ATTP 5-0.1 Commander and Staff Officer Guide - Army Electronic ...

Chapter 5
5-41. Next, leaders identify where and when the unit can mass overwhelming combat power to achieve
specific results (with respect to enemy, terrain, time, or civil considerations) that accomplish the mission.
Offensive and defensive operations focus on the destructive effects of combat power. Stability operations,
on the other hand, emphasize constructive effects. Leaders identify any decisive points and determine what
result they must achieve at the decisive points to accomplish the mission. This helps leaders determine the
amount of combat power to apply at a decisive point and the required tasks.
5-42. After identifying the tasks, leaders next determine the purpose for each task. There is normally one
primary task for each mission. The unit assigned this task is the main effort. The other tasks should support
the accomplishment of the primary task.
Develop a Concept of Operations
5-43. The concept of operations describes how the leader envisions the operation unfolding from its start to
its conclusion or end state. It determines how accomplishing each task leads to executing the next. It
identifies the best ways to use available terrain and to employ unit strengths against enemy weaknesses.
Fire support considerations make up an important part of the concept of operations. Planners identify
essential stability tasks. Leaders develop the graphic control measures necessary to convey and enhance the
understanding of the concept of operations, prevent fratricide, and clarify the task and purpose of the main
effort.
Assign Responsibilities
5-44. Leaders assign responsibility for each task to a subordinate. Whenever possible, they depend on the
existing chain of command. They avoid fracturing unit integrity unless the number of simultaneous tasks
exceeds the number of available elements. Different command and support arrangements may be the
distinguishing feature among COAs.
Prepare a Course of Action Statement and Sketch
5-45. Leaders base the COA statement on the concept of operations for that COA. The COA statement
focuses on all significant actions, from the start of the COA to its finish. Whenever possible, leaders
prepare a sketch showing each COA. One useful technique shows the time it takes to achieve each
movement and task in the COA sketch. Doing this helps subordinate leaders gain an appreciation for how
much time will pass as they execute each task of the COA. The COA contains the following information:
� Form of movement or defense to be used.
� Designation of the main effort.
� Tasks and purposes of subordinate units.
� Necessary sustaining operations.
� Desired end state.
5-46. Figure 5-4 provides a sample mission statement and COA statement for an infantry company in the
defense.
Analyze Courses of Action (War Game)
5-47. For each COA, leaders think through the operation from start to finish. They compare each COA
with the enemy’s most probable COA. At the small-unit level, the enemy’s most probable COA is what the
enemy is most likely to do given what friendly forces are doing at that instant. The leader visualizes a set of
actions and reactions. The object is to determine what can go wrong and what decision the leader will likely
have to make as a result.
5-8 ATTP 5-0.1 14 September 2011