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

Chapter 12
Plans and Orders
This chapter provides guidance for building simple, flexible plans through mission
orders. It lists the different types of plans and orders to include those joint plans and
orders that Army forces may receive from a joint force headquarters. Next, this
chapter lists characteristics of good plans and orders and provides guidelines to
ensure plans and orders are internally consistent and nested with the higher plan or
order. This chapter concludes with administrative instructions for writing plans and
orders. For detailed guidance on joint operation plans and orders, refer to JP 5-0.
GUIDANCE FOR PLANS
12-1. Planning is the art and science of understanding a situation, envisioning a desired future, and laying
out an operational approach to achieve that future. Based on this understanding and operational approach,
planning continues with the development of a fully synchronized operation plan or order that arranges
potential actions in time, space, and purpose to guide the force during execution (see FM 5-0).
12-2. A product of planning is a plan or order—a directive for future action. Commanders issue plans and
orders to subordinates to communicate their understanding of the situation and their visualization of an
operation. Plans and orders direct, coordinate, and synchronize subordinate actions and inform those
outside the unit how to cooperate and provide support. To properly understand and execute the joint
commander’s plan, Army commanders and staffs must be familiar with joint planning processes,
procedures, and orders formats. (Refer to JP 3-33 and JP 5-0.)
BUILDING SIMPLE, FLEXIBLE PLANS
12-3. Simplicity is a principle of war and vital to effective planning. Effective plans and orders are simple
and direct. Staffs prepare clear, concise, and complete plans and orders to ensure thorough understanding.
They use doctrinally correct operational terms and graphics. Doing this minimizes chances of
misunderstanding. Shorter rather than longer plans aid in simplicity. Shorter plans are easier to disseminate,
read, and remember.
12-4. Complex plans have a greater potential to fail in execution since they often rely on intricate
coordination. Operations are always subject to the fog of war and friction. The more detailed the plan, the
greater the chances it will no longer be applicable as friendly, enemy, and civilian actions change the
situation throughout an operation.
12-5. Simple plans require an easily understood concept of operations. Planners also promote simplicity by
minimizing details where possible and by limiting the actions or tasks to what the situation requires.
Subordinates can then develop specifics within the commander’s intent. For example, instead of assigning a
direction of attack, planners can designate an axis of advance.
12-6. Simple plans are not simplistic plans. Simplistic refers to something made overly simple by ignoring
the situation’s complexity. Good plans simplify complicated situations. However, some situations require
more complex plans than others do. Commanders at all levels weigh the apparent benefits of a complex
concept of operations against the risk that subordinates will be unable to understand or follow it adequately.
Commanders prefer simple plans that are easy to understand and execute.
12-7. Flexible plans help units adapt quickly to changing circumstances. Commanders and planners build
opportunities for initiative into plans by anticipating events that allow them to operate inside of the
enemy’s decision cycle or react promptly to deteriorating situations. Identifying decision points and
14 September 2011 ATTP 5-0.1 12-1