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

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Appendix B B-157. The staff continually assesses the risk to friendly forces from catastrophic threats, seeking a balance between mass and dispersion. When assessing the risk of weapons of mass destruction to friendly forces, planners view the target that the force presents through the eyes of an enemy target analyst. They consider ways to reduce vulnerability and determine the appropriate level of mission-oriented protective posture consistent with mission accomplishment. B-158. The staff identifies the required assets of the warfighting functions to support the concept of operations, including those needed to synchronize sustaining operations. If requirements exceed available assets, the staff recommends priorities based on the situation, commander’s intent, and planning guidance. To maintain flexibility, the commander may decide to create a reserve to account for assets for unforeseen tasks or opportunities. B-159. The commander can modify any COA based on how things develop during the war game. When doing this, the commander validates the composition and location of the decisive operation, shaping operations, and reserve forces. Control measures are adjusted as necessary. The commander may also identify situations, opportunities, or additional critical events that require more analysis. The staff performs this analysis quickly and incorporates the results into the war-gaming record. B-160. An effective war game results in the commander and staff refining, identifying, analyzing, developing, and determining several effects. B-161. An effective war game results in the commander and staff refining— • Or modifying each COA, including identifying branches and sequels that become on-order or be-prepared missions. • The locations and times of decisive points. • The enemy event template and matrix. • The task organization, including forces retained in general support. • Command and control requirements, including control measures and updated operational graphics. • CCIRs and IRs—including the last time information of value—and incorporating them into the ISR plan and information management plans. B-162. An effective war game results in the commander and staff identifying— • Key or decisive terrain and determining how to use it. • Tasks the unit retains and tasks assigned to subordinates. • Likely times and areas for enemy use of weapons of mass destruction and friendly chemical, biological, radiological, and nuclear defense requirements. • Potential times or locations for committing the reserve. • The most dangerous enemy COA. • The most dangerous civilian reaction. • Locations for the commander, command posts, and INFOSYS nodes. • Critical events. • Requirements for support of each warfighting function. • Effects of friendly and enemy actions on civilians and infrastructure, and how these will affect military operations. • Or confirming the locations of named areas of interest, target areas of interest, decision points, and IRs needed to support them. • Analyzing, and evaluating strengths and weaknesses of each COA. • Hazards, assessing their risk, developing controls for them, and determining residual risk. • The coordination required for integrating and synchronizing interagency, host-nation, and nongovernmental organization involvement. B-32 FM 5-0 26 March 2010
The Military Decisionmaking Process B-163. An effective war game results in the commander and staff analyzing— • Potential civilian reactions to operations. • Potential media reaction to operations. • Potential impacts on civil security, civil control, and essential services in the AO. B-164. An effective war game results in the commander and staff developing— • Decision points. • A synchronization matrix. • A decision support template and matrix. • Solutions to achieving minimum essential stability tasks in the AO. • The ISR plan and graphics. • Initial information themes and messages. • Fires, protection, and sustainment plans and graphic control measures. B-165. Lastly, an effective war game results in the commander and staff— • Determining requirements for military deception and surprise. • Determining the timing for concentrating forces and starting the attack or counterattack. • Determining movement times and tables for critical assets, including INFOSYS nodes. • Estimating the duration of the entire operation and each critical event. • Projecting the percentage of enemy forces defeated in each critical event and overall. • Projecting the percentage of minimum essential tasks that the unit can or must accomplish. • Anticipating media coverage and impact on key audiences. • Integrating targeting into the operation, to include identifying or confirming high-payoff targets and establishing attack guidance. • Allocating assets to subordinate commanders to accomplish their missions. Conduct a War-Game Briefing (Optional) B-166. Time permitting, the staff delivers a briefing to all affected elements to ensure everyone understands the results of the war game. The staff uses the briefing for review and ensures that all relevant points of the war game are captured for presentation to the commander, COS (XO), or deputy or assistant commander in the COA decision briefing. In a collaborative environment, the briefing may include selected subordinate staffs. A war-game briefing format includes the following: • Higher headquarters’ mission, commander’s intent, and military deception plan. • Updated IPB. • Friendly and enemy COAs that were war-gamed, including— • Critical events. • Possible enemy actions and reactions. • Possible impact on civilians. • Possible media impacts. • Modifications to the COAs. • Strengths and weaknesses. • Results of the war game. • Assumptions. • War-gaming technique used. COURSE OF ACTION COMPARISON B-167. COA comparison is an objective process to evaluate COAs independently of each other and against set evaluation criteria approved by the commander and staff. The goal to identify the strengths and weaknesses of COAs enable selecting a COA with the highest probability of success and further developing 26 March 2010 FM 5-0 B-33
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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
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Preparation • Support internal co
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Preparation INITIATE TROOP MOVEMENT
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Chapter 5 Execution This chapter pr
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Execution EXPLOIT SUCCESS 5-13. Ult
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Execution A decision support matrix
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Execution new plan. Commanders may
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Execution COMPARE THE CURRENT SITUA
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Execution • Describes the varianc
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Execution with a future operations
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Page 91 and 92: Assessment assessing an upcoming op
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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 155 and 156: Guidelines for Commander’s Planni
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Page 159 and 160: 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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