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

Planning
PLANNING HELPS ANTICIPATE EVENTS AND ADAPT TO CHANGING CIRCUMSTANCES
2-24. The defining challenges to effective planning are uncertainty and time. Uncertainty increases with
the length of the planning horizon and the rate of change in the operational environment. Planning horizon
refers to how far into the future commanders try to shape events. The farther into the future the commander
plans, the wider the range of possibilities and the more uncertain the forecast.
2-25. A fundamental tension exists between the desire to plan far into the future to facilitate preparation
and coordination and the fact that the farther into the future the commander plans, the less certain the plan
will remain relevant. Given the fundamentally uncertain nature of operations, the object of planning is not
to eliminate uncertainty but to develop a framework for action in the midst of such uncertainty. Planning
provides an informed forecast of how future events may unfold. It entails identifying and evaluating
potential decisions and actions in advance to include thinking through consequences of certain actions.
Planning involves thinking about ways to influence the future as well as how to respond to potential events.
Put simply, planning is thinking critically and creatively about what to do, how to do it, and what can go
wrong along the way.
2-26. Planning keeps the force oriented on future objectives despite the requirements of current operations.
By anticipating events beforehand, planning helps the force seize or retain the initiative. To seize the
initiative, the force anticipates events and acts purposefully and effectively before the enemy can act or
before situations deteriorate. (For example, the force identifies the possibility of and implements controls to
prevent large-scale looting by the populace.)
2-27. Planning entails identifying and evaluating potential decisions and actions in advance rather than
responding to events as they unfold. Planning involves visualizing consequences of possible courses of
action to determine whether they will contribute to achieving the desired end state.
2-28. Effective planning also anticipates the inherent delay between decision and action, especially
between the levels of war and echelons. Sound plans draw on fundamentals of mission command to
overcome this effect, fostering initiative within the commander’s intent to act appropriately and decisively
when orders no longer address the changing situation sufficiently. This ensures commanders act promptly
as they encounter opportunities or accept risk to create opportunities and counter threats when they lack
clear direction. Identifying decision points and developing branch plans and sequels are keys to anticipating
events and are inherent in effective planning.
2-29. A branch describes the contingency options built into the base plan. A branch is used for changing
the mission, orientation, or direction of movement of a force to aid success of the operation based on
anticipated events, opportunities, or disruptions caused by enemy actions and reactions (JP 5-0). Branches
are also used in stability operations to address how civilians potentially act and react.
2-30. In a campaign, a sequel is a major operation that follows the current major operation. In a single
major operation, a sequel is the next phase. Plans for a sequel are based on the possible outcomes (success,
stalemate, or defeat) associated with the current operation (JP 5-0). A counteroffensive, for example,
logically follows a defense; exploitation and pursuit follow successful attacks. Building partner capacity is
a logical sequence to restoring essential services, and security force assistance is a logical sequel to
restoring minimum civil security. Normally, executing a sequel begins another phase of an operation, if not
a new operation. Branches and sequels are tied to execution criteria. Commanders carefully review them
before execution and update them based on assessment of current operations.
PLANS TASK ORGANIZE THE FORCE AND PRIORITIZE EFFORTS
2-31. When developing their concept of operations, commanders first visualize the decisive operation and
develop shaping and sustaining operations to support the decisive operation. The decisive operation is the
focal point around which commanders develop the entire operation and prioritize effort. When developing
their concept of operations and associated tasks to subordinate units, commanders ensure subordinates have
the means to accomplish them. They do this by task organizing the force and establishing priorities of
support.
26 March 2010 FM 5-0 2-5