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

Chapter 6
Assessment
This chapter provides the fundamentals of assessment, including its definition,
purpose, and process. It discusses how assessment works with the levels of war and
offers considerations for effective assessment. This chapter also covers assessment
working groups and assessment support with operations research/systems analysis.
Guidelines for developing assessment plans are discussed in detail in appendix H.
ASSESSMENT FUNDAMENTALS
6-1. Assessment is the continuous monitoring and evaluation of the current situation, particularly the
enemy, and progress of an operation (FM 3-0). Assessment is both a continuous activity of the operations
process and an activity of battle command. Commanders, assisted by their staffs and subordinate
commanders, continuously assess the operational environment and the progress of the operation. Based on
their assessment, commanders direct adjustments thus ensuring the operation remains focused on
accomplishing the mission.
6-2. Assessment involves deliberately comparing forecasted outcomes with actual events to determine the
overall effectiveness of force employment. More specifically, assessment helps the commander determine
progress toward attaining the desired end state, achieving objectives, and performing tasks. It also involves
continuously monitoring and evaluating the operational environment to determine what changes might
affect the conduct of operations. Assessment helps commanders determine if they need to reframe the
problem and develop an entirely new plan. (Chapter 3 addresses reframing.)
6-3. Throughout the operations process, commanders integrate their own assessments with those of the
staff, subordinate commanders, and other partners in the area of operations. Primary tools for assessing
progress of the operation include the operation order, the common operational picture, personal
observations, running estimates, and the assessment plan. The latter includes measures of effectiveness,
measures of performance, and reframing criteria. The commander’s visualization forms the basis for the
commander’s personal assessment of progress. Running estimates provide information, conclusions, and
recommendations from the perspective of each staff section. They help to refine the common operational
picture and supplement it with information not readily displayed.
6-4. Commanders avoid excessive analyses when assessing operations. Committing valuable time and
energy to developing excessive and time-consuming assessment schemes squander resources better devoted
to other operations process activities. Commanders reject the tendency to measure something just because it
is measurable. Effective commanders avoid burdening subordinates and staffs with overly detailed
assessment and collection tasks. Generally, the echelon at which a specific operation, task, or action is
conducted should be the echelon at which it is assessed. This provides a focus for assessment at each
echelon. It enhances the efficiency of the overall operations process.
ASSESSMENT PROCESS
6-5. Assessment is continuous; it precedes and guides every operations process activity and concludes
each operation or phase of an operation. Broadly, assessment consists of the following activities:
• Monitoring the current situation to collect relevant information.
• Evaluating progress toward attaining end state conditions, achieving objectives, and performing
tasks.
• Recommending or directing action for improvement.
26 March 2010 FM 5-0 6-1