FM 3-34.22 - Army Electronic Publications & Forms - U.S. Army

EXECUTION
Integration of Engineer Operations
2-63. Execution is putting a plan into action by applying combat power to accomplish the mission and
using SU to assess progress and make execution and adjustment decisions. It focuses on concerted action
to seize, retain, and exploit the initiative. The effective application of mission-tailored engineer modules
requires flexibility in task organization and the ability to shift engineer capabilities within the AO to meet
mission requirements. The Army operational concept emphasizes executing operations at a tempo that
enemies cannot match by acting or reacting faster than they can adapt. To achieve this type of flexibility,
commanders use mission command (see FM 6-0) to focus subordinate commanders’ initiative.
Subordinates exercising initiative within the commander’s intent can significantly increase tempo;
however, they also may desynchronize unit warfighting functions. This may reduce the commanders’
ability to mass the effects of combat power. Even relatively minor, planned actions by CP cells affect the
areas of expertise of other cells and affect the overall synchronization of the operation.
2-64. Collaborative synchronization among subordinates is enabled and expected under mission command.
Subordinates’ successes may offer opportunities within the concept or develop advantages that make a new
concept practical. In either case, the commander’s intent keeps the force acceptably focused and
synchronized. Subordinates need not wait for top-down synchronization. Mission command is especially
appropriate for operations in which stability operations predominate. It allows subordinates to exploit
information about enemies, adversaries, events, and trends without direction from higher echelons.
2-65. The staff, both the engineer unit commander’s staff and the combined arms commander’s engineer
staff, assists the commander in execution through the integrating processes and continuing activities during
execution. In addition, commanders assisted by the staff perform the following activities specific to
execution:
� Focus assets on the decisive operation.
� Adjust CCIR based on the situation.
� Adjust control measures.
� Manage movement and positioning of supporting units.
� Adjust unit missions and tasks as necessary.
� Modify the concept of operations as required.
� Position or relocate committed, supporting, and reserve units.
2-66. During execution, the current operations cell strives to keep the warfighting functions synchronized
and balanced between the initiative of subordinates and synchronized activities as the situation changes.
The current operations cell follows and provides its own level of collaborative synchronization. To assist
commanders in massing the effects of combat power at decisive times and places, the current operations
cell considers the following outcomes when making synchronization decisions or allowing other
collaborative synchronization to proceed:
� Combined arms integration.
� Responsiveness (proactive and reactive).
� Timeliness.
2-67. Execution involves monitoring the situation, assessing the operation, and adjusting the order as
needed. Throughout execution, commanders continuously assess operation progress based on information
from the COP, running estimates, and assessments from subordinate commanders. When the situation
varies from the assumptions the order was based on, commanders direct adjustments to exploit
opportunities and counter threats. Commanders and staffs use the rapid decision-making and
synchronization process (RDSP) (described in FMI 5-0.1) to make those adjustments and rapidly
resynchronize forces and warfighting functions.
RAPID DECISION-MAKING AND SYNCHRONIZATION
2-68. The RDSP is a decision-making and synchronization technique for commanders and staffs to use
during execution (see FMI 5-0.1). The main difference from the MDMP is that an order already exists
11 February 2009 FM 3-34.22 2-17