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

More documents

Recommendations

Info

Appendix F support relationships when subordination of one unit to another is inappropriate. They assign a supportrelationship when— • The support is more effective if a commander with the requisite technical and tactical expertise controls the supporting unit rather than the supported commander. • The echelon of the supporting unit is the same as or higher than that of the supported unit. For example, the supporting unit may be a brigade, and the supported unit may be a battalion. It would be inappropriate for the brigade to be subordinated to the battalion; hence, the echelon uses an Army support relationship. • The supporting unit supports several units simultaneously. The requirement to set support priorities to allocate resources to supported units exists. Assigning support relationships is one aspect of mission command. Table F-2. Army support relationships Then inherent responsibilities: If relationship is: Have command relationship with: May be task organized by: Receive sustainment from: Are assigned position or an area of operations by: Provide liaison to: Establish/ maintain communications with: Have priorities established by: Can impose on gaining unit further command or support relationship by: Direct support 1 Parent unit Parent unit Parent unit Supported unit Supported unit Parent unit; supported unit Supported unit See note 1 Reinforcing Parent unit Parent unit Parent unit Reinforced unit Reinforced unit Parent unit; reinforced unit Reinforced unit; then parent unit Not applicable General support– reinforcing Parent unit Parent unit Parent unit Parent unit Reinforced unit and as required by parent unit Reinforced unit and as required by parent unit Parent unit; then reinforced unit Not applicable General support Parent unit Parent unit Parent unit Parent unit As required by parent unit As required by parent unit Parent unit Not applicable Note: 1 Commanders of units in direct support may further assign support relationships between their subordinate units and elements of the supported unit after coordination with the supported commander. F-14. Army support relationships allow supporting commanders to employ their units’ capabilities to achieve results required by supported commanders. Support relationships are graduated from an exclusive supported and supporting relationship between two units—as in direct support—to a broad level of support extended to all units under the control of the higher headquarters—as in general support. Support relationships do not alter administrative control. Commanders specify and change support relationships through task organization. TASK ORGANIZATION FORMAT F-15. Task organization is typically displayed in an outline format in Annex A of the operation plan or order. Units are listed under the headquarters to which they are allocated or that they support. (See figure F-1.) This format is recognized and understood by the other Services and multinational forces and should be used during joint and multinational operations. F-4 FM 5-0 26 March 2010
Task Organization 2/52 HBCT 1-77 IN (-) 1-30 AR (-) 1-20 CAV A/4-52 CAV (ARS) (DS) 2-606 FA (2x8) TACP/52 ASOS (USAF) 521 BSB 2/2/311 QM CO (MA) 1/B/2-52 AV (GSAB) (TACON) 2/577 MED CO (GRD AMB) (attached) 842 FST 2 BSTB 31 EN CO (MRBC) (DS) 63 EOD 2/244 EN CO (RTE CL) (DS) 1/2/1/55 SIG CO (COMCAM) 2D MP PLT RTS TM 1/A/52 BSTB RTS TM 2/A/52 BSTB RTS TM 3/A/52 BSTB RTS TM 4/A/52 BSTB 2/54 HBCT 4-77 IN 2-30 AR 3-20 CAV 2/C/4-52 CAV (ARS) (DS) 2-607 FA TACP/52 ASOS (USAF) 105 BSB 3/2/311 QM CO (MA) 2/B/2-52 AV (GSAB) (TACON) 843 FST 3/577 MED CO (GRD AMB) 3 BSTB A 388 CA BN 1/244 EN CO (RTE CL) (DS) 763 EOD 1030 TPD 2/2/1/55 SIG CO (COMCAM) 3D MP PLT 116 HBCT (+) 3-116 AR 1-163 IN 2-116 AR 1-148 FA 145 BSB 4/B/2-52 AV (GSAB) (TACON) 4/2/311 QM CO (MA) 4/577 MED CO (GRD AMB) 844 FST 116 BSTB 366 EN CO (SAPPER) (DS) 1/401 EN CO (ESC) (DS) 2/244 EN CO (RTE CL) (DS) 52 EOD 1/301 MP CO 1020 TPD 1/3/1/55 SIG CO (COMCAM) 1/467 CM CO (MX) (S) C/388 CA BN 116 MP PLT 87 IBCT 1-80 IN 2-80 IN 3-13 CAV A/3-52 AV (ASLT) (DS) B/1-52 AV (ARB) (DS) C/4-52 CAV (ARS) (-) (DS) 2-636 FA A/3-52 FA (+) TACP/52 ASOS (USAF) Q37 52 FA BDE (GS) 99 BSB 845 FST 1/577 MED CO (GRD AMB) 3/B/2-52 AV (GSAB) (TACON) 1/2/311 QM CO (MA) 87 BSTB 53 EOD 1010 TPD 3/2/1/55 SIG CO (COMCAM) B/420 CA BN 2 HCT/3/B/52 BSTB 745 EN CO (MAC) (DS) 1/1/52 CM CO (R/D) (R) 2/467 CM CO (MX) (S) 1/1102 MP CO (CS) (DS) 52 CAB AASLT HHC/52 CAB 1/B/1-77 IN (DIV QRF) (OPCON) 1-52 AV (ARB) (-) 4-52 CAV (ARS) (-) 3-52 AV (ASLT) (-) 2-52 AV (GSAB) 1 (TUAS)/B/52 BSTB (-) (GS) 2/694 EN CO (HORIZ) (DS) 52 FIRES BDE HHB TAB (-) 1-52 FA (MLRS) 3-52 FA (-) (M109A6) 1/694 EN CO (HORIZ) (DS) 17 MEB 52 ID 25 CM BN (-) 700 MP BN 7 EN BN 1660 TPD 2/2/1/55 SIG CO (COMCAM) 11 ASOS (USAF) 52 SUST BDE 52 BTB 520 CSSB 521 CSSB 10 CSH 168 MMB 52 HHB A/1-30 AR (DIV RES) 35 SIG CO (-) (DS) 154 LTF 2/1/55 SIG CO (-) 14 PAD 388 CA BN (-) (DS) 307 TPC Figure F-1. Sample outline format for a task organization (52d Infantry Division) 26 March 2010 FM 5-0 F-5
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 and 14:
Chapter 1 Fundamentals of the Opera
Page 15 and 16:
Fundamentals of the Operations Proc
Page 17 and 18:
Page 19 and 20:
Page 21 and 22:
Page 23 and 24:
Page 25 and 26:
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
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 97 and 98:
Page 99 and 100:
Page 101 and 102:
Page 103 and 104:
Appendix B The Military Decisionmak
Page 105 and 106:
The Military Decisionmaking Process
Page 107 and 108:
Page 109 and 110:
Page 111 and 112:
Page 113 and 114:
Page 115 and 116:
Page 117 and 118:
Page 119 and 120:
Page 121 and 122:
Page 123 and 124:
Page 125 and 126:
Page 127 and 128:
Page 129 and 130:
Page 131 and 132:
Page 133 and 134:
Page 135 and 136:
Page 137 and 138: The Military Decisionmaking Process
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
Page 185 and 186: Appendix F Task Organization This a
Page 187: Task Organization ARMY COMMAND RELA
Page 191 and 192: Task Organization Movement and Mane
Page 193 and 194: Appendix G Running Estimates This a
Page 195 and 196: Running Estimates to account for th
Page 197 and 198: Appendix H Formal Assessment Plans
Page 199 and 200: Formal Assessment Plans H-14. Comma
Page 201 and 202: Formal Assessment Plans H-23. An in
Page 203 and 204: Formal Assessment Plans collect the
Page 205 and 206: Appendix I Rehearsals Rehearsing ke
Page 207 and 208: Rehearsals Figure I-1. Rehearsal te
Page 209 and 210: Rehearsals • Operations security
Page 211 and 212: Chief of Staff (Executive Officer)
Page 213 and 214: Rehearsals • Disciplines leader m
Page 215 and 216: Rehearsals The director explains an
Page 217 and 218: Step 2 - Friendly Forces Deployed R
Page 219 and 220: Appendix J Military Briefings This
Page 221 and 222: • Review key points for an operat
Page 223 and 224: Military Briefings Collect Informat
Page 225 and 226: Glossary The glossary lists acronym
Page 227 and 228: Glossary *backbrief A briefing by s
Page 229 and 230: Glossary field of fire (joint) The
Page 231 and 232: Glossary operational art (joint) Th
Page 233 and 234: Glossary variance A difference betw
Page 235 and 236: References Field manuals and select
Page 237 and 238: References COMMAND AND CONTROL Alla
Page 239 and 240:
References Plato. Theaetetus, trans
Page 241 and 242:
A abbreviations, in OPLAN and OPORD
Page 243 and 244:
Index Entries are by paragraph numb
Page 245 and 246:
Page 247 and 248:
Page 249 and 250:
Page 251 and 252:
FM 5-0 26 March 2010 By order of th
show all

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

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?