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

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Appendix I Conducting Headquarters Staff I-39. Conducting headquarters staff members— • Develop an operation order with necessary overlays. EXECUTION • Deconflict all subordinate unit graphics. Composite overlays are the first step for leaders to visualize the organization’s overall plan. • Publish composite overlays at the rehearsal including, at a minimum— • Movement and maneuver. • Intelligence. • Fires. • Sustainment. • Command and control, including signal operations. • Protection. I-40. During execution, the commander, chief of staff, assistants, subordinate leaders, recorder, and staff from the conducting headquarters all have specific responsibilities. Commander I-41. Commanders command the rehearsal just as they will command the operation. They maintain the focus and level of intensity, allowing no potential for subordinate confusion. Although the staff refines the operation order, it belongs to the commander. The commander uses the order to conduct operations. An effective rehearsal is not a commander’s brief to subordinates. It validates synchronization—the what, when, and where—of tasks that subordinate units will perform to execute the operation and achieve the commander’s intent. Chief of Staff (Executive Officer) I-42. Normally, the chief of staff or executive officer serves as the rehearsal director. This officer ensures each unit will accomplish its tasks at the right time and cues the commander to upcoming decisions. The chief of staff’s or executive officer’s script is the execution matrix and the decision support template. The rehearsal director— • Starts the rehearsal on time. • Has a formal roll call. • Ensures everyone brings the necessary equipment. This equipment includes organizational graphics and previously issued orders. • Validates the task organization. Linkups must be complete or on schedule, and required materiel and personnel must be on hand. The importance of this simple check cannot be overemphasized. • Ensures sustaining operations are synchronized with shaping operations and the decisive operation. • Rehearses the synchronization of combat power from flank and higher organizations. These organizations are often beyond communication range of the commander and G-3 (S-3) when away from the command post. • Synchronizes the timing and contribution of each warfighting function by ensuring the rehearsal of operations against the decisive points by time or event that connect to a decision. • For each decisive point, defines conditions required to— • Commit the reserve or striking forces. • Move a unit. • Close or emplace an obstacle. • Fire at planned targets. • Move a medical unit, change a supply route, and alert specific observation posts. I-8 FM 5-0 26 March 2010
Rehearsals • Disciplines leader movements, enforces brevity, and ensures completeness. The operation order, decision support template, and execution matrix are the chief of staff’s tools. • Keeps within time constraints. • Ensures that the most important events receive the most attention. • Ensures that absentees and flank units receive changes to the operation order. Transmits changes to them as soon as practical. • Communicates the key civil considerations of the operation. Assistant Chief of Staff, G-3 (S-3) I-43. The G-3 (S-3) assists the commander with the rehearsal. The G-3 (S-3)— • Portrays the friendly scheme of maneuver. • Ensures subordinate unit actions comply with the commander’s intent. • Normally provides the recorder. Assistant Chief of Staff, G-2 (S-2) I-44. The G-2 (S-2) portrays the adversary forces and other variables of the operational environment during rehearsals. The G-2 (S-2) bases actions on the enemy course of action that the commander selected during the military decisionmaking process. The G-2 (S-2)— • Provides participants with current intelligence. • Portrays the best possible assessment of the enemy course of action. • Communicates the adversary’s presumed concept of operations, desired effects, and end state. • Explains other factors of the operational environment that may hinder or complicate friendly actions. • Communicates the key civil considerations of the operation. Subordinate Leaders I-45. Subordinate unit leaders, using an established format— • Effectively articulate their units’ actions and responsibilities. • Record changes on their copies of the graphics or operation order. Recorder I-46. The recorder is normally the G-3 (S-3) or a representative from the operations cell. During the rehearsal, the recorder— • Captures all coordination made during execution. • Notes unresolved problems. I-47. At the end of the rehearsal, the recorder— • Presents any unresolved problems to the commander for resolution. • Restates any changes, coordination, or clarifications directed by the commander. • Estimates when a written fragmentary order codifying the changes will follow. Conducting Headquarters Staff I-48. The staff updates the operation order, decision support template, and execution matrix based on the decisions of the commander. ASSESSMENT I-49. The commander establishes the standard for a successful rehearsal. A properly executed rehearsal validates each leader’s role and how each unit contributes to the overall operation—what is done, when it is 26 March 2010 FM 5-0 I-9
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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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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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Page 187 and 188: Task Organization ARMY COMMAND RELA
Page 189 and 190: Task Organization 2/52 HBCT 1-77 IN
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
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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
Page 211: Chief of Staff (Executive Officer)
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
Page 243 and 244: Index Entries are by paragraph numb
Page 251 and 252: 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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