SMARTBOOK u ey eae Re Ip | Operations Process (Plan, 7 Prepare, ExdGtite, Assess) HR Leading, Planning & Conducting Military Operations SCAT Cast {— S 8 a 3 5 3D i. 2 2 3 s the BATTLE STAFF Leading, Planning & Conducting Military Operations The Lightning Press Fa Norman M WadeThe Lightning Press Te) 227 bownead eva. Lakeland, FL 33813 24-hour Voicemail/Fax/ Order: 1-800-997-8827 E-mail: SMARTbooks@TheLightningPress,com www.TheLightningPress.com Fifth Edition (BSS5) The Battle Staff SMARTbook Leading, Planning & Conducting Military Operations This is the fith revised edition of The Battle Staff SMARTbook, incorporating the full scope of new material from FM 6-0 (w/change 2), Commander and Staff Organization and Operations (May '15); ATP 2-01.9/MCRP 2-3A, Intelligence Preparation of the Battlefield/ Battiespace (Nov ‘14); ADRP 1-02, Operational Terms and Miltary Symbols (Feb '15); FM 3-09, Field Artilery Operations and Fire Support (Apr ‘14); ATP 3-60, Targeting (May ‘18): and ATP 5-19 (w/change 1), Risk Management (Apr 14). * This isthe third printing of BSSS (dated Apr 2017), incorporating minor text edit from Change 2 to FM 6-0 (Apr 2016) and ADRP 3-0 (Nov 2016). An asterisk marks changed content. Copyright © 2015 Norman M. 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View, download FREE samples and purchase online: WwwW.TheLightningPress.comLeading, Planning & Conducting Military Operations Commanders, supported by their staffs, use the operations process to dive the concep tual and detalied planning necessary to understand, visualize, and describe their opera tional environment; make and articulate decisions; and direc, lead, and assoss miltary operations. The Army's framework for exercising mission command isthe operations process: planning, preparing, executing, and continuously assessing the operation. Planning isthe at and science of understanding a situation, envisioning a desired future, and laying out effectve ways of bringing that future about. Design is a ‘methodology for applying critical and creative thinking to understand, visualize, and describe comple, ilstructured problems and develop approaches to solve them, Preparation is activities that units perform to improve their abilty to execute an ‘operation. Execution puts a plan into action by applying comba power to accom- plish the mission and using situational understanding to assess progress and make ‘execution and adjustment decisions. Assessment is continuously monitoring and evaluating the current situation and the progress of an operation. ‘The Battie Staff SMARTbOok covers the operations process (ADRP 5-0); command- ers activities (Understand, Visualize, Describe, Direct, Lead, Assess), the military | Renter nsec Was coatone | ee squaneener| ee) |e [aay ‘centro poe eet ae deveepunderstanan, Rel. ADRP 5-0, The Operations Process, fia. 1-3, p. 1-4. In building their visualization, commanders frst seek to understand those conditions that represent the current situation. Next, commanders envision a set of desired future con- ditions that represents the operation's end state, Commanders complete their visualiza- tion by conceptualizing an operational approach—a description of the broad actions the force must take to transform current conditions into those desired at end state (JP 5-0) ‘Commanders apply the Army design methodology and use the elements of opera tional art when developing and describing their commander's visualization. They also actively collaborate with higher, subordinate and adjacent commanders, the staff, ‘and unified action partners to assist them in building their visualization. Unified ac- tion partners are those military forces, governmental and nongovernmental organiza~ tions, and elements of the private sector that Army forces plan, coordinate, synchro- nize, and integrate with during the conduct of operations (ADRP 3-0). Because of the ‘dynamic nature of military operations, commanders must continuously validate their ‘visualization throughout the operations process. ‘See p. 1-35 for discussion of the elements of operational design and art. III. Describe ‘after commanders visualize an operation, they describe it to their staffs and subordi- nates to facilitate shared understanding and purpose. During planning, commanders tensure subordinates understand their visualization well enough to begin course of action development. During execution, commanders describe modifications to their visualization in updated planning guidance and directives resulting in fragmentary orders that adjust the original order. Commanders describe their visualization in doc trinal terms, refining and clarifying it, as circumstances require, Commanders express their visualization in terms of: + Commander's intent + Planning guidance, including an operational approach + Commander's critical information requirements + Essential elements of friendly information ‘See pp. 1-18 to 1-19 for further discussion of the above elements, 1-14 (The Operations Process) II. Commander's ActivitiesIV. Direct Commanders direct all aspects of operations by establishing their commander's intent, seting achiovable objectives, and issuing clear tasks to subordinate unis Throughout the operations process, commanders dect forces by-— + Preparing and approving plans and orders + Establishing command and support relationships + Assigning and adjusting tasks, control measures, and task organization + Positioning units to maximize combat power + Positioning key leaders at cial places and times to ensure supervision + Allocating resources to exploit opportunities and counter threats + Committing the reserve as required ‘See pp. 1-20 to 1-21 for discussion of the operational framework, elements of combat power, and the six warfighting functions. V. Lead Through leadership, commanders provide purpose, direction, and motivation to sub- ordinate commanders, their staf, and Soldiers. n many instances, a commander's physical presence is necessary to lead effectively. Where the commander locates ‘within the area of operations is an important leadership consideration, Commanders Balance their time Between leading the staf through the operations process and pro- Viding purpose, direction, and motivation to subordinate commanders and Soldiers way from the command post Refer fo TLSS: The Leader's SMARTbook, Sth Ed. (Miltary Leadership & Training) for complete discussion of Miltary Leadership (ADP/ADRP 6-22); Leader Development (FM 6-22); Counsel, Coach, Mentor (ATP 6-22.1); Army Team Building (ATP 6-22.6); Miltary Training (ADP/ADRP 7-0): Train to Win jin a Complex World (FI 7-0); Unit Training Plans, Meetings, ‘Schedules, and Briefs; Conducting Training Events and Exercises; Training Assessments, After Action Reviews (ARs); and moro! VI. Assess ‘Commanders continuously assess the situation to better understand current conci- tions and determine how the operation is progressing. Continuous assessment helps commanders anticipate and adapt the force to changing circumstances. Command. er incorporate the assessments ofthe staff, subordinate commanders, and unified action pariners into their personal assessment of the situation. Based on their assessment, commanders modify plans and orders to adapt the force to changing circumstances, See pp. 1-65 to 1-72 for further discussion of ‘assessment" to include the ‘assessment process activites, evaluation criteria (MOES, MOPs, and indicators), and formal assessment plans. Ins Process) II, Commander's Activities 1-15J oi ational/Mission Variables (Understand) > 5-0, The Operations Process (Mar ‘12), pp. 1-7 to 1-9. Operational Variables (PMESII-PT) ‘The operational variables are funcamental to developing a comprehensive understanding of an operational environment. Description: Describes the dstibuion of responsiblity and power ata levels of governance— formally constituted authotie, ae well as informal or covert polical powers TMi Milfary | Expiores the miltary and paramilitary capabities fal relevant actors (enemy, Fendly, and neuiral) na given operational envreament Economie | Encompassesindvial ane group behaviors related to producing, dstibuing, and consuming resources Social | Describes the cultural, religous, and etic makeup within an operational envronment ne the belies. values, customs, ang behaviors of sociely members Trinformation | Describes the nature, scope, characteristics, and effects of indviduals, organizations and systems that colect, process, dsseminate, fact on information Tinfasirctre| Is composed of the basic faites, serves, ad installatons needed fr the functioning cof a community or sooty Physical | Includes the geography and manmade siuctures, as well as te climate and weather in environment] the area of aperaions TaTime | Deserbes the timing and duration of eclviles, events, or conditons within an ‘operational enviranmant. 28 well as how the timing anid dt ‘arius actors inthe operatonal envfenment Ref: ADRP 5-0, The Operations Process, table 1-1, p. 1-7. Operational Subvariables Each of the eight operational variables also has associated subvariables. tion are perceived by Poca variable [Social variable Prysial Environment Economie variable Ase ard [Serene ri Tern Eonar hes Papuan movement 1 etc amon rouge Cowreacowninen [ature wa ‘ia att Cone TT mano egetaten Grom sone any variable Information vada Chemnerbemntiny | tema Treen (non comena + Potconwedseosiy |S Gacenver Preceeseeecaesrest Ref: ADRP 5-0, The Operations Process, table 1-2, p. 1-8. 1-46 (The Operations Process) II. Commander's ActivitiesMission Variables (METT-TC) Mission variables describe characteristics ofthe area of operations, focusing on he they might affect a mission. incorporating the analysis ofthe operational variables into METT-TC ensures Army leaders consider the best available retevant information about conditions that pertain tothe mission. Using the operational variables as a source of rl- ‘evant information for the mission variabes allows commanders to refine their situational understanding oftheir operational environment and to visualize, descrbe, direc, lead and assess operations Variable Description Mission Commanders and sas view a ofthe mission vale in fee of the Impacton IM | mscsonsosangistmans Tre meson tthe tos tpcer wine pons bet ‘ear indcats th aton tobe taken andthe reason here. Mic alvaye he fst ‘arabe corerander conaéer ing dacsenmatng Amsion statement conan theo, wha. when where, and whol he operation, Enemy BE | The second vari cra te egy —ipstions Godda agaTaaton stengh, cation, and ictcal moby), Socte,equpmant capes, ulnrabiies, nd probable courses acon. Terrain “erain and weather analyse ae ineparabe and dvecly inuence a obors tnd” T._| inpnton mitay operate, Teas nce nurs tures Ga Tare cad vwoathor tous) and manmade features auch ax cies, els ar ges). Commander analyze tera using the fe itary aspect of era crpeseen tHe memory ad OAKOG: coseton ad flo fe, evoues of apreach, key and date tera, obstacos,cover end concenmert The tary septs of” weatrorinluse visibly wind, preiptation, cloud cover, tmperatare Hany Troops “Ths vaabie neues th number, ype, capebities, and concn of avaiabe and” T._| tend woop ano support Tess nce spotes aniece ond vot setae support {fom ont ost nation ang unified acon pater. Thoy aio incude suport fom svalable clans ae contractors employes by mitary organizations, gush fe Defers Logstcs Agency and he Amy Matotel Comrand Tine ‘Commancers assess he re aval fo planning, preparing, and exoavtng oka avaiable T_ | snd opertons, tisincudes re tenerourod to sosonbi Sopoy and monaces unis in relationship to the enemy and condions Gn (Cv considerations are the infuence of manmade iastuctire, vilan nstialons, ‘consider- {and cultures and actives of te cian faders, popuilons, and organizations | ations ‘within an area of operstons onthe conduct of military operations. Cia Considerations compris sx characteris, expressed nthe memory ald ASCOPE. areas, sutures, capabites,orjazatons peop. and evi, Ret: ADRP 5-0, The Operations Process, table 1-3, p. 1-9. METT-TC is a memory aid that identifies the mission variables: Mission, Enemy, Terrain and weather, Troops and support available, Time available, and Civil considerations. OAKOC - The Military Aspects of Terrain For tactical operations, terrain is analyzed using the five military aspects of terrain, ‘expressed in the memory aid, OAKOC: Observation and fields offre, Avenues of ap- proach, Key and decisive terrain, Obstacles, Cover and concealment, ‘Soe pp. 3-14 to 3-15 for further discussion of the military aspects of terrain (QAKOC). ASCOPE - Civil Considerations ‘Commanders and staffs analyze civil considerations in terms of the categories ex- pressed in the memory aid ASCOPE: Areas, Structures, Capabilities, Organizations, People, Events. See pp. 3-14 fo 3-15 for further discussion of civil considerations (ASCOPE). Refer to FIM 6-0 (C1), Commander and Staff Organization and Operations (May ‘15), for further discussion of operational and mission variables. (The Operations Process) IT. Commander's Activities 1-173. Describe Ref: ADRP 5-0, The Operations Process (Mar'12), pp. 1-4 t0 1-6. ‘After commanders visualize an operation, they describe it to their staffs and subordinates to faciltate shared understanding and purpose. During planning, commanders ensure subordinates understand their visualization well enough to begin course of action devel- ‘opment. During execution, commanders describe modifications to their visualization in Updated planning guidance and directives resulting in fragmentary orders that adjust the ‘original order. Commanders describe their visualization in doctrinal terms, refining and clarifying it, as circumstances require, Commanders express their visualization in terms of: + Commander's intent + Planning guidance, including an operational approach + Commanders critical information requirements + Essential elements of friendly information A. Commander's Intent The commander's intent isa clear and concise expression ofthe purpose ofthe opera tion and the desired miltary end state that supports mission command, provides focus to the staf, and helps subordinate and supporting commanders act to achieve the com- mander's desired resuits without further orders, even when the operation does not unfold 3s planned (JP 3-0). During planning, the itil commanders intent drives course of ction development. In execution, the commanders intent guides disciplined iia as Subordinates make decisions when facing unforeseen opportunities or countering threats ‘Commanders develop their intent statement personally. It must be easy o remember and clearly understood by commanders and staffs two echelons lower inthe chain of com- mand. The more concise the commanders intent, the easier itis to recall and understand. B. Planning Guidance Commanders provide planning guidance tothe staf based upon their visualization Planning guidance must convey the essence ofthe commanders visualization, including 1a description ofthe operational approach. Effective planning guidance reflects how the ‘commander sees the operation unfolding, It broadly describes when, where, and how the ‘commander intends to employ combat power to accomplish the mission, within the higher commander's intent. Broad and general guidance gives the staff and subordinate leaders! maximum latitude; it lets proficient staffs develop flexible and effective options. Commanders use their experience and judgment to add depth and clarity to ther planning guidance. They ensure staffs understand the broad outline oftheir visualization while allowing them the latitude necessary to explore different options, This guidance provides the basis for the concept of operations without dictating the specifics ofthe final plan [AS with ther intent, commanders may modify planning guidance based on staff and subordinate input and changing conditions. (See ATTP 5-0.1 fora detailed discussion of developing and issue planning guidance). C. Commander's Critical Information Requirements (CCIR) ‘A. commander's critical information requirement is an information requirement identified by the commander as being critical to facilitating timely decision-making. The two key ‘elements are friendly force Information requirements and priority intelligence require ments (JP 3-0). A commander's critical information requirement (CIR) directly influences decision making and facilitates the successful execution of military operations. Command- ers decide to designate an information requirement as a CCIR based on likely decisions 1-18 (The Operations Process) I. Commander's Activities{and their visualization of the course of the operation. A CCIR may support one or more decisions. During planning, staffs recommend information requirements for commanders to designate as CCIRs. During preparation and execution, they recommend changes to CCIRs based on assessment. A CCIR is * Specified by a commander for a specific operation * Applicable only to the commander who specifies it + Situation dependent—directl linked to a current or future mission + Time-sensitive Always promulgated by a plan or order, commanders limit the number of CCIRs to focus the efforts of limited collection assets. The fewer the CCIRs, the easier itis for staffs to remember, recognize, and act on each one. This helps staffs and subordinates identify information the commander needs immediately. While most staffs provide relevant infor- ‘mation, a good staff expertly disils that information. It identifies answers to CCIRs and gets them to the commander immediately. It also identifies vital information that does not answer @ CCIR but that the commander nonetheless needs to know. A good staff devel- ps this ability through training and experience, Designating too many CCIRS limits the staff's abilty to immediately recognize and react to them. Excessive eritical items reduce the focus of collection efforts ‘The list of CCIRs constantly changes. Commanders add and delete them throughout an operation based on the information needed for specific decisions, Commanders deter- ‘mine their own CCIRs, but they may select some from staff nominations. Once approved, ‘CIR falls into one of two categories: priority intelligence requirements (PIRs) and friendly force information requirements (FFIRS). Priority Intelligence Requirement (PIR) A priority inteligence requirement isan intligence requirement, stated as a priory for inteligence support, which the commander and staf need to understand the adversary or the operational envionment (JP 2-0), PIRS identity the information about the enemy ana other aspects ofthe operational environment thatthe commander considers most i= Bortant Lessons from recent operations show that inteligence about cil considerations may be as critical as inteligence about the enemy. Thus, ll staf sections may recom. ‘mend information about cv considerations es PIR. The nteligence offcer manages PIRS forthe commander trough planning requirements and assessing collecton Friendly Force Information Requirement (FFIR) friendly force information requirement is information the commander and staff need to understand the status of friendly force and supporting capabilities (JP 3-0). FFIRs identify the information about the mission, troops and support available, and time available for friendly forces that the commander considers most important. In coordination with the Staff, the operations officer manages FFIRs for the commander. D. Essential Elements of Friendly Information (EEFI) Commanders also describe information they want protected as essential elements of {iendly information. An essential element of friendly information is a critical aspect of a {tiendly operation that, if known by the enemy, would subsequently compromise, lead to failure, or limit success of the operation and therefore should be protected from enemy detection. Although EEFIs are not CCIRs, they have the same priority. EEFIs establish elements of information to protect rather than one to collect, Their identification isthe first step in the operations security process and central to the protection of information. (The Operations Process) IT. Commander's Activities 1-19 fi Se #8 oe HM: aC a8 85 aaa a os E 4. Direct + Committing the reserve as required Area of Operations When establishing the operational frame- work, commanders use control measures to assign responsibilities, coordinate fires ‘and maneuver, and control combat opera~ tions, One of the most important control measures is the area of operations. An area of operations is an operational area, defined by the joint force commander for land and maritime forces that should be large enough to accomplish their missions ‘and protect their forces (JP 3-0). For land operations, an area of operations includes ‘subordinate areas of operations as wel. ‘The Army command or joint force land ‘component commander is the supported commander within an area of operations designated by the joint force commander {or land operations, Within their areas of operations, commanders integrate and synchronize combat power. To facilitate this integration and synchronization, com- ‘manders have the authority to designate targeting priority, effects, timing, and effects of fires within their areas of operations, Area of Influence Commanders consider a unit's area of influence when assigning it an area of operations. An area of influence is a geo- graphical area wherein a commander is directly capable of influencing operations by maneuver or fire support systems nor- mally under the commander's command Cr control (JP 3-0). The area of influence normally surrounds and includes the area of operations, Understanding the area of influence helps the commander and staff plan branches to the current operation in hich the force uses capabilities outside the area of operations. An area of opera- Ref: ADRP 5.0, The Operations Process (Mar 12), p. 1-5. Commanders direct all aspects of operations by establishing their commander's intent, setting achievable objectives, and issuing clear tasks to subordinate units. Throughout the operations pracess, commanders direct forces by— + Preparing and approving plans and orders + Establishing command and support relationships. + Assigning and adjusting tasks, control measures, and task organization + Positioning units to maximize combat power + Positioning key leaders at critical places and times to ensure supervision + Allocating resources to exploit opportunities and counter threats Operational Framework ADRP 3-0, Unified Land Operations (Mar'12), pp. 1-9 to 1-13 (and fig. 1-1, p. 1-10) = | A tions should not be substantially larger than the units area of influence. Ideally, the area Of influence would encompass the entire area of operations. Area of Interest ‘An area of interest is that area of concer to the commander, including the area of influ- ence, areas adjacent thereto, and extending into enemy territory. This area also includes areas occupied by enemy forces who could jeopardize the accomplishment of the mis sion (JP 3-0). An area of interest for stability cr defense support of civil authorities tasks may be much larger than that area assocl- ated with the offense and defense, 1-20 (The Operations Process) I. Commander's ActivitiesDeep—Close-Security The deep-close-security operational framework has historically been associated with ter- rain orientation but can be applied to temporal and organizational orientations as well. + Deep operations involve efforts to prevent uncommitted enemy forces from being ‘commited in @ coherent manner. The purpose of deep operations is frequently tied to other events distant in time, space or both. Deep operations might aim to disrupt the movement of operational reserves, for example, or prevent the enemy from employing long-range cannon, rocket, or missile fires. + Close operations are operations that are within a subordinate commander's area of ‘operations. Operations projected in close areas are usually against hostile forces in im- mediate contact and are often the decisive operation. A close operation requires speed ‘and mobility to rapidly concentrate overwhelming combat power atthe ortcal ime and place and to exploit success. + Security operations involve efforts to provide an early and accurate warning of enemy op- erations and to provide time and maneuver space within which to react tothe enemy. These ‘operations protect the force from surprise and develop the situation to allow the commander to use the fore effectively, Security operations include necessary actos to relain freedom of action and ensure uninterupted suppor or sustainment ofall other operations + In deep, close, and security operations, a commander may refer to a support area Decisive-Shaping-Sustaining The decisive-shaping-sustaining framework lends itself to a broad conceptual orientation. * The decisive operation is the operation that directly accomplishes the mission. it de- termines the outcome of a major operation, aitle, or engagement. The decisive opera- tion isthe focal point around which commanders design an entire operation. Decisive ‘operations lead directly to the accomplishment of a commander's intent. Commanders ‘ypically identity a single decisive operation, but more than one subordinate unit may play a role in a decisive operation. * A shaping operation is an operation that establishes conditions for the decisive oper- ation through effects on the enemy, other actors, and the terrain. Inform and influence activities, for example, may integrate Soldier and leader engagement tasks into the ‘operation to reduce tensions between Army units and different ethnic groups through irect contact between Army leaders and local leaders. Shaping operations preserve Conditions for the success of the decisive operation. Commanders may designate more than one shaping operation. + A sustaining operation is an operation at any echelon that enables the decisive op- eration o shaping operation by generating and maintaining combat power. Sustaining operations difer from decisive and shaping operations in that they focus Internally (on friendly forces) rather than externally (on the enemy or environment). Sustaining opera- tions include personnel and logistics suppor. rear area security, movement contro, terrain management, and infrastructure development. Main and Supporting Efforts The main and supporting efforts operational framework—simpler than other organizing ‘frameworks—focuses on prioritizing effort among subordinate units. Therefore, leaders ‘can use the main and supporting efforts with either the deep-close-security framework oF the decisive-shaping-sustaining framework * The main effort is a designated subordinate unit whose mission at a given point in lime is most ertical to overall mission success, Its usually weighted with the prepon- derance of combat power. Typically, commanders shift the main effort one or more times during execution. Designating a main effort temporarily prioritizes resource allocation. When commanders designate a unit as the main effor, it receives priority of ‘support and resources. + A supporting effort is a designated subordinate unit with a mission that supports the ‘success of the main effort. Commanders may provide augmentation to the main effort or develop @ supporting plan synchronized with the higher plan. They resource sup- Porting efforts with the minimum assets necessary to accomplish the mission. Forces often realize success of the main effort through success of supporting efforts (The Operations Process) I1. Commander's Activities 1-21 = cr) eo Et °e ES i i z g a Elements of Combat Power (Direct) Ref: ADRP 3-0, Operations (Nov ‘16), chap. 5 (and fig. 5-1) Operations executed through simultaneous offensive, defensive, stability, or defense sup- port of civil authorities tasks require continuously generating and applying combat power, often for extended periods. Combat power Is the total means of destructive, constructive, ‘and information capabilities that a military unit or formation can apply ata given time, To ‘an Army commander, Army forces generate combat power by converting potential into ef- fective action. Combat power includes all capabilities provided by unified action partners that are integrated and synchronized with the commander's objectives to achieve unity of effort in sustained operations. Leadership ‘Movement and ‘Maneuver Protection Intelligence Mission Command Sustainment Fires Information Generating and maintaining combat power throughout an operation is essential to success. Factors contributing to generating combat power include employing reserves, rotating committed forces, and focusing joint support. Commanders balance the ability to mass lethal and nonlethal effects with the need to deploy and sustain the units that produce those effects. They balance the ability of accomplishing the mission with the ability to project and sustain the force. Commanders apply leadership through mission ‘command. Leadership is the multiplying and unifying element of combat power. Informa tion enables commanders at all Ievels to make informed decisions on how best to apply ‘combat power. Ultimately, this creates opportunities to achieve definitive results. Know ‘edge management enables commanders to make informed, timely decisions despite the Uncertainty of operations. Organizing Combat Power Rot: ADRP 3-0, Operations (Nev -16) ‘Commanders employ three means to organize combat power: force talloring, task-orga~ nizing, and mutual support + Force tailoring is the process of determining the right mix of forces and the sequence of their deployment in support of a joint force commander. + Task-organizing is the act of designing an operating force, suppor staff, or sustain- ‘ment package of specific size and composition to meet a unique task or mission. + Mutual support. Commanders consider mutual support when task-organizing forces, ‘assigning areas of operations, and positioning units. Mutual suppor is that support which Units render each other against an enemy, because of their assigned tasks, their position relative to each other and to the enemy, and their inherent capabiltes (JP 3-31). * 1-22 (The Operations Process) I. Commander's ActivitiesThe Six Warfighting Functions ADRP 3-0, Operations (Nov '16) 1, Mission Command The mission command warfighting function isthe related tasks and systems that develop and integrate those activities enabling a commander to balance the at of command and the science of control in order to integrate the other warfighting functions. Commanders, assisted by their staffs, integrate numerous processes and activities within the headquar- ters and across the force as they exercise mission command, 2. Movement and Maneuver ‘The mavement and maneuver warfighting function is the related tasks and systems that ‘move and employ forces to achieve a position of relative advantage over the enemy and other threats. Direct fire and close combat are inherent in maneuver. The movement and ‘maneuver warfighting function includes tasks associated with force projection related to aaaining a position of advantage over the enemy. Movement is necessary to disperse and displace the force as a whole or in part when maneuvering. Maneuver is the employment ‘of forces in the operational area. 3. Intelligence The inteligence warfighting function isthe related tasks and systems thet facilitate under- standing the enemy, terrain, and civil considerations. This warfighting function includes Understanding threats, adversaries, and weather. It synchronizes information collection wit the primary tactical tasks of reconnaissance, survellance, security, and inteligence operations. Inteligence is criven by commanders and is more than just collection, De- veloping inteligence is @ continuous process that involves analyzing information fom all sourees and conducting operations to develop the situation 4, Fires ‘The fires warfighting function is the related tasks and systems that provide collective and coordinated use of Army indirect fires, air and missile defense, and joint fres through the targeting process, Army fires systems deliver fires in support of offensive and defensive tasks to create specific lethal and nonlethal effects on a target. 5. Sustainment ‘The sustainment warfighting function is the related tasks and systems that provide sup- Port and services to ensure freedom of action, extend operational reach, and prolong ‘endurance. The endurance of Army forces is primarily a function of their sustainment. Sustainment determines the depth and duration of Army operations. Itis essential to retaining and exploiting the initiative. Sustainment provides the support necessary 10 ‘maintain operations until mission accomplishment. 6. Protection The protection warfighting function is the related tasks and systems that preserve the force 80 the commander can apply maximum combat power to accomplish the mission. Preserv- ing the force includes protecting personnel (combatants and noncombatants) and physical assets of the United States and multinational miltary and civilian partners, to include the host nation. The protection warfighting function enables the commander to maintain the force's integrity and combat power. Protection determines the degree to which potential threats can disrupt operations and then counters or mitigates those threats. Refer to AODSS: The Army Operations & Doctrine SMARTbook (Guide to ‘Army Operations and the Six Warfighting Functions) for discussion of the fundamentals, principles and tenets of Army operations, plus chapters on ‘each of the six warfighting functions: mission command, movement and ‘maneuver, inteligence, fires, sustainment, and protection. (The Operations Process) II. Commander's Activities 1-23 * A A s ig Fy Ee ro)aS Py a5 aad He at | Integrating Processes & Continuing Activities (Direct) Ref: ADRP 5.0, The Operations Process (Mar 2), pp. 1-11 to 1-12. Throughout the operations process, commanders and staffs integrate the warfight- ing functions to synchronize the force in accordance with the commander's intent and ‘concept of operations. Commanders and staffs use several integrating processes and continuing activities to do this. A. Integrating Processes (seep. 3-1) In action tothe major activities ofthe operations process, commanders and staffs use several integrating processes to synchronize spectc functions throughout the operations process, The integrating processes are— 4. Intelligence Preparation of the Battlefield (IPB) Inieligence preparation of the battlefield (IPB) is a systematic, continuous process of analyzing the threat and other aspects of an operational environment within a specific ‘geographic area. Led by the intelligence officer, the entire staff participates in IPB to de- velop and sustain an understanding of the enemy, terrain and weather, and civil consider- ations. IPB helps identify options available to friendly and threat forces. IPB consists of four steps, Each step is performed or assessed and refined to ensure that IPB products remain complete and relevant. The four IPB steps are— + Define the Operational Environment + Describe Environmental Effects On Operations/Describe The Effects On Operations + Evaluate the Threat/Adversary + Determine Threal/Adversary Courses Of Action 2. Targeting “Trgating isthe process of selecting and prortizing targets and matching the appropri: ate response to them, considering operational quirements and capabilos (JP 3-0) ‘Tho purpose of targeting i o Integrate and synchronize fires into operations. Targeting begins in planning, and its an tterative process that continues through preparation and execution, The steps ofthe Army's targeting process are— + Decide + Detect + Deliver + Assess 3. Risk Management Risk management isthe provess of identifying, assessing, and controling risks arising from operational factors and making decisions that balance rsk cost with mission ben- efits (JP 20) dentiying and accepting prudent sk sa principle of mission command ‘Throughout the operations process, commanders and sts use risk management to identify and mitigate risks associated with all hazards that have the potential to injure or kil iendly and civilian personnel, damage or destroy equipment, or otherwise impact mission effctveness. Lke targeting, risk management begin in planring and continues through preperation and execution. Risk management consists of the folowing steps + Identify hazards + Assess hazards fo determine risks + Develop controls and make risk decisions + Implement controle + Supervise and evaluate 1-24 (The Operations Process) II. Commander's ActiB. Continuing Activities (seep. :-2) ‘While units execute numerous tasks throughout the operations process, commanders and staffs always plan for and coordinate the following continuing activities: 1. Liaison Liaison is that contact or intercommunication maintained between elements of military forces or other agencies to ensure mutual understanding and unity of purpose and action (JP 3-08). Most commonly used for establishing and maintaining close communications, liaison continuously enables direct, physical communications between commands. Com ‘manders use liaison during operations and normal daily activities to help facilate com- "munications between organizations, preserve freedom of action, and maintain flexibilty Effective liaison ensures commanders that subordinates understand implicit coordination, Liaison provides commanders with relevant information and answers to operational ques- tions, thus enhancing the commander’ situational understanding 2. Information Collection Information collection is an activity that synchronizes and integrates the planning and ‘employment of sensors, assets, and processing, exploitation, and dissemination systems in direct support of current and future operations. Information collection integrates the intelligence and operations staffs’ functions that are focused on answering the command- €@r's critical information requirements. For joint operations, this is referred to as intell- gence, surveillance, and reconnaissance (ISR). The Army expands the joint ISR doctrine Contained in JP 2-01 by defining information collection as an activity that focuses on answering the CCIRs. This highlights aspects that influence how the Army operates as a ground force in close and continuous contact with the threat and local populace. At the tactical level, reconnaissance, surveillance, security, and intelligence operations are the primary means by which a commander plans, organizes and executes tasks to answer the CIR. Refer to FM 3-55 for a detailed discussion of information collection. 3. Security Operations Commanders and staffs continuously plan for and coordinate secuy operations through Cut the conduct of operations. Securty operations are those operations undertaken by a commander to provide early and aocurate warning of enemy operations, to provide the force being protected with time and maneuver space within which to reac othe enemy, and to develop the situation to allow the commander to effectively use the protected force (FM 3-80). The five forms of security operations are screen, guard, cover, area secur, and local security. Refer fo FM 3-90 for a detailed discussion of secunty operations. 4, Terrain Management Terrain management isthe process of alocating terrain by establishing areas of opera- tion, designating assembly areas, and specifying locations for units and activities to de confict activities that might interfere with each other. Throughout the operations process, commanders assigned an area of operations manage terrain within their boundaries Through terrain management, commanders identity and locate unis inthe area. Tho op- erations officer, with support from others inthe staf, can then deconfct operations, con trol movements, and deter fratricide as units get in position Io execute planned missions Commanders also consider unified action partners located in their area of operations and coordinate with them forthe use of terrain. 5. Airspace Control Airspace control isthe process used to increase operational effectiveness by promot- ing the safe, efficient, and flexible use of sirspace (JP 3-52) Throughout the operations process, commanders and staffs must integrate and synchronize forces an war fighting functions within an area of operations (ground and ai). Through airspace contel, com ‘anders and stats establish both positive and procedural controls to maximize the use of ai space to facilitate air-ground operations. Airspace is inherently joint. and the Army processes and systems used to control and manage airspace are joint compliant. (The Operations Process) II. Commander's Activities 1-25 A z FS i A a. fo} a Fe Ff g © a5 At EF EB ba | Ref JP 3-0, Joint Operations (Aug '11), app. A. ‘The nine principles of war represent the most important nonphysical factors that affect the conduct of operations at the strategic, operational, and tactical levels. The Army published its original principles of war after World War | Inthe following years, the ‘Army adjusted the original principles modestly as they stood the tests of analysis, experimentation, and practice, The principles of war are not a checklist. While they are considered in all operations, they do not apply in the same way to every situation, Rather, they summarize characteristics of successful operations, Applied to the study of past campaigns, major operations, battles, and engagements, the principles of war are powerful analysis tools. Joint doctrine adds three principles of operations. + Objective. Direct every military operation toward a clearly defined, decisive, and attainable objective. + Offensive. Seize, retain, and exploit the initiative. + Mass. Concentrate the effects of combat power at the decisive place and time. + Economy of Force. Allocate minimum essential combat power to secondary ef- forts. + Maneuver, Place the enemy in a disadvantageous position through the flexible application of combat power. + Unity of Command. For every objective, ensure unity of effort under one respon- sible commander. + Security, Never permit the enemy to acquire an unexpected advantage, + Surprise. Stike the enemy at a time, place or in a manner for which he is unpre- pared, + Simplicity. Prepare clear, uncomplicated plans and clear, concise orders to en- sure thorough understanding Additional Principles of Joint Operations In addition to these nine principles, JP 3-0 adds three principles of operations—per- severance, legitimacy, and restraint. Together with the principles of war, these twelve make up the principles of joint operations. + Perseverance. Ensure the commitment necessary to attain the national strategic ‘end state, Commanders prepare for measured, protracted miltary operations in pursuit of the desired national strategic end state. Some joint operations may require years to reach the desired end state. Resolving the underlying causes of the crisis may be elusive, making it difficult to achieve conditions supporting the end state. + Legitimacy, Develop and maintain the will necessary to attain the national stra- tegic end state. For Army forces, legitimacy comes from three important factors. First, the operation or campaign must be conducted under U.S. law. Second, the operation must be conducted according to international laws and treaties recognized by the United States, particularly the law of war. Third, the campaign oF operation should develop or reinforce the authority and acceptance for the host-nation government by both the governed and the international community. + Restraint. Limit collateral damage and prevent the unnecessary use of force. Restraint requires careful and disciplined balancing of security, the conduct of military operations, and the desired strategic end state. Excessive force antago- nizes those friendly and neutral parties involved. Hence, it damages the legiti- macy of the organization that uses it while potentially enhancing the legitimacy of any opposing party, 1-26 (The Operations Process) II. Commander's Activities(The Operations Process) Ref: ADRP 5-0, The Operations Process (Mar ‘12), chap. 2. Planning is the art and science of understanding a situation, envisioning a desired future, and laying out effective ways of bringing that future about (ADP 5-0). Planning helps commanders create and communicate a common vision between command- ers, their staffs, subordinate commanders, and unified action partners, Planning results in a plan and orders that synchronize the action of forces in time, space, and Purpose to achieve objectives and accomplish missions. Army Planning Methodologies ‘Successful planning requires the integration of both conceptual and detailed thinking Army leaders employ three methodologies for planning, datermining the appropriate mix based on the scope of the problem, their familiarity with it the time available, ‘and the availabilty of a staff. Methodologies that assist commanders and staffs with planning include: Army Planning Methodologies Army Design Methodology S00 pp. 1-34 to 1-41. The Military Decisionmaking Process (MDMP) see pp. 2-1 0 2.56 Troop Leading Procedures (TLP) ‘See pp. 2-57 to 2-60, Ref: ADRP 5-0, The Operations Process. Planning is both a continuous and a cyclical activity of the operations process. ‘While planning may start an iteration of the operations process, planning does not ‘stop with the production of an order. During preparation and execution, the plan is ‘continuously refined as the situation changes. Through assessment, subordinates and others provide feedback as to what is working, what is not working, and how the force can do things better. In some circumstances, commanders may determine that the current order (to include associated branches and sequels) is no longer relevant to the situation. In these instances, instead of modifying the current plan, command- ers reframe the problem and develop an entirely new plan. Planning may be highly structured, involving the commander, staff, subordinate com- anders, and others to develop a fully synchronized plan or order. Planning may also be less structured, involving a platoon leader and squad leaders rapidly determining a scheme of maneuver for a hasty attack. Planning is conducted for different planning horizons, from long-range to short-range. Depending on the echelon and circum- stances, units may plan in years, months, or weeks, or in days, hours, and minutes. (The Operations Process) A. Planning 1-27 2 a iy Py a ° a Ff Q 2 aA 3 FA i 8 Errettry:(s} Plans and Orders AA product of planning is a plan or order—a directive for future action. Command- ers issue plans and orders to subordinates to communicate their understanding of the situation and their visualization of an operation. A plan is a continuous, evolving framework of anticipated actions that maximizes opportunites. It guides subordi- nates as they progress through each phase of the operation. Any plan or order is a framework from which to adapt, not a script to be followed to the letter. The measure Cf 2 good plan is not whether execution transpires as planned, but whether the plan facilitates effective action in the face of unforeseen events. Good plans and orders. foster initiative Plans and orders come in many forms and vary in the scope, complexity, and length of time they address. Generally, commanders and staffs develop a plan well in advance of execution, and the plan is not executed until directed. A plan becomes an order when directed for execution based on a specific time or event. Some planning results in written orders complete with attachments. Other planning produces brief fragmentary orders first issued verbally and then followed in writing See chap. 4, Plans and Orders, for further discussion. Integrating Planning Planning actviies occupy a continuum ranging from conceptual to detail, On one fond of the continuum is conceptual planning. Understanding the operational environ- mont and the problem, determining the operation's end state, establishing objec- tives, and sequencing the operation in broad terms al llustate conceptual planning Conceptual planring generally corresponds to the art of operations and isthe focus of te commander with staff support. The commander's actives of understanding and visualization are Key aspects of conceptual planning {tthe other end ofthe continuum is detailed planning. Detailed planning transiates the broad operational approach into a complete and practical plan. Generally, de- taled planning is associated with the science of conto, including movement rates, {el coneumption, weapon effects, and time-distance factors, Delaled planning fal Under the purview of the staf, focusing on species of execution. Detailed planning ‘works out the scheduling, coordination, or technical problems involved with moving, suslaining, synchronizing, and directing the force The commander personally leads the conceptual component of planning. While com- manders are engaged in pars of detailed planning, they often leave the speci to the staf, Conceptual planning provides the basis for al subsequent planning. For ‘example, the commander's intent and operational approach provide the framework forthe entre pian. This framework leads a concept of operations and associated schemes of suppor, such as schemes of inteligence, maneuver, es, protection, and usteinment. In tun the schemes of support lead tothe specific of execution, including tasks to subordinate units and detailed annexes tothe operations plan drotder However. tho dynamic does not operate in only one direction. Conceptual planning must respond to detailed constraints. For example, the reales of a depioy- ment schedule (a detalled concem) influence the operational approach (a concep- tual concern). 1-28 (The Operations Process) A. PlanningThe Value Of Planning Ref: ADRP 5-0, The Operations Process (Mar ‘12), pp. 2-1 to 2-3. Al planning is based on imperfect knowledge and assumptions about the future, Plan- ning cannot predict exactly what the effects ofthe operation will be, how enemies will behave with precision, or how civilians will respond tothe friendly force or the enemy. "Nonetheless, the understanding and learning that occurs during planning have great value. Even if units do not execute the plan precisely as envisioned—and few over do— the process of planning results in improved situational understanding that facilitates future decision-making. All miitary activities benefit from some kind of planning, A. Understand and Develop Solutions to Problems Approblem is an issue or obstacle that makes it dificult to achieve a desired goal or ‘objective. In a broad sense, a problem exists when an individual becomes aware of a significant diference between what actually is and what is desired. In the context of ‘operations, an operational problem is the issue or set of issues that impede command- ers from achieving their desired end state, Throughout operations, leaders face various problems, often requiring unique and creative solutions. Planning helps commanders and staffs understand problems and develop solutions. Not all problems require the same level of planning Just as planning is only part of the operations process, planning Is only part of problem solving. In addition to planning, problem solving includes implementing the planned solution (execution), learning from the implementation of the solution (assessment), ‘and modifying or developing a new solution as required. The object of problem solving is notjust to solve near-term problems, but to do so in a way that forms the basis for long-term success. B. Anticipate Events & Adapt to Changing Circumstances “The defining challenges to effective planning are unceriainty and time. Uncertainty increases with the ength of the planning horizon and tho rao of change in an opera- tional environment. tension exists between the desire to pian far into the future to faciltate preparation and the fact thatthe farther into the future the commander plans, the less certain the plan wil remain relevant. Given the uncertain nature of operations, the object of planning is not to eliminate uncertainty, but to develop a framework for action in the midst of such uncertainty. Planning provides an informed forecast of how future events may unfold. It entalis identitying ané evaluating potential decisions and actions in advance to include tink- ing through consequences of certain actions. Planning involves thinking about ways 0 influence the future as well as how to respond to potential events. Put simply, planning is thinking ecally and creatively about what to do and how todo i, while anticipating, changes along the way. C. Task-Organize the Force and Prioritize Efforts Akey aspect of planning is organizing the force for operations, Task-organizing isthe 2ct of configuring an operating force, support staf, or sustainment package of specific size and composition to meet a unique task or mission (ADRP 3-0). Through task cxganization, commanders establish command or suppor relationships and allocate resources to weight the decisive operation or main effort. Command and support relationships provide the basis for unity of command and unity of effort in operations In addition to task-organizing, commanders establish priortes of support. A prioiy of support isa priory set by the commander to ensure a subordinate unit has Suppor in ac- cordance with its relative importance to accomplish the mission. Priorities of movement, fires, sustainment, protection, and information allilustrate priorities of support that com- anders use to weight the decisive operation, or the main effort in phased operations, (The Operations Process) A. Planning 1-29 3 Ee ae a ts °2 Fis Aa a4 ay Loa Hy Problem Solving Ste Problem solving is a daily activity for leaders, Problem solving is a systematic way to arrive at the best solution to a problem. It applies at all echelons and Includes the steps needed to develop well-reasoned, supportable solutions. Note: These problem solving steps are not addressed in ADRP 5-0 (May ‘12). 1. Identify the Problem The first step in problem solving is recognizing and defining the problem. A problem exists when there is a difference between the current state or condition and ‘a desired state or condition. When iden- tifying the problem, leaders actively seek to identity its root cause, not merely the symptoms on the surface. Using a sys- tematic approach to identifying problems helps avoid the “solving symptoms" pital. After identifying the root causes, leaders: develop a problem statement. A problem statement is written as an infinitive phrase: such as, "To determine the best location for constructing a multipurpose vehicle wash rack facility during this fiscal year.” When the problem under consid- tration is based upon a directive from a higher authority, itis best to submit the problem statement to the dacision maker for approval ‘Once they have developed the problem statement, leaders make a pian to solve the problem using the reverse-planning technique. Leaders make the best pos- sible use of avaliable time and allocate time for each problem-solving step. 2. Gather Information ‘After completing the problem statement, leaders continue to gather information relevant to the problem. Gathering infor- ‘mation begins with problem definition and continues throughout the problem solving process. Leaders never stop acquiring ‘and assessing the impact of new or ad- ditional information. Leaders gather information from primary sources whenever possible. ‘Two types of information are required to solve problems: facts and assumptions, Fully understanding these types of informa tion is critical to understanding problem solving. In addition, leaders need to know how to handle opinions and how to manage information when working in a group. + Facts. Facts are verifiable pieces of information or information presented that has objective realty. + Assumptions. An assumption is information accepted as true in the absence of facts, When gathering information, leaders evalu- ate opinions carefully. Opinions cannot be totally discounted. They are often the result of years of experience. Organizing information includes coordination with units and agencies that may be affected by the problem or its solution. 3. Develop Criteria The next step in the problem solving pro- cess s developing eileria. Acrterion isa standard, rule, of test by which something can be judged-a measure of value. Problem solvers develop citera fo assist them in for- ‘mulating and evaluating possible solutions toa problem. Criteria are based on fects or assumptions. Problem solvers develop two types of cileria:sereening and evaluation criteria, + Screening Criteria. Screening criteria defines the limits of an acceptable solution, As such, they ae tots to establish the baseline products for analysis. Evaluation Criteria, After developing screening tera, the problem solver develops the evaluation criteria in oder to diferentiate among possible Solutions. Welldefined evaluation criteria have fve elomonts: shor tie definition, unit of measure, benchmark, land a formula Pair wise comparison is an analytical tool that brings objectivity tothe process of assigning criteria weights In performing @ pairwise comparison, the decision maker or expert methodealy assesses each evalua- tion erterion against each of the others and judges its reative importance. 1-30 (The Operations Process) A. Planning4. Generate Possible Solutions After gathering information relevant to the problem and developing criteria, leaders formulate possible solutions. They care- fully consider the guidance provided by the ‘commander or their superiors, and develop several alternatives to solve the problem. Several alternatives should be considered, however too many possible solutions may result in wasted time. Experience and time available determine how many solutions to consider. Leaders should consider at least two solutions. Doing this enables the problem solver to use both analysis and ‘comparison as problem solving tools. Devel- ‘oping only one solution to “save time” may produce a faster solution, but risks creating ‘more problems from factors not considered, Generating solutions has two steps: * Generate Options. The basic technique for developing new ideas in a group setting is brainstorming, + Summarize the Solution in Writing and Sketches 5. Analyze Possible Solutions Having identified possible solutions, leaders analyze each one to determine its merits and drawbacks. If criteria are well defined, to include careful selection of benchmarks, analysis is greatly simplified Leaders use screening criteria and bench- marks to analyze possible solutions. They ‘apply screening criteria to judge whether a solution meets minimum requirements, For ‘Quantitative criteria, they measure, compute, or estimate the raw data values for each solution and each criterion. In analyzing solutions, which involve predicting future events, itis useful to have a process for vi- sualizing those events. Wargaming, models, and simulations are examples of tools that can help problem solvers visualize events and estimate raw data values for use in analysis. Once raw data values have been determined, the leader judges them against applicable screening criteria to determine if possible solution merits further consider- ation. A solution that fails to meet ar exceed the set threshold of one or more screening criteria is screened out. 6. Compare Possible Solutions During this step, leaders compare each solution against the others to determine the optimum solution. Solution comparison identifies which solution best solves the problem based on the evaluation criteria Leaders use any comparison technique that helps reach the best recommendation. Quantitative techniques (such as decision matrices, select weights, and sensitivity analyses) may be used to support compar sons. However, they are tools to support the analysis and comparison. They are not the analysis and comparison themselves, The most common technique is a decision matrix (500 p. 2-49) 7. Make and Implement the Decision After completing their analysis and ‘comparison, leaders identify the preferred solution. For simple problems, leaders may proceed straight to executing the solution, For more complex problems, a leader plan Of action or formal plan may be necessary (see FM 22-100). Ifa superior assigned the problem, leaders prepare the necessary products (verbal, written, or both) needed to present the recommendation to the deci- sion maker. Before presenting findings and a recommendation, leaders coordinate their recommendation with those affected by the problem or the solutions. In formal situ- ations, leaders present their findings and recommendations as staff studies, decision Papers, or decision briefings (Once leaders have given instructions, leaders monitor their implementation and ‘compare results to the criteria of success ‘and the desired end state established in the approved solution. A feedback system that provides timely and accurate informa- tion, periodic review, and the flexibility to Adjust must also be built into the implemen- tation plan, Problem solving does not end with identity- ing the best solution or ebtaining approval of @ recommendation, It ends when the problem is solved, (The Operations Process) A. Planning 1-31 2 2 s Fy Et io 9 Fd 3 g 2 a5 Ft: Ei of Bs Joint Operation Planning Pe EC Uy Situational Awareness Operational Planning Activities Execution Planning svstage | _ concept Pen Plan Assessment Functions Guesnce | Deveapment | Development (Reine, Ada, Terminate, Executs) er) fer [Raven rae” | R o : z [ceases ‘Approves ‘Base Plans (BPLANS) Tevet Concept Pins (CONPLANS) Planning : Products Prepareto | only rte Planning ‘Operation ‘Gro, ‘Gree Ref: JP 5-0, Joint Operation Planning, fig. 1-5, p Wl-14. Joint operation planning provides a common basis for discussion, understanding, and ‘change for the joint foree, its subordinate and higher headquarters, the joint planning and ‘execution community (JPEC), and the national leadership. The Adaptive Planning and Execution (APEX) system facilitates iterative dialogue and collaborative planning between the multiple echelons of command to ensure that the miltary instrument of national power, is employed in accordance with national priorities, and that the plan is continuously re- viewed and updated as required and adapted according to changes in strategic guidance, resources, or the operational environment. 1-32 (The Operations Process) A. Planning(Joint) Deliberate and Crisis Action Planning Planning translates strategic guidance and direction into campaign plans, contingency plans, and operation orders (OPORDS), Joint operation planning may be based on de- fined tasks identified in the GEF and the JSCP. Alternatively, joint operation planning may bbe based on the need for a miltary response to an unforeseen current event, emergency, or time-sensitive crisis, Deliberate and Crisis Action Planning Deliberate | Planning Crisis Action Planning (CAP) (Curront Event, Emergency or Time-Sensitive Crisis) (Campaign and Contingeney Planning) Joint operation planning encompasses the preparation of a number of planning and ‘execution-related products produced during deliberate planning or CAP. Deliberate Planning Deliberate planning encompasses the preparation of plane that occur in non-crisissitua- tions. tis used to develop campaign and contingency plans for a broad range of activities based on requirements identified in the GEF, JSCP. or other planning directives. Theater and global campaign plans are the centerpiece of DOD's planning construct. They provide the means to translate CCMD theater or functional strategies into executable plane Crisis Action Planning (CAP) Planning fr crises is initiated to respond to an unforeseen current event, emergency, or time-sensitive crisis. It is based on planning guidance, actual circumstances, and usually limits force planning considerations to apportioned forces Crisis Action Planning (CAP) provides the CJCS and CDRs a process for geting vital decision-making information up the chain of command to the President ané SecDet It iso outlines the mechanisms for monitoring the execution ofthe operation. CAP encom- asses the activios associated withthe tme-sensive development of OPORDS forthe deployment, employment, and sustainment of assigned, atached, and alocaled foes and capabiltes in responce toa situation that may result in actual miltary opertions. CAP procedures provide for the rapid an effective exchange of information and analysis, the timely preparation of mltary COAs for consideration by the President or SecDet and the promt transmission of tel decisions to the JPEC. Refer to JFODS4: The Joint Forces Operations & Doctrine ‘SMARTbOOk (Guide to Joint, Multinational & Interagency Operations) for complete discussion of joint strategic planning ~- to include strategic direction, deliberate and crisis action planning, ‘operational art and design, the Joint Operation Planning Process (OPP), joint operation plan (OPLAN) format, assessment, and the fundamentals of joint targeting. (The Operations Process) A. Planning 1-33 A ¢ s id A Hy °oP 3 i 8 i Erte} I. Army Design Methodology ‘Army design methodology is an approach for applying critical and creative thinking to understand, visualize, and describe problems and approaches to solving them (ADP. 5.0), Army design methodology is particularly useful as an aid to conceptual plan- ring, but must be integrated with the detailed planning typically associated with the MDMP to produce executable plans. Key concepts that underline the Army design methodology include: + Critical and creative thinking (see p. 1-11) + Collaboration and dialogue (see p. 1-12) + Framing + Narrative construction + Visual modeling Framing Framing isthe act of building mental models o help individuals understand situa- tions and respond to events. Framing involves selecting, organizing, interpreting, ‘and making senee of an operational environment and a probiem by establishing Context How individuals or groups frame a problem wil influence potential solutions, For example, an organization that frames an insurgent group as freedom fighters” probably wil aporoach solving a confic ciferently from an organization that frames the insurgent group as terrorist.” ‘The Army design methodology involves deliberately framing an operational environ- ment and probiem through dialogue and crtical and creative thinking by a group ‘The group considers the perspective and world views of others to understand the sivalon full. Tis contextual understanding of an operational envionment serves 28 a frame of reference for developing solutions to solve problems. Framing faci- {ates constructing hypotheses, or modeling, that focuses on the pat of an opera tional environment or problem under consideration, Framing provides a perspective ftom which commanders and staffs can understand and act on a problem. Narrative Construction and visual modeling faciitate framing Narrative Construction In a broad sense, a narrative is a story constructed to give meaning to things and events. Individuals, groups, organizations, and countries all have narratives with ‘many components that reflect and reveal how they define themselves. Political par- ties, social organizations, and government institutions, for example, all have stories bound chronologically and spatially. They incorporate symbols, historical events, and artifacts tied together with a logic that explains their reason for being. To narrate is to engage in the production of a story-an explanation of an event or phenomenon by proposing a question or questions in relation to the artifacts themselves. These questions may include + What is the meaning of what | see? + Where does the story begin and end? ‘+ What happened, is happening, and why? Narrative construction—the conscious bounding of events and artifacts in time and space—is central to framing, Commanders, staffs, and unified action partners ‘construct a narrative to help understand and explain the operational environment, the problem, and the solutions. Not only is the narrative useful in communicating to others, the act of constructing the narrative itself is a key learning event for the ‘command. 1-34 (The Operations Process) A. Planning