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

Mission
Statement:
COA Statement:
Troop Leading Procedures
C Co/2-67 IN (L) defends NLT 281700(Z) AUG 2005 to destroy enemy forces
from GL 375652 to GL 389650 to GL 394660 to GL 373665 to prevent the
envelopment of A Co, the battalion main effort.
The company defends with two platoons (PLTs) forward and one PLT in depth from
PLT battle positions. The northern PLT (2 squads) destroys enemy forces to
prevent enemy bypass of the main effort PLT on Hill 657. The southern PLT (3
squads, 2 Javelins) destroys enemy forces to prevent an organized company attack
against the Co main effort on Hill 657. The main effort PLT (3 squads, 2 TOWS)
retains Hill 657 (vic GL378659) to prevent the envelopment of Co A (BN main
effort) from the south. The anti-armor section (1 squad, 4 Javelins) establishes
ambush positions at the road junction (vic GL 377653) to destroy enemy recon to
deny observation of friendly defensive position and to prevent a concentration of
combat power against the main effort PLT. The company mortars establish a
mortar firing point vic GL 377664 to suppress enemy forces to protect the main
effort platoon.
Course of Action Comparison and Selection
Figure 5-4. Sample mission and COA statements
5-48. Leaders compare COAs by weighing the advantages, disadvantages, strengths, and weaknesses of
each, as noted during the war game. They decide which COA to execute based on this comparison and on
their professional judgment. They take into account—
� Mission accomplishment.
� Time available to execute the operation.
� Risks.
� Results from unit reconnaissance.
� Subordinate unit tasks and purposes.
� Casualties incurred.
� Posturing of the force for future operations.
STEP 4 – INITIATE MOVEMENT
5-49. Leaders conduct any movement directed by higher headquarters or deemed 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 the unit is required to move to position itself for a task. This is also essential when
time is short. Movements may be to an assembly area, a battle position, a new AO, or an attack position.
They may include movement of reconnaissance elements, guides, or quartering parties.
STEP 5 – CONDUCT RECONNAISSANCE
5-50. Whenever time and circumstances allow, or as directed by higher headquarters, leaders personally
observe the AO for the mission prior to execution. No amount of intelligence preparation of the battlefield
can substitute for firsthand assessment of METT-TC from within the AO. Unfortunately, many factors can
keep leaders from performing a personal reconnaissance. The minimum action necessary is a thorough map
reconnaissance supplemented by imagery and intelligence products. As directed, subordinates or other
elements (such as scouts) may conduct reconnaissance while the leader completes other TLP steps.
5-51. Leaders use results of the war game to identify information requirements. Reconnaissance operations
seek to confirm or deny information that supports the tentative plan. They focus first on information gaps
identified during mission analysis. Leaders ensure their leader’s reconnaissance complements the higher
headquarters’ reconnaissance and surveillance plan. The unit may conduct additional reconnaissance
operations as the situation allows. This step may also precede making a tentative plan if commanders lack
14 September 2011 ATTP 5-0.1 5-9