FM 5-0, The Operations Process - Federation of American Scientists

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Appendix B Example. 1-509th Parachute Infantry Regiment (who) seizes (what/task) JACKSON INTERNATIONAL AIRPORT (where) not later than D-day, H+3 (when) to allow follow-on forces to air-land into AO SPARTAN (why/purpose). On order (when), secure (what/task) OBJECTIVE GOLD (where) to prevent the 2d Pandor Guards Brigade from crossing the BLUE RIVER and disrupting operations in AO SPARTAN (why/purpose). B-61. The who, what, where, and when of a mission statement are straightforward. The what and why are more challenging to write and can confuse subordinates if not stated clearly. The what is a task and is expressed in terms of action verbs. These tasks are measurable and can be grouped as “actions by friendly forces” or “effects on enemy forces.” The why puts the task into context by describing the reason for performing it. The why provides the mission’s purpose—the reason the unit is to perform the task. It is extremely important to mission command and mission orders. B-62. Commanders should use tactical mission tasks or other doctrinally approved tasks contained in combined arms field manuals or mission training plans in mission statements. These tasks have specific military definitions that differ from dictionary definitions. A tactical mission task is the specific activity performed by a unit while executing a form of tactical operation or form of maneuver. FM 3-90, appendix B, describes each of the tactical tasks. FM 3-07 provides a list of primary stability tasks which military forces must be prepared to execute. Commanders and planners should carefully choose the task that best describes the commander’s intent and planning guidance. Present the Mission Analysis Briefing B-63. The mission analysis briefing informs the commander of the results of the staff’s analysis of the situation and helps the commander understand, visualize, and describe the operations. Throughout the mission analysis briefing, the commander, staff, and other partners discuss the various facts and assumptions about the situation. Staff officers present a summary of their running estimates from their specific functional area and how their findings impact or are impacted by other areas. This helps the commander and staff as a whole to focus on the interrelationships among the mission variables and to develop a deeper understanding of the situation. The commander issues guidance to the staff for continued planning based on situational understanding gained from the mission analysis briefing. B-64. Ideally, the commander holds several informal meetings with key staff members before the mission analysis briefing, including meetings to assist the commander in developing CCIRs, the mission statement, and information themes and messages. These meetings are a forum for commanders to issue guidance for certain activities such as ISR operations and assist commanders with developing their initial commander’s intent and planning guidance. B-65. A comprehensive mission analysis briefing helps the commander, staff, subordinates, and other partners develop a shared understanding of the requirements of the upcoming operation. Time permitting, the staff briefs the commander on its mission analysis using the following outline: • Mission and commander’s intent of the headquarters two levels up. • Mission, commander’s intent, and concept of operations of the headquarters one level up. • A proposed problem statement. • A proposed mission statement. • Review of the commander’s initial guidance. • Initial IPB products, including civil considerations that impact the conduct of operations. • Specified, implied, and essential tasks. • Pertinent facts and assumptions. • Constraints. • Forces available and resource shortfalls. • Initial risk assessment. • Proposed information themes and messages. • Proposed CCIRs and EEFIs. B-12 FM 5-0 26 March 2010
The Military Decisionmaking Process • Initial ISR plan. • Recommended timeline. • Recommended collaborative planning sessions. B-66. During the mission analysis briefing or shortly thereafter, commanders approve the mission statement and CCIRs. They then develop and issue their initial commander’s intent and planning guidance. Develop and Issue Initial Commander’s Intent B-67. Based on their situational understanding, commanders summarize their visualization in their initial commander’s intent statement. The initial commander’s intent links the operation’s purpose with conditions that define the desired end state. Commanders may change their intent statement as planning progresses and more information becomes available. It must be easy to remember and clearly understood two echelons down. The shorter the commander’s intent, the better it serves these purposes. Typically, the commander’s intent statement is three to five sentences long. (See chapter 2.) Develop and Issue Initial Planning Guidance B-68. Commanders provide planning guidance along with their initial commander’s intent. Planning guidance conveys the essence of the commander’s visualization. Guidance may be broad or detailed, depending on the situation. The initial planning guidance outlines an operational approach—the broad general actions that will produce the conditions that define the desired end state. The guidance should outline specific COAs the commander desires the staff to look at as well as rule out any COAs the commander will not accept. That kind of guidance allows the staff to develop several COAs without wasting effort on things that the commander will not consider. It reflects how the commander sees the operation unfolding. It broadly describes when, where, and how the commander intends to employ combat power to accomplish the mission within the higher commander’s intent. B-69. Commanders use their experience and judgment to add depth and clarity to their planning guidance. They ensure staffs understand the broad outline of their visualization while allowing the latitude necessary to explore different options. This guidance provides the basis for a detailed concept of operations without dictating the specifics of the final plan. As with their intent, commanders may modify planning guidance based on staff and subordinate input and changing conditions. (See appendix D for a detailed discussion of commander’s planning guidance.) Develop Course of Action Evaluation Criteria B-70. Evaluation criteria are factors the commander and staff will later use to measure the relative effectiveness and efficiency of one COA relative to other COAs. Developing these criteria during mission analysis or as part of commander’s planning guidance helps to eliminate a source of bias prior to COA analysis and comparison. B-71. Evaluation criteria address factors that affect success and those that can cause failure. They change from mission to mission and must be clearly defined and understood by all staff members before starting the war game to test the proposed COAs. Normally, the COS (XO) initially determines each proposed criterion with weights based on the assessment of its relative importance and the commander’s guidance. Commanders adjust criterion selection and weighting according to their own experience and vision. The staff member responsible for a functional area scores each COA using those criteria. The staff presents the draft evaluation criteria to the commander at the mission analysis brief for approval. Issue a Warning Order B-72. Immediately after the commander gives the planning guidance, the staff sends subordinate and supporting units a WARNO that contains, at a minimum— • The approved mission statement. • The commander’s intent. • Changes to task organization. • The unit AO (sketch, overlay, or some other description). 26 March 2010 FM 5-0 B-13
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FM 5-0 THE OPERATIONS PROCESS MARCH
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*FM 5-0 Field Manual No. 5-0 Headqu
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Contents Figure B-2. Mission analys
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Preface The six chapters and its as
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Introduction • Critical and creat
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Introduction Chapter 5 provides doc
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Chapter 1 Fundamentals of the Opera
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Fundamentals of the Operations Proc
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Chapter 2 Planning This chapter pro
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Planning decisionmaking. General of
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Planning PLANNING HELPS ANTICIPATE
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Planning establishing end state con
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FUNDAMENTALS OF PLANNING Planning 2
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Planning 2-60. In the absence of fa
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Planning chances it will no longer
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Planning • What sequence of actio
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Planning facilities, distribution n
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Chapter 3 Design This chapter estab
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Design transitions. Through the ite
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Design multiple units, Services, mu
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Design adaptive solutions. They und
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Environmental Frame Design 3-44. Th
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Identifying the Problem Design 3-56
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Design from significant changes to
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Chapter 4 Preparation This chapter
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Preparation PREPARATION DURING PLAN
Page 63 and 64: Preparation 4-25. Operational area
Page 65 and 66: Preparation • Support internal co
Page 67 and 68: Preparation INITIATE TROOP MOVEMENT
Page 69 and 70: Chapter 5 Execution This chapter pr
Page 71 and 72: Execution EXPLOIT SUCCESS 5-13. Ult
Page 73 and 74: Execution A decision support matrix
Page 75 and 76: Execution new plan. Commanders may
Page 77 and 78: Execution COMPARE THE CURRENT SITUA
Page 79 and 80: Execution • Describes the varianc
Page 81 and 82: Execution with a future operations
Page 83 and 84: Chapter 6 Assessment This chapter p
Page 85 and 86: Assessment 6-15. A measure of perfo
Page 87 and 88: Assessment 6-27. Often, time availa
Page 89 and 90: Assessment which one is cause and w
Page 91 and 92: Assessment assessing an upcoming op
Page 93 and 94: Appendix A Command Post Organizatio
Page 95 and 96: Command Post Organization and Opera
Page 103 and 104: Appendix B The Military Decisionmak
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Page 143 and 144: Appendix C Troop Leading Procedures
Page 145 and 146: Troop Leading Procedures based on e
Page 147 and 148: Troop Leading Procedures C-18. The
Page 149 and 150: Troop Leading Procedures strengths
Page 151 and 152: Troop Leading Procedures Mission St
Page 153 and 154: Appendix D Guidelines for Commander
Page 155 and 156: Guidelines for Commander’s Planni
Page 157 and 158: Appendix E Army Operation Plan and
Page 159 and 160: Army Operation Plan and Order Forma
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Army Operation Plan and Order Forma
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Appendix F Task Organization This a
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Task Organization ARMY COMMAND RELA
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Task Organization 2/52 HBCT 1-77 IN
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Task Organization Movement and Mane
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Appendix G Running Estimates This a
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Running Estimates to account for th
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Appendix H Formal Assessment Plans
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Formal Assessment Plans H-14. Comma
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Formal Assessment Plans H-23. An in
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Formal Assessment Plans collect the
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Appendix I Rehearsals Rehearsing ke
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Rehearsals Figure I-1. Rehearsal te
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Rehearsals • Operations security
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Chief of Staff (Executive Officer)
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Rehearsals • Disciplines leader m
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Rehearsals The director explains an
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Step 2 - Friendly Forces Deployed R
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Appendix J Military Briefings This
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• Review key points for an operat
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Military Briefings Collect Informat
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Glossary The glossary lists acronym
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Glossary *backbrief A briefing by s
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Glossary field of fire (joint) The
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Glossary operational art (joint) Th
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Glossary variance A difference betw
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References Field manuals and select
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References COMMAND AND CONTROL Alla
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References Plato. Theaetetus, trans
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A abbreviations, in OPLAN and OPORD
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Index Entries are by paragraph numb
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FM 5-0 26 March 2010 By order of th
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