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

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Chapter 1 results in differing circumstances. No two operational environments are the same. While aspects of an operational environment may be less complex than other aspects, an operational environment as a whole is both structurally and interactively complex. 1-6. In addition, an operational environment is not static but continually evolves. This evolution results from people interacting within an operational environment as well as from their ability to learn and adapt. As they take action within an operational environment, the operational environment changes. Some of these changes are anticipated while others are not. Some changes are immediate and apparent, while other changes are delayed or hidden. The complex and ever-changing nature of an operational environment makes determining the relationship between cause and effect difficult and contributes to the uncertainty of military operations. Uncertainty 1-7. Uncertainty is what is not known about a given situation or a lack of understanding of how a situation may evolve. Effective leaders accept that they conduct military operations in operational environments that are inherently uncertain. They realize that concrete answers or perfect solutions usually do not exist. For example, friendly forces may be uncertain about existing conditions, such as the exact location and strength of enemy forces. Even if the staff feels confident about the location and strength of an enemy force, the commander still questions what to infer from those facts—the enemy’s intentions, for example. And even if the commander makes a reasonable inference, the many options available to the enemy make predicting the enemy’s exact behavior quite difficult. 1-8. Similarly, clearly discerning the motivations and reactions of various population groups with respect to the friendly force or the enemy often proves difficult. American ideas of what is normal or rational are not universal. Members of other societies often have different notions of rationality, appropriate behavior, levels of religious devotion, and cultural norms. These differences in perspectives and culture add to the uncertain nature of operations. 1-9. Chance and friction contribute to the uncertain nature of operations. Chance is the lack of order or clear predictability of operations. A major sand storm that delays offensive operations, the death of a key local leader that leads to an eruption of violence, or an unexpected encounter with an enemy force all illustrate chance. Friction is the combination of countless factors that impinge on the conduct of operations. Friction may be mental, as in indecision over a course of action. It may be physical, as in effective enemy fire. Friction may be external, such as actions imposed by enemy. It may be self-induced, such as the lack of a clearly defined goal, lack of coordination, or complicated plans and command and support relationships. 1-10. During operations, leaders make decisions, develop plans, and direct actions under varying degrees of uncertainty. Commanders contend with thinking, adaptive enemies in areas of operations where many events occur simultaneously. Often commanders have difficulty accurately predicting how enemies will act and react, how populations will perceive or react to friendly actions, or how events will develop. Within these complex, ever-changing, and uncertain operational environments, commanders conduct full spectrum operations. FULL SPECTRUM OPERATIONS 1-11. The Army’s operational concept is full spectrum operations: Army forces combine offensive, defensive, and stability or civil support operations simultaneously as part of an interdependent joint force to seize, retain, and exploit the initiative, accepting prudent risk to create opportunities to achieve decisive results. They employ synchronized action—lethal and nonlethal—proportional to the mission and informed by a thorough understanding of all variables of the operational environment. Mission command that conveys intent and an appreciation of all aspects of the situation guides the adaptive use of Army forces (FM 3-0). 1-12. Full spectrum operations consists of a complicated mixture of lethal and nonlethal actions over sustained periods designed to change political, military, economic, social, and other conditions within an operational area. Full spectrum operations addresses more than combat between armed opponents. Winning 1-2 FM 5-0 26 March 2010
Fundamentals of the Operations Process battles and engagements is critical but not always decisive. Army forces conduct operations in the midst of populations. This requires defeating the enemy while simultaneously understanding and shaping civil conditions with other military forces, civilian organizations, and the host nation when applicable. Whereas offensive and defensive operations are designed to defeat enemy forces, stability operations help shape civil conditions and secure a lasting peace. In operations within the United States and its territories, civil support operations dominate, complemented by defensive and offensive operations. 1-13. Figure 1-1 illustrates possible combinations of the elements of full spectrum operations. The emphasis on the different elements of full spectrum operations changes with echelon, time, and location. No single element is always more important than the others. Rather, combinations of the elements, which commanders constantly adapt to changing conditions, are the key to successful full spectrum operations. (See FM 3-0 for a detailed discussion on combining the elements of full spectrum operations.) Figure 1-1. Combining the elements of full spectrum operations COMMAND AND CONTROL 1-14. Command and control is the exercise of authority and direction by a properly designated commander over assigned and attached forces in the accomplishment of a mission. Commanders perform command and control functions through a command and control system (FM 6-0). Throughout the conduct of full spectrum operations, commanders exercise C2 to integrate the other warfighting functions (intelligence, movement and maneuver, fires, protection, and sustainment) to synchronize the activities of forces in time, space, and purpose. 1-15. The commander is the focus of C2. Commanders combine the art of command and the science of control to accomplish missions. Through it commanders assess the situation, make decisions, and direct actions. However, commanders cannot exercise C2 alone, except in the smallest organizations. Thus, commanders exercise C2 through a C2 system—the coordinated application of personnel, information management, knowledge management, procedures, and the equipment and facilities essential for the commander to conduct (plan, prepare, execute, and assess) operations. 1-16. Trained and disciplined Soldiers are the single most important element of any C2 system. Soldiers assist commanders and exercise control on their behalf. Staffs perform many functions that help commanders exercise C2. These include— • Providing relevant information and analyses. • Maintaining running estimates and making recommendations. • Preparing plans and orders. • Monitoring operations. • Controlling operations. • Assessing the progress of operations. 26 March 2010 FM 5-0 1-3
Page 1 and 2: FM 5-0 THE OPERATIONS PROCESS MARCH
Page 3 and 4: *FM 5-0 Field Manual No. 5-0 Headqu
Page 5 and 6: Contents Figure B-2. Mission analys
Page 7 and 8: Preface The six chapters and its as
Page 9 and 10: Introduction • Critical and creat
Page 11 and 12: Introduction Chapter 5 provides doc
Page 13: Chapter 1 Fundamentals of the Opera
Page 17 and 18: Fundamentals of the Operations Proc
Page 27 and 28: Chapter 2 Planning This chapter pro
Page 29 and 30: Planning decisionmaking. General of
Page 31 and 32: Planning PLANNING HELPS ANTICIPATE
Page 33 and 34: Planning establishing end state con
Page 35 and 36: FUNDAMENTALS OF PLANNING Planning 2
Page 37 and 38: Planning 2-60. In the absence of fa
Page 39 and 40: Planning chances it will no longer
Page 41 and 42: Planning • What sequence of actio
Page 43 and 44: Planning facilities, distribution n
Page 45 and 46: Chapter 3 Design This chapter estab
Page 47 and 48: Design transitions. Through the ite
Page 49 and 50: Design multiple units, Services, mu
Page 51 and 52: Design adaptive solutions. They und
Page 53 and 54: Environmental Frame Design 3-44. Th
Page 55 and 56: Identifying the Problem Design 3-56
Page 57 and 58: Design from significant changes to
Page 59 and 60: Chapter 4 Preparation This chapter
Page 61 and 62: Preparation PREPARATION DURING PLAN
Page 63 and 64: 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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Chapter 6 Assessment This chapter p
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Assessment 6-15. A measure of perfo
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Assessment 6-27. Often, time availa
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Assessment which one is cause and w
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Assessment assessing an upcoming op
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Appendix A Command Post Organizatio
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Command Post Organization and Opera
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Appendix B The Military Decisionmak
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The Military Decisionmaking Process
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Appendix C Troop Leading Procedures
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Troop Leading Procedures based on e
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Troop Leading Procedures C-18. The
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Troop Leading Procedures strengths
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Troop Leading Procedures Mission St
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Appendix D Guidelines for Commander
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Guidelines for Commander’s Planni
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Appendix E Army Operation Plan and
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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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