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

Chapter 5
addresses the factors of METT-TC. The order and detail in which leaders analyze the factors of METT-TC
is flexible. It depends on the amount of information available and the relative importance of each factor.
For example, leaders may concentrate on the mission, enemy, and terrain, leaving weather and civil
considerations until they receive more detailed information.
5-13. Often, leaders do not receive their final unit mission until the WARNO is disseminated after COA
approval or after the OPORD. Effective leaders do not wait until their higher headquarters completes
planning to begin their planning. Using all information available, leaders develop their unit mission as
completely as they can. They focus on the mission, commander’s intent, and concept of operations of their
higher and next higher headquarters. They pick major tasks their unit will probably be assigned and
develop a mission statement based on information they have received. At this stage, the mission may be
incomplete. For example, an initial mission statement could be, “First platoon conducts an ambush in the
next 24 hours.” While not complete, this information allows subordinates to start preparations. Leaders
complete a formal mission statement during TLP step 3 (make a tentative plan) and step 6 (complete the
plan).
5-14. Based on what they know, leaders estimate the time available to plan and prepare for the mission.
They begin by identifying the times they must complete major planning and preparation events, including
rehearsals. Reverse planning helps them do this. Leaders identify critical times specified by higher
headquarters and work back from them, estimating how much time each event will consume. Critical times
might include times to load aircraft, the line of departure, or the start point for movement.
5-15. Leaders ensure that all subordinate echelons have sufficient time for their own planning and
preparation needs. Generally, leaders at all levels use no more than one-third of the available time for
planning and issuing the OPORD. Leaders allocate the remaining two-thirds of it to subordinates.
Figure 5-3 illustrates a time schedule for an infantry company. The company adjusts the tentative schedule
as necessary.
0600 – Execute mission.
0530 – Finalize or adjust the plan based on leader’s reconnaissance.
0400 – Establish the objective rallying point; begin leader reconnaissance.
0200 – Begin movement.
2100 – Conduct platoon inspections.
1900 – Conduct rehearsals.
1800 – Eat meals.
1745 – Hold backbriefs (squad leaders to platoon leaders).
1630 – Issue platoon OPORDs.
1500 – Hold backbriefs (platoon leaders to company commander).
1330 – Issue company OPORD.
1045 – Conduct reconnaissance.
1030 – Update company WARNO.
1000 – Receive battalion OPORD.
0900 – Receive battalion WARNO; issue company WARNO.
STEP 2 – ISSUE A WARNING ORDER
Figure 5-3. Sample schedule
5-16. As soon as leaders finish their initial assessment of the situation and available time, they issue a
WARNO. Leaders do not wait for more information. They issue the best WARNO possible with the
information at hand and update it as needed with additional WARNOs.
5-4 ATTP 5-0.1 14 September 2011