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

More documents

Recommendations

Info

Chapter 5 Types Protection Sustainment Command and Control Table 5-2. Examples of change indicators (continued) • NBC 1 report or other indicators of enemy CBRN use. • Report or other indicators of enemy improvised explosive device use. • Indicators of coordinated enemy actions against civilians or friendly forces. • Increased criminal activity in a given sector. • Increase in organized protests or riots. • Significant loss of capability in any class of supply. • Opening or closing of civilian businesses within a given area. • Identification of significant incidences of disease and nonbattle injury casualties. • Closing of major financial institutions. • Mass casualties. • Receipt of significant resupply. • Disruption of one or more essential civil services (such as water or electricity). • Contact on a supply route. • Answer to an FFIR. • Mass detainees. • Impending changes in key military leadership. • Interference with freedom of the press or news media. • Receipt of a fragmentary order or warning order from higher headquarters. C2 command and control CBRN chemical, biological, radiological, nuclear CCIR commander’s critical information requirement CP command post EPW enemy prisoner of war Indicators FFIR friendly force information requirement FSCM fire support coordination measure HPT high-priority target HVT high-value target • Identification of threats to communications or computer systems. • Reports of enemy targeting critical hostnation infrastructure. • Identification of threat to base or sustainment facilities. • Escalation of force incidents. • Loss of border security. • Degradations to essential civilian infrastructure by threat actions. • Civilian mass casualty event beyond capability of host-nation resources. • Identification of significant shortage in any class of supply. • Outbreak of epidemic or famine within the civilian population. • Medical evacuation launch. • Dislocated civilian event beyond capability of host-nation resources. • Disruption of key logistics lines of communication. • Changes in availability of host-nation support. • Effective adversary information efforts on civilians. • Loss of civilian communications nodes. • Loss of contact with a CP or commander. • Jamming or interference. IR NBC PIR UAS information requirement nuclear, biological, and chemical priority intelligence requirement unmanned aircraft system 5-47. Staff members are particularly alert for answers to CCIRs that support anticipated decisions. They also watch for exceptional information. Exceptional information is information that would have answered one of the commander’s critical information requirements if the requirement for it had been foreseen and stated as one of the commander’s critical information requirements (FM 6-0). Exceptional information usually reveals a need for an adjustment decision. (See FM 6-0.) 5-48. When performing the RDSP, the current operations integration cell first compares the current situation to the one envisioned in the order. (See chapter 2.) It may obtain assistance from the assessment section or the red team section in this analysis. If the situation requires greater analysis, the COS (XO) may task the future operations cell (where authorized) or the plans cell to perform this analysis. At echelons with no future operations cell, the plans cell or the current operations integration cell performs this function. DETERMINE THE TYPE OF DECISION REQUIRED 5-49. When a variance is identified, the commander directs action while the chief of operations leads chiefs of the current operations integration cell and selected functional cell in quickly comparing the current situation to the expected situation. This assessment accomplishes the following: 5-10 FM 5-0 26 March 2010
Execution • Describes the variance. • Determines if the variance provides a significant opportunity or threat and examines the potential of either. • Determines if a decision is needed by identifying if the variance— • Indicates an opportunity that can be exploited to accomplish the mission faster or with fewer resources. • Directly threatens the decisive operation’s success. • Threatens a shaping operation such that it may threaten the decisive operation directly or in the near future. • Can be addressed within the commander’s intent and concept of operations. (If so, determine what execution decision is needed.) • Requires changing the concept of operations substantially. (If so, determine what adjustment decision or new approach will best suit the circumstances.) 5-50. For minor variances, the chief of operations works with other cell chiefs to determine whether changes to control measures are needed. If so, they determine how those changes affect other warfighting functions. They direct changes within their authority (execution decisions) and notify the COS (XO) and the affected command post cells and staff elements. 5-51. Commanders intervene directly in cases that affect the overall direction of the unit. They describe the situation, direct their subordinates to provide any additional information they need, and order either implementation of planned responses or development of an order to redirect the force. 5-52. Staff members constantly compare the current situation to their expectations to identify variances. Likewise, as the time for an anticipated execution decision approaches, staff members assess the situation in their area of expertise. Doing this allows them to confirm that the decision will produce the planned effects. It initiates the RSDP, essentially bypassing recognition and allowing the staff to discover small changes in conditions that might otherwise go unnoticed. DEVELOP A COURSE OF ACTION 5-53. If the variance requires an adjustment decision, the designated integrating cell and affected command post cell chiefs recommend implementation of a COA or obtain the commander’s guidance for developing one. They use the following conditions to screen possible COAs: • Mission. • Commander’s intent. • Current dispositions and freedom of action. • CCIRs. • Limiting factors, such as supply constraints, boundaries, and combat strength. 5-54. The new options must conform to the commander’s intent. Possible COAs may alter the concept of operations and CCIRs if they remain within the commander’s intent. However, the commander approves changes to the CCIRs. Functional cell chiefs and other staff section leaders identify areas that may be affected within their areas of expertise by proposed changes to the order or mission. Considerations include but are not limited to those shown in table 5-3 on page 5-12. The commander is as likely as anyone else to detect the need for change and to sketch out the options. Whether the commander, COS, XO, or chief of operations does this, the future operations cell is often directed to flesh out the concept and draft the order. The chief of operations and the current operations integration cell normally lead this effort, especially if the response is needed promptly or the situation is not complex. The commander, COS, or XO is usually the decisionmaking authority, depending on the commander’s delegation of authority. 5-55. Commanders may delegate authority for execution decisions to their deputies, COSs (XOs), or their operations officers. They retain personal responsibility for all decisions and normally retain the authority for approving adjustment decisions. 26 March 2010 FM 5-0 5-11
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 17 and 18:
Page 19 and 20:
Page 21 and 22:
Page 23 and 24:
Page 25 and 26:
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
Page 75 and 76: Execution new plan. Commanders may
Page 77: Execution COMPARE THE CURRENT SITUA
Page 81 and 82: Execution with a future operations
Page 83 and 84: Chapter 6 Assessment This chapter p
Page 85 and 86: Assessment 6-15. A measure of perfo
Page 87 and 88: Assessment 6-27. Often, time availa
Page 89 and 90: Assessment which one is cause and w
Page 91 and 92: Assessment assessing an upcoming op
Page 93 and 94: Appendix A Command Post Organizatio
Page 95 and 96: Command Post Organization and Opera
Page 103 and 104: Appendix B The Military Decisionmak
Page 105 and 106: The Military Decisionmaking Process
Page 129 and 130:
The Military Decisionmaking Process
Page 131 and 132:
Page 133 and 134:
Page 135 and 136:
Page 137 and 138:
Page 139 and 140:
Page 141 and 142:
Page 143 and 144:
Appendix C Troop Leading Procedures
Page 145 and 146:
Troop Leading Procedures based on e
Page 147 and 148:
Troop Leading Procedures C-18. The
Page 149 and 150:
Troop Leading Procedures strengths
Page 151 and 152:
Troop Leading Procedures Mission St
Page 153 and 154:
Appendix D Guidelines for Commander
Page 155 and 156:
Guidelines for Commander’s Planni
Page 157 and 158:
Appendix E Army Operation Plan and
Page 159 and 160:
Army Operation Plan and Order Forma
Page 161 and 162:
Page 163 and 164:
Page 165 and 166:
Page 167 and 168:
Page 169 and 170:
Page 171 and 172:
Page 173 and 174:
Page 175 and 176:
Page 177 and 178:
Page 179 and 180:
Page 181 and 182:
Page 183 and 184:
Page 185 and 186:
Appendix F Task Organization This a
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
Page 201 and 202:
Formal Assessment Plans H-23. An in
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 and 212:
Chief of Staff (Executive Officer)
Page 213 and 214:
Rehearsals • Disciplines leader m
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
Page 221 and 222:
• Review key points for an operat
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 245 and 246:
Page 247 and 248:
Page 249 and 250:
Page 251 and 252:
FM 5-0 26 March 2010 By order of th
show all

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

Create successful ePaper yourself

Delete template?

Save as template?