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

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Chapter 2 2-7. The levels of war correspond to specific levels of responsibility and planning with decisions at one level affecting other levels. Among the levels of war, the planning horizons differ greatly. 2-8. Joint strategic planning provides strategic guidance and direction to friendly forces for security cooperation planning, joint operations planning, and force planning. Joint strategic planning occurs primarily at the national and theater strategic levels. This planning helps the President, the Secretary of Defense, and other members of the National Security Council— • Formulate political-military assessments. • Define political and military objectives and end states. • Develop strategic concepts and options. • Allocate resources. 2-9. Combatant commanders prepare strategic estimates, strategies, and plans to accomplish their mission. Commanders base these estimates, strategies, and plans on strategic guidance and direction from the President, Secretary of Defense, and Chairman of the Joint Chiefs of Staff. (See JP 5-0 for more information on joint strategic planning.) 2-10. Typically, operational-level planning focuses on developing plans for campaigns and major operations. Joint force commanders (combatant commanders and their subordinate joint task force commanders) and their component commanders (Service and functional) conduct operational-level planning. Planning at the operational level focuses on operational art, the application of creative imagination by commanders and staffs—supported by their skill, knowledge, and experience—to design strategies, campaigns, and major operations and organize and employ military forces. Operational art integrates ends, ways, and means across the levels of war (JP 3-0). Operational-level planners use the Joint Operation Planning and Execution System (known as JOPES), the joint operation planning process (known as JOPP), and elements of operational design to develop campaign plans, joint operation plans and orders, and supporting plans. (JP 5-0 discusses joint operation planning. JP 3-31 discusses operational level planning from a land component perspective.) 2-11. While components of a joint force assist joint force commanders in developing a campaign plan, Army forces do not develop independent campaign plans. A campaign plan is a joint operation plan for a series of related major operations aimed at achieving strategic or operational objectives within a given time and space (JP 5-0). Army forces develop supporting plans (operation plans and orders) nested with the joint force commander’s campaign plan. 2-12. Operational- and tactical-level planning complements each other but have different aims. Operational-level planning involves broader dimensions of time, space, and purpose than tactical-level planning involves. It is often more complex and less defined. Operational-level planners need to define an operational area, estimate forces required, and evaluate operation requirements. In contrast, tactical-level planning proceeds from an existing operational design. Normally, areas of operations are prescribed, objectives and available forces are identified, and sequences of activities are specified for tactical-level commanders. 2-13. Tactical-level planning revolves around how best to achieve objectives and accomplish tasks assigned by higher headquarters. Planning horizons for tactical-level planning are relatively shorter than planning horizons for operational-level planning. While tactical-level planning works within the framework of an operational-level plan, tactical planning includes developing long-range plans for solving complex problems. These plans combine offensive, defensive, and stability or civil support operations to achieve objectives and accomplish the mission over extended periods. THE VALUE OF PLANNING 2-14. All planning is based on imperfect knowledge and assumptions about the future. Planning cannot predict exactly what the effects of the operation will be, how enemies will behave with precision, or how civilians will respond to the friendly force or the enemy. Nonetheless, the understanding and learning that occurs during planning have great value. Even if units do not execute the plan precisely as envisioned—and few ever do—the process of planning results in improved situational understanding that facilitates future 2-2 FM 5-0 26 March 2010
Planning decisionmaking. General of the Army Dwight D. Eisenhower referred to this quality of planning when saying, “Plans are worthless, but planning is everything.” 2-15. All military activities benefit from some kind of planning. If commanders had no way to influence the future, if they believed that the natural course of events would lead to a satisfactory outcome, or if they could achieve the desired results purely by reacting, they would have no reason to plan. While there may be instances where these conditions apply, they are rare. Planning and plans help leaders— • Understand and develop solutions to problems. • Anticipate events and adapt to changing circumstances. • Task organize the force and prioritize efforts. • Direct, coordinate, and synchronize action. PLANNING HELPS LEADERS UNDERSTAND AND DEVELOP SOLUTIONS TO PROBLEMS 2-16. A problem is an issue or obstacle that makes it difficult to achieve a desired goal or objective. In a broad sense, a problem exists when an individual becomes aware of a significant difference between what actually is and what is desired. In the context of operations, an operational problem is the issue or set of issues that impede commanders from achieving their desired end state. 2-17. Throughout operations, Army leaders face various problems, often requiring unique and creative solutions. Planning helps commanders and staffs understand problems and develop solutions. Not all problems require the same level of planning. For simple problems, leaders often identify them and quickly decide on a solution—sometimes on the spot. Planning is critical, however, when a problem is actually a set of interrelated issues, and the solution to each affects the others. For complex situations, planning offers ways to deal with the complete set of problems as a whole. Some situations require extensive planning, some very little. In general, the more complex a situation, the more important and involved the planning effort. 2-18. Just as planning is only part of the operations process, planning is only part of problem solving. In addition to planning, problem solving includes implementing the planned solution (execution), learning from the implementation of the solution (assessment), and modifying or developing a new solution as required. The object of problem solving is not just to solve near-term problems, but to do so in a way that forms the basis for long-term success. 2-19. The Army problem solving model appears in figure 2-1. Army problem solving applies to all Army activities, not just operations. The Army problem solving model establishes the base logic for the military decisionmaking process and troop leading procedures. • Recognize and define the problem. • Gather information. • Develop possible solutions to the problem. • Analyze possible solutions. • Select the best solution. • Implement the solution and assess results. Figure 2-1. The Army problem solving model 2-20. Depending on the structure of the problem, leaders may take different approaches to both understanding problems and developing solutions. (See table 2-1.) The degree of interactive complexity of a given situation (see chapter 1) is the primary factor that determines the problem’s structure. In terms of structure, there are three types of problems: well structured, medium structured, and ill structured. Perception of the individual as to whether a problem is well, medium, or ill structured depends, in part, on the knowledge, skills, and ability of that individual. 26 March 2010 FM 5-0 2-3
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 and 14: Chapter 1 Fundamentals of the Opera
Page 15 and 16: Fundamentals of the Operations Proc
Page 27: Chapter 2 Planning This chapter pro
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
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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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