The Battle Staff

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Doctrinal

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Making

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The

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Press

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Vobnail/FardNer:

l-800-997-8827

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SMARlbo|@'IhetighErtugPrcss,orr

www.Thelig

htning Press.com

Second Revised Edition

Doctrinal

Guide

to Military

Decision Making

and

Tactical Operations

The Battle Staff SMARTbook provides an outline of the authoritative doctrine by

which the Army plans and conducts tactical operations -- namely FM 5-0, Army Planning and Orders Production; FM 6-0, Mission Command; FM 1-02, Operational Terms and Graphics; and FM 34-130, lntelligence Preparation of the Battlefield.

Doctrinal Guide

to

Military Decision Making and Tactical Operations

Compiled, Edited, and

lllustrated

by Norman

M.

Wade

Copyright

@

2005 Norman

M. Wade

|SBN:

0-97424864-9

All

Rights

Reserved

No part of this book may be reproduced or utilized in any form or other means, electronic

or mechanical, including photocopying, recording or by any information storage and

retrieval systems, without permission in writing by the author. lnquiries should be addressed to The Lightning Press.

Notice

of Liability

This is an independent publication published by The Lightning Press. Use of military

doctrine, symbology, graphics and/or materials in no way constitutes endorsement

or collaboration by the Department of Defense or military Services The information in this SMARTbook and quick reference guide is distributed on an "As ls" basis,

without warranty. While every precaution has been taken to ensure the reliability

and accuracy of all data and contents, neither the author nor The Lightning Press

shall have any liability to any person or entity with respect to liability, loss, or damage caused directly or indirectly by the contents of this book. lf there is a

discrepancy, default to the source document. This SMARTbook does not contain

information restricted from public release. "The views presented in this publication

are those of the author and do not necessarily represent the views of the Department of Defense or its components."

SMARTbook is a trademark of The Lightning Press.

Special thanks to the Ft. PoIUJRTC Public Affairs Ofiice for the DoD photograph for use on the cover.

Printed and

bound

in

the

United

States

of

America.

Rderenc$ are provided fordocumentation and

This is the second revised edition of The Baftle Staff SMARTbook, incorporating the latest editions of FM 5-0, FM 6-0 and FM 1-02. FM 5-0 marks the sixth revision of FM 101-5 since it was first published. Together, FM 5-0 and FM 6-0, replace FM

101-5, which was the basis forthe first edition Battle Staff SMARTbook. FM 5-0

now addresses only planning. FM 6-0 addresses C2, staff organization and

operations, the duties of and relationship between the commander and staff, information management, rehearsals, and liaison. FM 5-0 includes MDMP and

formats for plans, orders, and briefings formerly found in FM 101-5. Staff

responsibilities, staff officer duties during preparation for and execution of operations, rehearsals, information management, and liaison duties formerly

addressed in FM 101-5, are now covered in FM 6-0.

Readers are also provided with the fundamentals of full spectrum operations

described in FM 3-0, the art of tactics described in FM 3-90, an overview of the

Joint Operations Planning and Execution System (JOPES), and sections covering

targeting, rehearsals, after-action reveiws (AARs), and much, much morel

A note about our

SMARID@kS,..

Chapters and sections are organized in the same fashion as the source manuals

where possible. For example, chapter one from a reference equates to section

one in this SMARTbook; chapter two is section two,

etc.

Furthermore, the text is

as close to the original source text as possible to replicate approved doctrinal

publications and procedures.

SMARTregister

for

Updates

Keep your SMARTbooks upto-date! The Lightning Press provides e-mail

notifica-tion of updates, revisions and changes to our SMARTbooks through it's

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Readers can register for the SMARTnews e-mail list

online at www.ThelightningPress.com. Updates and their prices will be

an-nounced by e-mail as significant changes or revised editions are published.

Bulleled ltemg represenl kev terms,

on@pts, orgeneral r@uirem€nMtems

-thatdo nd n@ssarily

nd ro be cmdeld

Numberud it€ms

lnputs and Outpuls

list iLems that con[ibute expanded ordescrbed in greaterdsbil laier in

Bord ard3 indicde

sme en of oulpd is required lrom the slep

compleld in s4uene

numhred desqiplions in te(

Notes dEw aLtention

The Battle Stafr

SMARTbook

2nd

Beuiseil

lilition

Evaluate COA advantages and

Develop a recommended COA

P.rfM5.0 lts 3-rA p '., Noe:rhasdsrd6dE^.t t,Fb6.6dt.IM50

/\

The Battle Staff

SMARTbook

BeletGnGGs

The following primary references were used to compile The Battle Staff SMARTbook' All references aie available to the general public and designated as "approved for public

,.i"".";

distribution is unlimitedl The Battle Staff SMARTbook does not contain classified

or sensitive information restricted from public release'

Field Manuals

(FMs)

Operational Terms and GraPhics Operations

Tactics

Combat Commander's Handbook On lntelligence

lntelligence Officer's Handbook

lntelligence Preparation of the Baftlefield

Army Planning and Orders Production Mission Command: Command and Control of

Army Forces

Risk Management

A Leader's Guide to After-Action Reviews Doctrine for Planning Joint Operations

Learned (CALL)

Publications

lntelligence Preparation of the Baftlefield

Rehearsals

Tactical OPerations Center (TOC)

Battle Command Techniques and Procedures

The Battle Staff

SMARTbook

IaileotGomenm

l. Fundamentals

of

Planning

...1-1

l. The Nature of

Planning

... ... 1-1

A. Science and Art of

Planning

... 'l-2

B. Planning as Part of Command and Control

.

... ... 1-4

C. Operational-level and Tactical-level

Planning

.

.

... 1-6

D. The Joint Operations

Process

... ... 1-6

ll. Fundamentals/Functionsof

Planning

... 1-3

lll. Planning and Decision Making

.

... . 1-5

ll. Key Planning

Goncepts

...1-7

A. Nested

Concepts

... 1-8

B. Sequencing

Operations

... 1-9 C. Control

Measures

... 1-10

D. RiskReduction

...--...

... 1-10 E. Hasty and Deliberate

Operations

... 1-11

F. lntelligence, Surveillance, Reconnaissance

...

...

1-11 G. Planning

Horizons

... . 'l-12

H. Parallel and Collaborative

Planning

... 1-13

l. Forward and Reverse

Planning

1-14 J. Onethird/Twothirds Rule

...

.... 1-14

H. Planning Pitfalls

...

... 1-14

lll.

Battle

Gommand

...1-15

l.

Visualize

. 1-16 - The Foundations of Army

Operations

... 1-17 - The Principles of

War...

... 1-17

- The Tenets of Army

Operations

... 1-17 ll.

Describe

... 1-2O

-ElementsofOperationalDesign...

...1-18

- Operational

Framework

... 1-21

lll.

Direct

... . 1-20

- Battlefield Operating

Systems

... 1-24

lV.

Joint

Planning

...1-25

l. Types of Joint PlanninS ....

...

...

.

1-25

A. Mobilization

Planning

... 1-26

B. Deployment

Planning

... 1-26

C. Employment

Planning

... 1-26

D. Sustainment

Planning

... 1-26

E. Redeployment

Planning

... 1-26

ll. Joint Planning

Concepts

....

...

. 1-26

lll. Types of Joint

Plans

.... . 1-27

lV. Joint Operations Planning and Execution System (JOPES) Overview ... 1-28

V. The Joint Planning and Execution Community (JPEC) ... ...

..

1-30

*

+

rT

*

*

*

*

ril

I|

;f

;f

l|

;

F;

rI

FM 1-02 FM 3-O FM 3-90 FM 34.8 FM 34-8-2 FM 34-130 FM 5-O FM 6-0 FM 100-14 21 Sep 2004 14 Jun 2001 4 Jul 2001 28 Sep 1992 1 May 1998 8 Jul 1994 20 Jan 2005 11 Aug 2003 23 Apr 1998

Training Circulars

(TCs)

rc25-20

30 Sep 1993

Joint

Publications

(JPs)

JP 5-O 13 Apr 1995

Genter

for

ArmY

Lessons

CALL

96-12

Dec.1996 CALL

9B-5

MaY 1998 CALL

95-7

MaY 1995

Other

Publications

BCBL

1995

tunilamentals

of

Planni

V.

lntegrating

Targeting

...

...131

Targeting Process and

Activities...

..

...

.. 1-31

L

Decide

... 1-32

ll.

Detect

...

...

.. 1-33 lll. Deliver

...

... 1 -33

lV.

Assess

.. . ... . 1-34

Vl.

Problem

Solving

...135

Solving Problems in a Group Setting

...

...

.. 1-36 ldentifying the

Problem

.. 1-37 Problem Solving Steps

...

... 1-38 Critical Reasoning and Creative

Thinking

...

...

. 1-40

MDMP

Overview

&

Staff

Estimates

...2-'l

l. Commander's Role in

P|anninS...

... ... 2-3

ll. Staff's Role in PlanninS...

...

. ....

...

. 2-3

Staff

Estimates

...2-4

Cdr, Staff and Subordinate

lnteraction

...

.

2-G

MDMP

Step

L

Receipt

of

Mission

...2-7

Step 1. Alert the

Staff

... .2-B

Step 2. Gather the

Tools

.. . . ...

.

. 2-B

Step 3. Update Staff

Estimates

... .... 2-B

Step 4. Perform an initial

Assessment

2-B - lnitial Operational Time Line

...

... ... 2-9 Step

5.

lssue the lnitial

Guidance

... ... .. 2-10 Step

6.

lssue the lnitial Warning

Order...

2-10

MDMP

Step ll. Mission

Analysis

...2-11

Staff Guidelines for Mission

Analysis

...

...

2-14 Step 1. Analyze the Higher Headquarters' Order

...

...

2-12 Step 2. Perform lnitial lntelligence Preparation of the Battlefield

(lPB) ...

..

2-12 Step 3. Determine Specified, lmplied, & Essential Tasks ... . 2-12 Step 4. Review Available

Assets...

...

...

2-13

Step 5. Determine

Constraints

.... .. 2-13

Step 6. ldentify Critical Facts and Assumptions ... 2-16 Step 7. Conduct RiskAssessment..

...

.. ....

2-16

- Risk Management

Steps

...

... 2-17

Step 8. Determine lnitial CCIR and

EEFI

... 2-18

Step 9. Determine the lnitial ISR

Plan

... ... 2-19

Step 10. Update Operational Time Line

...-...

... 2-19

Step 11. Write the Restated

Mission

.2-2O

- Tactical Mission Tasks.

...

...

2-21

Step 12. Deliver a Mission Analysis

Briefing...

... ... 2-22 Step 13. Approve the Restated

Mission

...

2-22 Step'14. Develop the lnitial Commander's

lntent

...

2-22 Step 15. lssue the Commander's Planning Guidance

....

...

....

2-23 - Commander's Guidance by

BOS

...

2-24 lssue a Warning

Order...

...

...

2-26 Review Facts

"io

n..rrpiio;;

...

::..:.::.::::.:

....

2-26

Review Facts and Assumption

MDMP

Step

lll.

GOA

Development

...2-27

Criteria for Courses of Action

(COAs)

...2-31

Step 1. Analyze Relative Combat Power

...

... 2-28

Step

2

Generate

Options

...2-30

Step 3. Array lnitial

Forces

..

..2-32

Step 4. Develop the Concept of

Operations

...-...2-34 Step 5. Assign

Headquarters

...

2-35 Step 6. Prepare COA Statements and Sketches ... 2-35

COA

Briefing

... 2-38

MDMP

Step

lV.

GOAAnalysis

(War

Gaming)

...2€9

General War-gaming Rules

...

...2-40

Wargaming Responsibilities

...

...2-42

War Gaming - What it Looks

Like

... ... .2-46

Products/Results of the War

Game

.... ... . 2-47 Step 1. Gather the

Tools

... 2-40

Step 2. List all Friendly Forces

...

...2-41

Step 3. List

Assumptions

... 2-41 Step 4. List Known Critical Events and Decision Points... ... ..2-41

Step 5. Determine Evaluation Criteria

...

... . 2-41

Step 6. Select the War-Game

Method

... 2-44

Step 7. Select a Method to Record and Display

Results

...2-44

Step 8. Wargame the Battle & Assess the

Results

... 2-46 War-game Briefing

(Optional)

...

... ...2-48

MDMP

Step

V.

GOA

Gomparison

...--.249

Step 1. Evaluate COA Advantages/Disadvantages ... ... 2-49

Step 2- Compare

COAs

...2-49

- Decision

Matrices

... 2-50

- Sample COA Evaluation Criteria (by

BOS)

... ...2-51

Step 3. Develop a Recommended

COA

...2-52

MDMP

Step Vl.

GOA

Approval

...

...263

Step 1. Staff COA Recommendation (Decision

Briefing)

... 2-53

Step 2. Commander's

Decision

... 2-53

Step 3. Commander's Finial Planning

Guidance

... 2-54

MDMP

Step Vll. Orders

Production

...2-55

Step 1. Prepare the Order or Plan

...

... 2-55

Step 2. lmplement Risk Controls

...

... 2-55

Step 3. Commander Reviews and Approves Order... 2-55

Planning in

a

Time-Gonstrained Environment...2-57

l. The Commander's

Role

... 2-58

ll. The Staff's Role

.. ...

...2-62

General Time-Saving

Techniques

... 2-59

Specific Time-Saving Techniques During the MDMP ... 2-60

Troop

Leading Procedures (TLP)

...

...263

Step .t. Receive the

Mission

.... 2-66

Step 2. lssue a Warning Order..

...

... .... 2-67

Step 3. Make a Tentative Plan

...-

... 2-68

Step

4

lnitiate

Movement

... 2-72

Step 5. Conduct

Reconnaissance...

...2-72

Step 6. Complete the

Plan

... 2-73

Step 7. lssue the

Order

...2-73

Step 8. Supervise and Refine

...

...2-73

Rehearsals - Company Level and

Sma||er...

... 2-74

t

H

H

Fil

Iil

;

I|

;

;

I;

;

Il

II

Ir

I

Step 16. Step 17. Step 17.

Ihe lllilitary

llecision-lllaftin

Process

lillllilPl

IPB

Overview...

...3-1

Staff lntegration into the IPB

...

3-3

IPB in a Time-Constrained

Environment

...

3-4

IPB

Step l. Define the Battlefield Environment...3-5

Step 1. ldentify Significant Characteristics of the Environment ... 3-6 Step

2

ldentify the Limits of the Command's AO and Battle Space ...

.

.

..

. 3-6 Step 3. Establish the Limits of the

Al

... 3-7 Step

4

ldentify the Amount of Detail Required and

Feasible

.. ..

... 3-8 Step 5. Evaluate Existing Data Bases and ldentify lntelligence Gaps ... ... . 3-8 Step 6. Collectthe Required lntelligence and

Materials

... .. 3-8

IPB

Step ll. Describe the Battlefield's

Effects

...3-9

Step

I

Analyze the Battlefield

Environment...

..

3-10

A

Terrain

Analysis

.. ..

3-10

- OCOKA - Military Aspects of the

Terrain

..

.

.

...3-12

- Development of Avenues of Approach (AAs)

..

.. ... 3-14 - Obstacle/Terrain Classifications

.

...

..

. . 3-17

B. Weather

Analysis

.. ...

... 3-18

C. Analyze Other Characteristics of the

Battlefield....

...

3-19 Step ll. Describe the Battlefield's

Effects

.

... . 3-20

IPB

Step

lll.

Evaluate the

Threat

...3-21

Step

I

Update or Create Threat

Models

...

3-22

A

Convert Threat Doctrine or Patterns of Operations to Graphics.. . 3-24 - Developing the Doctrinal

Template

... 3-23

B

Describe the Threat's Tactics and

Options

... ...

...3-24 C. ldentify HVTs

.

...

...3-24

Developing Target Sets (HVTs)..

. ..

...

... . ... 3-25

Step

ll

ldentify Threat Capabilities...

..

.. 3-26

IPB Step

lV.

Determine

Threat

GOAs

....3'27

Step '1. ldentify the Threat's Likely Objectives and Desired End State

...

.3-28

Step

2.

ldentify the Full Set of COAs Available to the

Threat

... 3-28

Step

3.

Evaluate and Prioritize Each

COA...

.

..

...

3-29

Step

4.

Develop each COA in Detail (as Time Allows)....

...

... ...

... 3-30

A. Situation Template

(SITEMP)

... 3-32

B. Description of the COA and

Options

... 3-31

C. Listing of High Value Targets (HVTs)

...

. . . ... ... 3-31

Step 5. ldentify lnitial Collection

Requirements

...

...

3-34

A

Event

Template

. ....

..

3-34

B

EventMatrix...

.. ...

....

...

.3-34

The Decision Support Template

(DST)

..3.39

Developing the DST

...

.

...

....

.. 3-40

1 MCOO/AA Overlay

Development

..

.

3-40

2. Enemy Situation Template (SITEMP) Development ...

....

...

... 3-40

3. EventTemplate (EVENTEMP)

Development

3-40

4. Targeted Area of lnterest (TAl)

Development

3-41

5. Friendly Course of Action (COA)

Development

3-41

6. Decision Point and Critical Event

Development

.

.

...

....

3-41

Elements of the

DST

...

.

...

3-42

4 -

Table

of

Contents

+

H

*

*

+

F

F

F

F;

Fil

F;

I;

F;

Fil

r

f .

Characteristics of Plans and

Orders

...+1

ll.

Plans

...4€

A. Operation Plan

(OPLAN)

...

....

...

4-3

B. Service Support

Plan

... ... .... 4-4

C. Supporting Plan ..

.

... .

...

.

.

4-4

D. Contingency Plan ..

...

..

.... 4-4 E.

Branch

... 4-4

F.

Sequel

...

.. . ... 4-4

lll.

Orders

...4-5

A

Operation Orders

(OPORD)...

...

.. 4-5 B. Service Support Orders

...

... . . 4-6 C. Movement Orders

...

.... .. 4-6

D. Warning Orders (WARNO)

...

..

... ...

..

.... ...4-6

E

Fragmentary Orders (FRAGO)

.. ..

...

.. 4-7

TechniquesforlssuingOrders...

...4-8

lV.

Administrative

lnstructions

...4-9

A. General

lnformation

... 4-9

B.

Abbreviations...

...4-9

C. Place and Direction Designations

.

..

.. .

.

4-9

D Naming

Conventions

.... . 4-10

E. Classification

Markings..

....

4-10

F. Expressing Unnamed Dates and

Times

... ...

..

...

. 4-10

G. Expressing

Time.

...

...

.

. ...

4-12

H. ldentifying Pages

...

...

.. 4-12

l. Numbering

Pages

.. .... . .. 4-12

V.

Task Organization

...

...4-13

l. Fundamental

Considerations

...

... ...

. 4-13

ll. Task Organization

Formats

...

...

4-15

A

Outline

Format...

...

...

. 4-15

B

Matrix Format

....

...

.

.

.

4-18

C

Unit Listing

Sequence

...

... .

.

. .. 4-19

Command and Support

Relationships

...

. 4-16

Order of Listing Units in a Task

Organization

...

...

. 4-20

Vl.

Examples &

Procedures

...4-21

l. Standing Operating Procedures (SOPs)

....

. .

.

.. .

...

...

. 4-21

ll.

Matrixes &

Templates

.. 4-21

A

Decision Support

Template

..

..

.

.

4-21

B

Synchronization

Matrix

..

..

...

...

4-21 C. Execution

Matrix.

...

.... .

...

4-21

lll. Attachments (Annexes, Appendixes, Tabs and Enclosures)

...

.. ... .... . 4-22

Warning Order (WARNO)

Format

... ...

. ..

.4-24

Annotated OPLAN/OPORD

Format

... 4-26

Fragmentary Order (FRAGO)

Format

... 4-32

Plans&0rderc

0f

the

aillefi

il

flPBI

Mission

Gommand

IGP

ORerationsl

l.

The

C2

System

...5-1

l. The Nature oI C2

...

_{... ..} 5_1

ll. Location

otC2...

_{... S_2}

lll. Command and Control

Functions

... 5_3

lV. Observe-Orient-Decide-Act (OODA)

_Cycle...

... ... S_4

V. C2 Design & Organization

Considerations

_{... 5_6}

ll. Command

Posts...

_...--F.T

l. CPOrganization

...

... S_8

1 Tactical Command post (TAC

Cp)...

... .. b_8

2. Main Command Post (MAIN

Cp)...

_...

_...

_5-9

3. Rear Command Post (REAR Cp)

...

... S_9

4. Alternate Command Post

...

... 5_g 5. Assault Command

Post...

... 5_10

ll. CP Survivability and Effectiveness

Considerations

_{... 5_10}

lll. Exercising

C2 (CP

Operations)

...

...

$11

L

Assessment

_{... S_13}

A.

Monitoring

_{. .. S_13}

B.

Evaluating

_{... .... S_13}

Sample Standardized Charts (to assist Situational _{Awareness/Cop)... S_j5}

ll.

Planning

_{... 5_16}

lll.

Preparation

_...

_{5_16} Preparation

Activities

_{... ... S_1g} lV.

Execution

_{.... S_17}

A. Assessment During Execution

B

Decide...

_{... . S_20} C.

Direct

_...

_{S_21} &

R;;;;;iliii;;::

::

::

:::: :

:

::

u-"

VL

_:;:

_TT

E'A

rt. rhe Liaison

_om".'

...

... .:...::...:....:....:...:...:..::...

"-'"

io|i:::l'r,",',":

:::

:

:::

::::::

:

::

:

::

::

::::z:i:

t

V

Liaison Responsibilities ....

...

... ... 5_28

u'

''"'iit:tlii;iylb*i*-"...'...:...''...::...'''...''....'..

ii:

rt

B. Joint

Operations

_{... S_30}

3ili"ll3llili'siil1fff:::

:::

::

:

::::

::::

:::

:;-33

||

r

rrl-I

6 -

Tabre

ofconrents

||

l. Rehearsals

...

...6-l

l. Rehearsal

Techniques

... 6-2 A. Full-dress

Rehearsal

... ... 6-2 B. Reduced-force

Rehearsal

... 6-2

C

Terrain-model

Rehearsal

... 6-2 D. Sketch-map

Rehearsal

... 6-3 E. Map Rehearsal

...

... 6-3

F- Network Rehearsal

(WAN/LAN)

... 6-3 ll. Rehearsal

Structure

... 6-4 lll. RehearsalTypes ..

....

... 6-5 A. Confirmation Brief

...

... 6-5 B.

Backbrief

... 6-5 C. CombinedArms

Rehearsal

.... ...-... 6-5 D. Support

Rehearsal

... ... 6-5

E. Battle Drill or SOP

Rehearsal

... ... 6-5

lV. Rehearsal Responsibilities

...

... 6-6

- Rehearsal

Planning

... 6-6 - Rehearsal

Preparation

...

... ... 6-6

- Rehearsal

Execution

... 6-6

lV. Conducting a

Rehearsal

... 6-8 During the

Rehearsal

....-- 6-8 Step 1 - Deployment of Enemy

Forces...

... . 6-B

Step 2 - Deployment of Friendly Forces

...

... 6-8 Step 3 - Advancement of the

Enemy..

... 6-B Step 4 - Decision

Point...

... 6-8

Step 5 - End State

Reached

.... ... 6-9 Step 6 -

Recock

...

... 6-9 Following the

Rehearsal

...-... 6-9

ll.

After-Action Reviews

(AARs)

...

Gl1

AAR Key Points

...

... ... .6-11

Types of AARs

...

... 6-12 A. Formal

...

...6-12

B.

lnformal

... 6-13

L Plan

theAAR

... 6-14

ll.

PreparefortheAAR

... 6-16

- Example AAR Observation

Worksheet

...-...6-17 lll. Conduct theAAR

....-...

..-...-... 6-18

1. lntroduction and

Rules

...6-18 2. Review of Objectives and

lntent...

... 6-18 3. Summary of Recent Events (What

Happened)

... 6-19

4. Discussion of Key

lssues

... 6-19 5. Discussion of Optional lssues

...

... 6-19

6. Closing Comments

(Summary)

... 6-19

lV. Follow-Up (using the results of the

AAR)

... 6-20

1-ldentifyTasksRequiringRetraining

...6-20

2. Fixthe

Problem

... 6-20

3

Use to Assist in Making Commander's Assessment...

...

.... ... 6-20

+

t

rl

F|

t

H

t

t

rt

Behearcalsa

After-AGtion

Beuiews

Table

of

Contents

-

7

0Rerational

letms

&

GraRhics

ltil

l-021

f.

OperationalTerms....

...7-1

tt.

Acronyms/Abbreviations

&

Country

Codes

...7-27

Acronyms/Abbreviations

... 7-27

Two-Letter Geographical Entity

Codes

. ...7-34

fff. Mifitary

Symbols

-...737

Composition of a Military

Symbol

... 7-38

Echelons

...7-40

fV.

Unit

Symbols

...741

Locating Unit

Symbols

...

... ...7-41

Building Unit

Symbols

... .... ... .... .. 7-42 Mobility and Capability

Modifiers

...-... 7-44

CombatArms

...7-44

Combat Support

...

... 7-44 Combat Service

Support

... 7-45 Classes of

Supplies

... ... 7-45

Special Operations Forces (SOF) .

...

.... ...7-45

Multifunctional CSS

Units..

... 7-46 Headquarters

Types...

... 7-46

Named Command and Control HQ

...

... 7-46

V.

Equipment

Symbols

...747

Building Equipment Symbols

...

.... 7-48

Mobility

Modifiers

.. . ... 7-50

Weapon

Systems

.... 7-50

Vehicle

Symbols

... 7-50

Helicopters

... 7-50

Vl. Graphic Control

Measures

...7-51

Building Graphic Control Measures

...

...7-52

General

....

. ...7-54

A2C2lAir

Defense

....7-54

Defense

... 7-55

Offense

... 7-55

Specia1...

...7-56

Manuever and

Fire

... 7-56

Fire

Support

...

... 7-56 Command and

Control

....

...

.... ...7-57

Mobility and Survivability .

...

....

....

7-57 Survivability (NBC)

...

... 7-58

Combat Service

Support

... 7-58

Vll. TacticalMission

Graphics

...7-59

Decision

Graphics

... 7-59

Shorthand Unit

Symbols

..

... 7-60

Mission

Symbols

...

...

.. 7-60

Effects on Enemy

Forces

-...7-6'l Actions by Friendly

Forces...

...7-62

8 -

Table

of

Contents

Planning is the means by which the commander envisions a desired outcome, lays

out effective ways of achieving it, and communicates to his subordinates his

vision, intent, and decisions, focusing on the results he expects to achieve.

(Plannlng)

I.

Fundam€ntals

1-l

I.

The

Naturc

of

Planning

t

lF

T

T

rI

+

_rI

+

_t

*

Il

ril

Il

r

Ref: FM

i0

Army Planning and Orders Production, chap. 1, pp. 1-1 to 1-15.

Military operations are uncertain and unpredictable. They are complex

endeavors-struggles between opposing human wills. Commanders face thinking and adaptive

enemies. They can never predict with certainty how enemies will act and react, or how events will develop. Even friendly actions are difficult to predict because of friction, such as human mistakes and the effects of stress on individuals. Leaders

who understand the dynamic relationship that time and uncertainty have on enemy

and friendly forces are befter equipped to develop effective plans Given the nature of operations, the object of planning is not to eliminate uncertainty but to

develop a framework for action in the midst of it.

Full spectrum operations demand a flexible approach to planning that adapts

planning methods to each situation. An effective planning process structures the

thinking of commanders and staffs while supporting their insight, creativity, and initiative. The Army uses three different, but related processes to guide planning:

Ref: FM 5-0,

p

1-2.

Nofe: See pp. 1-35 to 1-42 for a description of Army problem solving, pp. 2-1 to

2-62 for the military decision making process (MDMP), and pp. 2-62 to 2-74 for troop leading procedures (TLP).

Army problem solving provides a standard, systematic approach to define and analyze a problem, develop and analyze possible solutions, choose the best solution, and implement a plan of action that solves the problem. Problem solving

applies to all Army activities and provides the base logic for the Army's two tactical planning processes: MDMP and TLP. The MDMP is more appropriate for

headquar-ters with staffs. lt provides a logical sequence of decisions and interactions

between the commander and staff for developing estimates and effective plans

and orders. At lower tactical echelons, commanders do not have staffs. Leaders at company level and below use TLP to plan and prepare for an operation.

l.

Jundamentals

oI

The outcome of planning is a plan or an order that:

.

_{Fosters mission command by clearly conveying the commander's intent}

.

_{Assigns tasks and purposes to subordinates}

.

_{Contains the minimum coordinating measures necessary to synchronize the}

operation

. _{Allocates or reallocates resources}

.

_{Directs preparation activities and establishes times or conditions for execution}

A.

Science

and

Art of

Planning

Planning is both science and art. For example, many aspects of military operations

are quantifiable such as, movement rates, fuel consumption, and weapons effects

They are part of the science of planning. Other aspects belong to the art of planning. The combination of forces, choice of tactics, and arrangement of activities, for example, belong to the art of planning. Effective planners understand

and master both the science and the art of planning.

1.

Science

of

Planning

The science of planning encompasses aspects of operations-capabilities,

techniques, and proceduresthat can be measured and analyzed. These include

the physical capabilities of friendly and enemy organizations and systems lt

includes _{a realistic appreciation for time-distance factors and an understanding of} how long it takes to initiate certain actions. The science of planning includes the

tactics, techniques and procedures (TTP) used to accomplish planning tasks and

the operational terms and graphics that compose the language of tactics. While not

easy, the science of planning is straightfomrard.

Planners master the science aspect of military operations to understand the

physical and procedural constraints under which units operate. Because military

operations are an intensely human activity, planning cannot be reduced to a

formula This fact necessitates understanding the art of planning

2.

Art

of Planning

The art of planning requires understanding how the dynamic relationships between

friendly forces, adver-saries, and the environ-ment create complexity within

operations. This understanding helps planners develop simple and flexible plans for a variety of circumstances. The art of planning includes knowing the effects of operations on soldiers. lt involves the cdr's willingness to take calculated risks

Planning requires creative application of doctrine, TTP, units, and resources. lt requires a thorough knowledge and application of the fundamentals of full

spectrum operations (FM 3-0) and the art of tactics (see FM 3-90). The art of planning involves developing plans within the commander's intent and planning

guidance by choosing from interrelated options, including:

. Types _{and forms of operations, forms of maneuver, and tactical mission} tasks

.

Task organization of available forces

. Arrangement of activities in time, space, and purpose

.

Resource allocation

.

Choice and arrangement of control measures

. _Tempo

. _{Risk the commander is willing to take}

These options define a starting point from which planners create distinct solutions

to particular tactical problems. Each solution involves a range of options. Each balances competing demands and requires judgment. The factors of mission, enemy, terrain and weather, troops and support available, time available, civil

considerations (METT-TC) _{always combine to form a different set of}

circum-stances. There are no checklists that adequately apply to every situation

1-2 (Planning)

I.

Fundamentals

+

lF

;t

*

+

ril

*

*

+

_t;

*

+

_H

TI

r

ll.

Junilamenlals/Iunctions

oI

Planning

Ref: FM 5-0, pp. 1-8 to 1-15.

Effective planning is both art and science. lt can involve a detailed, systematic analysis to produce an optimal COA. Alternatively, planning may be a rapid process

that reaches an acceptable COA quickly by considering only critical aspects of the

problem When planning under time-constrained conditions, the staff is usually responding to existing conditions and needs a quick plan for immediate or near

future execution All planning takes time and must facilitate generating or maintain-ing the tempo the commander desires.

Ref: FM 5-0, pp.1-8to 1-12.

Planning is a dynamic process of several interrelated activities. lt starts when the

commander receives or perceives a new mission. lt supports decision making by

analyzing the factors of METT-TC and by providing a context for developing

situ-ational understanding. The outcome of planning is the commander's decision about

how to conduct the operation After this decision, the staff continues planning by

creating an order or plan. Planning continues during preparation and execution,

whether by refining the plan or by creating or refining branches and sequels.

Ref: FM 5-0, pp.1-12to 1-15

Mission command requires plans that give subordinates the flexibility to exploit opportunities and respond to threats. Commanders decentralize planning to the

lowest possible level so subordinates have maximum freedom of action A plan

should not be a script that establishes specific actions and timetables. Such scripting severely limits possibilities to seize, retain, and exploit the initiative when unexpected threats or opportunities arise. A good mission order creates

opportuni-ties for subordinates' initiative within the commander's intent and the circumstances

Commanders

and staffs

consider certain

planning

fundamentals

to assist

them

in developing

effective

plans: ,l, _Commanders

_focus

_planning

*

Planning is continuous

*

Planning is

time

sensitive w _{Keep plans simple}

*

Build

flexible

plans

*

Design

bold

plans

Planning

and

plans accomplish

several

key functions:

*

Planning

helps

leaders

think critically

x _{Planning builds}

_situational

understanding

,

Planning helps leaders anticipate

s _{Planning helps simplify complexity}

s Plans

designate

task

organization/resource

allocation

# Plans

direct

and

coordinate

actions

*

Plans

guide

preparation activities

B.

Planning

as

Paft of

Command and

Control

Planning is part of the extended field of command and control. FM 6-0 describes

two C2 concepts, detailed command and mission command.

1.

Detailed Gommand

Detailed command centralizes information and decision making authority. Orders

and plans are detailed and explicit. Successful execution depends on strict

compliance to the plan with minimal decision making and initiative by subordinates.

Detailed command emphasizes vertical, linear information flow; information flows up the chain of command and orders flow down. lt stems from the belief that imposing order and certainty on the battlefield brings successful results. ln detailed

command, commanders command by personal direction or detailed directive. ln detailed command, commanders impose discipline and coordination from above

to ensure compliance with all aspects of the plan. Detailed orders may achieve a

high degree of coordination in planning, however, after the operation has

com-menced, it leaves little room for adjustment by subordinates without reference to higher headquarters. Detailed command is not suited for taking advantage of a

rapidly changing situation. lt does not work well when the chain of command and information flow is disrupted. Detailed command is less effective in fluid military

operations requiring judgment, creativity, and initiative Because of these

disadvan-tages, mission command is the Army's approved technique.

2.

Mission

Command

Mission command is the conduct of military operations through decentralized

execution based on mission orders for effective mission accomplishment.

Successful mission command results from subordinate leaders at all echelons

exercising disciplined initiative within the commander's intent to accomplish

missions. lt requires an environment of trust and mutual understanding (FM 6-0). Mission command is the preferred C2 concept for planning. lt emphasizes timely decision making, subordinates understanding of the commander's intent, and the

clear responsibility of subordinates to exercise initiative within that intent.

Mission command accepts the uncertainty of operations by reducing the amount of certainty needed to act. ln such a philosophy, commanders hold a "loose rein "

allowing subordinates freedom of action and requiring initiative on their part.

Commanders make fewer decisions, allowing them to focus decision making on the most important ones. Mission command tends to be decentralized, informal, and

flexible. Orders and plans are as brief and simple as possible. Commanders rely on

subordinates' coordination ability and the human capacity to understand with minimum verbal information exchange. The elements of mission command are:

. The commander's intent

. _{Subordinates' initiative}

.

Mission orders

.

_Resource allocation

Effective planning supports mission command by stressing the importance of mission orders-a technique for completing combat orders that allows subordinates maximum freedom of planning and action in accomplishing missions and leaves the

"how" of mission accomplishment to subordinates (FM 6-0). Mission orders state

the task organization, commander's intent and concept of operations, unit mission,

subordinates'missions, and the essential coordinating instructions. Missions

assigned to subordinates include all normal elements (who, what, when, where,

and why). However, they place particular emphasis on the purpose (why) in order

to guide, along with the commander's intent, subordinates' initiative.

1-4

(Planning)

I.

Fundamentals

T;

F;

r;

r;

F;

;

r;

r;

r;

;

;

r

lll.

Planning

and

llecision

Maling

Ref: FM 5-0, pp. 1-6 to 1-7.

Decision making is selecting a course of action as the one most favorable to accomplish the mission (FM

not all decisions require the

decisions during operations and constant change. Some

complete staff to create a fu

other decisions very quickly. _{This results in a fragmentary order (FRAGo). when}

developing plans, commanders normally choose between analytic or intuiiive means of decision making.

1.

Analytic

Decision

Making

Note: The _{Army's analytical approach to decision making is Army problem sotving} (see pp. 1-35 to 1-42) _{and the MDMp (see chap. 2,} pp.2-1 to 2_i4).

The analytic approach to decision making serves well when time is available to

analyze _{all facets affecting the problem and}

_its

_{alytic decision}

making consumes _{time and does not work}

well

_{ally during}

execution, where circumstances often require i

2.

lntuitive

Decision

Making

lntuitive decision making is the act of

reachi

_ttern recognition based on knowledge, judgment,

boldness, perception, and character. This

a

the situation _{vice comparison of} multiple options (FM 6-0). lt is used when time is short

or speed _{of decision is important. lntuitive decision making is faster than analytic}

decision making in _{that it involves making decisions based on an assessment of the}

situation rather _{than a comparison of multiple courses of action (COAs).}

lntuitive decision making is especially appropriate in time-constrained conditions. lt

time

permits

_{MDMp in}

_a

nment, many of

the

only one C

decisions.

E

;c

decision

n

making

help

_{is and fills i}

C.

Operational-level and

Tactical-level

Planning

It is important to understand planning within the context of the levels of war The

levels of war are doctrinal perspectives that clarify the links between strategic

objectives and tactical actions (see FM 3-0). The three levels are strategic, operational, and tactical, although there are no distinct limits or boundaries between them. The strategic and operational levels provide the context for tactical

operations.

Operational- and tactical-level planning complements each other but have different

aims. Operational-level planning focuses on developing plans for campaigns and major operations Planners at the operational level focus on operational art-the use

of military forces to achieve strategic goals through the design, or organization,

integration, and conduct of theater strategies, campaigns and major operations.

Operational-level plans link the tactical employment of forces to strategic

objec-tives.

Tactical-level

Planning

Tacticallevel planning revolves around battles and engagements conducted to accomplish military objectives assigned to tactical units (see FM 3-90). Activities at

this level focus on tactics Tactics is the employment of units in combat. lt includes

the ordered arrangement and maneuver of units in relation to each other, the

terrain, and the enemy to translate potential combat power into victorious battles

and engagements (FM 3-0), Tactical-level planning emphasizes flexibility and

options. Planning horizons for tactical actions are relatively short. At the tactical level, comprehensive planning may be feasible only for the first engagement or

phase of a battle; succeeding actions could depend on enemy responses and circumstances. A key to effective tactical planning lies in anticipating and develop-ing sound branches and sequels.

Operational-level

Planning

Operational-level planning involves broader dimensions of time and space than

tacticallevel planning. lt is often more complex and less defined. Operational-level

planners are often required to define an area of operations (AO), estimate forces

required, and evaluate the requirements for the operation. ln contrast, tactical-level planning proceeds from an existing operational design. Normally AOs are

pre-scribed, objectives and available forces identified, and sequences of activities

specified for tactical-level commanders. Operational- and tactical-level planning, however, are not limited to particular echelons Major Army Command (MACOM) headquarters may engage in tactical planning, and echelons normally associated

with tactical missions increasingly find themselves undertaking operational-level design.

D.

The

Joint

Operation Planning

Proaess

The joint operation planning process (deliberate, crisis action, and campaign) is

beyond the scope of FM 5-0. However, Army forces operate in a joint environment, and Army leaders must understand joint operation planning. Army service

component commands (ASCCs) routinely participate in joint operation planning

including planning for the joint force land component. Corps and divisions perform

or participate in joint operation planning when serving as joint task force (JTF) or ARFOR headquarters. Appendix I summarizes joint operations planning and provides a joint formatted order as a quick reference for Army planners. JP 5-0 covers joint operation planning in detail. Additionally, FM 100-7 outlines Army operational-level planning considerations.

/Vofe; See pp. 1-25 to 1-30 for an overview of the joint operation planning process

1-6

(Planning)

_I.

Fundamentals

Ref: FM 5-0 Army Planning and Orders Production, chap 1, pp. 1-15to 1-27.

Effective planning requires dedication, study, and practice. Planners must be

technically and tactically competent and understand basic planning concepts. This

section discusses the key planning concepts that aid in effective planning.

ll.

l(eU

Planning

Gonce[ts

Nested

concepts

Sequencing

operations

Control

measures

Risk

mitigation

Hasty and deliberate

operations

lntelligence, surveillance

and

reconnaissance

Planning horizons

Parallel and

collaborative planning

Forward and reverse planning

The

one-third/two-thirds

rule

Planning pitfalls

Ref: FM 5-0, chap

l"

nested

ConcePts

As part of the planning process, commanders visualize their battlespace and determine how to arrange

tn"iiio'"""'

The battlefield organization

t",ff.:HTi':l

3-0). PurPose

ommon focus

bY determining

whether each unit's operation will be decisive, shaping, or sustaining' These

J""i.ion"

form the basis of the concept of operations'

The concept of operations describes how commanders see the actions of

tti

plish the mission' As a minimum' the

s

uver and concept of fires The concept of

'

lected course of action and expresses

o

rate to accomplish the mission-(FM 3-0)

Wherethecommander'sintentfocusesontheendstate'theconceptofoperations

focuses on the method by which the operation uses and synchronizes the BOS to

achieve the end state. Commanders ensure that the concept of operations is

consistentwithbothtneircommander'sintentandthatofthenexttwohigher

commanders

Nested concepts is a planning technique to achieve unity of purpo:e

*.l"t"PI,

L "

"n-', """"

oi n g " "r'' "t o

n'.

""1

""*

"i

""i;n::::,:

:$::

f

il""*:JJ[i

H:;J

rin the higher commander's concept' A nesting diagram provides a snapshot of the relationship of shaping operations to the decisive operation.

fne

statf may choose to use this technique as a possible way

t"

rt"ip

""lryt"

the nigher heaJquarters' order and

understand its mission' the

commanderb intent' and concept of operations'

*

+

_til

T;

r;

F;

F;

;

;

Il

Ir

rl

;

rr

r

&

Iask (T): Penets:te enemv frstsechelon Purcose (P): Allow 23d AD to move lo

(ShaPing OPeration)

T: Guard Div Right Flank

P: Probdrightnanlol

1sL and 3d Bdes

Ref: FM 5-0, fig. 14' P. 1-16.

r-t

tDlrnnindl

il'

Kev Plannins Goncepts (Planning)

II.

Kev Plannino Concanf,c

l-o

B.

$eflucnoing 0Rerations

Ref: FM 5-0,

pp

1-16 to 1-17.

Part of the art of planning is determining the sequence of activities that accomplish

the mission most efficiently. Commanders consider a variety of factors when

deciding on the sequence of an operation, the most important factor being

resources. Commanders synchronize subordinate unit actions in time, space, and

purpose to link the higher headquarters concept of operations with their own operational design. ldeally, commanders plan simultaneous operations against the

enemy system's critical points throughout the AO. However, the size of the friendly

force and resource constraints may limit the ability of commanders to execute

simultaneous operations. ln these cases, commanders phase the operation

1.

Phasing

lf a force lacks the means to overwhelm an enemy in a single simultaneous operation, then commanders normally phase the operation. Commanders

concen-trate combat power at successive points over time, achieving the mission in a

controlled series of steps or phases. A phase is a specific part of an operation that

is different from those that precede or follow. A change in phase usually involves a

change of task (FM 3-0). Phasing assists in planning and controlling operations.

Considerations of time, distance, terrain, resources, and critical events contribute

to the decision to phase an operation.

lndividual phases gain significance only in the larger context of the operation. Links

between phases and the requirement to transition between phases are critically

important. Commanders establish clear conditions for how and when these

transitions occur An effective plan conceals these distinctions from opponents

through concurrent and complementary actions during transitions between phases.

2. Branches and

Sequels

Operations never proceed exactly as planned. An effective plan places a premium on flexibility. Commanders incorporate branches and sequels into the overall plan to

gain flexibility. Visualizing and planning branches and sequels are important because they involve transitions-changes in mission, type of operations, and often

forces required for execution. Unless planned, prepared for, and executed efficiently, transitions can reduce the tempo of the operation, slow its momentum,

and surrender the initiative to the adversary.

A branch is a contingency plan or course of action (an option built into the basic

plan or course of action) for changing the mission, disposition, orientation, or direction of movement of the force to aid success of the current operation, based

on anticipated events, opportunities, or disruptions caused by enemy actions. Army forces prepare branches to exploit success and opportunities, or to counter disruptions caused by enemy actions (FM 3-0). Commanders anticipate and devise

counters to enemy actions to mitigate risk. Although anticipating every possible

threat action is impossible, branches anticipate the most likely ones. Commanders

execute branches to rapidly respond to changing conditions.

Sequels are operations that follow the current operation. They are future

opera-tions that anticipate the possible outcomes-success, failure, or stalemate-of the

cunent operations (FM 3-0). A counteroffensive, for example, is a logical sequel to

a defense; exploitation and pursuit follow successful attacks. Executing a sequel normally begins another phase of an operation, if not a new operation.

Command-ers consider sequels early and revisit them throughout an operation. Without such

planning, current operations leave forces poorly positioned for future opportunities,

and leaders are unprepared to retain the initiative. Both branches and sequels

c.

control

lrleasurcs

Planners develop and recommend control measures to the commander for each

COA being considered. Control measures are directives given graphically or orally

by a commander to subordinate commands to assign responsibilities, coordinate

fires and maneuver, and control operations. Each control measure can be portrayed _{graphically. ln general, all control measures should be easily} identifiable

on the ground.

Control measures help commander's direct action by establishing responsibilities

and limits to prevent units from impeding one another and to impose necessary coordination. They aid the cooperation among forces without imposing needless

restrictions on their freedom of action. Control measures can be permissive (which

allows something to happen) or restrictive (which limits how something is done).

Control measures may be graphical, such as boundaries, or procedural, such as

target engagement priorities or certain airspace control measures.

Well-thoughlout control measures established in advance, facilitate freedom of action of subordinates and limit subordinates referring to higher headquarters for

permissions to act or not to act during operations. Commanders, however,

establish only the minimum control measures necessary to provide essential

coordination and deconfliction between units. Effective control measures impose

the minimum restrictions on subordinates. The fewer restrictions the more latitude

subordinates have to exercise subordinates' initiative. The commander removes

restrictive control measures as soon as possible. FM 1-02 discusses the rules for drawing control measures on overlays, maps, and graphic displays, such as

annotated aerial photographs.

D. Risk Reduction

Uncertainty and risk are inherent in tactical operations. Commanders cannot be

successful without the capability of acting under conditions of uncertainty while balancing various risks and taking advantage of opportunities. Planning helps

commanders reduce uncertainty and risk. lt is a risk management tool.

During planning, commanders and staffs perform risk management (see FM 100-14). They identify potential hazards to mission accomplishment and assess the probability and severity of each hazard. Commanders determine the acceptable

level of risk and express this determination in their planning guidance; The staff uses the commander's risk guidance as a guide for developing control measures to

reduce identified hazards and for developing branches. Risk guidance is also incorporated into each COA developed, and in turn, each COA considered is

evaluated by its acceptability. (Acceptability is the degree to which the tactical

advantage gained by executing the COA justifies the cost in resources, especially

casualties.)

Because uncertainty exists in all military operations, every military decision incurs

some risk. ln designing plans, the commander decides how much risk to accept

Risk reduction does not always mean increasing knowledge of the enemy at the expense of time. A flexible plan can partially compensate for a lack of intelligence Unclear situations may require increasing the depth of the security area, size and number of security units, or size of the reserve. Combat and movement formations

that provide for initial enemy contact with the smallest possible friendly force may

also be appropriate. Another way to compensate for increased risk is to allocate

time and resources for developing the situation to subordinate elements.

one _{of the first decisions commanders make when they receive a new}

mission or

tuation _{is how much time and effort to}

nment of military operations _{means this} ing how _{time relates to} plannino

tradeoffs between hasty and

es between hasty and deliberate

e available for planning and prepara_

1.

Hasty Operations

a commander _{directs his immediately}

, to perform activities with minimal

on time for speed of execution (FM 3_

a force encounters an unexpected

2.

Deliberate Operations

h _{a commande/s detailed intelligence}

p and coordinate detailed plans,

task-organizes his forces specifically

ed combined arms team. He

conditions for the conduct of his decisiv"

_{#:':illiPrilsiperations}

to set the

]f-e d::isio-n to plan an operation as hasty or deliberate is based on several

competing factors. These incrude _{the commanoeib current knowredge}

of the

situation and his assessment of whether *te a=.ets avairabre (incruding time) and means _{to coordinate and synchronize them}

can accomprish tn"

,i..i"".-ii

ir.'!v cannot' _{the commander takes additionar time to}

pt"n, prup"r", or bring additionar

forces.to be.ar on the probrem. _{This decision}

_d;i;;in""

the extent to which the

operation will be hasty or deliberate.

Analytic decision making normally su

planning and preparing _{for a deliberat} minimum time necessary to assure a

incur calculated risks. Commanders

r the possible advantages merit the

lntelligence, surveitance, and re-connaissance _{(rsR) combine}

the production of intelligence with the coilection or inrormationiriro'ujn _{surveiilance and reconnais_}

e of making a poor decision.

E.Hastyand@

+

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1-lO (Phnning)

II.

Key Planning Goncepts _(Planning)

_II.

lsR operations contribute significantly to the commander's visualization and

decision making. commanders aggressively seek information linked to critical

decisions by employing ISR units and assets early in planning-usually well before publishing the plan. Employing ISR assets early improves planning quality by

providing the commander and staff with current information and confirming or

denying assumptions.

lsR operations cut across the Boss. They demand an integrated combined arms

approach to planning, preparation, execution and assessment. Units conducting ISR missions are normally first to employ, operating in unclear and vague situations

commanders make skillful yet aggressive use of their lsR assets because there are never enough of them to accomplish all tasks They do this by setting priorities, primarily through their planning guidance and CCIR (FM 3-0).

G.

Planning

Horizons

Tension exists between how far ahead commanders can plan effectively without

future staffs.

that are

to

ensuring the command is focused on the right planning horizon.

A planning horizon is a point in time commanders use to focus the organization's

planning efforts to shape future events. Planning horizons are measured from

weeks or months for operational-level commanders to hours and days for tactical-level commanders. organizations often plan within several different horizons

simultaneously. To guide their planning efforts, commanders use three planning

horizons-commitment planning (short-range), contingency planning (mid-range), and orientation planning (long-range). Commanders focus the staff on the

appropriate planning horizon

1.

Commitment Planning

Commitment planning is short-range focused under condition of relative certainty

commitment planning occurs when commanders believe they can reasonably

forecast events; assign resources, and commit to a particular plan. commitment planning directs the physical preparations necessary for action such as staging supplies, task organizing, and positioning of forces for execution. Commitment planning results in an OPORD or FRAGO.

2.

Gontingency Planning

ln conditions of moderate certainty and within a mid-range planning horizon,

commanders plan for several different possibilities without committing to any one

(contingency planning). Units and resources are programmed-but not physically committed-for several projected circumstances under conditions of moderate

uncertainty Developing branches and sequels is normally the focus of contin-gency planning

3.

Orientation Planning

Beyond the contingency planning horizon, ihe situation is too uncertain to plan for specific contingencies. Commanders develop broad concepts addressing a

number of different circumstances over a longer time period This orientation planning allows them to respond quickly and flexibly to a broad variety of

circum-stances. Developing oPLANs in concept form for several scenarios in the distant

future is an example of orientation planning.

1-12 (Planning)

II.

Key Planning Conc€pts

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H.

Parallel anil Gollaboratiue Planning

Ref: FM 5-0, pp.1-16to 1-17. Note; See also pp.2-59 and 2-64.

Commanders ensure that plans are sent to subordinates in enough time to allow

them to adequately plan and prepare their own operations

1.

Parallel Planning

Parallel planning is two or more echelons planning for the same operation nearly simultaneously. lt is facilitated by continuous information sharing by the higher

headquarters with subordinate units concerning future operations Parallel planning

requires significant interaction between echelons. With parallel planning,

subordi-nate units do not wait for their higher headquarters to publish an operations order to

begin their own planning and orders development process

Parallel planning emphasizes the early, continuous, and rapid sharing of planning information among subordinate, supporting, adjacent, and higher staff elements. The

result of this continuous information sharing is that units at all echelons receive information on a future mission early in the higher headquarters' planning process

This information sharing enables subordinates to begin planning concurrently with

their higher hqs instead of waiting until the higher headquarters completes its plan

Ref: FM 5-0,

fig

1-7,

p.1-23-2. Gollaborative Planning

Collaborative planning is the real{ime interaction among commanders and staffs at

two or more echelons developing plans for a single operation Collaborative planning greatly speeds decision making by providing the higher commander with

real-time information about what subordinates can and cannot do. Collaborative planning enables subordinates to provide the higher commander with their current

assessment and status, and how they are postured for various operations This

information helps the higher commander determine what is possible for subordinate

units. ln addition, collaborative planning allows sharing ideas and concepts for COA

development Often, subordinates have insights into how an operation might unfold, based on their intimate knowledge of the enemy and terrain

Collaborative planning is enabled by information systems that allow realtime exchange of information by voice, and video. This capability allows commanders

and staffs to collaborate throughout planning. Collaborative planning enhances understanding of the commander's intent and plannrng guidance throughout the

force and decreases the time required for all echelons to complete a plan