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

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Chapter 1 in upcoming operations, practice complicated tasks, and ensure equipment and weapons function properly. (Chapter 4 addresses preparation in detail.) EXECUTION 1-61. Execution puts a plan into action by applying combat power to accomplish the mission and using situational understanding to assess progress and make execution and adjustment decisions. Army forces generate combat power by converting potential combat power into effective action. Combat power can be constructive as well as destructive. In stability or civil support operations, combat power is applied mainly for constructive purposes. The opposite is the case in offensive and defensive operations. 1-62. Execution focuses on concerted action to seize and retain the initiative, build and maintain momentum, and exploit success. Commanders create conditions for seizing the initiative by acting. Successful operations maintain momentum generated by initiative and exploit success within the commander’s intent. (Chapter 5 discusses C2 during execution.) ASSESSMENT 1-63. Assessment is continuously monitoring and evaluating the current situation and the progress of an operation. Assessment involves continuously analyzing the operational environment to help commanders and their staff to understand the current situation and its evolution during operations. Based on this understanding, commanders and staffs evaluate relevant information to help them judge how operations are progressing toward achieving objectives and the desired end state. Assessment is a primary feedback mechanism that enables the command as a whole to learn and adapt. 1-64. Assessment precedes and guides the other activities of the operations process and concludes each operation or phase of an operation. However, the focus of assessment differs during planning, preparation, and execution. During planning, assessment focuses on gathering information about the operational environment to assist the commander and staff with understanding the current situation. Assessment activities during planning also include developing an assessment plan that describes measurable tasks, objectives, end state conditions, and associated criterion to assist with assessing progress. During preparation and execution, assessment focuses on monitoring the current situation and evaluating the operation’s progress toward stated objectives and end state conditions. 1-65. During operations, commanders and staffs also assess the underlying framework of the plan itself. This involves reexamining the original design concept and determining if it is still relevant to the situation. This requires a deliberately conceived effort to learn as a part of the operation. Collaboration and dialog with higher, subordinate, and adjacent commanders and staffs, backed up by quantitative and qualitative assessments, contribute to this learning. Commanders also seek expertise outside the military such as civilian academics to help them with their assessments. Based on this reexamination, commanders may conduct reframing activities that lead to a new design concept and eventually to an entirely new plan that adapts the force to accomplish the mission better. INTEGRATING PROCESSES AND CONTINUING ACTIVITIES 1-66. Throughout the operations process, commanders and staffs synchronize the warfighting functions in accordance with the commander’s intent and concept of operations. Commanders and staffs use several integrating processes and continuing activities to do this. 1-67. Integrating processes combine efforts of the commander and staff to synchronize specific functions throughout the operations process. The integrating process includes— • Intelligence preparation of the battlefield. (See FM 2-01.3.) • Targeting. (See FM 6-20-10.) • Intelligence, surveillance, and reconnaissance synchronization. (See FMI 2-01.) 1-12 FM 5-0 26 March 2010
Fundamentals of the Operations Process • Composite risk management. (See FM 5-19.) • Knowledge management. (See FM 6-01.1.) 1-68. The commander and staff also ensure several activities are continuously planned for and coordinated. The following continuing activities require particular concern of the commander and staff throughout the operations process: • Intelligence, surveillance, and reconnaissance. (See FMI 2-01.) • Security operations. (See FM 3-90.) • Protection. (See FM 3-37.) • Liaison and coordination. (See FM 6-0.) • Terrain management. (See FM 3-90.) • Information management. (See FM 6-0.) • Airspace command and control. (See FM 3-52.) RUNNING ESTIMATES 1-69. The commander and staff use the running estimate throughout the operations process. A running estimate assesses the current situation to determine if the current operation is proceeding according to the commander’s intent and if future operations are supportable. In their running estimates, the commander and each staff section continuously consider the effect of new information and update the following: • Facts. • Assumptions. • Friendly force status. • Enemy activities and capabilities. • Civil considerations. • Conclusions and recommendations. 1-70. Effective plans and successful execution hinge on current running estimates. Running estimates always include recommendations for anticipated decisions. During planning, commanders use these recommendations to select feasible courses of action for further analysis. During preparation and execution, commanders use recommendations from running estimates in decisionmaking. Failure to maintain running estimates may lead to errors or omissions that result in flawed plans or bad decisions. 1-71. The commander’s running estimate includes a summary of the problem and all variables that affect the mission. Commanders integrate personal knowledge of the situation, analysis of the operational and mission variables, assessments by subordinate commanders and other organizations, and relevant details gained from running estimates. Commanders use their personal estimates to cross-check and supplement the running estimates of the staff. 1-72. The commander and staff sections maintain their running estimates between operations, even when not deployed. At a minimum, the commander and staff must maintain their situational awareness of friendly force capabilities. Upon receipt or anticipation of a mission, each staff section begins updating its estimate based on information requirements related to the mission. (See appendix G for more detailed discussion on running estimates.) 26 March 2010 FM 5-0 1-13
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 23: 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
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
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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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