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

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