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

Planning
facilities, distribution networks and nodes, and bases of operations. Specific events and elements of an
enemy force may also be decisive points. Decisive points have a different character during operations
dominated by stability or civil support. These decisive points may be less tangible and more closely
associated with important events and conditions. Examples include—
• Participation in elections by a certain group.
• Electric power restored in a certain area.
• Police and emergency services reestablished.
2-101. Often, a situation presents more decisive points than the force can act upon. The art of planning
includes selecting decisive points that best lead to mission accomplishment and acting on them in a
sequence that most quickly and efficiently leads to mission success. Once identified for action, decisive
points become objectives. Objectives provide the basis for determining tasks to subordinate units. The most
important objective forms the basis for developing the decisive operation.
Note: An objective can be physical (an enemy force or terrain feature) or conceptual in the form
of a goal (rule of law established). As a graphic control measure, an objective is a location on the
ground used to orient operations, phase operations, facilitate changes of direction, and provide
for unity of effort (FM 3-90).
Lines of Operations and Lines of Effort
2-102. Lines of operations and lines of effort are two key elements of operational design that assist in
developing a concept of operations. Major combat operations are typically designed using lines of
operations. These lines tie tasks to the geographic and positional references in the area of operations.
Commanders synchronize activities along complementary lines of operations to achieve the desired end
state. Lines of operations may be either interior or exterior. (See FM 3-0.)
2-103. The line of effort is a useful tool for framing the concept of operations when stability or civil
support operations dominate. Lines of effort link multiple tasks with goal-oriented objectives that focus
efforts toward establishing end state conditions. Using lines of effort is essential in planning when
positional references to an enemy or adversary have little relevance. In operations involving many
nonmilitary factors, lines of effort may be the only way to link subordinate unit tasks with objectives and
desired end state conditions. Lines of effort are often essential to helping commanders visualize how
military capabilities can support the other instruments of national power. They are a particularly valuable
tool when used to achieve unity of effort in operations involving multinational forces or civilian
organizations, where unity of command is elusive if not impractical. (See appendix B and FM 3-07 for a
detailed discussion on describing the concept of operations by lines of effort.)
TASKS TO SUBORDINATE UNITS
2-104. The commander’s intent describes the desired end state while the concept of operations broadly
describes how to get there. In contrast, tasks to subordinate units direct individual units to perform specific
tasks. A task is a clearly defined and measurable activity accomplished by individuals and organizations
(FM 7-0). Tasks are specific activities that contribute to accomplishing missions or other requirements.
Tasks direct friendly action. The purpose of each task should nest with completing another task, achieving
an objective, or attaining an end state condition.
2-105. When developing tasks for subordinate units, commanders and staffs use the same who, what
(task), when, where, and why (purpose) construct as they did to develop the unit’s mission statement.
Sometimes commanders may want to specify the type or form of operation to use to accomplish a task. For
example, the commander may direct an infiltration to avoid tipping off the enemy and synchronize the
timing of the unit’s tasks with other units’ tasks.
26 March 2010 FM 5-0 2-17