needs to be
done and sees to it that appropriate actions are taken.
 Commanders
are assisted in the execution of these tasks by specialized staff officers and
enlisted personnel who provide a multidirectional flow of information between higher,
adjacent, and supporting units.
 Command
and control elements are organized in many different ways depending on the
size and type of unit within the Marine Corps. In this lesson, you will be introduced to
how C2 elements are organized and staffed within a combat operations center (COC).
COMMANDER'S INTENT
The commander's intent is a clear, concise statement that defines success for the force as a whole
by establishing, in advance of events, the desired end state.
 Commander's
intent allows subordinates to exercise judgement and initiative—to depart
from the original plan when the unforeseen occurs—in a way that is consistent with
higher commanders' aims.
 Commanders
typically communicate their intent in terms of the following three
components.
Purpose:
Statement of the purpose for conducting the operation.
 This
 It
should include the “In order to” portion of the mission statement i.e. the “why”.
is re-communicated to ensure subordinates comprehension.
Method:
Statement of the commander’s over-arching plan for exploitation of the enemy’s key weakness
and mission success. The method should include:
 Enemy Key Strength.
Our Warfighting doctrine is based in the concept of maneuver
warfare, in which we avoid surfaces and mass our firepower at the enemy’s gaps. To
do this, leaders, after having completed their estimate of the situation, will determine
what provides strength to the enemy.
The converse of the enemy’s key strength is where we seek to
focus our force. The key weakness is the gap that when struck renders the enemy’s
key strength ineffective, without having to strike the key strength directly.
 Enemy Key Weakness.
plan. Here the leader articulates how the enemy’s key weakness will be
exploited by the unit’s scheme of maneuver.
 Exploitation
Endstate:
Leaders describe their vision of the battlefield after the dust has settled.
 This
endstate is relative to enemy units, friendly units, and terrain.
 Ensuring that
the desired endstate is pushed to all subordinates provides for flexibility on
the battlefield, for if all subordinates clearly understand the desired endstate, they are
capable of independently driving that goal even if the original proposed plan goes
awry.
What is the definition of command and control?
The exercise of authority and direction by a properly designated commander over assigned and
attached forces in the accomplishment of the mission
DEFINITION AND OVERVIEW
Definition:
Information management (IM) is the collection and management of information from one or
more sources and the distribution of that information to one or more audiences.
IM includes all activities involved in the identification, collection, filtering, fusing, processing,
focusing, disseminating, and usage of information.
Overview
Commanders exercise C2 by leveraging information and applying knowledge gained through the
understanding of that information.
MCDP 6, Command and Control, states that information has two basic uses: to help create
situational awareness as the basis for decisions and to direct and coordinate actions in the
execution of a decision.
COC OPERATIONS AND INFORMATION MANANGEMENT
COC Operations
The COC is considered the hub of IM. The watch officer and watch chief are responsible for the
proper flow of information in, through, and out of the COC.
 IM
addresses information as a commodity instead of as technology, and it provides
quality information to support the decision-making process.
 The role of
IM is to provide a timely flow of accurate, relevant information—enabling
the commander to anticipate changing conditions and to understand their impact on
current and future operations.
 The goal
of IM is to get the right information to the right person at the right place at the
right time and in the correct format.
CLASSES OF INFORMATION WITHIN THE INFORMATION HIERARCHY
There are four classes of information within the information hierarchy: raw data, processed data,
knowledge, and understanding.
Each class of information has its own distinct role in the decision-making process. As
information moves up through the information hierarchy, it becomes more valuable to the
decision-maker. A goal of IM is to facilitate the development of quality information, thus
increasing its value and enabling an understanding by the commander.
During the processing of information, the commander establishes his commander's critical
information requirements (CCIRs). These are requirements identified as being critical to
facilitating timely decision-making.
The two key elements to the CCIRs are friendly force information requirements (FFIRs) and
priority intelligence requirements (PIRs). These give information regarding the adversary and
friendly activities and the environment identified by the commander as critical to maintaining
situational awareness, planning future activities, and facilitating timely decision-making.
Raw Data




Lowest class of information
Facts and individual pieces of information called building blocks of processed information
Does not mean much to the user in its current state
Must be transformed and processed to give it meaning and have any value
Processed Data
 For example, film that has been developed into a photograph, or grid coordinates plotted on a
map
 Organizing, correlating, comparing, processing, and filtering raw data
 Starts to become easier for the user
 Gives a limited amount of value
 Could have some initial tactical value with some significance but still not analyzed or
evaluated
Knowledge
 It is the result of analyzing, integrating, and interpreting processed data.
 Knowledge brings meaning and value to a situation.
 It represents what is happening
Understanding
 Here, situational awareness has been gained.
 This better prepares the commander for future events and allows for sound decision-making.
 It is the highest level of information, and the most valuable.
CHARACTERISTICS OF QUALITY INFORMATION
Quality information adds value to the decision-making process.
 Information
is susceptible to distortion, both by the enemy (intended) and by friendly
sources (unintended).
 The characteristics


of quality information are listed in the chart to the right.
Select the best definition for information management.
The collection and management of information from one or more sources and the distribution of
that information to one or more audiences
OVERVIEW
The means through which we collaborate or exchange information today involves information
technology (IT)
 Our tactics, techniques, and procedures (TTPs) have significantly changed as a result of
IT. We must strive to maximize the efficiencies that IT offers, yet we must preserve our ability
to function without it.
 There are a variety of collaborative tools available for use within the COC. To take full
advantage of these tools, there must be processes and procedures in place; this ensures the right
information gets delivered to the right person at the right time.
COLLABORATIVE TOOLS DESCRIPTION
Electronic Mail (E-mail)
E-mail is a tool that facilitates the electronic dissemination of large amounts of information to a
large audience. E-mail is not a substitute for leadership, supervision, or for guidance that is
directive in nature. The human aspects of communication such as force or tone, cannot be
conveyed accurately via e-mail.
Non-Secure Internet Protocol Router Network (NIPRNET):
The NIPRNET is an unclassified government computer network that provides connectivity
throughout the Department of Defense. This network is intended for official use and is capable
of providing connectivity to Internet users.
Secure Internet Protocol Router Network (SIPRNET):
The SIPRNET is a classified government computer network that provides connectivity
throughout the Department of Defense up to the Secret level. The SIPRNET does not provide
connectivity to the non-secure, public Internet. The NIPRNET and SIPRNET are mutually
exclusive. CAUTION: Classified information found on the SIPRNET must never be copied to
the NIPRNET.
Shared Drives/Folders:
Shared drives are used to store and disseminate large numbers of electronic files and files of
large size not easily sent by e-mail. Users can store files on the shared drive for later retrieval by
other users. Coupled with e-mail notification, shared drives are useful for making information
available to a large audience.
Microsoft SharePoint Web Services:
SharePoint is used to create a command's Intranet website, allowing for the sharing of
information; this increases the efficiency of processes and improves productivity. Access to a
SharePoint site is controlled and not open to all Internet users. Regularly viewed documents can
be posted to a SharePoint site, thus eliminating the need to send e-mail with large attachments.
Microsoft Outlook Public Folders:
Outlook public folders allow users to share information within a workgroup and may contain
calendars, message traffic, e-mail, and data files. These public folders can store large amounts of
information; however, they have access limitations and are only available within your Microsoft
Exchange system.
Chat
Chat is an application that allows real-time secure data communication between elements of the
unit and higher headquarters. Units can use chat to transmit both text messages and data
files. There are multiple chat tools currently utilized across the operating forces.
Radio Traffic:
Radio traffic includes all communications sent and received over radio nets. The Marine Corps
remotes radio nets into the COC using AccessNet software (also known as AccessPoint). When
using AccessNet, users can use the headsets within a COC and monitor the radio nets on a
computer with an easy to use graphical user interface (GUI).
Video Teleconferencing (VTC):
VTC provides live voice and video connectivity for conducting conferences between units at
distant locations. VTCs should be scheduled to enable commander-to-commander
communications on a recurring basis.
The collaborative tool known as VTC provides what capability?
Allows for live voice and video connectivity for conducting conferences between units at distant
locations
PURPOSE OF INTELLIGENCE
According to the table of organization (T/O), the infantry battalion is the lowest level of
command that rates an intelligence section. However, as a result of lessons learned, the Marine
Corps has identified a need for an intelligence capability at levels below the battalion, when
operations are more distributed and companies (and even platoons) are operating independently
in a geographically dispersed environment. The current model for conducting company level
intelligence is the company level intelligence cell (CLIC). Benefits of the CLIC include:
 Provides for an organic capability to collect information.
 Conducts rudimentary analysis of the information collected.
 Disseminates actionable intelligence in a timely manner.
 Synchronizes and fosters mutually supporting relationships among C2, intelligence, and
operations at the lowest level.
 Encompasses three broad areas detailed to the right.
Employment of a CLIC has demonstrated improvement in each of the following areas. Select
each to learn more.
Situational Awareness:
The CLIC performs intelligence functions specifically geared toward broadening the situational
awareness of the company commanders to enhance their ability to gain and maintain the
initiative. When the company commander has intelligence specifically tailored to his area of
operations (AO)—to include the threat and physical/socio-political environments—company
operational effectiveness is increased.
Timely and Accurate Information:
The CLIC provides the company commander with timely and accurate intelligence specifically
tailored to operational requirements.
 Lack
of timely dissemination of relevant intelligence and products from higher echelons
limits the ability of a company commander to conduct intelligence-driven operations.
 The analytical
capability provided by the CLIC enables the commander to have AOspecific intelligence at his disposal at all times.
Collection Management:
The CLIC facilitates collection management and analysis of the company commander's
intelligence requirements. CLIC personnel also advise the commander on how to employ
collection assets and how to effectively incorporate intelligence into operations.
FUNCTIONS OF COMPANY LEVEL INTELLIGENCE CELLS (CLIC)
The CLIC assists the company commander in gaining and maintaining an initial appreciation for
the physical and human geography; enemy threat; as well as the political, economic, and social
conditions that affect the operating environment. The CLIC primarily relies upon the
Intelligence Preparation of the Battlespace (IPB) process to inform the commander of the
battlespace and options presented to the friendly and threat forces. The CLIC also supports the
commander with "red teaming" to identify indications and warnings. The following are the
functions of the CLIC:






Support the commander's estimate of the situation.
Aid in situational development.
Provide indications and warnings.
Provide support for force protection.
Target development and support for targeting.
Support combat assessments.
THE PUSH/PULL CONCEPT
Intelligence is interactive, and the responsibility of dissemination rests not only with the
producer but also with the consumer.
 The push vs. pull for information is typically managed by the units RFI (request for
information) manager.
 The RFI manager is typically assigned within two staff sections (S-2 and S-3) to distribute
classified and unclassified information, as necessary.
 They are responsible to:
-
Receive (pull), validate, prioritize and submit
requests for information and intelligence.
-
Track and make available (push) all information
necessary to assist the commander and
subordinate leaders with making decisions.
Flow Type Caused by Event:
 Information of immediate tactical value (generally having an impact within 24 hours) should
be pushed to higher headquarters (HHQ) rapidly.
 The ability of a unit to respond hinges on receipt of accurate and timely information.
 Practice the flow of information and how it will work during the planning stages.
Intelligence Consumer Activity:
 Information collected by other intelligence producers will have some operational relevance to
your mission.
 Pull that intelligence as needed.
 Your ability to pull that intelligence is dependent on a number of factors such as relationships
with other producers, communication means, and time.
 Communicate regularly with your higher's intelligence section.
Intelligence Producer Activity:
 Information collected and processed at all levels must be disseminated to other units for
consideration.
 The information may or may not have relevance to your unit.
 Push information not needed by your unit but desperately needed by another unit.
 At a minimum, push all other information to HHQ intelligence section (e.g., intelligence
updates from the company to higher).
The company level intelligence cell (CLIC) encompasses situational awareness, timely and
accurate information, and collection management.
. False
INTRODUCTION
IPB is a four step, continuous planning activity undertaken by the entire staff. It is designed to
support the running estimate of the Marine Corps Planning Process (MCPP). It builds an
extensive database for each potential area in which a unit may be required to operate.
DEFINE THE BATTLESPACE
Area of Operations (AO)
Area of Influrence (AI)
Area of Interest (AOI)
DESCRIBE THE BATTLESPACE EFFECTS
DETERMINE ADVERSARY COURSES OF ACTION
The final step of the intelligence preparation of the battlespace (IPB) process is to determine the
various threat/adversary courses of action (COAs). A detailed analysis will enable the staff to:
 Replicate the set of COAs that the threat/adversary is considering.
 Identify all COAs that will influence the friendly mission.
 Identify those areas and activities that, when collected, will indicate which COA the
threat/adversary has chosen.
The staff will use threat/adversary COAs, along with other facts and assumptions about the
operational environment/battlespace environment, to drive friendly COA analysis (wargaming),
thus influencing friendly COA development.
Select each step in the process to determine likely threat/adversary COAs to learn more.
Identify the Threat's Likely Objectives and Desired End State:
 Based on METT-T factors, the S-2 depicts the threat based on the commander's guidance.
 Determine likely objectives and the desired end state, at a minimum.
 Analysis should start at more than one level above the friendly echelon unit and work down
for a more conventional adversary.
 For most operations, analysis should start as low as possible.
 Threat may involve terrorists, criminal organizations, or actors with unknown intentions.
 Work with military information support operations (MISO) personnel to analyze groups, cells,
and individual elements.
 Evaluate propaganda, graffiti, and gang symbols.
 Political, social, and economic objectives can be as important as military objectives and can
have a direct influence on the threat/adversary COAs.
Identify the Full Set of COAs Available to the Threat:
 Ensure that the adversary COAs are distinct, and evaluate each one based on its effect on the
friendly mission and protection.
 Based on your evaluation of the adversary's capabilities, select a model that has the potential
to accomplish their likely objectives.
 Examine how the effects of the operational environment will influence the threat's applications
of its COAs.
 Consider the following factors when defining the general threat COAs into specific threat
COAs.
Evaluate and Prioritize COAs:
The commander and staff need to develop a plan that is optimized to one of the COAs, allowing
for contingency options should the adversary choose another COA. To prioritize each COA,
consider the following:
 Analyze
each COA to identify the adversary's strengths, weaknesses, decision points, and
potential centers of gravity.
 Evaluate how
well each COA meets the criteria of suitability, feasibility, acceptability,
distinguishability, and completeness with adversary doctrine, their previous operation,
and adversary TTPs.
 Evaluate how
well each COA takes advantage of the operational environment.
 Analyze the
threat's recent activity to determine if there are indications that one COA has
already been adopted.
Develop Each COA in Amount of Detail Required and as Time Allows:
Once the complete set of adversary COAs are identified, develop each COA in as much detail as
the situation requires given the time available; remember, this is a continuous process that needs
to be constantly updated. To ensure completeness, each COA must answer the following
questions:
 Who:
their makeup: a conventional force, terrorist organization, criminal
 What:
type of operation
 When:
the time the action will begin
 Where:
the objective or the area of operations
 How:
the method by which the adversary will employ its assets
 Why:
the objective or end state
Identify Initial ISR (intelligence, surveillance, reconnaissance) Requirements:
 Use an event template.
 The template guides planning and synchronization.
 It depicts named areas of interest (NAIs) where activity or lack of activity will occur in the
adversary's COAs.
 Evaluate each COA to identify NAIs.
 Pay particular attention to times and places where the adversary's high value targets (HVTs)
are employed, or enter areas where they can be easily acquired and engaged.
 NAIs can be a specific point, route, or an area in the operational environment.
EVALUATE THE ADVERSARY
If the staff fails to determine all the threat/adversary factions involved, or their capabilities or
equipment, or to understand their doctrine and tactics, techniques, and procedures (TTP) as well
as their history, the following is likely to occur:
 The staff
will lack the intelligence needed for planning.
 The threat/adversary will
surprise friendly forces with capabilities for which the staff
failed to account.
 The staff
will waste time and effort analyzing threat/adversary capabilities that do not
exist.
 The staff
will fail to fully consider the threat/adversary as thinking and adaptive.
What steps are involved in the intelligence preparation of the battlespace (IPB)? Select all that
apply.
Define the battlefield environment.
Determine threat COAs.
Evaluate the threat.
Question 1
Command and control is defined as the exercise of ___________ and __________ by a properly
designated commander over assigned and attached forces in the accomplishment of the mission.
Correct answer: Authority; direction
Question 2
What are the basic elements of command and control?
Correct answer: Information, people, and C2 support structure
Question 3
What are the classes of information in the information hierarchy?
Correct answer: Raw data, processed data, knowledge, and understanding
Question 4
What is commander's intent?
Correct answer: It is a clear, concise statement that defines success for the force as a whole by
establishing, in advance of events, the desired end state.
Question 5
What steps are involved in the intelligence preparation of the battlespace (IPB)? Select all that
apply.
Correct answer: Describe the battlefield effects.,Determine threat COAs.
Combat operations centers are established to support the headquarters of all units of battalion
size or larger. From these centers, watch officers and staff sections plan, monitor, coordinate,
control, and support the day-to-day activities of the unit. These centers include the personnel,
software, hardware, shelters, and ancillary equipment needed to support C2.
For the aviation command element (ACE), the tactical air command center (TACC) is the
senior Marine air-ground task force (MAGTF) air command and control systems (MACCS)
agency. The TACC is the operational command post from which the ACE commander and his
staff plans, supervises, coordinates, and executes MAGTF air operations.
For the ground combat element (GCE), the combat operations center (COC) is the battalion's
nerve center where information is processed to provide situational awareness and tools to
facilitate decision-making for the commander and his staff.
For the logistics combat element (LCE), the combat operations center (COC) is no different
than the GCE with the exception of certain responsibilities, information requirements, and
management functions unique to the LCE.
PRIMARY FUNCTIONS
Within the COC, the unit's battle staff monitors current operations by using the common tactical
picture (CTP) and coordinates activities for the commander and his staff. The COC is
increasingly supported by automated tactical information systems and data
communications. These systems support the information processing and exchange requirements
of the COC and enable it to monitor and direct current operations. The COC functions primarily
as an information processing center for:
 Message traffic
 Reports
 Imagery
 Orders
An efficient COC communicates well both internally and externally. The COC performs the
following functions shown below:
Select each of the functions for more information.
Assist Commander
and Staff
Help the commander and staff to plan, prepare, execute, and fight. Observe, orient, decide, act
(OODA).
Integrate the Six Warfighting Functions
C2, intel, fires, logistics, maneuver, force protection
Push, Pull, and Manage the Information Flow
Information management, collect, analyze, assimilate, and disseminate
Develop and Manage the Battalion’s Battlespace
Develop and manage the battalion’s battlespace by leveraging all available assets and
warfighting functions.
Direct and
Control Fires
Close air support (CAS) and indirect fires
Control, Track, and
Direct Units:
Combat units, combat support units, and combat logistics units
Synchronize Logistics
Operations
Coordinate combat logistics operations
Maintain Contact with Higher
and Adjacent Units
Maintain contact with higher headquarters and adjacent units.
Establish and Sustain the
Unit’s Battle Rhythm
Review battle rhythm during watch change brief.
Maintain Redundant
Command and Control
Install and maintain duplicate communication paths.
Maintain Static and Mobile
COC Capabilities
Maintain Static and Mobile
COC Capabilities
Plan, rehearse, and implement static and mobile COCs.
FOUR TYPES OF COMBAT OPERATIONS CENTERS
The following are the four types of combat operations centers (COCs).
Main
 The main COC is the principle tactical headquarters where the commander and staff perform
their activities. It is semi-permanent and established short of the range of the enemy's weapons
systems.
 The main COC provides sustained C2 where the staff is involved in controlling and sustaining
current operations and in planning future operations.
 Normally, the main COC has the facilities, equipment, personnel, and communications
necessary for the full control and support of the force.
Forward
 The forward COC is the echelon of the headquarters that is located well forward on the
battlefield so the commander has a command post near subordinate commanders and can directly
influence operations.
 The forward COC provides sustained C2 of the unit during current operations and has the
ability to conduct planning for future operations.
 Unit standing operating procedures (SOPs) will dictate how the forward COC is organized and
staffed; however, most forward COCs are organized around vehicle platforms to provide the
commander mobility on the battlespace. Some units refer to it as the "jump COC" due to its
temporary nature.
Alternate
 The alternate COC is a redundant C2 capability for the unit.
 The alternate COC is any location designated by a commander to assume C2 functions in the
event that the main COC becomes inoperative.
 The alternate COC may be partially or fully equipped and staffed or it may be the main COC
of a subordinate unit.
 The alternate COC should have equivalent equipment and personnel as the main COC.
Rear
 The rear COC is the rear echelon of a unit's headquarters and is primarily concerned with
logistics and administrative functions that cannot or should not be conducted in the area of
operation.
 The rear COC is located to the rear of the main COC and may be located within or adjacent to
existing facilities or collocated with a host organization.
 Typical representatives within the rear echelon are elements of the G-1/S-1, G-4/S-4, adjutant
general, staff judge advocate, inspector general, surgeon, provost marshal, etc. The rear COC is
normally established by regiments or higher units.
Which of the following is one of the primary functions of a combat operations center (COC)?
Assist the commander and staff to plan, prepare, execute, and fight.
INTRODUCTION
Every operation and mission will likely require a tailored staff within the COC based on some
key considerations:
 Diverse mission requirements
 Enemy threats
 Individual commander's preference
The unit SOP should reflect the standard method of staffing the COC. The type of COC and the
level of the command will impact which of the COC billets are staffed.
The next slide will provide the common COC billets and their responsibilities.
COC BILLET LAYOUT AND RESPONSIBILITIES
Rollover each billet to see its corresponding responsibilities.
COC billet layout – slide 10 of COC IMI
What are the responsibilities of the watch chief (WC)? Select all that apply.
The WC is overall responsible for the management of the COC.
The WC will ensure that access to the COC is controlled through an established security point.
CONTINUOUS OPERATIONS
Command and control of combat operations requires that the COC operate continuously over
long periods of time. Personnel within the COC will not function efficiently under the stress of
combat without established work cycles that allow for rest periods. To avoid disruption of the
continuity of COC operations, changeover from one shift to another should occur in one of two
ways, dependent upon tempo of operations and the availability of personnel.
 Three 8-hour shifts
 Two 12-hour shifts
Attempt to stagger scheduling to maximize continuity in operations and in staff functions.
PROCESS DESCRIPTION
A proven method of scheduling shift changes and
maintaining continuity of information is to stagger key personnel.
This staggered method prevents the loss of collective knowledge.
A
proper shift change includes a period of overlap between the oncoming and off-going
watch-standers.
- During this period, the off-going watch-stander briefs the
oncoming regarding current operations, future plans, and
significant events during the past watch.
 The shift
change wheel is an example of a shift change schedule that overlaps key billets
within the COC.
Which of the following is a proven method of conducting COC shift changes?
The scheduling of shift changes which staggers the change of key personnel throughout the shift
window
DEFINITION / DESCRIPTION
Battle rhythm is:
A
deliberate daily cycle of command, staff, and unit activities
 Affected
 Posted
by higher headquarters requirements
in the COC
 Reviewed
daily during the watch change brief and adjusted as needed
The watch officer and watch chief are responsible for enforcing the battle rhythm.
Each unit operates differently; therefore, each battle rhythm will be unique.
Select the button below to view a 24-hour battle rhythm example.
EXAMPLE
Select NEXT to return to COC Battle Rhythm Definition / Description
Which of the following is the definition of battle rhythm?
A deliberate daily cycle of command, staff, and unit activities
COMMONLY USED SYSTEMS
There are multiple C2 systems and applications currently in use. As technology continues to
advance, units must become proficient in these systems. The systems identified in this lesson are
tools that are commonly used in today's fight. Systems currently used include:
 Command
and Control Personal Computer (C2PC)
 Command
Post of the Future (CPOF)
 Force XXI Battle
 Advance
Command Bridge and Below (BFT)
Field Artillery Tactical Data System (AFATDS)
 Biometric Automated
 Battle
Toolset (BAT)
Command Sustainment Support System (BCS3)
 Common
Logistics Command and Control System (CLC2S)
 Transportation
Capacity Planning Tool (TCPT)
COMMAND AND CONTROL PERSONAL COMPUTER (C2PC)
C2PC is a software application that provides map overlays, friendly unit locations with status,
and plans of intended movement and hostile unit locations.
 C2PC
facilitates the creation and visualization of the common tactical picture (CTP) or
common operational picture (COP).
 C2PC
is linked within the COC via a local area network.
 C2PC
system allows for multiple inputs from other systems such as the Advanced Field
Artillery Tactical Data System (AFATDS).
 The next
C2PC version will be renamed to the Joint Tactical Common Operational
Picture Workstation (JTCW).
Capabilities of c2pc
Facilitates c2 functions
Displays the ctp
Simultanejously displays multile independent map windows
Allows for easy export of x2pc maps into briefs and reports
Capable of displaying multiple areas of interest
Supports over 200 different mapping datum
Allows for the display of mapping features including political boundaries, rivers, and major
roadways
COMMAND POST OF THE FUTURE (CPOF)
CPOF is a decision support system that provides situational awareness and collaborative tools to
support:







Decision-making
Planning
Rehearsal
Execution management down to the battalion level
Collaboration and visualization tools for the COC staff
Combat operational picture (COP) manager
The sister services as a collaborative tool
Capabilities of cpof
Enables real time distributed collaboration
Enables situational awareness
Shared/personal workspace
2 and 3 dimensional views of maps
Voiceover internet protocol (VOIP)
Robust populated database
FORCE XXI BATTLE COMMAND BRIDGE AND BELOW - BLUE FORCE TRACKER
(FBCB2-BFT)
FBCB2-BFT provides the user his location, the location of other friendly forces, observed enemy
locations, and all known battlespace obstacles.
– BFT is a battle command information system designed for units performing
missions at the tactical level.
 FBCB2
 FBCB2-BFT
is employed by the regimental COC, battalion COC, each company COC,
and convoys and/or patrols traversing throughout the area of operations (AO).
 FBCB2-BFT
is not limited to line-of-sight (LOS) communications since information is
passed via L-Band satellite.
 Terminals
are not required to be in the line-of-sight of other terminals to communicate.
Capabilities of fbcb2-bft
Automated positional reporting
Displays maneuver graphics
Sends pre-formatted messages
Sends free-text messages, images, and map graphics
Over the horizon (OTH) communications
Message transmitter providing ID, gps location, course and speed
ADVANCED FIELD ARTILLERY TACTICAL DATA SYSTEMS (AFATDS)
AFATDS is the fire support command and control (C2) system employed by Army and Marine
Corps units to provide automated support for planning, coordinating, controlling, and executing
fires and effects. AFATDS provides an automated capability for:
 Fire planning
 Tactical
fire direction
 Fire support
coordination at the firing battery, fire direction center (FDC), and fire
support coordination center (FSCC)
 Assists
the commander in improving tactical planning and control of supporting arms
operations.
AFATDS allows for the integration of supporting arms assets into:
 Maneuver
plans
 Battlefield
information
 Target
 Unit
analysis
status
Select AFATDS capabilities to learn more.
Capabilities of AFATDS
Provides for rapid fire planning and scheduling of fires
Provides for rapid dissemination of information through digital message transmission
Performs target duplication checks in the artillery target intelligence (ATI) mode
Can be used as a replay station for remote stations
Message of interest allows select info to be received automatically by specified terminals
Queries or searches remote terminals for ATI information
BIOMETRIC AUTOMATED TOOLSET (BAT)
BAT provides a means of identifying people via:
 Fingerprint
 Iris
scan
 Photo
identification (ID), which enables the creation of individual records
System includes a laptop with the BAT software and:
 Fingerprint
 Iris
scanner
 Digital
 ID
scanner
camera
card printer
By controlling the routes in and out of unit facilities via entry control points (ECPs) and only
providing positively-identified personnel with ID badges, BAT creates an obstacle for
unauthorized individuals. Using iris scans or fingerprints, security personnel at ECPs can verify
the identity of persons via connectivity to a shared records database.
Select BAT capabilities to learn more.
Capabilities of BAT
Efficiently enrolls, verifies, and identifies indivudals encountered in the conduct of operations
Rapidly compares identity information to watchlists
Rapidly records various types of information associated with individual
Rapidly recalls, updates, and manages ‘trusted’ information associated with individuals
Rapidly assess creditability of a witness
Operates remote/non intrusively against non cooperative subjects
BATTLE COMMAND SUSTAINMENT SUPPORT SYSTEM (BCS3)
BCS3 is intended to provide a common logistics picture that gives visibility on convoy
movement and supplies, and it supports the logistics warfighting function by rapidly processing
large volumes of logistical, personnel, and medical information.
 Provides
a near real-time, map-based graphical representation of the current logistics
situation within the land area of operations (AO)
 Displays
strategic unit movement and movement of sustainment from the Continental
United States (CONUS) into theater.
Select BCS3 capabilities to learn more.
Capabilities of bcs3
Provides convoy tracking
Tracks supply movement via radio frequency identification
Tracks in theatre sustainment stocks by quantity and location
Pilots ied and unexploded ordnance
Provides area mapping for convoys
Provides grid plotting to increase situation awareness
COMMON LOGISTICS COMMAND AND CONTROL SYSTEM (CLC2S)
CLC2S provides a Combat Service Support Operations Center (CSSOC) with a simple LogC2
capability to improve service support coordination and execution monitoring.
 Provides
 Asset
rapid request tracking
and inventory management
 Logistics
planning
 Engineer
support plans
 Provides
MAGTF commander and staff with means to quickly view its warfighting
readiness
Select CLC2S capabilities to learn more.
Capabilities of CLC2S
Improves tactical/small unit logistics; tracks supply movement via radio
Improves logistics support effectiveness and efficiency by reducing logistics footprint
Enables the tactical logistician to better support his forces
Enhances logistics support decision making in support of deployed tactical units
TRANSPORTATION CAPACITY PLANNING TOOL (TCPT)
TCPT is a net-centric/web-accessible distribution tool to aid the transportation and logistics
commanders with a dashboard view of transportation resource capacity for planning, tracking,
and development of convoys and other transportation-related missions.
 Display transportation
capacity
 Monitor
personnel, qualifications, and licenses
 Graphic
mission tracker
 Watchlog - An
electronic log book containing manual entries as well as automatic, eventtriggered entries made by the application
 Detailed
situational awareness of mission status and assigned personnel and equipment
over the USMC "last tactical mile"
 Visualization
of transportation capacity based on available resources and movement
demands
 Manages
transportation movement requests or "taskers"
Select TCPT capabilities to learn more.
Capabilities of TCPT
Provides real time planning and operational visibility of transport capacities by commodity
category
Provides near term planning visibility and coordination of assignment of forces to transfer
through a port and the associated impact of the assignment
Extends the visibility of available capacity from the existing 24-hour picture to accommodate a 5
day planning horizon
Provides visibility enhancements of inbound force (personnel, equipment, and supplies)
shipments and convoy operations to facilitate proactive capacity planning
C2pc
Afatds
Cpof
Clc2s
Question 1
The C2 system known as the Force XXI Battle Command Brigade and Below—Blue Force
Tracker provides what?
Correct answer: The user's location, the location of other friendly forces, observed enemy
locations, and all known battlefield obstacles
Question 2
Which of the following best describes a forward COC?
Correct answer: The echelon of the headquarters that is located so the commander has a
command post near subordinate commanders
Question 3
Which of the following describes a main COC?
Correct answer: The principle tactical headquarters where the commander and staff perform their
activities
Question 4
Correct
A battle rhythm is a free-flowing schedule of daily events that may occur within the COC.
Your answer: False
Question 5
The Common Tactical Picture (CTP) operator assists the __________ by conducting battle
tracking for all units on operational maps while ensuring the digital C2 systems are functioning
properly.
Correct answer: Watch officer (WO)