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

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Chapter 5 5-56. When reallocating resources or priorities, commanders assign only minimum essential assets to shaping operations. They use all other assets to weight the decisive operation. This applies when allocating resources for the overall operation or within a warfighting function. Table 5-3. Considerations for synchronization and decision implementation actions Types Intelligence Movement and Maneuver Fires Protection Sustainment Command and Control COA ISR • Modifying priority intelligence requirements and other intelligence requirements. • Updating named areas of interest and target areas of interest. • Updating the intelligence estimate. • Assigning new objectives. • Revising or refining the ISR plan. • Assigning new tasks to subordinate units. • Adjusting terrain management. • Employing smoke. • Delivering fires against targets or target sets. • Modifying the high-payoff target list and the attack guidance matrix. • Moving air defense weapons systems. • Establishing decontamination sites. • Conducting chemical, biological, radiological, and nuclear reconnaissance. • Establish movement corridors on critical lines of communications. • Prioritizing medical evacuation assets. • Repositioning logistics assets. • Positioning and prioritizing internment and resettlement assets. Actions • Updating the enemy SITEMP and enemy COA statements. • Modifying the ISR synchronization plan. • Confirming or denying threat COAs. • Updating the ISR synchronization matrix and tools. • Modifying airspace control measures. • Making unit boundary changes. • Emplacing obstacles. • Clearing obstacles. • Establishing and enforcing movement priority. • Modifying radar zones. • Modifying the priority of fires. • Modifying fire support coordination measures. • Changing air defense weapons control status. • Enhancing survivability through engineer support. • Revising and updating personnel recovery coordination. • Reassigning or repositioning response forces. • Repositioning and prioritizing general engineering assets. • Modifying priorities. • Modifying distribution. • Moving communications nodes. • Moving command posts. • Modifying information priorities for employing information as combat power. • Synchronizing and adjusting information themes and messages to support the new decision. • Adjusting measures for minimizing civilian interference with operations. • Revising recommended protected targets to the fires cell. • Recommending modifications of stability operations, including employment of civil affairs operations and other units, to perform civil affairs operations tasks. course of action intelligence, surveillance, and reconnaissance SITEMP situation template 5-57. Commanders normally direct the future operations cell to prepare a fragmentary order or the current operations integration cell to issue a fragmentary order setting conditions for executing a new COA. When lacking time to perform the MDMP or quickness of action is desirable, commanders make an immediate adjustment decision—using intuitive decisionmaking—in the form of a focused COA. Developing the focused COA often follows the mental war-gaming by commanders until they reach an acceptable COA. If time is available, commanders may direct the plans cell to develop a new COA using the MDMP, and the considerations for planning become operative. REFINE AND VALIDATE THE COURSE OF ACTION 5-58. Once commanders describe the new COA, the current operations integration cell conducts an analysis to validate its feasibility, suitability, and acceptability. If acceptable, the COA is refined to resynchronize the warfighting functions enough to generate and apply the needed combat power. Staffs 5-12 FM 5-0 26 March 2010
Execution with a future operations cell may assign that cell responsibility for developing the details of the new COA and drafting a fragmentary order to implement it. The commander or COS may direct an “on-call” operations synchronization meeting to perform this task and ensure rapid resynchronization. 5-59. Validation and refinement is done very quickly. Normally, the commander and staff officers conduct a mental war game of the new COA. They consider potential enemy reactions, the unit’s counteractions, and secondary effects that might affect the force’s synchronization. When time allows, the XO or chief of operations assembles command post cell chiefs and refines and validates the COA in an open forum. Each staff member considers the following: • Is the new COA feasible in terms of my area of expertise? • How will this action affect my area of expertise? • Does it require changing my information requirements? • Should any of the information requirements be nominated as a CCIR? • What actions within my area of expertise does this change require? • Will it require changing objectives or targets nominated by the staff section? • What other command post cells and elements does this action affect? • What are potential enemy reactions? • What are the possible friendly counteractions? • Does this counteraction affect my area of expertise? • Will it require changing my information requirements? • Are any of my information requirements potential CCIRs? • What actions within my area of expertise does this counteraction require? • Will it require changing objectives or targets nominated by the staff section? • What other command post cells and elements does this counteraction affect? 5-60. The validation and refinement show if the COA will acceptably solve the problem. If it does not, the XO or chief of operations modifies it through additional analysis or develops a new COA. The XO informs the commander of any changes made. IMPLEMENT 5-61. When the COA is acceptable, the XO recommends implementation to the commander or implements it directly if the commander has delegated that authority. Implementation normally requires a fragmentary order; in exceptional circumstances, it may require a new operation order. That order changes the concept of operations (in adjustment decisions), resynchronizes the warfighting functions, and disseminates changes to control measures. The staff uses warning orders to alert the unit to a pending change. The staff also establishes sufficient time for the unit to implement the change without losing integration or being exposed to unnecessary tactical risk. Stability operations demand special attention to execution of information engagement. Part of implementing in stability operations includes informing the population of the purpose of an operation and amending the information engagement plan to account for changes that occur as the operation proceeds. 5-62. Commanders often issue orders to subordinates verbally in situations requiring a quick reaction. At battalion and higher levels, written fragmentary orders confirm verbal orders to ensure synchronization, integration, and notification of all parts of the force. Common revisions to products needed to affect adjustments include the following: • Updated enemy situation, including the situation template. • Revised CCIRs. • Updated ISR plan. • Updated scheme of maneuver and tasks to maneuver units, including an execution matrix and decision support matrix or template. • Updated scheme of fires, including the fire support execution matrix, high-payoff target list, and attack guidance matrix. • Updated information tasks. 26 March 2010 FM 5-0 5-13
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FM 5-0 THE OPERATIONS PROCESS MARCH
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*FM 5-0 Field Manual No. 5-0 Headqu
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Contents Figure B-2. Mission analys
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Preface The six chapters and its as
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Introduction • Critical and creat
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Introduction Chapter 5 provides doc
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Chapter 1 Fundamentals of the Opera
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Fundamentals of the Operations Proc
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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 and 78: Execution COMPARE THE CURRENT SITUA
Page 79: Execution • Describes the varianc
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
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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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