ISSUE THE INITIAL WARNING ORDER (WARNING ORDER #1)

3-47. The step begins with the commander and his subordinate leaders gathering information about enemy and friendly forces, terrain, and weather as they prepare to receive the task force plan. They should focus on available information of all types—details provided in the task force WARNO; terrain and weather data; their knowledge of the enemy’s doctrine. As the task force develops its plans, the company team commander remains proactive, calling the TOC or sending a runner to obtain information, such as updated SITEMPs and graphics, as it becomes available. With each piece of information, he and his leaders continue to build and refine the company team plan. (NOTE: In many instances, the tactical situation will still be vague because the reconnaissance and security plan has not been executed, because the task force or brigade has not received its orders, or because the unit has just arrived in the AO.)

3-48. Upon receipt of the initial task force WARNO, the commander immediately passes on the information to the company team’s subordinate leaders. At a minimum, the initial team WARNO should include the following:

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Enemy situation as stated in the task force order (if available).

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Friendly situation (usually the type of operation, higher unit mission statement, task organization, and boundaries).

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Movement instructions (such as routes to the tactical assembly area, movement times, and formations).

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Coordinating instructions, including an initial timeline, map requirements, initial security plan and battle drill or SOP rehearsals to conduct. (NOTE: The security plan should cover initial movement to and occupation of the assembly area or BP and address the readiness condition (REDCON) levels applicable at various times during the planning and preparation phases.) Analyze the Mission

3-49. The commander conducts mission analysis using the factors of METT-TC. Mission analysis is a continuous process. The commander constantly receives information (during the planning phase, en route to the objective, or just prior to assaulting an enemy force) and must decide if the information affects his mission. If it does, he then decides how to adjust his

on when information is made available to him. The following discussion covers the six factors of METT-TC in detail.

NOTE: The acronym METT-TC is a common mnemonic device for the factors of mission analysis; the following discussion presents these elements in the traditional order (mission, enemy, terrain and weather, troops and support available, time available, and civil considerations). Mission is always the first factor to be analyzed. The second factor in the analysis, however, should be terrain rather than the enemy. By analyzing the terrain first, the leader gains a clear picture of factors that influence the enemy situation; this enables him to develop a better understanding of the enemy’s capabilities and limitations.

Mission Analysis

3-50. After receiving an essential task and purpose, either in a WARNO or the OPORD, the commander can begin the analysis of his own mission.

He may use a refined product, such as the modified combined obstacle overlay (MCOO) and/or the SITEMP (if available), to better visualize the interrelationships of the terrain, the enemy, and friendly forces. His goal in this analysis is to clarify what the unit is to accomplish, why the unit is to accomplish it, and what COA(s) it will take to achieve its overall purpose.

3-51. Analysis of Higher Unit Mission and Intent. Leaders at every echelon must have a clear understanding of the intent and concept of operation of the commander two levels higher. For additional details on intent and concept, refer to the discussion of mission statements and commander’s intent earlier in this chapter.

NOTE: A useful tool the company commander can employ to assist in his analysis of higher mission and intent is to draw a thumbnail concept sketch. This assists him in visualization of the operation and also serves as a medium for briefing later at the company team OPORD (see Figure 3-2).

3-52. Analysis of Own Mission. Once he understands the operation at the task force and brigade levels, the commander can analyze the company team mission. Key considerations in this analysis include the following:

3-53. Purpose. Identify the company team’s purpose. Determine how the team’s purpose relates to the purposes of the task force and its other company teams and elements. (NOTE: The purpose of the main effort company team usually matches the task force purpose. Purposes of the supporting effort company teams must relate directly or indirectly to the purpose of the main effort company team.)

3-54. Specified tasks. What tasks (such as reconnoiter a route or assist a passage of lines) does the OPORD specify for the company team to accomplish.

3-55. Essential tasks. What essential tasks specified in the task force OPORD must be accomplished for mission success? Are any implied tasks essential? What specific results must the team achieve in terms of the terrain and the enemy and/or friendly forces?

3-56. Constraints. What constraints does the OPORD place on the team’s freedom of action?

NOTE: There are two types of constraints—requirements and prohibitions. Requirements dictate actions that the unit must take (such as retain one platoon in reserve).

Prohibitions specify actions or areas from which the unit is prohibited (such as no direct fires beyond PHASE LINE DOG).

3-57. Restated Mission. The commander writes his restated mission, ensuring that it includes the five “W” elements: who, what, when, where, and why. If the unit must accomplish more than one essential task, he lists them as on-order missions in the order in which they will occur. For an in-depth discussion of the mission statement and its components, refer to the discussion earlier in this chapter.

Figure 3-2. Example Concept Sketches for Mission Analysis Terrain and Weather Analysis

3-58. In this step of mission analysis, the commander focuses not only on the impact of terrain and weather on the company team and other friendly forces, but also on how they will affect enemy operations.

3-59. Terrain Analysis. Normally, the task force staff will provide the company team with a MCOO, which depicts the physical effects of the battlefield on military operations. Ideally, the MCOO is developed early in the troop-leading process to allow leaders at all levels to take advantage of the information. In developing this product, the task force staff applies the five military aspects of terrain, known as

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^Obstacles.

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Avenues of approach.

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Key terrain.

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Observation and fields of fire.

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Cover and concealment.

NOTE: The acronym OAKOC is a common mnemonic device for the military aspects of terrain. The following discussion presents these factors in a logical sequence to support the terrain analysis.

3-60. Because the MCOO is focused at the task force level, the company team commander must further refine it using considerations that are applicable at his level. As noted, key terrain for the task force may not be as critical to the company team and vice versa. For example, an intervisibility line near an objective area may be key terrain for an assault force within the company team, but may not be considered as key by other companies in the task force operation. In the absence of a task force MCOO, the company team commander can develop his own product. Figure 3-3 shows an example MCOO.

3-61. The commander normally must prioritize his analysis of the terrain based on time constraints that influence orders development at the company team level. For example, in the conduct of an assault, his priority may be the area around the objective, followed by analysis of the team’s specific axis leading to the objective. Time permitting, he might then analyze the rest of the task force area of operations.

3-62. The following discussion examines OAKOC in detail.

3-63. Obstacles. In analyzing the terrain, the commander first identifies existing and reinforcing obstacles that may limit mobility (affecting such features as objectives, avenues of approach, and mobility corridors) and affect the company team’s countermobility effort.

3-64. Existing obstacles include, but are not limited to, the following:

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Gullies, ravines, gaps, and ditches over 3 meters wide.

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Streams, rivers, and canals over 1 meter deep.

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Mountains or hills with a slope in excess of 60 percent.

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Lakes, swamps, and marshes over 1 meter deep.

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Tree stumps and large rocks over 18 inches high.

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Forests or jungles with trees 8 inches or more in diameter and with less than 4 meters of space between trees.

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Man-made existing obstacles, including built-up areas such as towns, cities, or railroad embankments.

Figure 3-3. MCOO Showing Restricted Terrain, Avenues of Approach, and Key Terrain 3-65. Reinforcing obstacles include, but are not limited to, the following:

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Minefields (conventional and situational).

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AT ditches.

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Road craters.

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Abatises and log cribs.

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Wire obstacles.

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Infantry strongpoints.

3-66. Based on the degree of obstruction posed by obstacles, terrain is further classified in one of the following categories:

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Unrestricted. This is terrain free of any restriction to movement; no actions are required to enhance mobility. For armored and mechanized forces, unrestricted terrain is typically flat or moderately sloped, with scattered or widely spaced obstacles such as trees or rocks. This type of terrain generally allows wide maneuver and offers unlimited travel over well-developed road networks.

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Restricted. This terrain hinders movement to some degree.

Little effort is needed to enhance mobility, but units may have to zigzag or make frequent detours. They may have difficulty maintaining optimum speed, moving in some types of combat formations, or transitioning from one formation to another. For armor and mechanized forces, restricted terrain typically encompasses moderate to steep slopes and/or moderate to dense spacing of obstacles such as trees, rocks, or buildings. Swamps and rugged ground are examples of restricted terrain for dismounted infantry forces. Logistical or rear area movement may be hampered by poorly developed road systems.

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Severely restricted. This terrain severely hinders or slows movement in combat formations unless some effort is made to enhance mobility. It may require commitment of engineer forces to improve mobility or deviation from doctrinal tactics, such as using a column rather than a line formation or moving at speeds much lower than otherwise preferred. For armor and mechanized forces, severely restricted terrain is typically characterized by steep slopes, densely spaced obstacles, and/or the virtual absence of a developed road system.

3-67. Friendly and enemy elements will usually take advantage of unrestricted terrain in situations requiring rapid movement. In other instances, such as when security is the paramount concern, they may move in more restricted terrain, which may provide more cover and concealment.

3-68. Figure 3-4 lists several offensive and defensive considerations the commander can include in his analysis of obstacles and restricted terrain.

In document FM 3-90.1 (Page 44-50)