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

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Appendix B • CCIRs and EEFIs. • Risk guidance. • Priorities by warfighting functions. • Military deception guidance. • Essential stability tasks. • Specific priorities. COURSE OF ACTION DEVELOPMENT B-73. A COA is a broad potential solution to an identified problem. The COA development step generates options for follow-on analysis and comparison that satisfy the commander’s intent and planning guidance. During COA development, planners use the problem statement, mission statement, commander’s intent, planning guidance, and the various knowledge products developed during mission analysis to develop COAs. B-74. Embedded in COA development is the application of operational and tactical art. Planners develop different COAs by varying combinations of the elements of operational design such as phasing, lines of effort, and tempo. (See FM 3-0.) The approved COA is converted into the concept of operations. B-75. The commander’s direct involvement in COA development greatly aids in producing comprehensive and flexible COAs within the available time. To save time, the commander may also limit the number of COAs to be developed or specify particular COAs not to explore. Each prospective COA is examined for validity using the following screening criteria: • Feasible. The COA can accomplish the mission within the established time, space, and resource limitations. • Acceptable. The COA must balance cost and risk with the advantage gained. • Suitable. The COA can accomplish the mission within the commander’s intent and planning guidance. • Distinguishable. Each COA must differ significantly from the others (such as scheme or form of maneuver, lines of effort, phasing, day or night operations, use of the reserve, and task organization). • Complete. A COA must incorporate— • How the decisive operation leads to mission accomplishment. • How shaping operations create and preserve conditions for success of the decisive operation or effort. • How sustaining operations enable shaping and decisive operations or efforts. • How offensive, defensive, and stability or civil support tasks are accounted for. • Tasks to be performed and conditions to be achieved. B-76. A good COA positions the force for sequels and provides flexibility to meet unforeseen events during execution. It also gives subordinates the maximum latitude for initiative. During COA development, the commander and staff continue risk assessment, focus on identifying and assessing hazards to mission accomplishment, and incorporate proposed controls to mitigate them into COAs. The staff also continues to revise IPB products, emphasizing event templates. During COA development, commanders and staffs perform the process actions and produce the outputs shown in figure B-3. Note: If design precedes or is conducted in parallel with the MDMP, the updated design concept provides an overarching structure COA development. B-14 FM 5-0 26 March 2010
The Military Decisionmaking Process Assess Relative Combat Power Figure B-3. COA development B-77. Combat power is the total means of destructive, constructive, and information capabilities that a military unit/formation can apply at a given time. Army forces generate combat power by converting potential into effective action (FM 3-0). Combat power is the effect created by combining the elements of intelligence, movement and maneuver, fires, sustainment, protection, command and control, information and leadership. The goal is to generate overwhelming combat power to accomplish the mission at minimal cost. B-78. To assess relative combat power, planners initially make a rough estimate of force ratios of maneuver units two levels down. For example, at division level, planners compare all types of maneuver battalions with enemy maneuver battalion equivalents. Planners then compare friendly strengths against enemy weaknesses, and vice versa, for each element of combat power. From these comparisons, they may deduce particular vulnerabilities for each force that may be exploited or may need protection. These comparisons provide planners insight into effective force employment. B-79. For stability and civil support operations, staffs often determine relative combat power by comparing available resources to specified or implied stability or civil support tasks. This is known as troop-to-task analysis. This analysis provides insight as to what options are available and whether more resources are required. In such operations, the elements of sustainment, movement and maneuver, nonlethal effects, and information may dominate. B-80. By analyzing force ratios and determining and comparing each force’s strengths and weaknesses as a function of combat power, planners can gain insight into— • Friendly capabilities that pertain to the operation. • The types of operations possible from both friendly and enemy perspectives. • How and where the enemy may be vulnerable. • How and where friendly forces are vulnerable. • Additional resources that may be required to execute the mission. • How to allocate existing resources. B-81. Planners must not develop and recommend COAs based solely on mathematical analysis of force ratios. Although some numerical relationships are used in the process, the estimate is largely subjective. Assessing combat power requires assessing both tangible and intangible factors, such as morale and levels of training. A relative combat power assessment identifies enemy weaknesses that can be exploited, identifies friendly weaknesses that require protection, and determines the combat power necessary to conduct essential stability or civil support tasks. 26 March 2010 FM 5-0 B-15
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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
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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
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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
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Page 91 and 92: Assessment assessing an upcoming op
Page 93 and 94: Appendix A Command Post Organizatio
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Page 143 and 144: Appendix C Troop Leading Procedures
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Page 147 and 148: Troop Leading Procedures C-18. The
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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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FM 5-0, The Operations Process - Federation of American Scientists

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