Infantry Rifle Platoon and Squad - Sakai

Chapter 1
RECEIVE THE MISSION
1-146. Leaders receive their missions in several ways—ideally through a series of warning orders
(WARNOs), operation orders (OPORD)s, and briefings from their leader/commander. However, the tempo
of operations often precludes this ideal sequence, particularly at the lower levels. This means that leaders
may often receive only a WARNO or a fragmentary order (FRAGO), but the process is the same.
1-147. After receiving an order, leaders are normally required to give a confirmation briefing to their
higher commander. This is done to clarify their understanding of the commander’s mission, intent, and
concept of the operation, as well as their role within the operation. The leader obtains clarification on any
portions of the higher headquarters’ plan as required.
1-148. Upon receiving the mission, leaders perform an initial assessment of the situation (mission, enemy,
terrain, troops-time, civil [METT-TC] analysis), focusing on the mission, the unit’s role in the larger
operation, and allocating time for planning and preparing. The two most important products from this initial
assessment should be at least a partial restated mission, and a timeline. Leaders issue their initial WARNO
on this first assessment and time allocation.
1-149. Based on their knowledge, leaders estimate the time available to plan and prepare for the mission.
They issue a tentative timeline that is as detailed as possible. In the process they allocate roughly one-third
of available planning and preparation time to themselves, allowing their subordinates the remaining twothirds.
During fast-paced operations, planning and preparation time might be extremely limited. Knowing
this in advance enables leaders to emplace SOPs to assist them in these situations.
ISSUE A WARNING ORDER
1-150. Leaders issue the initial WARNO as quickly as possible to give subordinates maximum time to
plan and prepare. They do not wait for additional information. The WARNO, following the five-paragraph
field order format, contains as much detail as available. At a minimum, subordinates need to know critical
times like the earliest time of movement, and when they must be ready to conduct operations. Leaders do
not delay in issuing the initial WARNO. As more information becomes available, leaders can—and
should—issue additional WARNOs. At a minimum the WARNO normally includes:
• Mission or nature of the operation.
• Time and place for issuing the OPORD.
• Units or elements participating in the operation.
• Specific tasks not addressed by unit SOP.
• Timeline for the operation.
• Rehearsal guidance.
MAKE A TENTATIVE PLAN
1-151. Once he has issued the initial WARNO, the leader continues to develop a tentative plan. Making a
tentative plan follows the basic decisionmaking method of visualize, describe, direct, and the Army
standard planning process. This step combines steps 2 through 6 of the military decisionmaking process:
mission analysis, COA development, COA analysis, COA comparison, and COA selection. At the Infantry
platoon level, these steps are often performed mentally. The platoon leader and squad leaders may include
their principal subordinates—especially during COA development, analysis, and comparison.
1-152. To frame the tentative plan, Army leaders perform mission analysis. This mission analysis follows
the METT-TC format, continuing the initial assessment performed in TLP step 1. This step is covered in
detail in Chapter 6.
INITIATE MOVEMENT
1-153. Movement of the unit may occur simultaneously with the TLPs. Leaders initiate any movement
necessary to continue mission preparation or position the unit for execution. They do this as soon as they
have enough information to do so, or when the unit is required to move to position itself for the upcoming
1-30 FM 3-21.8 28 March 2007