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

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Appendix F F-23. Use abbreviated designations for organic units. Use the full designation for nonorganic units—for example, 1-52 FA (MLRS) (GS) rather than 1-52 FA. Specify a unit’s command or support relationship only if it differs from that of its higher headquarters. F-24. Designate task forces with the last name of the task force commander (for example, TF WILLIAMS), a code name (for example, TF WARRIOR), or a number (for example, TF 47 or TF 1-77 IN). F-25. For unit designation at theater army level, list major subordinate maneuver units first, placing them in alphabetical or numerical order, followed by fires, intelligence, maneuver enhancement, sustainment, and any units under the C2 of the force headquarters. For each function following maneuver, list headquarters in the order of commands, groups, brigades, squadrons, and detachments. F-8 FM 5-0 26 March 2010
Appendix G Running Estimates This appendix defines the running estimate and describes how the commander and members of the staff build and maintain their running estimates throughout the operations process. This appendix provides a generic running estimate format modified by the commander and each staff section to fit their functional area. See JP 5-0 for information on joint estimates. TYPES OF RUNNING ESTIMATES G-1. A running estimate is the continuous assessment of the current situation used to determine if the current operation is proceeding according to the commander’s intent and if planned future operations are supportable. The commander and each staff section maintain a running estimate. In their running estimates, the commander and each staff section continuously consider the effects of new information and update the following: • Facts. • Assumptions. • Friendly force status. • Enemy activities and capabilities. • Civil considerations. • Conclusions and recommendations. G-2. Commanders maintain their running estimates to consolidate their understanding and visualization of an operation. The commander’s running estimate includes a summary of the problem and integrates information and knowledge of the staff’s and subordinate commanders’ running estimates. G-3. Building and maintaining running estimates is a primary task of each staff section. The running estimate helps the staff to track and record pertinent information as well as to provide recommendations to commanders. Running estimates represent the analysis and expert opinion of each staff section by functional area. Running estimates are maintained throughout the operations process to assist commanders and staffs in the exercise of command and control. G-4. Each staff section and command post functional cell maintains a running estimate focused on how their specific areas of expertise are postured to support future operations. Because an estimate may be needed at any time, running estimates must be developed, revised, updated, and maintained continuously while in garrison and during operations. While in garrison, staffs must maintain a running estimate on friendly capabilities. ESSENTIAL QUALITIES OF RUNNING ESTIMATES G-5. A comprehensive running estimate addresses all aspects of operations and contains both facts and assumptions based on the staff’s experience within a specific area of expertise. Figure G-1 on page G-2 provides the base format for a running estimate that parallels the planning process. Each staff section modifies it to account for their specific functional areas. All running estimates cover essential facts and assumptions including a summary of the current situation by the mission variables, conclusions, and recommendations. Once they complete the plan, commanders and staff sections continuously update their estimates. 26 March 2010 FM 5-0 G-1
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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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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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Page 141 and 142: The Military Decisionmaking Process
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 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 and 188: Task Organization ARMY COMMAND RELA
Page 189 and 190: Task Organization 2/52 HBCT 1-77 IN
Page 191: Task Organization Movement and Mane
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Page 197 and 198: Appendix H Formal Assessment Plans
Page 199 and 200: Formal Assessment Plans H-14. Comma
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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
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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
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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
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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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