Washington, DC 3 October
*FM 17-97Field ManualNo 17-97HEADQUARTERSDEPARTMENT OF THE ARMYWashington, DC 3 October 1995CAVALRY TROOPTABLE OF CONTENTSPagePreface. ivChapter 1INTRODUCTION . 1-1Organizations . 1-2Missions, Capabilities, andLimitations. 1-16Responsibilities . 1-18Chapter 2BATTLE COMMAND . 2-1Troop Leading Procedures . 2-2Situational Awareness . 2-13Communications . 2-17Techniques of Tactical Control . 2-22Command Guidance andOrganizational Control . 2-27Tactical Movement Formations. 2-34DISTRIBUTION RESTRICTION: Approved for publicrelease; distribution is unlimited.*This publication supersedes FM 17-97, September 1988.i
iiiChapter 3RECONNAISSANCE . 3-1Purpose, Fundamentals,and Capabilities . 3-2Planning Considerations, Methods,and Techniques . 3-5Route Reconnaissance. 3-29Zone Reconnaissance . 3-41Area Reconnaissance. 3-53Chapter 4SECURITY. 4-1Purpose, Fundamentals,and Capabilities . 4-2Screen. 4-5Guard . 4-31Cover . 4-32Route Security. 4-33Area Security. 4-33Convoy Security . 4-34Chapter 5OFFENSE . 5-1Purpose and Fundamentals. 5-1Movement to Contact. 5-2Hasty Attack . 5-11Deliberate Attack. 5-22Raid. 5-24Chapter 6DEFENSE . 6-1Purpose, Fundamentals, andSchemes of Maneuver . 6-2Defend From a Troop
Battle Position . 6-6Defend in Troop Sector. 6-10Delay in Troop Sector . 6-22iv
Chapter 7OTHER TACTICAL OPERATIONS . 7-1Tactical Road Marches . 7-1Assembly Areas . 7-9Relief in Place . 7-15Battle Handover/Passage of Lines. 7-21Hasty Water Crossing. 7-31In-Stride Breach . 7-35NBC Defensive Operations. 7-42Chapter 8COMBAT SUPPORT . 8-1The Fire Support Team. 8-1Mortar Support . 8-9Artillery Support. 8-12Engineer Support . 8-14Ground Surveillance Radar Support . 8-20Air Defense . 8-23Army Aviation Support . 8-26Close Air Support. 8-28Chapter 9COMBAT SERVICE SUPPORT . 9-1Organization. 9-1Logistics . 9-6Personnel Service Support . 9-16Prisoners of War . 9-19Appendix A FRATRICIDE PREVENTION. A-1Appendix B STANDING OPERATINGPROCEDURES. B-1Appendix C OPERATIONS ORDER . C-1v
Appendix D OPERATIONS OTHER THAN WAR . D-1Glossary .Glossary-1References .References-1vi
PrefaceThis publication serves as a doctrinal guide forcommanders and subordinate leaders of both light (HMMWVequipped) and heavy (M1 and M3 equipped) cavalry troops.Heavy cavalry troops are found in Armored CavalryRegiments (ACR), in Armor/Mechanized Divisions, and inSeparate Armor/Mechanized Brigades. Light cavalry troopsare found in Light Armored Cavalry Regiments (LACR), inLight Infantry Divisions, and in Separate Light InfantryBrigades.Although FM 17-97 does not specifically address the TOEof the Light Division Cavalry Troop or the troops of aSeparate Heavy or Light Brigade, the tactics, techniques, andprocedures outlined in this publication still apply.This publication lays out the organization, command andcontrol, tactical employment, and service support of thecavalry troop in combat. It establishes the responsibilitiesand duties of key personnel in the troop during combat.FM 17-97 is one of three publications in the cavalry troopfamily. It provides troop leaders with a doctrinal reference tolink training and fighting. ARTEP 17-487-30-MTP, MissionTraining Plan for the Regimental Armored Cavalry Troop,outlines how to train the troop. FKSM 17-97-3, Cavalry TroopCommon SOP, describes troop operating procedures. Thisfamily of publications supports FM 17-15, Tank Platoon;FM 7-91, Tactical Employment of Antiarmor Platoons,Companies, and Battalions; and FM 17-98, Scout Platoon.vii
The information in this manual is based on the objectivetable of organization and equipment (TOE) for the ACR andLACR troops. Differences between actual unit organizationsand equipment and those described in this manual arecaused by differences in the modified table of equipment andorganization (MTOE).The proponent for this publication is HQ TRADOC.Submit changes for improving this publication on DA Form2028 (Recommended Changes to Publications and BlankForms), and forward it to Commandant, USAARMS, ATTN:ATSB-SBA-F, Fort Knox, KY 40121-5211.Although this manual does not implement any particularinternational agreement, the material presented herein is inaccordance with related international agreements. A list ofrelated international agreements and other references canbe found in the References section. The paragraph inChapter 2, Section I, entitled Issue a Warning Order is incompliance with STANAG 2014. Chapter 7, Section III, Reliefin Place, and Section IV, Battle Handover and Passage ofLines, are in compliance with STANAG 2082. Tables 7-2 and7-4 are in compliance with STANAG 2083.Unless this publication states otherwise, masculine nounsand pronouns do not refer exclusively to men.viii
Article I.Chapter 1Section 1.01IntroductionThe role of the cavalry troop in Army operations remainsunchanged from the traditional role of cavalry throughout thehistory of warfare. The troop is organized, equipped, andtrained to protect and preserve the fighting ability of othercombined arms forces. While its primary missions arereconnaissance and security, the cavalry troop may be calledupon to execute attack, defend, and delay missions as partof squadron and regimental missions. The troopaccomplishes its missions by communicating, moving, andshooting in that order.The purpose of this chapter is— To depict organizations of the cavalry troop in—Heavy Troop: The Armored Cavalry Regiment (ACR) (M1 and M3equipped). The Heavy Division Cavalry Squadron (M1 and M3equipped).Light Troop: The Light Armored Cavalry Regiment (LACR)(HMMWV equipped).ContentsPageSection I.Section II.Section III.I-1Organizations . 1-2Missions, Capabilities, and Limitations . 1-16Responsibilities . 1-18
To outline missions each troop performs and tohighlight each troop’s capabilities and limitations. To establish responsibilities of key personnel incombat.(a) Section I. Organizations(I) THE HEAVY CAVALRY TROOPThe heavy cavalry troop consists of 6 officers and 126enlisted soldiers. The troop is organized into a headquarterssection, two scout platoons, two tank platoons, a mortarsection, and a maintenance section (see Figure 1-1).HQMAINTMORTa) Figure 1-1. Heavy cavalry troop organization.I-2
2)The Heavy Troop Scout PlatoonThe scout platoon is organized and equipped to conductreconnaissance and screening in support of its parent troop.However, when the parent unit is performing missions withinan economy-of-force role, the scout platoon may conductoffensive, defensive, and retrograde operations in support ofthe troop mission. The platoon consists of 1 officer and 29enlisted soldiers, and is equipped with six M3 cavalry fightingvehicles (CFV) organized into three scout sections (seeFigure EADERSECTIONLEADERSQUADLEADER3)a) Figure 1-2. Scout platoon organization.4)I-3
5)The Heavy Troop Tank PlatoonThe tank platoon is organized and equipped to perform itsthree primary missions—attack, defend, and move. Theplatoon consists of 1 officer and 15 enlisted soldiers manningfour M1A1 Abrams main battle tanks organized into twosections (see Figure 1-3).PSGPLATOON LEADER6)a) Figure 1-3. Tank platoon organization.I-4
7)The Heavy Troop Mortar SectionThe mortar section is organized and equipped to provideimmediate indirect fires in support of troop operations. Suchsupporting fires are usually suppression, screening,obscuration, or illumination. The section consists of nineenlisted soldiers. It is equipped with two 107-mm mortarsmounted in two self-propelled mortar carriers (see Figure1-4).Figure 1-4. Mortar section organization.I-5
8)The Heavy Troop Maintenance SectionThis section is organized and equipped to diagnose andrepair most equipment faults at troop level. It has thecapability to recover all troop vehicles and to maintain thetroop’s equipment records. The section consists of 18enlisted soldiers equipped with one armored personnelcarrier (APC), one heavy recovery vehicle, one utility truckwith cargo trailer, and two cargo trucks with cargo trailers(see Figure 1-5).a) Figure 1-5. Maintenance sectionorganization.I-6
9) The Heavy Troop Headquarters Sectiona)The troop headquarters section is organized andequipped to perform command and control and logisticalsupport functions for the troop. The section consists of 2officers and 11 enlisted soldiers. It is equipped with one mainbattle tank, one command post (CP) carrier, one APC, oneM3 CFV, one cargo truck with a 400-gallon water trailer, andtwo utility trucks with one cargo trailer (see Figure 1-6).XOCO1SGSUPPLYb) Figure 1-6. Headquarters sectionorganization.I-7
10) The Fire Support Team (FIST)The FIST comes from the squadron howitzer battery inthe heavy cavalry regiment and the division artillery in thedivision cavalry squadron. The FIST consists of one firesupport officer (FSO), one NCO (team chief), one enlistedfire support specialist, and one enlisted radio operator. TheFIST is responsible for coordinating indirect fires for thetroop. In the heavy troop the team is mounted on an M981FIST vehicle (see Figure 1-7).11)a) Figure 1-7. FIST organization.I-8
(II) THE LIGHT CAVALRY TROOPThe light cavalry troop consists of 6 officers and 107enlisted soldiers. The troop is organized into a headquarterssection, two scout platoons, two antitank (AT) platoons, amortar section, and a maintenance section (see Figure 1-8).MORTHQMAINTa) Figure 1-8. Light cavalry troop organization.I-9
2)The Light Troop Scout PlatoonThe scout platoon is organized and equipped to conductreconnaissance and screening in support of its parent troop.However, when the parent unit is performing missions withinan economy-of-force role, the scout platoon may conductoffensive, defensive, and retrograde operations in support ofthe troop mission. The platoon consists of 1 officer and 29enlisted soldiers. It is equipped with ten M1025/M1026HMMWVs (five MK-19 equipped and five cal .50 equipped).The platoon can organize into various configurations, usuallyfrom two to five sections, depending on factors of METT-T(see Figure 1-9). FM 17-98 details the tactics, techniques,and procedures for employing the HMMWV scout platoon.HQ SECPL.50 CALSEC LDR.50 CALSQD LDRMK 19ASEC LDR.50 CALSQD LDRMK 19BPSGMK19SEC LDR.50 CALSQD LDRMK 19CSEC LDR.50 CALSQD LDRMK 19Da) Figure 1-9. Light troop scout platoonorganization.I-10
3)The Light Troop Antitank PlatoonThe AT platoon is organized and equipped to perform itsthree primary missions—attack, defend, and move. Theplatoon consists of 1 officer and 11 enlisted soldiers manningfour M996 HMMWVs (TOW carriers) organized into twosections (see Figure 1-10).PLATOON LEADERPLATOON SERGEANTa) Figure 1-10. Light troop AT platoonorganization.I-11
4)The Light Troop Mortar SectionThe mortar section is organized and equipped to provideimmediate indirect fires to support troop operations. Suchsupporting fires are usually suppression, screening,obscuration, or illumination. The section consists of nineenlisted soldiers. It is equipped with two 120-mm mortarstrailered by three M1025/M1026 HMMWVs (see Figure1-11).I-12
a) Figure 1-11. Light troop mortar sectionorganization.I-13
5)The Light Troop Maintenance SectionThis section is organized and equipped to diagnose andrepair most equipment faults at troop level. It has thecapability to recover all troop vehicles and to maintain thetroop’s equipment records. The section consists of eightenlisted soldiers equipped with one M998 cargo/troop carrierHMMWV, one cargo truck with cargo trailer, and one 5-tonwrecker (see Figure 1-12).MOTOR SGTMAINTENANCE TRUCK5 TON WRECKER6)a) Figure 1-12. Light troop maintenance sectionorganization.I-14
7)The Light Troop Headquarters SectionThe troop headquarters section is organized andequipped to perform command and control and logisticalsupport functions for the troop. The section consists of twoofficers and ten enlisted soldiers. It is equipped with oneM1025 HMMWV, one M1037 HMMWV shelter carrier withS250 shelter, one M998 HMMWV with cargo trailer, and one2 1/2-ton cargo truck with 400-gallon water trailer (see Figure1-13).COXO1SGSUPPLYI-15
a) Figure 1-13. Light troop headquarterssection organization.I-16
8)The Fire Support Team (FIST)The FIST comes from the squadron howitzer battery inthe light cavalry regiment. The FIST consists of one officer(FSO), one NCO (team chief), one enlisted fire supportspecialist, and one enlisted radio operator. The FIST isresponsible for coordinating indirect fires for the troop. In thelight troop the team is mounted on a HMMWV (see Figure1-14).(b)a) Figure 1-14. Light troop FIST organization.I-17
(c)Section II. Missions, Capabilities, andLimitations(I) MISSIONSHeavy and light cavalry troops perform reconnaissanceand security missions to protect and preserve the fightingability of the units to which they are assigned or attached.Both troops also conduct offensive, defensive, andretrograde operations in an economy-of-force role. Cavalrytroops in general have limitations and capabilities associatedwith their TOEs and METT-T that must be considered whenemploying them in a specific mission role (see Figure 1-15).Hvy TrpLt TrpReconnaissance Missions Hasty AttackAttackMovement to ContactDefensive Missions Defend a Battle PositionDefend in SectorRetrograde Missions Route ReconZone ReconArea ReconSecurity MissionsScreenArea SecurityConvoy SecurityEconomy-of-Force RoleOffensive MissionsDelay fully capable capable when reinforced capable under permissive METT-Ta) Figure 1-15. Cavalry troop mission profiles.I-18
(II) CAPABILITIESa)The heavy cavalry troop is a unit that can bedeployed by rail, sea, or both into a theater ofoperations. It can perform its missions under allvisibility conditions and in any terrain thatsupports heavy armor movement. Theintegrated thermal sights on the M1A1 tank andM3 CFV along with ancillary passive night sightsand night vision devices authorized to the troopprovide an outstanding nighttime/reducedvisibility acquisition and fighting capability.Additionally, the firepower and survivabilityorganic to the heavy cavalry troop allow it toexecute missions aggressively across thespectrum of warfare.The light cavalry troop is a unit that can be rapidlydeployed by air, rail, or sea into a theater of operations. It canperform its missions under all visibility conditions and in anyterrain that supports wheeled vehicle movement. Theancillary thermal and night vision devices authorized to thetroop provide an excellent reduced visibility acquisitioncapability. However, the light cavalry troop’s ability to fightunder reduced visibility conditions is limited because of itslack of integrated passive and thermal sights on stabilizedweapons platforms.(III)(IV) LIMITATIONSa)I-19Given suitable terrain conditions, the ability ofheavy and light cavalry troops to accomplishtheir assigned missions is mainly limited by thesize and strength of threat forces encountered.Both troops are limited in close terrain,especially urban environments, due to theirlimited number of dismounted scouts. Also, thetroops are dependent on their parent squadronsand regiments for additional combat support(CS) and combat service support (CSS) assets.
(d)(e)I-20
(f) Section III. Responsibilities(I) THE TROOP COMMANDERThe troop commander is responsible to the squadroncommander (SCO) for the discipline, combat readiness, andtraining of the troop, and for the maintenance of itsequipment. He must be proficient in the tactical employmentof the troop and its assigned and attached CS elements. Hemust also know the capabilities and limitations of the troop’spersonnel and equipment as well as those of CS elementsattached to him.a)The troop commander’s responsibility in combatis twofold. He will— Accomplish all missions assigned to the troop inaccordance with the SCO’s intent. Preserve the fighting capability of the troop.(II) THE EXECUTIVE OFFICERIn combat, the troop executive officer (XO) is second incommand. He supervises the troop tactical operations center(TOC), where he stays abreast of the tactical situation in thetroop’s area of operations (AO). He manages the flow ofcombat information between the troop and the squadronfrom the troop TOC. With the assistance of the troop firstsergeant (1SG), he plans and coordinates CSS for the troop.(III) THE FIRST SERGEANTThe primary responsibility of the troop 1SG is sustainingthe troop’s ability to fight. He supervises the procurementand distribution of fuel, ammunition, food, water, clothing,equipment, replacements, and repair parts. He receivesincoming personnel and assigns them to subordinateelements as needed. He is responsible for the medicalevacuation of sick, injured, and wounded soldiers to theI-21
supporting medical treatment facility. He is also responsiblefor the evacuation of soldiers killed in action to the supportinggraves registration collection point. He is also responsible forthe recovery and evacuation of damaged combat equipment.(IV) THE TROOP FIRE SUPPORT OFFICERThe troop FSO is responsible for the planning andcoordination of the troop fire support plan. He relays trooprequests for indirect fire and advises the commander on theemployment of indirect-fire weapons in support of the troop’smaneuver. The troop FSO may control and position themortars during combat operations.(V) THE PLATOON LEADERThe platoon leader is responsible to the troop commanderfor the discipline, combat readiness, and training of theplatoon, and for the maintenance of its equipment. He mustbe proficient in the tactical employment of the platoon andknow the capabilities and limitations of the platoon’spersonnel and equipment.The platoon leader’s responsibility in combat is twofold.He must— Accomplish all missions assigned to the platoon inaccordance with the troop commander’s intent. Preserve the fighting capability of the platoon.(VI) THE PLATOON SERGEANTThe platoon sergeant (PSG) leads elements of theplatoon as directed by the platoon leader, and assumescommand of the platoon in his absence. The PSG assists theplatoon leader in maintaining discipline, conducting training,and exercising control. He supervises platoon CSS, whichincludes supply and equipment maintenance.I-22
(VII) THE MORTAR SECTION SERGEANTThe mortar section sergeant is responsible for providingresponsive indirect fires to support the troop commander’sconcept of the operation.(VIII) THE SUPPLY SERGEANTThe supply sergeant picks up, transports, and issuessupplies and equipment to the troop. He works closely withthe 1SG to accomplish these tasks. He also evacuatesenemy prisoners of war and assists in the evacuation ofsoldiers who are killed in action to the graves registrationcollection point.(IX) THE MAINTENANCE SERGEANTThe maintenance sergeant is responsible for the promptbattlefield repair or recovery of damaged or inoperableequipment. He works closely with the 1SG to accomplishthese tasks.(X) THE COMMUNICATIONS SERGEANTThe communications sergeant ensures the troop TOCand its crew are prepared for combat operations, and assiststhe XO in the TOC during combat operations. Within hiscapability, he repairs the communications equipment ofsubordinate elements.(XI) THE NUCLEAR, BIOLOGICAL, CHEMICAL(NBC) NCOThe troop NBC NCO is responsible for troop NBCdefense activities. He supervises radiological monitoring,chemical detection, and decontamination operations. Heassists in maintaining NBC equipment and training NBCequipment operators and decontamination teams.I-23
Chapter 2Battle CommandBattle command is the art of battle decision making,leading and motivating soldiers and their organizations intoaction to accomplish missions. Battle command includesvisualizing the current state and the future state, thenformulating concepts of operations to get from one state tothe other at least cost. Other functions of battle commandinclude assigning missions; prioritizing and allocatingresources; selecting the critical time and place to act; andknowing how and when to make adjustments during the fight.Instantaneous response to orders is the hallmark ofeffective battle command in any cavalry operation. Leadersmust quickly analyze information, make tactical decisions,and turn those decisions into successful battlefield actions.Battle command of cavalry units is typically decentralizeddue to the size of the area of operations, vagueness of theenemy situation, and terrain unknowns. This places theburden of sound, timely decision making at the lowest levels.Leaders must develop a keen sense of situational awarenessand constantly track the actions of subordinate units as wellas those to the front, flank, and rear.ContentsPageSection I. Troop Leading Procedures. 2-2Section II. Situational Awareness. . 2-13Section III. Communications . 2-17Section IV. Techniques of Tactical Control. 2-22Section V. Command Guidance andOrganizational Control. 2-27Section VI. Tactical Movement Formations . 2-342-1
Effective battle command begins in the planning phaseand continues through the execution phase of each mission.This chapter outlines the tools and techniques a troopcommander needs to effectively command and control acavalry troop in combat.Section I. Troop Leading ProceduresThe nine troop leading procedures are— Receive and analyze the mission.Issue a warning order.Make a tentative plan.Start necessary movement.Conduct a reconnaissance.Make final decisions and complete the plan.Issue an operations order.Rehearse.Supervise and refine.RECEIVE AND ANALYZE THE MISSIONThe troop commander will receive missions fromsquadron in the form of written, briefed, or radioed operationorders (OPORD) and fragmentary orders (FRAGO). Uponreceipt of a mission, he will conduct a mission analysis todetermine the who, what, when, where, and why elements ofthe mission and how much time is available until missionexecution.Mission. The mission analysis must identify the following: Specified tasks.Implied tasks.Essential tasks.Intent of the higher commander.Any constraints or limitations.2-2
The items for analysis are derived from the squadronorder as noted below. Paragraph 2, MISSION. Mission Statement. Paragraph 3, EXECUTION. Concept of the Operation. Commander’s Intent. Maneuver. Specific Instructions. Coordinating Instructions. Execution matrixes. Thorough map reconnaissance.List all specified and implied tasks not covered by unitSOP in a mission list. Identify those tasks that are vital to thesquadron accomplishing its mission. These are essentialtasks. Put the essential tasks in the form of a restatedmission for the troop. The restated mission statement shouldbe short and simple, and should cover who, what, when,where, and why.One final note on this—keep the mission list at hand. Itmakes the job easier when preparing a course of action andassigning missions or tasks to platoons and sections.Time. Because time is usually the most limited resourceavailable, it must be used as efficiently as possible. Figureout what has to be done and what can be done in the timeavailable. Use the backwards planning process to determinewhen critical events in the planning process must occur andstick to the timeline developed. Get the timeline out tosubordinates in the warning order. Strive to use no more thanone-third of the time available in the planning process attroop level. The remaining two-thirds is for subordinateleaders to plan and prepare.2-3
Consider the following in terms of time when conductingmission analysis and preparing the troop warning order: Combat service support. Precombat inspections. Route reconnaissance (time/distance factors): Assembly area to route start point. Start point to command posts. Command posts to release point. Release point to line of departure. Subordinate’s planning time. Platoon rehearsals: Battle drill rehearsals. Actions on contact. Obstacle breaching/emplacement. Movement formations.Note. The preparatory actions above are triggered by receiptof a warning order at platoon level. Time to issue troop OPORD.Note. One-third of the available time includes the time ittakes to issue the troop OPORD. Troop rehearsals: Backbriefs. Rock drills. Radio rehearsals. Time to move from— Assembly area to line of departure. Phase line to phase line. Line of departure to objective. Effect of weather on movement.2-4
Once the mission and time available have been analyzed,move to the next step in the trooping leading procedures.ISSUE A WARNING ORDERIssue the warning order promptly. Elements of thewarning order include— Situation.Mission.Earliest time of movement.Time and place of OPORD.Attachments and detachments.Actions triggered: Security. Reconnaissance. Combat service support actions. Precombat inspections. Sleep plans. Rehearsals.MAKE A TENTATIVE PLANDevelop a course of action (COA). Consider the factors ofMETT-T when developing two, or better yet, three separateCOAs. Mission. See Receive and Analyze the Missionparagraph on page 2-2. Time. In addition to the factors mentioned in theReceive and Analyze the Mission paragraph on page 2-2, thecommander should consider the following details in relationto time when developing his tentative plan. Time to move from—Line of departure to phase lines.Phase line to phase line.Line of departure to objective.2-5
Time for enemy to—Attack.Counterattack.Reinforce. Effect of weather on movement and identification offriend or foe. Effect of NBC operations on movement. Enemy. Conduct intelligence preparation of thebattlefield (IPB). IPB integrates enemy doctrine with weatherand terrain to determine and evaluate enemy capabilities,vulnerabilities, and probable courses of action. IPB is a keypart of preparing for battle. Much of the IPB workup can befound in Paragraph 1 of the squadron OPORD. Terrain. Analyze terrain in the area of operations.Consider the factors of OCOKA. (Arranged here in a morelogical, systematic approach, based on IPB procedures andpreparation of the modified combined obstacle overlay[MCOO].) Obstacles. Identify all obstacles and restricted andseverely restricted terrain throughout the sector or zone (aterrain sketch may be beneficial). Consider the following asobstacles: Water.Power lroads.Existing engineer obstacles.Wooded areas.Terrain that flows around, or in some instances through orover, the obstacles identified is the primary maneuvercorridor, or avenue of approach.2-6
Avenues of Approach. Consider the following foreach avenue of approach: What size force does it support? In whatformation? Does it support long range observation andfields of fire? From where? Does it provide any cover and concealment?Where? Where does it lead?Through sector/zone?Enters/exits a flank?The answers to these questions will help determine whatterrain, if any, is key terrain. Key Terrain. Key terrain is that terrain which controlover would provide a clear advantage over another force.Seizing, securing, or even avoiding key terrain in sector/zonewill figure prominently in the final plan. Identify what terrain iskey and evaluate it in terms of observation and fields of firealong each avenue of approach. Observation/Fields of Fire. Evaluate all terrain alongthe avenues of approach in terms of observation and fields offire. Determine the following: What terrain provides the best observation ofcritical areas or along avenues of approach?At night?When visibility is obscured by smoke orfog? What terrain offers effective range of friendly andenemy weapon systems? What terrain provides the best fields of fire? Forwhat size force?2-7
Cover and Concealment. Evaluate all terrain alongthe avenues of approach in terms o
FM 17-97 is one of three publications in the cavalry troop family. It provides troop leaders with a doctrinal reference to link training and fighting. ARTEP 17-487-30-MTP, Mission Training Plan for the Regimental Armored Cavalry Troop, outlines how to train the troop. FKSM 17-97-3, Cavalry Troop Common SOP, describes
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