Leaders Training Program (LTP)

Quick Reference Sheets

MAR 15
 Table of Contents
Page 1 – Army’s Planning Methodologies Page 30 - Maneuver-WFF (Defense)
Page 2 – Receipt of Mission Page 31- 35 – Maneuver- WFF (Airborne Assault)
Page 3 – Mission Analysis
Page 4 - Build Shared Understanding Page 36 - Maneuver-WFF (Air Assault)
Page 5 – MA Quad Chart (Example) Page 37– NEO
Page 6 – COA Development Page 38 – Airspace Control Measures
Page 7 – COA Analysis & Wargaming
Page 39 -- Maneuver-WFF (Stability Operations)
Page 8 – Effective War Game Results
Page 9 – COA Comparison & Decision Page 40 - Fires-WFF
Page 10 – Orders Production, Dissemination & Page 41-42 - Intelligence-WFF
Transition
Page 11 – Develop the OPORDER
Page 43 - Sustainment-WFF
Page 12 – Rapid Decision-Making and Page 44 - Protection-WFF
Synchronization Process (RDSP) Page 45 - Mission Command-WFF
Page 13 – Army Design Methodology
Page 14 – Running Estimates Page 46 – Concept of Op Sketch (Example)
Page 15 – IPB Page 47 - Concept of Support (Example)
Page 16-18 – Staff’s Role in IPB Page 48 - Command & Support Relationships
Page 19 – Operational Framework
Page 49 - Combined Arms Rehearsal
Page 20 – Operational & Mission Variables
Page 21 –Mission Statement & Army Tactical Page 50 - Information Collection Rehearsal
Doctrinal Taxonomy Page 51 - Fire Support Rehearsal
Page 22 -Tactical Mission Tasks
Page 23 - Control Measures Building Process Page 52 - Mission Command Rehearsal
Page 24 - Tactical Mission Graphics Page 53 - Sustainment Rehearsal
Page 25 - Control Measure Symbols Page 54 - Commander’s MDMP Tasks
Page 26 - Information Collection
Page 27 - Information Collection Planning
Page 28 - Concept of Information Collection
(Example)
Page 29 - Maneuver-WFF (Offense)
Army’s Planning Methodologies
ADRP 5-0
FM 6-0 (May 2014)
TC 3-90.6 (CTP Task: 71-8-5111)

STEPS OF TROOP LEADING

PROCEDURES

Step 1–Receive the mission.

Step 2–Issue a warning order.
Step 3–Make a tentative plan.
Step 4–Initiate movement.
Step 5–Conduct
reconnaissance.
Step 6–Complete the plan.
Step 7–Issue the order.
Step 8–Supervise and refine.

1

Tools to gather include, but are not
limited to:
•Appropriate publications, including ADRP
1-02.
•All documents related to the mission and
area of operations (AO), including the
higher headquarters‘ OPLAN and OPORD,
maps and terrain products, and operational
graphics.
•Higher headquarters‘ and other
organizations‘ intelligence and assessment
products.
•Estimates and products of other military
and civilian agencies and organizations.
•Both their own and the higher
headquarters‘ SOPs.
•Current running estimates.
•Any Army design methodology products.
WARNO # 1
(at a minimum)
(1) Type of operation.
(2) General location of operation.
(3) Initial operational timeline.
(4) Movements and/or Information
Collection to initiate .
Receipt of Mission FM 6-0, Chapter 9
TC 3-90.6 (CTP Task: 71-8-5111)
Purpose: To alert all participants of the Focus Areas
pending planning requirements, 1. PSOP = MDMP
determine the amount of time available 2. Duties and
for planning and preparation, and decide Responsibilities
on a planning approach, including 3. Knowledge
guidance on design and how to Management
abbreviate the MDMP, if required. Procedures & Tools
4. RFI Tracking
Initial assessment helps commanders determine:
Procedures
•The time needed to plan and prepare for the mission for 5. Running Estimates
both the headquarters and subordinate units. 6. Initial Timeline (DTG)
•Guidance on Army design methodology and abbreviating
the MDMP, if required.
•Which outside agencies and organizations to contact and
incorporate into the planning process.
•The staff‘s experience, cohesiveness, and level of rest or
stress.
Cdr’s Initial Guidance, Includes:
(1) Initial operational timeline.
(2) A decision to initiate Army design methodology or go straight into the MDMP.
(3) How to abbreviate the Military Decision-Making Process (MDMP), if
required.
(4) Necessary coordination to perform, to include Liaison Officer (LNO)s
required.
(5) Authorized movements, to include positioning of C2 nodes.
(6) Additional staff tasks, to include Specific Information Requirements (SIR).
(7) Collaborative planning times and locations, if desired.
(8) Initial Information Requirements (IR).
(9) Additional staff tasks. 2
 Mission Analysis
FM 6-0, Chapter 9
TC 3-90.6 (CTP Task: 71-8-5111)
Purpose: Better understand the situation and Focus Areas
problem, and identify what the command must 1. Understand the OE/See:
accomplish, when and where it must be done, and a.Self
most importantly why—the purpose of the operation. b.Enemy (Reverse WFF)
c.Terrain
d.Population
e.HNSF
2. Worksheet Format=Stand Alone
3. ID Shortfalls
(Capabilities –Tasks = Shortfalls)
4. Tactical Tasks
5. Rehearse Briefing
6. Limit Decisions & Recommendations
to those outlined in MA Briefing
format
Mission Analysis Briefing
4 Steps of the IPB Process • Mission and commander‘s intent of the
1. Define the Operational Environment headquarters two levels up.
2. Describe Environmental Effects on Operations • Mission, commander‘s intent, and concept of
3. Evaluate the Threat operations of the headquarters one level up.
4. Determine Threat COAs • A proposed problem statement.
WARNO # 2 • A proposed mission statement.
Mission Variables METT-
•The approved mission • Review of the commander‘s initial guidance.
TC)
•Mission statement. • Initial IPB products, including civil
•Enemy •The commander‘s intent. considerations that impact the conduct of
•Terrain & Weather operations.
•Troops & Support •Changes to task organization.
•The unit AO (sketch, overlay, • Specified, implied, and essential tasks.
Available
•Time Available or some other description). • Pertinent facts and assumptions.
•Civil Consideration •CCIRs and EEFIs. • Constraints.
•Risk guidance. • Forces available and resource shortfalls.
Operational Variables •Priorities by warfighting • Initial risk assessment.
(PMESII-PT) functions. • Proposed information themes and messages
•Political •Military deception guidance. • Proposed CCIRs and EEFIs.
•Military •Essential stability tasks.
•Economic • Initial information collection plan.
•Social •Initial information collection • Recommended timeline.
•Information plan. • Recommended collaborative planning sessions.
•Infrastructure •Specific priorities.
•Physical Environment •Updated operational timeline.
•Time
•Movements..
3
 Build Shared Understanding ADRP 6-0
ADRP 5-0

Achieving Understanding - Commanders need knowledge and understanding to make effective decisions. Staffs use
various information and knowledge management practices to assist commanders in processing information. They
piece together data to make information. Then through analysis and evaluation of information, they produce
knowledge. Staffs then provide their collective knowledge to the commander. Commanders apply the final judgment
transforming knowledge into understanding.
Situational Understanding—is the product of applying analysis and
judgment to relevant information to determine the relationships among
the operational and mission variables to facilitate decision making.

Commander’s Visualization—the mental process of developing situational

understanding, determining a desired end state, and envisioning an
operational approach by which the force will achieve that end state .

Mission Analysis is an assessment of the

situation called mission analysis.
Commanders supported by their staffs,
analyze, and synthesize information to
orient themselves on the current
conditions of the operational environment.
The commander and staff conduct mission
analysis to better understand the situation
and problem, and identify what the Commander’s Role in the Operations Process—Understanding is
command must accomplish, when and fundamental to the commander’s ability to establish a situation’s
where it must be done, and most
importantly why—the purpose of the
context. It is essential to effective decisionmaking during planning
operation. This understanding of the and execution. Analysis of the operational and mission variables
situation and the problem allows provides the information used to develop understanding and frame
commanders to visualize and describe how
the operation may unfold in their initial the problem. In addition, conceptual and detailed planning assist
commander’s intent and planning commanders in developing their initial understanding of the
guidance.
operational environment and the problem. 4
5
 COA Development FM 6-0, Chapter 9
ADRP 1-02, Chapter 10
TC 3-90.6 (71-8-5111)
Purpose: Broad potential solution to an Focus Areas
identified problem. The COA development step 1. Broad Potential Solution
2. Array of Forces /Troops to Tasks
generates options for follow-on analysis and 3. Sketch
comparison that satisfy the commander‘s intent 4. KISS!
and planning guidance. 5. Designate
DO, SO, SU
Deep, Close, Security
ME, SE
Reserve
Priority of Support
Priority of Effort
6. CDRs Early Involvement
•FEASIBLE - Can accomplish the mission within available time, •BDE
space, resources
•Functional (BEB, AVN, MICO, SIGO)
•ACCEPTABLE – Must balance cost and risk with the advantage
gained
•SUITABLE – Can accomplish the mission within the commander’s
intent and planning guidance
DISTINGUISHABLE – Each COA must differ significantly from the
others (such as scheme of maneuver, lines of effort, phasing, use of the
reserve, and task organization).
•COMPLETE – Must incorporate, decisive, shaping, sustaining
operations, offense, defense, stability and DSCA tasks and
objectives and conditions to be achieved.

COA Statement and Supporting Sketch COA Briefing

•An updated IPB with possible enemy COAs.
• How the unit will accomplish the mission.
•The approved problem statement and
• Brief expression of how the combined arms concept will be conducted.
mission statement.
•Picture of the movement and maneuver aspects of the concept,
•The commander‘s and higher commander‘s
including the positioning of forces.
intent.
•Statement and sketch cover the who (generic task organization), what
•COA statements and sketches, including
(tasks), when, where, and why (purpose) for each subordinate unit
lines of effort if used.
locations.
• The rationale for each COA, including—
The COA sketch includes the array of generic forces and control measures, such
 Considerations that might affect enemy
as—
COAs.
•The unit and subordinate unit boundaries.
 Critical events for each COA.
•Unit movement formations (but not subordinate unit formations).
 Deductions resulting from the relative
•The line of departure or line of contact and phase lines, if used.
combat power analysis.
•Information collection graphics.
The reason units are arrayed as shown on
•Ground and air axes of advance.
the sketch.
•Assembly areas, battle positions, strong points, engagement areas, and
The reason the staff used the selected
objectives.
control measures.
•Obstacle control measures and tactical mission graphics.
The impact on civilians.
•Fire support coordination and airspace coordinating measures.
How it accounts for minimum essential
•Main effort.

6
stability tasks.
•Location of command posts and critical communications nodes.
Updated facts and assumptions.
•Known or templated enemy locations.
Refined COA evaluation criteria.
•Population concentrations..
COA Analysis & War Gaming
Purpose: COA analysis enables commanders
and staffs to identify difficulties or
coordination problems as well as probable
consequences of planned actions for each COA
being considered.
FM 6-0, Chapter 9
TC 3-90.6 (CTP Task: 71-8-5111)
Focus Areas
1.Gather Tools & Set Up
2.Method (Box, Belt, Avenue in
Depth)
3.Critical events
4.Rehearse
5.Impact on civilians and media
6.Time
Gather Tools: (Not limited to)
1. Running estimates.
2. Threat templates and models.
3. Civil considerations overlays,
databases, and data files.
4. Modified combined obstacle overlays
and terrain effects matrices.
5. A recording method.
6. Completed COAs, including graphics.
7. A means to post or display enemy and
friendly unit symbols and other
organizations.
8. A map of the area of operations.
9. DST/DSM
10. CCIR
11. Task Organization
12. Themes and messages
War Game Briefing (Optional)
•Higher headquarters‘ mission,
commander‘s intent, and military
deception plan.
•Updated IPB.
•Assumptions.
•Friendly and threat COAs that were
war-gamed, including—
Critical events.
Possible threat actions and reactions.
Possible impact on civilians.
Possible media impacts.
Modifications to the COAs.
Strengths and weaknesses.
7
•Results of the war game.
•War-gaming technique used.

Effective War Game Results
The commander and staff refine (or modify)—
1. Each course of action, to include identifying branches and sequels
that become on-order or be-prepared missions.
2. The locations and times of decisive points.
3. The enemy event template and matrix.
4. The task organization, including forces retained in general support.
5. Control requirements, including control measures and updated
operational graphics.
6. Commander’s critical information requirements and other information
requirements—including the latest time information is of value—and
incorporate them into the information collection plan.
The commander and staff identify—
1. Key or decisive terrain and determining how to use it.
2. Tasks the unit retains and tasks assigned to subordinates.
3. Likely times and areas for enemy use of weapons of mass
destruction and friendly chemical, biological, radiological,
4. and nuclear defense requirements.
5. Potential times or locations for committing the reserve.
6. The most dangerous enemy course of action.
7. The most likely enemy course of action.
8. The most dangerous civilian reaction.
9. Locations for the commander and command posts.
10. Critical events.
11. Requirements for support of each warfighting function.
12. Effects of friendly and enemy actions on civilians and infrastructure
and on military operations.
13. Or confirming the locations of named areas of interest, target areas
of interest, decision points, and intelligence
14. requirements needed to support them.
15. Analyzing, and evaluating strengths and weaknesses of each course
of action.
16. Hazards, assessing their risk, developing control measures for them,
and determining residual risk.
17. The coordination required for integrating and synchronizing
interagency, host-nation, and nongovernmental
18. organization involvement.
FM 6-0, Chapter 9, Table 9-5
The commander and staff analyze—
1. Potential civilian reactions to operations.
2. Potential media reaction to operations.
3. Potential impacts on civil security, civil control, and essential services in
the area of operations.
The commander and staff develop—
1. Decision points.
2. A synchronization matrix.
3. A decision support template and matrix.
4. Solutions to achieving minimum essential stability tasks in the area of
operations.
5. The information collection plan and graphics.
6. Themes and messages.
7. Fires, protection, and sustainment plans and graphic control measures.
The commander and staff determine—
1. The requirements for military deception and surprise.
2. The timing for concentrating forces and starting the attack or
counterattack.
3. The movement times and tables for critical assets, including information
systems nodes.
4. The estimated the duration of the entire operation and each critical
event.
5. The projected the percentage of enemy forces defeated in each critical
event and overall.
6. The percentage of minimum essential tasks that the unit can or must
accomplish.
7. The media coverage and impact on key audiences.
8. The targeting requirements in the operation, to include identifying or
confirming high-payoff targets and establishing
9. attack guidance.
10. The allocation of assets to subordinate commanders to accomplish
their missions.
8
•The staff compares feasible COAs to
identify the one with the highest
probability of success against:
•The most likely enemy COA, the most
dangerous enemy COA
•The most important stability task, or
the most damaging environmental
impact.
•The selected COA should also:
1. Pose the minimum risk to the
force and mission
accomplishment.
2. Place the force in the best
posture for future operations.
3. Provide maximum latitude for
initiative by subordinates.
4. Provide the most flexibility to
meet unexpected threats and
opportunities.
5. Provide the most secure and
stable environment for civilians
in the AO.
6. Best facilitate information
themes and messages.
Staff officers often use their own criteria/matrix to compare COAs with respect to their functional areas.
COA Comparison FM 6-0, Chapter 9
TC 3-90.6 (CTP Task: 71-8-5111)
& Decision
Focus Areas
1. Task Org
2. Updated Running Estimates
3. Updated Assumptions/RFIs
4. Decision Brief/Desk Side
COA Decision Briefing
•The commander‘s intent of the
higher and next higher commanders.
•The status of the force and its
components.
•The current IPB.
•The COAs considered, including—
Assumptions used.
Results of running estimates.
A summary of the war game for
each COA, including critical events,
modifications to any COA, and war-
game results.
Advantages and disadvantages
(including risk) of each COA.
The recommended COA. If a
significant disagreement exists, then
the staff should inform the
commander and, if necessary,
discuss the disagreement.
WARNO # 3
•The AO.
•Mission.
•Commander‘s intent.
•Updated CCIRs and EEFIs.
•Concept of operations.
•Principal tasks assigned to
subordinate units.
•Preparation and rehearsal
instructions not included in the
SOPs.
•A final timeline for the operations.
9
 Orders Production, Dissemination and Transition FM 6-0
Chapter 9 & Appendix C & D
1. Situation
a. Area of Interest Focus Areas
b. Area of Operations 1. Threat/Event Matrix
c. Enemy Forces
d. Friendly Forces 2. Mission Statement
e. Interagency, Intergovernmental 3. CDRs Intent
& Nongovernmental Organizations
4. Concept of Operations
f. Civil Considerations
g. Attachment and Detachments 5. Sync Matrix/OPS Checks
h. Assumptions 6. Operations Overlay
2. Mission
3. Execution
7. FSCMs
a. CDR’s Intent 8. Fires Sync Matrix
b. Concept of Operations 9. CCIR
c. Scheme of Movement & Maneuver
(1) Scheme of Mobility/Countermobility 10. Info Collection Plan
(2) Scheme of Battlefield Obscuration 11. DSM
(3) Scheme of Information Collection Annexes 12. Subordinate Tasks
d. Scheme of Intelligence. A – Task Organization
e. Scheme of Fires 13. Coordinating Instructions
f. Scheme of Protection B – Intelligence
f. Cyber Electromagnetic Activity C – Operations
h. Stability Operations D – Fires
i. Assessment Confirmation Brief
j. Tasks to Subordinate Units E – Protection
1. Threat MLCOA
k. Coordinating Instructions F – Sustainment
(1) Time or conditions when the OPORD becomes G – Engineer 2. Higher CDR’s Intent
effective
H – Signal 3. Higher Unit’s Concept
(2) CCIR
(3) EEFI I – not used 4. Summary of Assigned Mission
(4) Fire Support Coordination Measures J – Public Affairs 5. Questions/Clarification
(5) Airspace Coordination Measures
(6) ROE K – Civil Affairs Operations 6. Concerns
(7) Risk Reduction Control Measures L – Information Collection
(8) Personnel Recovery Coordination Measures Backbrief
M – Assessment
(9) Environmental Considerations 1. Task Org
(10) Soldier & Leader Engagement N – Space Operations
O – not used
2. Threat MLCOA
(11) Other Coordinating Instructions
4. Sustainment P – Host-Nation Support 3. Mission
a. Logistics
Q – Knowledge Management 4. Cdr’s Intent
b. Personnel
c. Health System Support R – Reports 5. Concept of Ops, Including R&S
5. Command and Signal S – Special Technical Operations 6. Scheme of Fires
a. Command
T – Spare 7. Concept of Support
(1) Locations of CDRs & Key Leaders
(2) Succession of CMD U – Inspector General 8. Mission Command Plan
(3) LNO Requirements V – Interagency Coordination 9. Unit Time Schedule
b. Control 10.Risk Assessment
(1) Command Posts
W – Spare
(2) Reports Y – Spare 11.Anticipated Decisions
c. Signal Z – Distribution 12.Issues/Ongoing Coordination 10
MDMP Step 7 - Develop the OPORDER
Integrate with Subordinate MDMP/TLP’s and Rehearsals
1. Gather the tools to write the OPORDER (templates, PSOP, MDMP briefings)
2. Write the OPORDER (Decide on Simultaneous or Sequential Prep of OPORD and OPORD Brief)
 Develop written 5 x Paragraph Order with Annexes (BASE Document)
 Develop consolidated graphics
 Develop the OPORDER Briefing (only augments written OPORDER)
3. Check the OPORDER and OPORDER slide deck
 Reconcile OPORDER (Proofed, Gaps?, Complete?)
 Cross-walk OPORDER (nested with higher HQ, everything assigned by higher HQ in the OPORDER?)
 Commander review & approve OPORDER
4. Issue the OPORDER
 Disseminate written OPORDER (collect acknowledgements – “I have read the OPORDER, I understand”)
 Disseminated consolidated graphic control measures
 Provide a OPORDER briefing
 Staff rehearsal first
 Brief subordinate commanders
 Confirmation brief by subordinate commanders following the OPORD briefing (Threat MLCOA, Higher HQ Intent,
Higher HQ Concept, Summary of Assigned Missions/Tasks, Questions and Clarifications, Concerns)
5. Issue FRAGO (if necessary) to fix errors, omissions, changes following the issue of the OPORDER,
the OPORD brief, and/or Confirmation briefs
 Gain subordinate acknowledgement of receipt of the FRAGO
6. Monitor execution of the OPORDER – Who in Main CP checks to ensure subordinate units
execute assigned tasks in the OPORDER?
7. Subordinate Commander develops and write OPORDER – Monitor Progress
 Attend subordinate OPORDER briefs, acquire copies of all subordinate OPORDERs
8. Subordinate commanders back-brief higher HQ commander: Task Org, Threat MLCOA, Mission,
Intent, Concept of Ops, IC, Fires, Mission CMD, Timeline, Risk, Decisions, Issues
9. Subordinates conduct rehearsals: schedule CARs so commander can attend as many possible
10. Conduct Rehearsals: CAR, MC, Fires, Sustainment, Information Collection 11
 FM 6-0

Rapid Decision-Making and Synchronization Process

ADRP 5-0

(RDSP)
The rapid decision-making and
synchronization process (RDSP) 1.
is a decision-making and
synchronization technique that
2.
commanders and staffs
commonly use during execution. 3.
While identified here with a 4.
specific name and method. 5.
5 Steps of RDSP The following considerations apply:
Compare Current Sit with Order • Rapid is often more important than
process
Determine that a Decision is • Staffs must master the steps in the
Required full MDMP
Develop a COA •.Much of it may be mental rather
Refine and Validate COA than written.
Implement • Result should become a battle drill
for the current operations integration
cells, future operations cells, or both.

Step 1: Compare the
Current
Situation to the Order
During Execution:
•Commander and Staff
Monitor Current Situation to
Identify Changes in
Conditions – Opportunities
and Risks
•Staff Use Running
Estimates to Look for
Indicators of Variances
•Commander, COS (XO),
and CP Cell Chiefs Look
for Variances that Affect the
Overall Mission
•Staff Alert for Answers to
CCIR that Support
Anticipated Decisions and
Exceptional Information
Step2: Determine the
Type of Decision
Required
When a Variance is Identified:
•The Commander Directs
Action
•Operations Officer and Key
Staff Quickly Compare the
Current Situation with the
Expected Situation
•Commanders Intervene
Directly in Cases that Affect
the Overall Direction of the
Unit
For Minor Variances:
•Operations Officer and Key
Staff Determine Whether
Changes in Control Measures
are Required
Step 3: Develop a Step 4: Refine and Step 5:
Course of Action Validate the COA Implement
(COA) •The Current Implementation
If Variance Requires Operations Normally Requires
Adjustment Decision: Integration Cell is Fragmentary Order
•Designated Integrating Responsible for •Commander’s
Cell and Affected CP Conducting Analysis Often use Verbal
Cell Chiefs Recommend to Validate Orders when
Implementation of a COA Feasibility, Suitability, Quick Reaction is
•New Options Must and Acceptability Required –
Conform to the •If Acceptable, then Battalion HQ’s and
Commander’s Intent Refined to Higher Use
COAs May Alter Concept Resynchronize the Frago’s to Confirm
Warfighting Verbal Orders
of Operations and CCIR
•Current
•Chief of Operations and Functions
Current Operations Validation and Operations and CP
•Integration Cell Lead Refinement are Done Cell Chiefs Update
the Effort to Develop the Quickly and Will the Decision
Concept and Draft the Show Acceptability of Support Template
Order the COA (DST)

Before a unit can effectively conduct planning in a time constrained environment, it must master the steps in the full MDMP. 12
 Army Design Methodology ADRP 5-0, Chapter 2, pp.
2-4 to 2-13

Definition: A methodology for applying critical and • Frame the OE Key outputs:
• Frame the problem • Problem Statement
creative thinking to understand, visualize, and describe • Develop an operational • Initial Cdr’s Intent
problems and approaches to solving them (ADP 5-0). . approach • Planning Guidance

The OE and Problem Frame Build on Key Elements:

1. Framing – Building mental models; Select, organize, interpret,

and make sense of the OE by establishing context; Construct
hypotheses or models focused on the OE.
2. Narrative Construction – Construct a narrative to help
understand and explain the OE and problem. A narrative
explains Design Team understanding of the OE and Problem
Frame to the entire staff and higher HQ.
3. Visual Modeling – Form ideas in graphic form; creativity can be
enhanced with visual models and constructs; Graphics can
reveal relationships not considered and can make complex
ideas and relationships more understandable.
13

A running estimate is the continuous
assessment of the current situation used
to determine if the current operation is
proceeding according to the commander’s
intent and if planned future operations are
supportable.
Commander and each staff section
continuously consider the effects of
new information and
update the following:
1. Facts.
2. Assumptions.
3. Friendly force status.
4. Enemy activities and capabilities.
5. Civil considerations.
6. Conclusions and
recommendations.
ESSENTIAL QUALITIES OF RUNNING
ESTIMATES
1. Addresses all aspects of operations
and contains both facts and
assumptions based on the staff’s
experience within a specific area of
expertise.
2. Each staff element modifies it to
account for its specific functional
areas.
3. All running estimates cover essential
facts and assumptions, including a
summary of the current situation by the
mission variables, conclusions, and
recommendations.
4. Once they complete the plan,
commanders and staff elements
continuously update their estimates.
Running Estimates
1. SITUATION AND CONSIDERATIONS.
a. Area of Interest. Identify and describe those factors of the
area of interest that affect functional area considerations.
b. Characteristics of the Area of Operations.
(1) Terrain. State how terrain affects a functional area’s
capabilities.
(2) Weather. State how weather affects a functional area’s
capabilities.
(3) Enemy Forces. Describe enemy disposition, composition,
strength, and systems within a functional area. Describe enemy
capabilities and possible courses of action (COAs) and their
effects on a functional area.
(4) Friendly Forces. List current functional area resources in
terms of equipment, personnel, and systems. Identify additional
resources available for the functional area located at higher,
adjacent, or other units. List those capabilities from other military
and civilian partners that may be available to provide support
within the functional area. Compare requirements to current
capabilities and suggest solutions for satisfying discrepancies.
(5) Civilian Considerations. Describe civil considerations that
may affect the functional area, including possible support needed
by civil authorities from the functional area as well as possible
interference from civil aspects.
c. Facts/Assumptions. List all facts and assumptions that affect
the functional area.
2. MISSION. Show the restated mission resulting from mission
analysis.
3. COURSES OF ACTION.
a. List friendly COAs that were war-gamed.
b. List enemy actions or COAs that were templated that impact
the functional area.
c. List the evaluation criteria identified during COA analysis. All
staffs use the same criteria.
4. ANALYSIS. Analyze each COA using the evaluation criteria
from COA analysis. Review enemy actions that impact the
functional area as they relate to COAs. Identify issues, risks,
and deficiencies these enemy actions may create with respect to
the functional area.
5. COMPARISON. Compare COAs. Rank order COAs for each
key consideration. Use a decision matrix to aid the comparison
process.
6. RECOMMENDATIONS AND CONCLUSIONS.
a. Recommend the most supportable COAs from the perspective
of the functional area.
b. Prioritize and list issues, deficiencies, and risks and make
recommendations on how to mitigate them.
FM 6-0, Chapter 8
Commanders and staff sections
immediately begin updating their running
estimates upon receipt of mission.
They continue to build and maintain their
running estimates throughout the
operations process in planning,
preparation, execution, and assessment
1. RUNNING ESTIMATES IN PLANNING:
Running estimates are key sources of
information during mission analysis.
Update running estimates throughout the
military decision making process.
2. RUNNING ESTIMATES IN PREPARATION
Identify the current readiness of the unit in
relationship to its mission. Also use running
estimates to develop, then track, mission
readiness goals and additional
requirements.
3. RUNNING ESTIMATES IN EXECUTION
Incorporate information included in running
estimates into the common operational
picture. To depict key information from each
functional area or warfighting function as it
impacts current and future operations. This
information directly supports the
commander’s visualization and rapid
decision making during operations.
4. RUNNING ESTIMATES IN ASSESSMENT
a) At a minimum, a staff section’s running
estimate assesses the following:
b) Friendly force capabilities with respect
to ongoing and planned operations.
c) Enemy capabilities as they affect the
staff section’s area of expertise for current
operations and plans for future operations.
d) Civil considerations as they affect the
staff section’s area of expertise for current
operations and plans for future operations.
14
 Identify the limits of
Step 1. Define the commander’s area
of operations
Generally assigned by
higher headquarters INTELLIGENCE PREPARATION ATP 2-01.3
the Operational Identify the limits of
Environment the commander’s area
of interest
• Intelligence officer recommends OF THE BATTLEFIELD
any changes
• Approved/disapproved by
Identify significant
characteristics of the
commander
• Approved/disapproved by higher
Step 3. Evaluate the Threat
area of operations and headquarters
area of interest for
further analysis Threat
Characteristic
s Files
• Composition
Enemy Terrain Weather Civil Considerations • Disposition
(OAKOC) (ASCOPE) • Strength
• Combat Effectiveness Threat
• Obstacles Evaluat • Doctrine and Tactics Create or Templates
Identify • Support and
• Identity • Avenues of • Visibility • Area e the Refine
Threat Relationships
• Location approach • Wind • Structures Threat Threat
Characteristic • Electronic Technical
• Size • Key Terrain • Precipitation • Capabilities Models Threat
s Data
• Disposition • Observation and • Cloud cover • Organizations Capabilities
fields of fire • Temperature • People • Capabilities and Statement
• Cover and • Humidity • Events Limitations
concealment • Current Operations
• Historical Data
• Miscellaneous Data High-Value
Target List
Requests for information
Initiate process and information
necessary to acquire collection are submitted
information necessary through appropriate
to complete IPB channels (See ATP 2-01.)
IPB intelligence preparation of the battlefield

Threat Overlay
Describe How
Threat Can
Regular • Identify likely
Step 4. Determine
Irregular objectives
Affect Friendly
Operations
Hybrid Threat Description Table and end state Threat COAs
Develop • Identify full set of
Threat COAs Enemy
Modified Combined COAs • Evaluate and COA
Describe How Obstacles Overlay prioritize Sketches/
Terrain Can OAKOC each COA Statemen
Affect Friendly
• Develop each COA in ts
and Threat Terrain Effects Matrix Determin the
Operations e Threat amount of detail time
COAs General
allows
Describe Operational • Identify HVTs for Considerations
Environmenta Visibility Climatology/Weather
Wind each
l Effects on Forecast Analysis Chart Event
Precipitation COA
Operations Describe How • Compare COAs Template
Cloud cover Develop Identify initial
Weather Can Identify indicators
•collection
Temperature Light and Illumination Event
Affect Friendly Determine NAIs
• requirements for
Humidity Data Table Template
and Threat Identify initial
•each Event
Thermal crossover and
Operations information
COA Matrix
Atmospheric pressure Matrix
collection
Solar activity Weather Effects Matrix
requirements
• End State
Other Considerations • Objectives
Civil Considerations • Capabilities
ASCOPE Data File • Decision Points
Describe How
• Area • Failure Options
Civil
• Structures • Movement and
Considerations
• Capabilities Civil Considerations Maneuver
Can Affect
• Organizations Overlays • Information
Friendly and
• People Threat Offensive Threat Defensive Threat Irregular
Threat Collection
• Events Operations Operations Warfare • Fires
Operations
Civil Considerations • Sustainment
Assessment • Main and Supporting • Locations of • Attacks on U.S./U.N. • Command and
Effort Engagement Security Forces Control
PMESII-PT • Reserves Areas • Attacks on HN • Protection
• Political • Use of Special • Use of Obstacles political • Terrain Effects
• Military Step 2. Describe Munitions • Counterattack and civil
Consider operational • Weather Effects
• Economic • Air Support Forces organizations
variables to provide Generate • Civil
• Social the Environmental • Deception • Use of Special • Attacks on Local
increased situational Intelligen Considerations
• Information • Displaced Civilians/ Munitions Populations
understanding during ce
• Infrastructure Effects on Refugees • Air Support • Information Warfare
step 2 of IPB. Knowledg
• Physical • Deception • Support/Recruitment
e
Environment Operations
15
• Time COA course of action HVT high-value target U.N. United Nations
HN host nation NAI named area of interest U.S. United States
IPB intelligence preparation of the battlefield
OAKOC observation and fields of fire, avenues of approach, key terrain, obstacles, and cover and concealment
The Staff’s Role in IPB
The XO:
• Ensures full staff participation in the IPB process
• Designates staff responsibilities for OE (PMESII-PT/METT-TC/ASCOPE)
assessments
• Arbitrates de-confliction, compromise, or integration of staff assessments as needed
The S2:
• Manages the IPB process
• In coordination with the S3, identifies the limits of the AOI
• Ensures weather data considerations, forecasts, and effects
are included in the IPB
• Ensures terrain analysis products and assessments are included in the IPB
• Assists staff in determining terrain and weather effects on friendly and threat forces
• Determines terrain and weather effects on friendly intelligence and information
collection operations and threat intelligence, surveillance, and reconnaissance (ISR)
• In coordination with the staff, ensures civil considerations are included in the IPB
• Identifies civil considerations that may affect friendly intelligence and information
collection operations and threat ISR
• Provides threat models and templates to facilitate the commander’s and staff’s
understanding of the threat
• With assistance from the staff, determines threat disposition, composition,
capabilities, vulnerabilities, mission, center(s) of gravity, desired end state, objectives,
decision points, and scheme of maneuver
• Identifies disposition, composition, capabilities, and vulnerabilities of threat ISR
• With assistance from the staff, determines potential opportunities to mitigate threat
capabilities and exploit threat vulnerabilities, including those for threat ISR
• Coordinates with the staff to develop an HVTL
• With assistance from the staff, develops threat COAs – at a minimum, most likely
and most dangerous threat COAs
• Develops Event Template and Matrix
• With staff input, identifies intelligence gaps
The S1:
• Determines terrain and weather effects on friendly and threat personnel services
support
• Identifies civil considerations that may affect friendly and threat personnel services
support
•Identifies disposition, composition, capabilities, and vulnerabilities of threat personnel
services support, including personnel replacement operations
• Assists the S2 in determining potential opportunities to mitigate capabilities and
exploit vulnerabilities of threat personnel services support
• In coordination with the S2, identifies HVTs for threat personnel services support
• Assists the S2 with personnel services support expertise to develop threat COAs
• Identifies to the S2 potential intelligence gaps pertaining to threat personnel services
support
The S3:
• In coordination with the S2, proposes the limits of the AOI
for the commander’s approval
• Assists the S2 with weather and terrain impacts on friendly and threat military
aspects of terrain (OAKOC)
• Determines terrain and weather effects on friendly and threat maneuver forces
• Identifies civil considerations that may affect friendly and threat maneuver forces and
how friendly and threat maneuver forces may affect the civil environment
• Assists the S2 in determining the threat’s mission, center(s) of gravity, desired end
state, objectives, decision points, and scheme of maneuver as well as threat maneuver
forces’ disposition, composition, capabilities, and vulnerabilities
•Determines potential opportunities to mitigate capabilities and exploit vulnerabilities of
threat maneuver forces
•In coordination with the S2, identifies HVTs for threat maneuver forces
• Assists the S2 with maneuver forces expertise to develop threat COAs
• Identifies to the S2 potential intelligence gaps pertaining to threat maneuver forces
The S4:
• Determines terrain and weather effects on friendly and threat sustainment
• Identifies civil considerations that may affect friendly and threat sustainment and
possible sustainment support needed by civil authorities
• In coordination with the S2, identifies and evaluates threat sustainment capabilities
and vulnerabilities as well as current and projected supply status, supplies availability,
and transportation assets
• Assists the staff in identifying and evaluating threat supply routes and resupply points
• Determines potential opportunities to mitigate capabilities and exploit vulnerabilities
of threat sustainment
• In coordination with the S2, identifies HVTs for threat sustainment.
•Assists the S2 with sustainment expertise to develop threat COAs
• Identifies to the S2 potential intelligence gaps pertaining to threat sustainment
The S6
• Determines terrain and weather effects on friendly and threat communications and
information systems
• Identifies civil considerations that may affect friendly and threat
communications/information systems and possible communications/information
systems support needed by civil authorities
• Identifies disposition, composition, capabilities, and vulnerabilities of threat
communications/information systems.
•Determines potential opportunities to mitigate capabilities and exploit vulnerabilities of
threat communications/information systems
• In coordination with the S2, identifies HVTs for threat communications/information
systems
• Assists the S2 with communications/information systems expertise to develop threat
COAs.
• Identifies to the S2 potential intelligence gaps pertaining to threat
communications/information systems.
16
The Staff’s Role in IPB (cont.)
The S7:
• Determines terrain and weather effects on friendly and threat information flow within
the AO and AOI
• Identifies significant characteristics of the information environment
• Identifies civil considerations that may affect friendly inform and influence activities
(IIA) and threat information warfare (IW) and how friendly IIA and threat IW may affect
the civil environment
• Identifies disposition, composition, capabilities, and vulnerabilities of threat IW
• Determines friendly vulnerabilities to threat IW and propaganda
• Determines potential opportunities to mitigate capabilities and exploit vulnerabilities
of threat IW
• Identifies the decision making structure/processes for threat forces, key threat
decision makers and their personal attributes
• In coordination with the S2, identifies HVTs for threat IW
• Assists the S2 with IIA expertise to develop threat COAs, including threat denial and
deception operations.
•Identifies to the S2 potential intelligence gaps pertaining to threat IW.
The S9:
• Determines terrain and weather effects on the civilian population and on friendly and
threat civil-military operations (CMO)
• Assesses demographics for AO and AOI
• Provides an analysis of effects of the civilian population on friendly and threat military
operations and vice versa
• In coordination with other members of the staff, identifies possible military support
needed by civil authorities
•Provides, in coordination with the fire support officer (FSO), a protected target list,
including cultural, religious, historical, and high-density civilian population areas
• Identifies the international organizations (IOs), non-governmental organizations
(NGOs), and other governmental organizations (GOs) that have a significant role in the
civil situation in the AO and AOI
• Identifies disposition, composition, capabilities, and vulnerabilities of threat CMO
• Determines potential opportunities to mitigate capabilities and exploit vulnerabilities
of threat CMO
• In coordination with the S2, identifies HVTs for threat CMO
• Assists the S2 with CMO expertise to develop threat COAs
• Identifies to the S2 potential intelligence gaps pertaining to threat CMO.
The Chemical, Biological, Radiological, and Nuclear (CBRN) Officer:
• Determines terrain and weather effects on friendly and threat CBRN and obscuration
employment
• Determines terrain and weather effects on CBRN hazards (e.g., toxic industrial
chemicals/materials - TICs/TIMs) in the AO and AOI
• Assists the staff in identifying water sources that could be used by friendly and threat
forces for decontamination operations
• Identifies civil considerations that may affect friendly and threat CBRN and
obscuration employment and possible CBRN defense and decontamination support
needed by civil authorities
• Assesses potential CBRN hazards in the AO and AOI
The FSO:
• Determines terrain and weather effects on friendly and threat fire support
• Identifies civil considerations that may affect friendly and threat fire support
• Coordinates with the S9 to provide a protected target list, including cultural, religious,
historical, and high-density civilian population areas
• Identifies disposition, composition, capabilities, and vulnerabilities of threat fire
support
• In coordination with the S2, assesses potential threat artillery, rocket, and mortar
positions
• In coordination with the staff, identifies threat fire support-related sustainment
capabilities and vulnerabilities
• Determines potential opportunities to mitigate capabilities and exploit vulnerabilities
of threat fire support
• In coordination with the S2, identifies HVTs for threat fire support and participates in
the development of the HVTL
• Assists the S2 with fire support expertise to develop threat COAs
• Assists the S2 in developing the fire support portion of the Event Template and
Matrix.
Identifies to the S2 potential intelligence gaps pertaining to threat fire support
The Air and Missile Defense Officer:
• Determines terrain and weather effects on friendly and threat air and missile defense
• Assists in identifying and evaluating threat air avenues of approach
• Identifies civil considerations that may affect friendly and threat air and missile
defense and possible air and missile defense support needed by civil authorities
• Identifies disposition, composition, capabilities, and vulnerabilities of threat air and
missile defense systems, to include providing input on threat rotary- and fixed-wing air
assets, capabilities, and employment
• Determines potential opportunities to mitigate capabilities and exploit vulnerabilities
of threat air and missile defense systems
• Assists the S2 with air and missile defense expertise to develop threat COAs
• In coordination with the S2, identifies HVTs for threat air and missile defense
• Identifies to the S2 potential intelligence gaps pertaining to threat air and missile
defense
The Staff Judge Advocate (SJA):
• Determines terrain and weather effects on rules of engagement (ROE)
• Identifies geographical limits or boundaries pertinent to ROE throughout the AO and
AOI
• Identifies civil considerations that may affect ROE and how ROE may affect military
support needed by civil authorities
• Identifies the impact of legal mandates, treaties, or other diplomatic agreements on
friendly and threat forces
• Determines potential for the threat to exploit friendly ROE
• Reviews the HVTL for ROE implications
17
The Staff’s Role in IPB (cont.)
The Engineer Officer:
• Tasks the geospatial engineer team to support the S2 with terrain analysis and
products, including the modified combined obstacle overlay (MCOO)
• Determines terrain and weather effects on friendly and threat mobility,
countermobility, and survivability
• Assists the staff in identifying and assessing obstacles and IEDs throughout the AO
• Identifies civil considerations that may affect friendly and threat mobility,
countermobility, and survivability and possible mobility and survivability support
needed by civil authorities
• Identifies disposition, composition, capabilities, and vulnerabilities of threat mobility,
countermobility, and survivability assets and resources
• In coordination with the S2, identifies HVTs for threat mobility, countermobility, and
survivability
• Determines potential opportunities to mitigate capabilities and exploit vulnerabilities
of threat mobility, countermobility, and survivability
• Assists the S2 with mobility, countermobility, and survivability expertise to develop
threat COAs
• Assists the S2 in developing the engineer support portion of the Event Template and
Matrix
• Identifies to the S2 potential intelligence gaps pertaining to threat mobility,
countermobility, and survivability
The Chaplain:
• Determines terrain and weather effects on delivery of religious support (RS)
• Determines weather impact on indigenous religious holidays and events
• In coordination with the S9, assesses religious groups in the population in AO and
AOI
• In coordination with S9, identifies designated sacred sites, religious education
facilities, and religious-cultural sites
• Provides insight into the impact of religion on the political, military, economic, social,
and information situation in the AO and AOI
• Provides an analysis of effects of religion, including surrounding religious events, on
friendly and threat military operations and vice versa
• In coordination with the S9, identifies possible military RS needed by civil authorities
• Provides input to the fire support officer (FSO) on protected religious targets
• Identifies the international organizations (IOs), non-governmental organizations
(NGOs), and other governmental organizations (GOs) that have a significant RS role in
the AO and AOI
• In coordination with the S2 and S9, identifies key religious leaders in AO and AOI
• Assists the S2 with religious and cultural expertise to develop threat COAs
• Identifies to the S2 potential information gaps pertaining to the religious situation in
the AO and AOI
The Chemical, Biological, Radiological, and Nuclear (CBRN) Officer:
•Assesses the probabilities and effects of friendly, threat, and civilian CBRN-related
casualties
• Identifies disposition, composition, capabilities, and vulnerabilities of threat offensive
and defensive CBRN assets
• In coordination with the staff, identifies threat CBRN-related sustainment capabilities
and vulnerabilities
• Determines potential opportunities to mitigate capabilities and exploit vulnerabilities
of threat CBRN and obscuration assets
• In coordination with the S2, identifies HVTs for threat CBRN-related and obscuration
capabilities
• Assists the S2 with CBRN expertise to develop threat COAs, including locations,
types, targets, and intended effects for threat CBRN and obscuration employment
•Assists the S2 in developing the CBRN and obscuration portions of the Event
Template and Matrix
• Identifies to the S2 potential intelligence gaps pertaining to threat CBRN and
obscuration operations
The Medical Officer:
• In coordination with the S2, determines terrain and weather effects on the health and
medical care of friendly and threat forces
• Identifies civil considerations that may affect friendly and threat health and medical
treatment and possible health care and medical support needed by civil authorities
• Assesses the medical threat in the AO and AOI and determines effects on personnel,
rations, and water
• Determines how military operations will affect the health of the civilian population
• Identifies medical ROE
• Identifies disposition, composition, capabilities, and vulnerabilities of threat medical
treatment
• Assists the S2 with health and medical expertise to develop threat COAs
• Determines anticipated types and locations of friendly and threat casualties and
disease and non-battle injuries (DNBI)
• Assesses anticipated health care and medical treatment that will be required by
EPWs and detainees
• Identifies to the S2 potential intelligence gaps pertaining to the medical threat and
threat forces’ health and medical care
18
 Operational Framework ADP 3-0

Area of Operations:
•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).
•Within their areas of operations, commanders integrate and synchronize maneuver, fires, and interdiction.
•To facilitate this integration and synchronization, commanders have the authority to designate targeting priorities and timing of fires.
Area of Interest:
•That area of concern to the commander, including the area of influence, areas adjacent thereto, and extending into enemy territory.
•This area also includes areas occupied by enemy forces who could jeopardize the accomplishment of the mission (JP 3-0).

Army leaders are responsible for clearly
articulating their concept of operations in
time, space, purpose, and resources.
Leaders often use these conceptual frameworks
in combination. For example, may use:
–Deep-close-security framework to describe
the operation in time and space.
–Decisive-shaping-sustaining framework to
articulate the operation in terms of purpose.
–Main and supporting efforts framework to
designate the shifting prioritization of
resources.
Security
Area
Deep-Close-Security.
•Deep operations involve efforts to disrupt
uncommitted enemy forces. The purpose of deep
operations frequently ties to other events distant in
time and space. Deep operations might aim to
disrupt the movement of operational reserves or
prevent the enemy from employing long-range
cannon or rocket fires. In an operational
environment where an enemy recruits insurgents
from within a population, deep operations might
focus on interfering with the recruiting process,
disrupting the training of new recruits, or eliminating
the underlying factors that enable the enemy to
recruit.
•Close operations involve efforts to have
immediate effects with committed friendly forces—
potentially in direct contact with enemy forces—to
include enemy reserves available for immediate
commitment. For example, close operations might
aim to destroy an enemy force, seize a piece of
terrain, disrupt an insurgent cell, or secure a
local population.
•Security operations involve efforts to provide
early and accurate warning of enemy operations,
provide the force with time and maneuver space
within which to react to the enemy, protect the force
from surprise, and develop the situation so the
commander can effectively use the force. Security
operations include necessary actions to retain
freedom of action and ensure uninterrupted
support or sustainment of all other operations.
Decisive-Shaping-Sustaining framework lends itself to
a broad conceptual orientation.
-Decisive Operation: is the operation that directly
accomplishes the mission.
-Commanders typically identify a single decisive
operation, but more than one subordinate unit
may play a role in the decisive operation.
-Commanders may combine the decisive-shaping-
sustaining framework and the deep-close-security
framework when this aids in visualizing and
describing the operation.
-he decisive operation need not be a close operation
- Shaping Operations: are operations that establishes
conditions for the decisive operation through effects on
the enemy, population (including local leaders), and
terrain. Cdrs may designate more than one shaping
operation.
-Sustaining Operations: are operations at any echelon
that enables the decisive operation or shaping
operations by generating and maintaining combat
power.
Main and supporting efforts framework, focuses on
prioritizing effort among subordinate units.
• Main effort is the designated subordinate unit whose
mission at a given point in time is most critical to overall
mission success. It is usually weighted with the
preponderance of combat power. Typically, the main
effort shifts one or more times during execution.
•Supporting efforts are designated subordinate units
with missions that support the success of the main
19
effort.
Operational and Mission Variables
FM 6-0, Appendix A
ADP 5-0, CHP 1

20
 ADRP 1-02
Mission Statement & Tasks FM 3-90-1

Mission Statement – A short paragraph or sentence describing the

task and purpose that clearly indicates the action to be taken and the
reason thereof. It usually contains the elements of who, what, when,
and where, and the reason thereof, but seldom specifies how.

•The commander is not limited to the tactical mission tasks in specifying

desired subordinate actions in an operations order or operations plan.

•Many of the words and terms used to describe the what and why of a
mission statement do not have special connotations beyond their common
English language meanings.

•Both the commander and the subordinate must have a common

understanding of the what and why of the operation.

•Tasks involving only actions by friendly forces rarely provide sufficient

clarity for a mission statement, thus the addition of a solid purpose coupled
with the task adds understanding and clarity.

•The commander ensures that the missions assigned to subordinate units

are consistent with the scheme of maneuver and the resources allocated to
those subordinates.

•For example, a defending unit requires far greater effort (resources) to

destroy an enemy force than to defeat it. Likewise, an attacking unit
requires more combat power to clear the enemy from a given area than to
contain that enemy in that same area.

Tactical mission tasks The specific activity performed by a unit while

executing a form of tactical operation or form of maneuver. It may be
expressed in terms of either actions by a friendly force or effects on an
enemy force.

21
 Tactical Mission Tasks ADRP 1-02
FM 3-90-1
Attack by Fire: A tactical mission task in which a commander uses direct fires, supported by indirect fires, to engage an enemy force without closing with the enemy to
destroy, suppress, fix, or deceive that enemy
Breach: A tactical mission task in which the unit employs all available means to break through or establish a passage through an enemy defense, obstacle, minefield, or
fortification.
Bypass: A tactical mission task in which the commander directs the unit to maneuver around an obstacle, position, or enemy force to maintain the momentum of the
operation while deliberately avoiding combat with an enemy force.
Block: A tactical mission task that denies the enemy access to an area or prevents his advance in a direction or along an avenue of approach
Canalize: A tactical mission task in which the commander restricts enemy movement to a narrow zone by exploiting terrain coupled with the use of obstacles, fires, or friendly
maneuver.
Clear : A tactical mission task that requires the commander to remove all enemy forces and eliminate organized resistance in an assigned area
Contain: A tactical mission task that requires the commander to stop, hold, or surround enemy forces or to cause them to center their activity on a given front and prevent
them from withdrawing any part of their forces for use elsewhere.
Control: 1. The regulation of forces and warfighting functions to accomplish the mission in accordance with the commander’s intent. 2. A tactical mission task that requires
the commander to maintain physical influence over a specified area to prevent its use by an enemy.
Counter-reconnaissances: A tactical mission task that encompasses all measures taken by a commander to counter enemy reconnaissance and surveillance efforts. It is
not a distinct mission, but a component of all forms of security operations.
Defeat: A tactical mission task that occurs when an enemy force has temporarily or permanently lost the physical means or the will to fight.
Destroy: A tactical mission task that physically renders an enemy force combat-ineffective until it is reconstituted. Alternatively, to destroy a combat system is to damage it so
badly that it cannot perform any function or be restored to a usable condition without being entirely rebuilt.
Disengage: A tactical mission task where a commander has the unit break contact with the enemy to allow the conduct of another mission or to avoid decisive engagement.
Disrupt: A tactical mission task in which a commander integrates direct and indirect fires, terrain, and obstacles to upset an enemy’s formation or tempo, interrupt his
timetable, or cause his forces to commit prematurely or attack in piecemeal fashion.
Exfiltration: A tactical mission task where a commander removes Soldiers or units from areas under enemy control by stealth, deception, surprise, or clandestine means.
Fix: A tactical mission task where a commander prevents the enemy from moving any part of his force from a specific location for a specific period. Fix is also an obstacle
effect that focuses fire planning and obstacle effort to slow an attacker’s movement within a specified area, normally an engagement area.
Follow and Assume: A tactical mission task in which a second committed force follows a force conducting an offensive task and is prepared to continue the mission if the
lead force is fixed, attired, or unable to continue.
Follow and Support : A tactical mission task in which a committed force follows and supports a lead force conducting an offensive task.
Isolate: A tactical mission task that requires a unit to seal off—both physically and psychologically—an enemy from his sources of support, deny an enemy freedom of
movement, and prevent an enemy unit from having contact with other enemy forces.
Neutralize: A tactical mission task that results in rendering enemy personnel or materiel incapable of interfering with a particular operation.
Occupy: A tactical mission task that involves a force moving a friendly force into an area so that it can control that area. Both the force’s movement to and occupation of the
area occur without enemy opposition.
Reduce: 1. A tactical mission task that involves the destruction of an encircled or bypassed enemy force. 2. A mobility task to create and mark lanes through, over, or around
an obstacle to allow the attacking force to accomplish its mission. (ATTP 3-90.4)
Retain: A tactical mission task in which the commander ensures that a terrain feature controlled by a friendly force remains free of enemy occupation or use.
Secure: A tactical mission task that involves preventing a unit, facility, or geographical location from being damaged or destroyed as a result of enemy action.
Seize: A tactical mission task that involves taking possession of a designated area using overwhelming force.
Support by Fire: A tactical mission task in which a maneuver force moves to a position where it can engage the enemy by direct fire in support of another maneuvering
force.
Suppress: A tactical mission task that results in temporary degradation of the performance of a force or weapons system below the level needed to accomplish the mission.
Turn: 1. A tactical mission task that involves forcing an enemy force from one avenue of approach or mobility corridor to another. 2. A tactical obstacle effect that integrates
fire planning and obstacle effort to divert an enemy formation from one avenue of approach to an adjacent avenue of approach or into an engagement area.

22
Control Measures Building Process
ADRP 1-02

23
 ADRP 1-02
Tactical Mission Graphics Chapter 9

24
Control Measure Symbols ADRP 1-02
Chapter 8

25
 Information Collection FM 6-0
FM 3-55, Information
Collection
Information collection is an activity that synchronizes and
integrates the planning and employment of sensors and assets as
well as the processing, exploitation, and dissemination systems in
direct support of current and future operations.
A decision point is a point in space and time when the commander or
staff anticipates making a key decision concerning a specific course of
action. (JP 5-0).
•CCIR = Commanders’ Critical Information Requirement, categorized as:
•FFIR = Friendly Forces Information Requirement (S3 manages)
•PIR = Priority Intelligence Requirement (S2 manages)
•FFIRs identify the information about the mission, troops and support available, and time available
for friendly forces that the commander considers most important.
•PIRs identify the information about the enemy, terrain and weather, and civil considerations that
the commander considers most important.
•The approval of the initial CCIRs early in planning assist the staff in developing the initial
reconnaissance and surveillance synchronization plan and the subsequent reconnaissance and
surveillance plan.
•The initial CCIRs developed during mission analysis normally focus on decisions the commander
needs to make to focus planning.
•Once the commander selects a COA, the CCIRs shift to information the commander needs in
order to make decisions during preparation and execution. A Way to Develop Initial Proposed PIR
•Commanders designate CCIRs to inform the staff and subordinates what they deem essential
for making decisions. •Identify key differences between MLECOA, MDECOA, and other ECOAs you have
•The fewer the CCIRs, the better the staff can focus its efforts and allocate sufficient resources developed.
for collecting them. •Based on key differences between ECOAs and major intelligence gaps for each ECOA,
develop critical questions about the enemy and other aspects of the operational
Examples of Good PIR environment that must be answered to confirm or deny the adoption of an ECOA.
•They ask only one question. •Check Higher HQ PIR/collection tasks to confirm that proposed PIR are nested to support
•They focus on a specific fact, event, or activity. them and address all requirements.
•They provide intelligence required to support a single decision.
•Refine or add proposed PIR as necessary.
Examples:
"Will the enemy use chemical agents on our reserve force before it leaves AA JEAN-MARIE?" •Unless confirming or denying a critical aspect of the operational environment (i.e., status of
"Will the enemy defend OBJ KEVIN using a forward-slope defense?" an airfield or route), ensure proposed PIR are predictive in nature (use the future tense,
"Will the enemy reserve tank battalion reach PL FUSS before 270900 MAY 99?" such as “will” vs. “is”).
"Will the 43d Division send its main attack along AA 2?" •Identify anticipated commander’s decisions for the plan or operation that each PIR will
"What size force is defending OBJ LEO?" support.
"Which bridges over the Katie River are intact?" •Possible decisions can be induced based on expected enemy actions, decisions, and
Example of Poor PIR employment of critical assets (HVTs).
"Will the enemy attack? If so, where, when, and in what strength?“ •For each proposed PIR, identify the latest time the information is of value (LTIOV) or the
event by which the information is required.
•EEFI = Essential Element of Friendly Information •As a rule of thumb, proposed PIR should be limited in number and simple in construction
•An EEFI establishes an element of information to protect rather than one to collect. EEFIs identify such that subordinates can memorize them.
those elements of friendly force information that, if compromised, would jeopardize mission
success.
26
 Information Collection Planning FM 3-55, Information Collection

• Commanders integrate information collection to form an information collection plan that capitalizes on different capabilities.
• The intelligence and operations staffs work together to collect, process, and analyze the information the commander requires concerning the
enemy, other adversaries, climate, weather, terrain, population, and other civil considerations that affect operations.
• Reconnaissance, security, intelligence operations, and surveillance are the ways – with the means ranging from national and joint
collection capabilities to individual Soldier observations and reports.
• The end is intelligence that supports commander’s decision making. The result – successful execution and assessment of operations –
depends upon the effective synchronization and integration of the information collection effort.
The four fundamentals in effectively planning, The Information Collection Process:
synchronizing, and integrating information collection • Plan requirements and assess collection. The intelligence staff (in collaboration with the
activities include:
operations officer and the entire staff) receives and validates requirements for collection,
•The commander drives the information collection
effort. prepares the requirements planning tools [see ATTP 2-01], recommends collection assets and
•Effective information collection synchronization and capabilities to the operations staff, and maintains synchronization as operations progress.
integration requires full staff participation. • Task and direct collection. The operations officer (based on recommendations from the staff)
•Conducting information collection requires a tasks, directs, and when necessary re-tasks the information collection assets.
collection capability, either organic or augmented • Execute collection. Executing collection focuses on requirements tied to the execution of tactical
by nonorganic resources.
missions (such as reconnaissance, surveillance, security, and intelligence operations) based on
•Conducting information collection requires an
analytical capability to analyze and produce the CCIRs. Typically collection activities begin soon after receipt of mission and continue through
actionable intelligence. preparation and execution of the operation.

Collection Synchronization Matrix Information Collection Matrix Information Collection Overlay

27
MISSION: State the mission of
information collection/reconnaissance & Concept of Information Collection
surveillance in support of the unit’s Operational
operation. Conceptual coverage by collectors can
Graphics from S3
be shown using color-coded NAIs,
(“Money Shot”)
CCIRs (PIRs) Correlated to NAIs number/letter-coded NAIs, color
with NAIs and
coded ellipses or rectangles, or
Identify which NAIs will be used to Conceptual
different shapes per collectors.
obtain Collection Coverage
required information to answer each
CCIR (PIR).
PIR #1 When will Arianian Army initiate
their attack into AO BEAR? (NAIs
1,3,4,6,7)
PIR #2 (NAIs 1,2,4,6,8)
PIR #3 (NAIs 2,3,5,7,9)
Etc.

Legend

FMV

SIGINT

MASINT

AVN

HUMINT
SCHEME OF INFORMATION COLLECTION / PRIORITIES
State the overall info collection/R&S objective(s). Describe how PRIORITY OF SUPPORT PRIORITY FOR DYNAMIC RETASKING
the scheme of info collection/R&S supports the CDR’s intent, List subordinate units in List the priority for retasking
priority order for info collection assets with new
concept of opns, and CCIR. Direct the manner in which each collection during the missions in lieu of continued
element of the force will cooperate to accomplish the key info operation or phase. Consider execution of previously tasked
the main effort, decisive missions. Priority can be stated in
collection/R&S tasks and tie that to support of the operation with operation, shaping terms of foreseen requirements for
task and purpose statement. If the operation is phased, outline operations, and sustaining rapid support (e.g., targets of
the scheme of support by phase and ensure priorities are operations as designated by opportunity, time sensitive targets,
the S3 in the scheme of HPT of higher priority).
28
identified by phase. A separate slide/sheet may be necessary for operations. Priority could
each phase. also be stated by LOO/LOE.
 CHARACTERISTICS:
•Audacity
Maneuver-WFF (Offense) ADRP 3-90 (Off & Def)
FM 3-90-1 (Off & Def)
FM 3-90.6 (BCT)
•Concentration
An offensive task is a task conducted to defeat and destroy enemy
•Rapid Tempo MTC Organization
forces and seize terrain, resources, and population centers. During
•Surprise •Security Forces
the conduct of the offense Army forces seize the initiative, use
Forms of Maneuver information collection assets to identify the enemy, maneuvers to a •Advance Guard
1. Envelopment position of advantage and defeats the enemy with overwhelming • Flank & Rear Security
2. Flank combat power. •Reconnaissance
3. Frontal Attack •Main Body
4. Infiltration 4 Primary Offensive Tasks
5. Penetration 1.Movement to Contact (Develop the situation & to establish or Fundamentals of a Movement to
6. Turning Movement regain contact) Contact
Forms of Attack
2. Attacks (Destroys or defeats enemy forces, seizes & secures • Focus all efforts on finding the
1. Ambush terrain or both) enemy.
2. Counter Attack 3.Exploitation (Follows the conduct of a successful attack and is • Make initial contact with organic or
3. Raid designed to disorganized the enemy in depth) JIIM recon assets or organizations.
4. Demonstration 4.Pursuit (To catch or cut off a hostile force attempting to escape • Task organize the BCT to make
5. Feint with the aim of destroying it) initial contact with the smallest
6. Spoiling Attack mobile self-contained force to avoid
Offense Planning Addresses: Common Offensive
Sequence of Offensive decisive engagement of the main
•Missions and objectives, to include Control Measures
Operations task and purpose, for each
body.
1. Assault Position
1. Moving from AA to LD subordinate element. •Plan to facilitate flexible response
2. Maneuvering from LD to
2. Assault Time
•Commander’s intent. throughout the AO.
3. Attack by Fire Position
Probable Line of
• Enemy positions, obstacles, •Maintain contact once contact is
Deployment (PLD) 4. Attack Position
strengths, and capabilities. made.
3. Action at the PLD, Assault 5. Axis of Advance
Position
•AOs for the use of each subordinate 6. Battle Handover Line
element with associated control Search & Attacks (Subordinate Tasks)
4. Conducting the breach 7. Direction of Attack
graphics. •Locate enemy positions or habitually
5. Assaulting the objective 8. Final Coordination Line
•Time the operation is to begin. traveled routes.
6. Consolidating on the 9. Limit of Advance
•Scheme of maneuver. • Destroy enemy forces within its
objective 10. Objective
•Targeting guidance and high-payoff capability or fix and/or block the enemy
7. Transition
targets. 11. Point of Departure until reinforcements arrive.
12. Probable Line of •Maintain surveillance of a larger enemy
Combat Formations •Special tasks required to accomplish
Deployment force until reinforcements arrive.
•Column the mission.
13. Rally Point •Search urban areas.
•Line • Risk. •Secure military or civilian property or
•Echelon • Options for accomplishing the 14. Support by Fire
installations.
•Box mission Position
•Eliminate enemy influence within the
•Diamond 15. Time of Attack AO.
•Wedge
•Vee 29
 ADRP 3-90 (Off & Def)

Maneuver-WFF (Defense) FM 3-90-1 (Off & Def)

FM 3-90.6 (BCT)

Framework: A defensive task is a task conducted to defeat an enemy attack, gain time, Steps of EA Development:
•Security Area economize forces, and develop conditions favorable for offensive or - FM 3-90.1, Tank and Mechanized
•Main Battle Area stability tasks. During the conduct of the defense, units establish a defense Infantry Company Team
- FM 3-21.8, The Infantry Rifle
•Reserve immediately after occupying the ground, commanders use security
Platoon and Squad
elements to provide early warning and to provide time for preparation,
CHARACTERISTICS: 1. ID likely EN avenues of
commanders refine the defense through planning and preparation and may approach.
•Disruption require units to shift and adjust their positions after the plan is finalized, and 2. Determine the EN scheme of
•Flexibility defensive preparations and refinement are never complete. maneuver.
•Maneuver 3. Determine where to kill the
3 Primary Defensive Tasks
•Massing effects EN.
1. Area Defense is a defensive task that concentrates on denying enemy
•Operations in Depth forces access to designated terrain for a specific time rather than 4. Plan and integrate obstacles.
•Preparation destroying the enemy outright 5. Emplace weapons systems.
•Security 2. Mobile Defense is a defensive task that concentrates on the destruction or 6. Plan and integrate indirect
defeat of the enemy through a decisive attack by a striking force fires.
Forms of Maneuver 3. Retrograde is a defensive task that involves organized movement away 7. Conduct and engagement
1.Defense of a Linear from the enemy. There are three forms of retrograde operations: delay, area rehearsal.
Obstacle withdrawal, and retirement.
2. Perimeter Defense
3. Reverse Slope Defense Common Defense Defense Planning Addresses:
Control Measures •Understanding the superior commander’s
Steps Execute Area 1. Security Area intent and concept of operations.
Defense •Understanding the tactics to be applied by
2. Main Battle Area (MBA)
1. Gain & maintain enemy flanking and supporting units.
3. Forward Edge of the
•Selecting boundary locations that do not
contact Battle Area (FEBA) increase the coordination problem.
2. Disrupt the enemy 4. Echelon Support Area •Planning for mutual support.
3. Fix the enemy 5. Battle Positions •Surveillance and target acquisition plans.
4. Maneuver a. Primary •Location and composition of security forces.
5. Follow through b.Alternate •Obstacle and demolition plans.
c.Supplementary •Fire plans, to include employing antitank
d.Subsequent systems, illumination, and smoke. TTP-BATTLEFIELD CALCULUS
•Air defense coverage areas.
e.Strong Point Formula to determine the
• Employing the reserve in conjunction with
6. Disengagement Line minimum distance the trigger
information-related capabilities and fire
7. Target Reference Points support systems, such as artillery and point must be before the
(TRPs) aviation. intercept point:
8. Trigger Line •Control measures, such as boundaries, phase DISTANCE = (Transmission
9. Engagement Areas lines, fire support coordination measures, and Time + Fire Mission Processing
10. Final Protective Fires airspace coordinating measures. Time + TOF) x Target Speed
(FPF) •Communications.
30
 Maneuver- Airborne Assault
FM 90-26(Dec 90)
FM 3-99 (Initial Draft) (2012)
Airfield Seizure Training Circular 82d
ABN, (May 05)
Organization Airborne Assault Planning
ABNAF = Airborne Assault Force •Three Planning Scenarios Air Movement Phase/Plan
•Comprises an airborne infantry BCT •Unconstrained X-Hour sequence •Begins with aircraft takeoff and ends with unit delivery to
•BCT CDR leads the assault force •Constrained X-Hour sequence (at least 72 the DZ(s) or LZ(s).
•Higher HQ provides ABN AFC •Planning includes:
hours)
Echelon Employment •Departure airfields
•N-Hour sequence (less than 72 hours)
•Assault Echelon (Alpha Echelon) •Aircraft by serial
•Follow-On Echelon (Bravo and Charlie Echelon •Reverse Planning Sequence & Phases •Parking diagram
• Rear Echelon •Ground Tactical Plan •Aircraft mission
Reserve size •Landing Plan •Air movement table
•Div = BN •Air Movement Plan •Flight routes
•BCT = Company •Marshaling Plan •Unit providing the aircraft
•BN = Platoon •Enroute Communications Plan
Ground Tactical Phase/Plan •Tactical Cross load
Echelon Employment •Begins with the landing of units and extends through the •Bump Plan.
Assault Echelon (Alpha Echelon) seizure and consolidation of the initial objective(s).
•Parachute assault, on an unsecured DZ to seize •It ends when the mission is completed or the airborne Marshaling Phase/Plan
the lodgment or initial assault objectives. force is extracted or relieved. •Begins with receipt of the warning order; it ends when the
•Composed of those forces required to conduct •Subsequent operations can include an offensive transport aircraft departs. During this phase, leaders–
the parachute assault to seize the assault operation, defense of key terrain, a linkup, a withdrawal, Plan joint tactics and support.
objectives and the initial airhead, plus their or any combination. •Rehearse and conduct briefbacks.
reserves and supporting units/soldiers. •Planning includes: •Assemble and prepare paratroopers, equipment, and
•Supplies for sustain ops for 72 hours • Assault objectives and airhead line supplies.
•Includes assault command post • Reconnaissance and security forces to include •Conduct briefings and pre-jump training.
Follow-On Echelon (Bravo and Charlie Echelon) observations posts (OPs) •Move paratroopers, equipment, and supplies to the
•The existence of one of the following conditions • Boundaries departure airfields and load them into aircraft
requires an ABNAF to have a follow-on echelon: • Task Organization •Planning includes:
•Shortage of aircraft. • Designation of Reserve •Movement to marshaling area
•Aircraft that cannot land heavy items • Supply •Passive defense measures
•Any enemy situation, terrain, or weather that •Dispersal procedures
makes it impossible to land certain soldiers or Landing Phase/Plan •Departure airfields
equipment in the assault echelon. •Begins when paratroopers & equipment exit the aircraft •Marshaling operations
Elements are the airland portion of ABNAF by parachute or are airlanded. •Confirmation brief schedule
Bravo = manned & equipped for lodgment •The phase ends when all elements of the relevant •Preparation for combat (confirmation brief, backbief,
expansion echelonh are delivered to the objective are delivered to inspections, supervision, rest)
Charlie = Remainder of the ABNAC after the objective area. •Communications
seizure of initial airhead & lodgment gives the •Planning includes: •Planning/coordination for insertion of Team RECON and
ABNAF the capability to conduct sustained •DZ. LZ and EZ locations and descriptions other information collection assets
combat operations within the limitations of the •Sequence of delivery
IBCT‘s MTOE and provides additional combat •Method of delivery
power and equipment for the ABNTF. •Place of delivery
Rear Echelon – Remains at the remote marshaling •Time of delivery
base (REMAB) •Assembly plan
•Landing plan worksheet
31
 Maneuver- Airborne Assault
FM 90-26(Dec 90)
FM 3-99 (Initial Draft) (2012)
Airfield Seizure Training Circular 82d
ABN, (May 05)
Directive/WARNORD includes the TASKS TO SUBORDINATES
following: The purpose of each task should nest with completing Organization of Team AIRFIELD:
•Task organization. another task, achieving an objective, or attaining an end •A/DACG, STS/ATC, UNIT
•Mission command for the operation. state condition to the airborne assault. Example of GUIDES(OPCON),AND LARP(OPCON)
•Higher commander‘s concept of the activities include the following: • Mission: Receive airland aircraft IOT
operation (includes tentative scheme of •Movement and maneuver. Maneuver units conduct an facilitate force build-up in the lodgment
maneuver/primary and alternate DZs and airborne assault and attack to destroy enemy forces on • Command Relationship. The BDE HQs
LZs). objectives and isolate the airhead from direct and provides the command and control element
•Missions for subordinate units. observed indirect fires. Units such as pathfinders, scouts, for this team; normally the BDE XO. As a
•Time and duration of the operation LRS, and SOF, conduct parachute/high-altitude low- minimum, the LARP, A/DACG, STS/ATC,
(includes general timeline). opening (HALO) insertion to perform reconnaissance and unit guides are attached to this team
•Intelligence and security requirements. operations near the objective area and provide IOT provide A2C2, runway maintenance,
•Allocation and distribution of airlift assets. interdiction and close combat attack (CCA) against and control of the marshaling of personnel
•Unit deployment list and sequence. identified enemy forces in the objective area. and equipment
•Departure airfields, REMABs, and ISBs. •Intelligence. Other reconnaissance units conduct •Tasks
•Initial estimate on requirements for reconnaissance and surveillance of DZs and LZs and the •Phase III (Expansion of Airhead/Receive
reconnaissance aircraft, CAS, naval gun objective area to identify enemy forces for targeting by Airland):
fire (NGF), and UAS support. fires and aviation assets to set conditions for airborne •Establish C2 element NLT P+3:00 vic
•Signal requirements and instructions. assault execution. FLS/AF
•Linkup and withdrawal concept. •Fires. Most likely, the only support is CAS/NGF initially •Link up with Unit guides NLT P+3:00
on conduct of the airborne assault; however, upon air- •Conduct linkup with attached/OPCON
land or follow-on force arrival, fires battalion provides assets NLT P+3:30
Airborne Assault Sequence
1. Notification and Alert
lethal fires on identified enemy positions on or near •Assume control of the FLS/Runway
DZs/LZs to neutralize enemy forces and help set from TM CLEAR NLT P+3:45
2. Begin Out Load of Equipment
3. JACC/CP Launches
conditions for follow-on operations. •Establish marshaling area for follow on
•Sustainment. Once the lodgment or airhead is secure personnel and equipment NLT P+4:00
4. Load Heavy Equipment & Personnel
for air-land or follow-on forces to arrive to include a with A/DACG element
5. Pre-Assault Fires
6. Air Drop “A” Echelon
forward logistics element from the brigade support •Provide A2C2 for airspace in and
battalion (BSB), conduct of casualty evacuation, around the lodgment
7. Seize Assault Objectives
8. Repair Airfield
resupply, equipment recovery and refueling of vehicle • Phase IV (Follow on Combat
and aviation assets can begin in support of the ground Operations):
9. Airland “B” Echelon
10. Expand Lodgement Area
tactical plan. •Conduct A2C2 with STS/ATC
•Team Fires controls all indirect fires to include BN •Continue to receive airlands
mortars during the initial phase of the airborne assault..
•Mission command. The ABNAFC may deploy in a • Division selects brigade assault objectives.
mission command aircraft to provide mission command • Brigade selects battalion assault
oversight of the mission. objectives.
• Battalion selects company assault
objectives.

32
 Maneuver- Airborne Assault
Ground Tactical Plan
•Echelon Task Organization
•Method of Attack:
• Jumping or landing on tope of objective
• Jumping or landing near objective
• Jumping or landing at a distance from the
objective
•Method of Landing
•Multiple drop zones
•Single drop zone
Assault Objectives = Drives size of airhead
line
•Appropriate assault objectives
•Must control early in assault to accomplish
the mission or must control to enhance the
security of the airborne unit during the
establishment of the airhead.
•Allow for accomplish of mission essential
tasks
• Key terrain that dominates high speed
Avenue of Approach
• Enemy positions that threaten the
mission within airhead
• Must seize immediately
• A line connecting the assault
objectives becomes the airhead line
which determines the size of the airhead.
Security Forces
•Land early (mission sets screening force
transition to guard or covering force)
•Recon & Security line = 4 to 6 KM from
airhead line
•Mission
•Give the airhead early warning
•Develop intelligence, to include the
location, direction, and speed of enemy
forces
•Deny the enemy observation of and
direct and observed indirect fire on
airhead
•Deceive & disrupt the enemy
Special Teams
1. Light Airfield Repair Package
(LARP). A package of nine personnel,
one grader, one loader, and one SEE,
one roller, one 5 ton dump truck, and one
IV pallet with repair material for the
runway. This team will repair any
damage to the runway. Their equipment
can be part of a heavy drop during the
airfield seizure.
2. Special Tactics Team (STT). An Air
Force team that can be inserted with
Team Recon elements, to control combat
aircraft as part of pre-assault fires and
assess the condition of the airfield.
3. Airfield Departure and Arrival
Control Group (A/DACG). The Control
Group that will establish the marshaling
area for the follow-on forces.
4. Airfield Assessment Team (ATT).
An Engineer team that conducts the
preliminary reconnaissance of the
runway to locate any obstacles and then
evaluate the surface of the runway to
ensure it is large enough and hard
enough to support the aircraft expected
to land on the runway.
5. Combat Control Team (CTT). An Air
Force team trained and equipped to
rapidly establish and control drop,
landing, and extraction zone air traffic in
austere and hostile conditions
6. Air Traffic Control (ATC) Team. A
team that will operate the tower on the
flight landing strip and/or control aircraft
landing and departing the flight landing
strip.
FM 90-26(Dec 90)
FM 3-99 (Initial Draft) (2012)
Airfield Seizure Training Circular 82d
ABN, (May 05)
FIRE SUPPORT PLAN
The following fire support planning and coordination actions are
the responsibility of the IBCT/battalion during ground movement:
•Support the scheme of maneuver. The goal is to place the
maximum amount of indirect firepower on the ground as
quickly as possible.
•Control indirect-fire systems. Initially, control is decentralized;
an FO calls for fire directly to a fire support asset.
•Plan fires to block enemy avenues of approach (consider
family of scatterable mines [FASCAM] delivered by air).
•Plan fires to eliminate enemy resistance (groups and series in
the objective area).
•Plan fires to defend key terrain needed to link up with friendly
forces.
•Plan fires to support security/reconnaissance forces in the
objective area.
• Plan fires on top of, to the flanks, and beyond assault
objectives.
• Plan close air support.
•Plan final protective fires.
•Recommend priority of fires.
•Select initial FA and mortar positions that can be quickly
occupied from DZs and LZs.
•Select subsequent FA and mortar positions to provide combat
outposts and security forces.
•Coordinate Landing Plan. Planning and coordination of fire
support during the air movement and pre-assault fires are the
JTF‘s responsibility; he plans suppression of enemy air
defenses (SEAD) fires along the flight route and in the
objective area. Once on the ground, friendly positions are
marked. The airborne must ensure that pre-assault air strikes
are planned against other enemy positions in the objective
area.
•Pre-assault fires are planned as follows:
•On and around the LZ/DZ (alternate and false).
•On enemy air defense artillery.
•On enemy command, control, and communication.
•On enemy indirect-fire systems.
•Sequence and location of delivery for FA and mortars.
33
 Maneuver- Airborne Assault FM 90-26(Dec 90)
FM 3-99 (Initial Draft) (2012)

Key Terms
Airfield Seizure Training Circular 82d
ABN, (May 05)

• Airhead - A designated area in a hostile or threatened territory which, when seized and held, ensures the continuous air landing of troops and
materiel and provides the maneuver space necessary for projected operations. Normally it is the area seized in the assault phase of an
airborne operation (FM 1-02).
• Lodgement Area – An airhead or beachhead in a hostile or threatened area which, when secured, permits the delivery of forces and
supplies, and provides maneuver space for operations. Technically, an airhead becomes a lodgement upon receipt of the first airland aircraft.
• Airhead line - A line denoting the limits of the objective area for an airborne assault. The airhead line is bounded by assault objectives that
are operationally located to ensure that enemy fires cannot be brought to bear on the main objective and for friendly forces to conduct
defensive operations in depth (FM 1-02).
• Assault Command Post - A small command and control element, which is normally used to control operations during the initial airborne
assault. It transitions from its original configuration (ground perimeter assembly) after recovery and setup of heavy-drop vehicles.
• Stiner Aid - consists of a telescopic fiberglass pole and 1banner with case. When fully erected, stands approximately 15 feet tall, has a
visual symbol for daylight assembly, and chemlight holders in a distinct pattern for night assembly (82nd ASOP).
• Bump Plan - In movement, a bump plan describes in detail, which individuals and/or equipment in each designated load or chalk has priority
over the others. A bump plan is used when the means of transportation (airplane, helicopter, truck, ship) cannot carry all of a particular load.
(OPLAN GIANT III)
• Forcible Entry - is a joint military operation conducted against armed opposition to gain entry into the territory of an adversary by seizing a lodgement
as rapidly as possible in order to enable the conduct of follow-on operations or conduct a singular operation. (JP 3-18, 16 JUN 2008)
• Joint Airborne Advanced Party - The combination of the Combat Control Teams (comprised of Air Force personnel are organized, trained,
and equipped to provide aircraft terminal guidance) and Long Range Surveillance teams organized, trained, and equipped to deploy into the
objective area and conduct R&S operations before the deployment of the airborne force (FM 90-26).
• Joint Suppression of Enemy Air Defenses - A broad term that includes all suppression of enemy air defense activities provided by one
component of the joint force in support of another. Also called J-SEAD (FM 1-02).
• D-Day – The unnamed day on which a particular operation commences or is to commence (FM 1-02).
• X-Hour- The time that Crisis Action Planning begins. The X-Hour sequence, if initiated, would precede N-Hour notification. (82D RSOP)
• H-Hour- When used in connection with planned operations, it is the specific hour on which the operation commences. (82D RSOP)
• N-Hour– Time a unit is notified to assemble its personnel and began the deployment sequence. (82D RSOP)
• P-Hour - (FM 90-26) When the first paratrooper exits the aircraft.
• JACC/CP – Joint Airborne Communication Center Command Post.
• Intermediate Staging Base - A temporary location used to stage forces prior to inserting the forces into the host nation. (Army) A secure
staging base established near to, but not in, the area of operations. (FM 1-02).
• Light Airfield Repair Platoon (LARP) – During the ground tactical phase, the LARP is responsible to conduct hasty repairs on damaged
runways due to bombing and/or erosion and is capable of sustaining extensive airland operations. (OPLAN GIANT III)
• OPSKED - During the ground tactical phase, an OPSKED (operational schedule) is used to organize and rapidly transmit data to the
commander during the conduct of an airfield seizure. (OPLAN GIANT III)- also known as an Execution Checklist.
• SECOMP – Secure Enroute Communications Package which allows leaders to communicate while onboard aircraft enroute to an objective.
(FM 90-26)
34
 Maneuver- Airborne Assault
FM 90-26(Dec 90)
FM 3-99 (Initial Draft) (2012)
Airfield Seizure Training Circular 82d
ABN, (May 05)

AIRBORNE ACRONYMS CRITICAL TIMES (Example)

1. PPI: Personnel Point of Impact. P-1:00:
2. HEPI: Heavy Equipment Point of Impact. JACC/CP ON STATION.
P-:30:
3. A/DACG : Airfield Departure and Arrival Control Group PRE-ASSAULT FIRES.
4. CDS: Container Delivery System. P-:10:
5. CCT: Combat Control Team. HEAVY DROP.
6. ATC Team: Air Traffic Control Team. P-HOUR:
7. JACC/CP: Joint Airborne Communications Center/ Command Post. FIRST JUMPER EXITS FIRST AIRCRAFT.
AA ESTABLISHED
8. MACO: Marshaling Area Control Officer. P+-5:
9. JAAP: Joint Airborne Advanced Party. TF ELEMENTS ESTABLISH SECURE FM COMMAND NETS
10. AAT: Airfield Assessment Team. P+:25:
11. LARP: Light Airfield Repair Package. TEAM FIRES PREPARED TO SUPPORT TF.
12. HD: Heavy Drop. P+:30:
50% ASSEMBLED
13. SECOMP: Secure Enroute Communications Package. TEAM ASSAULT ATTACKS TO SEIZE KEY FACILITIES.
14. GTP: Ground Tactical Plan. P+:45:
15. STT: Special Tactics Team. TACSAT OPERATIONS ASSEMBLES IN ACP & TACSAT
16. ABCCC: Airborne Battlefield Command and Control Center. PLACED INTO OPERATIONS.
17. NGF: Naval Gunfire. P+1:00:
UNITS 90% ASSEMBLED.
18. ACP: Assault Command Post SET CONDITIONS FOR BATTLE HANDOVER FROM
JACC/CP TO GROUND ASSAULT CP
P+1:30:
TEAM ASSAULTS OBJs SEIZED.
P+2:00:
100% ASSEMBLED
TEAM ISOLATES INITIAL ASSAULT OBJs SEIZED.
P+3:45:
AIRFIELD OPERATIONAL. (FLS/AFLD/TAXIWAY CLEAR)
P+4:00:
AIRLAND BEGINS.
35
 ATTP 3-18.12 (Old FM 90-4)
Maneuver-WFF Air Assault Gold Book Jun 14

•An air assault is not synonymous with an air

movement.
Gold Book AIR ASSAULT
DELIBERATE •An air assault operation is an operation in which
H-HOUR
PLANNING TIMELINE H-HOUR

PZ POSTURE
assault forces,
•Using the mobility of rotary-wing assets
•Total integration of available firepower, maneuver AVIATION TASK FORCE REHEARSAL
•Under the control of a ground or air maneuver H-21-18 AIRCREW BRIEF
PFDR / SCOUT INSERTIONS
commander H-36-24

•Engage enemy forces or to seize and hold key H-48 AVIATION TASK FORCE OPORD BRIGADE REHEARSALS
SYNCHEX / GTP REHEARSAL PZ/MEDEVAC/FS/HOOKER TRAINING
terrain H-68
AMCM/AMB PFDR/SCOUT INSERTIONS
•They are precisely planned and vigorously executed H-72
AIR MISSION BRIEF
combat operations.
•They allow friendly forces to strike over extended
distances and terrain barriers to attack the enemy
when and where he is most vulnerable. H-86
AIR MISSION COORDINATION MEETING

H-96 BRIGADE OPORD

TIME AIR ASSAULT TASK FORCE DAY NIGHT DAY NIGHT DAY NIGHT
Air assaults are accomplished by forming and
CONSTRAINED employing an air assault task force.
The AATF is a temporary group of integrated
forces tailored to a specific mission under the
command of a single headquarters.
•Air Assault Task Force
•Ground Maneuver Force
•Air Maneuver Force

• Five basic plans comprise the reverse planning

sequence:

Figure 3-1. Battlefield organization

36
 NONCOMBATANT EVACUATION OPERATIONS (NEO)
Planning Considerations
• Will the operational environment be permissive, uncertain, or hostile.
JP 3-68 • What MNFs, NGOs, or IGOs will be operating in the area.
• What is the current situation in the country? In the embassy? Near the US citizens?
• Who is the senior US official in charge of the evacuation operation?
FM 3-07
• Who is the chain of command for US military forces?
• What is the relationship of the GCC and subordinate commander’s with the Ambassador?
• Is the embassy’s EAP available? Is it up to date?

Control Center Organization and Operations

Emergency Action Plan Checklist

• Name and title of American Official in charge of the evacuation ________________________________
• Is the operational environment permissive, uncertain, or hostile ________________________________
• What security will the HN or controlling authority provide _____________________________________
• What are the alternate evacuation, assembly, or reception sites available if required________________
• How many military personnel will be needed to assist in screening evacuees_____________________
• What is the policy on evacuees taking pets? How many______________________________________
37
 FM 3-52 Airspace Control
Planning Considerations Airspace Control Plan JP 3-52 Joint Airspace Control
What graphic control measures are required AFI 13-217 Drop Zone & Landing Operations
within an airspace control plan?
–NAI’s − Gun Target Lines Considerations for Joint ATS
–ROZ − Scheme of Maneuver
–Air Routes IOT achieve Joint Air Traffic Control AFI 13-217 must be utilized

What systems are required to execute AFI 13-217 dictates only the Landing Zone Controller (LZCO) or Landing Zone Safety Officer
operations within an airspace control plan? (LZSO) can communicate instructions to Air Force aircraft operating in the LZ
–CPOF − AFATDS
–BFT − FM An LZSO is the minimum personnel required and under VFR conditions the Air Force STT can
–TAIS − TACVIEW combine the LZSO and LZCO positions

What command support relationships are The LZSO position has multiple responsibilities that include coordinating fire/rescue coverage,
key in the execution of Joint Forced Entry? liaison with using unit Commander, monitoring of LZ surface, ground handling and
How should they be task organized? marshalling of aircraft, and deconfliction of artillery and CAS
–STT − R/W
–ATS − F/W The delegation of roles and responsibilities between Army ATS, the Air Force STT, and the
–UAS − BAE ADAM/BAE must be clearly depicted both in graphics, communications plan, and agreed
upon by all parties under the unity of command
Bottom-line: Joint Doctrine reinforces AFI
What are the Service Component regulatory
requirements to enable simultaneous 13-217, defining the roles and responsibilities
Operations IVO center line of the runway? to effectively establish Joint ATS
–UAS
–ATS Observations
–FARP Unit Airspace Control Plan (TAB F, Appendix 10 to Annex C)
–Fires
– Unit Airspace Plan (UAP) Must facilitate simultaneous airspace operations;
clearance of fires, clearance of airspace, F/W R/W UAS Graphic Control Measures
Required Outputs – ACOs Must include Joint FSCMs, ACMs or procedural control measures Must be Synchronized
Task Organization – JCOPs Must include ACO graphics; ineffective distribution of COP
– STT Joint ATS  Joint Unit Airspace Control Plan (ACP)
– ATS – Must consider Joint and Service Specific Regulations during the planning must be synchronized during MDMP IOT
prevent up to 3 different COPs
– UAS process to include Roles and Responsibilities of STT and ATS
Intelligence Collection Plan – Task Organization of ATS and STT under the BCT command structure Must  STT Vertical Airspace Must:
– NAI Development accomplish Joint Interoperability of ATS on LZ or they will inhibited Fires • have graphics in the ACO
Scheme of Maneuver and Initial Array of Forces • be disseminated as UAP, or at
Graphic Control Measures – Initial array of forces Must reference Service Specific guidance IOT accomplish P-Hour, the STT will control
– F/W − Sync Matrix simultaneous airspace operations; Fires & FARP separation IVO runway AGOs during JFE execution
– R/W − ACAs
Bottom-line: An insufficient Unit Airspace Control Plan and lack of Joint ATS with
– UAS − ROZs
defined roles and responsibilities with no reference of service specific Force Array
Concept of Fires Support guidance, negatively effects Unity of Effort IOT achieve the Commander’s Intent
Command and Control
38
Maneuver-WFF (Stability Operations)
Stability tasks are conducted as part of
operations outside the United States in
coordination with other instruments of national
power to maintain or reestablish a safe and
secure environment and provide essential
governmental services, emergency
infrastructure reconstruction, and humanitarian
relief (ADP 3-07)
During stability, one or more PRIMARY
STABILITY TASKS may be assigned to the BCT.
These are:
• Establish civil security.
• Establish civil control.
• Restore essential services.
• Support governance.
• Support economic and infrastructure
development.
The END STATE conditions are—
•A safe and secure environment.
•Established rule of law.
•Social well-being.
•Stable governance.
•A sustainable economy
STABILITY PRINCIPLES
• Conflict transformation.
• Unity of effort and unity of purpose.
• Legitimacy and host-nation ownership.
• Building partner capacity.
• Rule of law.
STABILITY PLANNING CONSIDERATIONS
•Recognize complexity.
•Balance resources, capabilities, and
activities.
•Recognize planning horizons.
•Avoid planning pitfalls.
ADP 3-07 (Stability)
ADRP 3-07 (Stability)
FM 3-90.6 (BCT)
Stability tasks occur in three phases
1. Initial Response
2. Transformation
3. Fostering Sustainability
Tactical Design Considerations
•Secure the populations and areas that
remain loyal.
•Reclaim the populations and areas that
support the insurgency.
•Eliminate the insurgency, politically,
militarily and philosophically.
•Develop Host Nation military and police
forces that—
Defend their own bases and other critical
sites.
Protect and secure all elements of the
populace equally.
Support the restoration of government
presence and control.
Aggressively oppose insurgency in order
to neutralize the insurgent leadership,
cadre, and combatants, through death,
capture, co-opting individuals, or forcing
them to leave
the area.
Promote normalcy and stability.
 Protect basic services.
Assist civic action projects.
•Help establish an HN legal framework and
C2 mechanisms to aid implementation of the
plan.
•Secure the critical infrastructure, to include
governmental and societal critical sites.
•Win the information war, specifically—
 Counter the insurgent’s propaganda.
Conduct friendly information
engagements.
•Continually analyze and assess the success
of the plan.
39
•When planning fires in the offense, units should
consider the following:
• Position indirect fire assets well forward to
exploit weapons ranges and preclude untimely
displacement.
• Plan fires for leading elements.
• Plan fires for the neutralization of bypassed
enemy combat forces.
• Plan preparation fires, when required, to
weaken the enemy's resistance. These fires
disrupt, destroy, or damage his defense.
• Plan targets to protect assaulting troops by
destroying, neutralizing, or suppressing enemy
direct fire weapons.
• Plan fires against enemy reinforcements during
the attack and to support friendly consolidations
once the objective has been seized.
•In the defense the following are considerations for
the fire support plan:
•Allocate initial priority of fires to the security force.
•Plan targets along enemy reconnaissance
mounted and dismounted AAs.
•Engage approaching enemy formations at
vulnerable points along their route of march with
•indirect fires and close air support (CAS) if
available.
•Plan the transition of fires to the MBA fight.
•Develop clear triggers to adjust fire support
coordinating measures (FSCM) and priority of
fires.
•Ensure integration of fires in support of obstacle
effects.
•Ensure integration of fires with BCT counterattack
plans and repositioning contingency plans.
•Integrate the emplacement of SCATMINEs into
the countermobility and counterattack plans.
Fires-WFF FM 3-90.6
•In stability operations, artillery units can perform such
doctrinal roles as:
•Quick reaction fire support for patrols and
counterinsurgency operations.
•Mortar and rocket counterfire.
•Show of force fire missions.
•Base security.
•Other planning considerations for fire support include:
•Developing procedures for the rapid clearance of fires.
•Increasing local security for firing positions of indirect
weapons.
•Enabling 360 degree firing capability in positions.
•Coordinating with host nation officials and security
forces in areas of operations.
•Establishing communications with host nation forces
and area control centers.
•Understanding the restrictions on the use of dual-
purpose improved conventional munitions and area
denial antipersonnel mine/remote antiarmor mine
system.
•Using illumination rounds to defuse belligerent’s night
activities.
•Using radars/artillery in a protection role for rapid
targeting and suppression of indirect fire attacks. Target Selection Standards Matrix (TSS)
coordinated fire line – (CFL) (DOD) A line beyond
which conventional and indirect surface fire
support means may fire at any time within the
boundaries of the establishing headquarters without
additional coordination. The purpose of the
coordinated fire line is to expedite the surface-to-
surface attack of targets beyond the
coordinated fire line without coordination with the
ground commander in whose area the targets are
located.
fire support coordiation line – (FSCL) (DOD) The
fire support coordination line applies to all fires of air,
land, and sea-based weapon systems using any type
of ammunition.. Supporting elements attacking
targets beyond the fire support coordination line must
ensure that the attack will not produce adverse
effects on, or to the rear of, the line. Short of a fire
support coordination line, all air-to-ground and
surface-to-surface attack operations are controlled by
the appropriate land or amphibious force
commander.
40
 Intelligence-WFF ATP 2-01.3

Offensive Planning Intelligence requirements generally associated with Intelligence requirements for specific offensive operations:
offensive operations: Movement to contact—
Determine what type of defense the enemy is employing: •Enemy location and intent.
•Area defense. •Location and time of potential meeting engagements.
•Mobile defense. •Location of danger areas (enemy defensive locations along routes,
•Retrograde. engagement areas, observation posts, and obstacles) where friendly
Determine location, disposition, and orientation of enemy defense: forces may encounter enemy forces.
•Main battle area. •Attack routes that protect friendly forces from ground observation or
•Battle positions. surprise by the enemy.
•Battle handover lines. •Natural and/or manmade obstacles along attack routes that can affect
•Obstacles. friendly advance.
•Engagement areas. •Location, type, and size of security forces along attack routes.
•Reserves. •Location of enemy flanks and other weak points in the enemy’s posture.
•Fire support assets. •Threats to friendly force flanks and rear.
•Specialty teams. •Location and extent of CBRN contaminated areas.
•Close air support and other aviation supporting the defense. Attack—
•Other assets supporting the defense. •Location of areas where friendly forces could become disoriented, such
Determine the enemy commander’s— as rough or restrictive terrain.
•End state. •The most favorable routes to the objective.
•Objectives. •Areas friendly forces can use to support flanking fire and maneuver,
•Decision points. such as support by fire and attack by fire positions.
•Decisive point. Exploitation—
•Failure option. •Location of enemy reserves prior to commitment.
Determine enemy commander’s intent for— •Location of enemy countermobility assets prior to their employment on
•Denial and deception operations. routes friendly forces are using to conduct the exploitation.
•Information activities. •Location of enemy forces attempting to reestablish the defense.
•Reconnaissance and surveillance. •Location of enemy logistics and/or resupply operations.
•Fires. Pursuit—
Identify terrain and weather effects that support enemy defensive •Possible routes the enemy might use to conduct retrograde operations.
tasks: •Availability and condition of pursuit routes.
•Physical areas that allow the commander to tie in obstacles and •Location and accessibility of blocking points.
battle positions to existing terrain features. •Location of critical terrain features that affect enemy and friendly
•Air and ground AAs (close air support, reserve, and movement.
counterattack forces). •Location of enemy uncommitted forces.
•Terrain that canalizes attacking forces. •Identity of fire support and air assets that can affect friendly force
•Prevailing winds, temperature inversion, humidity, precipitation, movement.
visibility, illumination, and other weather effects. •Indications the enemy can no longer maintain defensive positions nor
Identify terrain and weather effects that support friendly movement and cohesively execute defensive tasks.
maneuver: •Indications the enemy can only conduct limited counterattacks.
•Air and ground AAs. •Indications the enemy is increasing reconnaissance efforts.
•Primary and alternate attack routes. •Indications the enemy is destroying weapons and equipment.
•Landing zones. •Decrease of enemy indirect fire throughout the AO (intensity and
•Terrain management (mission command). effectiveness).
•Prevailing winds, temperature inversion, humidity, illumination, •Increase of enemy indirect fire in one or more sectors of the front at a
and other weather elements. time when the amount of overall defensive fires is decreasing.
Determine the impact of civil considerations and displaced civilians on •Indications of retreating forces.
friendly and enemy operations: •Location of enemy second echelon defensive lines.
•Rural communities. •Location, type, strength, and size of bypassed units.
•Refugee camps. •Presence of new forces on the battlefield.
•Refugee movement.
•Aid organizations located in the AO.
•Indications of increased resistance.
41
 Intelligence-WFF
Defensive Planning Intelligence requirements generally associated with
offensive operations:
Determine, locate, and/or track the enemy’s main and supporting efforts.
•Locate and/or track enemy reserves.
•Locate and/or track enemy reconnaissance assets.
•Identify enemy’s use of special munitions (CBRN, artillery
scatterable mines).
•Locate and/or track enemy close air support.
•Locate enemy information capabilities.
•Identify enemy deception operations.
•Determine enemy commander’s end state.
•Determine enemy commander’s objectives.
•Determine enemy commander’s decision points.
•Determine enemy decisive point.
•Determine enemy’s failure option.
Determine enemy commander’s intent for—
•Reconnaissance and surveillance.
•Fires.
•Denial and deception.
•Defensible terrain.
•Battle positions.
•Engagement areas.
•Indirect fire assets positions.
•Counterattack routes for reserves plan.
Develop NAIs/TAIs for indirect fire and close air support.
Determine the impact of civil considerations and displaced civilians on
friendly and enemy operations for—
•Rural communities.
•Refugee camps.
•Refugee movement.
•Aid organizations located in the AO.
Intelligence requirements for specific defensive operations:
Area defense—
•The location of natural lines of resistance, well-defined AAs, IVLs,
and other terrain features that support defensive tasks.
•Whether the terrain better supports a forward defense or a defense
in depth.
Mobile defense—
•Methods to deceive the enemy regarding the purpose of the
defense.
•Terrain that will hide the striking force.
Retrograde—
•Possible routes friendly forces can use to conduct retrograde
operations.
•Possible pursuit routes enemy forces may use.
•Blocking points enemy forces may use to prevent the retrograde.
•Areas enemy movement can be disrupted through the use of
obstacles, indirect fire, and close air support.
ATP 2-01.3
Stability Planning Intelligence requirements generally associated with
stability operations:
Determine the drivers of instability.
Determine the nature or type of insurgency.
Identify popular support for the insurgency (active or passive, tribal, ethnic,
other).
Determine the insurgent strategy.
Identify all external state and nonstate actors attempting to influence US
operations and objectives (negative influencers).
Determine the insurgent’s’ and influencers’ motivations/strategic goals.
Determine the insurgents’ and influencers’ operational objectives.
Identify the insurgents’ and influencers’ capabilities and vulnerabilities.
Identify routes and locations used to transport weapons, equipment,
personnel, money, media, and ideas into the AO.
Identify TTP used by insurgents and negative influencers.
Identify locations, methods, and operations of organizations within the AO
and area of interest aiding insurgents and negative influencers.
Identify good locations for friendly observation posts, checkpoints,
engagement areas, and friendly approach and withdrawal routes.
Identify civil groups and populations that are vulnerable to insurgent or
negative influence.
Locate sectarian and ethnic enclaves.
Locate sectarian fault lines.
Identify conditions that can promote popular opposition to insurgents and
negative influencers.
Understand the population—
•Identify and define the dominant and secondary cultures in the AO
and area of interest.
•Determine how the society – groups, institutions, organizations, and
networks – functions (social network analysis).
•Identify languages spoken by the society, the insurgents, the
negative influencers, and security forces.
•Identify social manners, behaviors, and nonverbal cues to aid in
communicating through interpreters.
•Identify formal and informal powers and authorities, including power
holders and associated groups and organizations.
•Identify basic needs of the population: food, water, clothing, shelter,
medical treatment, security.
•Identify economic well-being.
•Identify political participation or participation in governance.
42
 Sustainment-WFF
FM 3-90.6

BCTs are organized with the Defensive Operations Stability Operations

self-sustainment capability •Ensure that supply routes do not interfere with Flexibility to support varying task organizations.
maneuver or obstacle plans but still support the Indigenous support through the use of contracting and local
for up to 72 hours of combat. full depth of the defense purchase of supplies, facilities, utilities, services,
Beyond 72 hours, sustainment •Coordinates with the CBRN officer to ensure labor/manpower, and transportation support systems. Existing
organizations at the division and there are appropriate routes for contaminated indigenous facilities such as roads, ports, airfields, and
corps levels are required to equipment. communications systems.
conduct replenishment of the •Coordinates with the forward support company Development or improvement of the indigenous capabilities
commander for the possible use of prestocked for self-support for the eventual transfer of responsibilities to
BCT’s combat loads. That classes of supply (class [CL] IV and V). the host nation.
replenishment is a function of •Health service support (HSS) considerations for Economy of resources.
the higher headquarters defensive operations include: Availability and employment of health services.
sustainment brigade(s). •Medical personnel have much less time to Sustainment elements may provide support for coalition,
reach the patient, complete vital emergency governmental agencies, and civilians when authorized by law.
medical treatment, and remove the patient Operational contract support is an effective force multiplier.
Offensive Operations
from the battle site. Increased consumption of classes I, III, IV, and VIII supplies.
•The objective of sustainment is to
•The enemy’s initial attack and the BCT’s Requirement to sustain internment/resettlement compounds,
assist the commander in maintaining
counterattack produce the heaviest patient facilities, and camps
the momentum.
workload. These are also the most likely times
•Key to successful offensive
for enemy use of artillery and CBRN weapons.
operations is the ability to anticipate
•The enemy attack can disrupt ground and air
the requirement to push support
routes and delay evacuation of patients to and
forward through a wide dispersion of
from treatment elements.
forces and along lengthy lines of
The depth and dispersion of the defense
communication (LOC).
create significant time-distance problems for
•During offensive operations, certain
evacuation assets.
requirements present special
challenges. The most important
materiel is typically:
•Fuel (Class III bulk)
•Ammunition (Class V),
•Class VII\
•Movement control,
•Medical evacuation.
•Commanders and staffs must
consider establishing aerial resupply
and forward logistics bases to sustain
operations.

43
 ADP 3-37 & ADRP 3-37
Protection-WFF

Protection Supporting Tasks (14): Risk Management Process Scheme of Protection

1. Conduct Operational Area Security 1. Identify Hazards 1. Develop Protection Priorities
2. Safety & Risk Mgmt (Fratricide Avoidance) 2. Assess Hazards 2. Air/Missile Defense Positioning
3. OPSEC 3. Develop Controls 3. Acceptable Risks Identified
4. Implement Controls 4. Protected targets and areas
4. S2 Intelligence Support to Protection
5. Personnel Recovery actions
5. Physical Security 5. Supervise/Evaluate
Deliberate Risk Asmt Worksheet, DD Form 2977 6. MOPP Levels
6. Anti-terrorism measures 7. EOD and Hazard Guidance
7. Survivability Operations 8. OPSEC Risk Tolerance
Risk Mgmt integration is the primary 9. Fratricide Avoidance
8. Conduct Law & Order (MP’s)
responsibility of the BCT Protection 10. ROE Impact
9. Force Health Projection Coordinator or BN S3 11. Obscuration
10. CBRN Operations
11. EOD Support
12. Coordinate Air and Missile Defense EEFI
Essential Elements
13. Personnel Recovery of Friendly
14. Internment and Resettlement Information
The critical aspects of
a friendly operation
that, if known by the
Key Protection References: enemy, would
•ADP 3-37 and ADRP 3-37, Protection subsequently
•ATP 5-19, Risk Management, April 2014 compromise, lead to
failure, or limit
•FM 3-01, Air/Missile Defense Operations success of the
•FM’s 3-11.3, 3-11.4, 3-11.5, CBRN Avoidance, operation, and,
•Protection, Decontamination therefore, must be
protected from
•FM 3-39, MP Operations FM 5-103, Survivability enemy detection.
•FM 3-50.1, Personnel Recovery FM 3-37.2, AT (FM 3-13)

Protection Warfighting Function – related tasks and systems that preserve the force so the Commander can apply maximum combat
power to accomplish the mission. Protection focuses on preserving the force and protecting personnel and equipment.
44
 ADP 6-0, C1
Mission Command-WFF ADRP 3-0
FM 3-90.6

Mission Command warfighting function is the related tasks and systems that
develop and integrate those activities enabling a commander to balance the art of
command and the science of control in order to integrate the other warfighting
functions (ADRP 3-0).
BCTs are structured to command and control their BSB CP performs the following functions for the BCT: Command and control (C2) is the
operations through two command groups and three •Tracks the current battle so it may anticipate support exercise of authority and direction by a
primary CPs: requirements before units request them. properly designated commander over
•Main CP. •In contiguous operations, serves as units’ entry point assigned and attached forces in the
•Tactical command post (TAC CP). to the BCT’s area of operations. accomplishment of a mission:
•BSB CP. •Monitors main supply routes (MSR) and controls •Command is the authority that the
sustainment vehicle traffic. BCT commander and subordinate
Main CP functions include the following:
•Coordinates the evacuation of casualties, commanders lawfully exercise over
•Synchronizing all aspects of decisive, shaping, and
equipment, and detainees. subordinates by virtue of rank or
sustaining operations.
•Coordinates movement of personnel killed in action assignment.
•Monitoring the current fight.
(KIA). •Control is the regulation of the
•Coordinating fires and effects.
•Coordinates with the sustainment brigade for BCT and the warfighting functions
•Planning for future operations.
resupply requirements. to accomplish the mission in
•Monitoring and anticipating commander’s
•Assists in operation of a detainee collection point. accordance with the commander’s
decision points and CCIR.
•Provides ad-hoc representation, as required or intent.
•Coordinating with higher HQ, adjacent or lateral
directed, to the main CP in support of the
units and informing them of ongoing missions.
sustainment cell. All CPs have the responsibility to
•Supporting the commander’s SU through IM.
conduct the five basic functions of
•Planning, monitoring, and integrating airspace
information management (IM):
users.
•Collect relevant information.
•Develop and implement safety and occupational
•Process information from data to
health, risk management, and accident prevention
knowledge.
requirements, policies, and measures. •Store relevant information for timely
TAC CP functions include the following: retrieval to support C2.
•Control current operations. •Display relevant information tailored
•Provide information to the COP. for the needs of the user.
•Assess the progress of operations. •Disseminate relevant information.
•Assess the progress of higher and adjacent units.
•Perform short-range planning.
•Provide input to targeting and future operations
planning.
•Provide a facility for the commander to control
operations, issue orders, and conduct rehearsals 45
46
Concept of Support: 111th BSB, located at FOB Phase I: RIP with 1-52 BCT:
Sword provides direct support to units and
conducts replenishment operations of all supplies
All units occupy their respective FOB and establish supply
distribution points.
CONCEPT OF SUPPORT
to BN FOBs. FSCs provide direct support to units Phase II: SASO:
operating from BN FOBs, and conduct 111th BSB and the FSCs supply water, CL I, II, IIIp, III (B), IV, V, VIII, and IX to 2/101 BCT via distribution based logistics.
replenishment operations of all supplies to BN Priority of Support: MND-T Units – 1/21 BCT; 2/21 BCT; 2/101 BCT 2/101 BCT: 1-123; 2-123; 1-75; 3-456
company areas and JCOP/JSS. Redundant
FOB WARRIOR FOB SPIRIT
distribution methods will be available through use G/111th FSC (1-456)
of rotary re-supply E/111th FSC (1-123)

CL I:
• Ration cycle is A-M-A in all FOBs FOB SWORD
• MRE Stockage Objectives (JCOP/JSS 3 DOS; Unit 3 DOS; 111th BSB
FSC 3 DOS; BSB 3 DOS)
• Bulk water will be delivered to each FOB (6K/FOB/Day)
• Bottled Water not available.
• 111th BSB maintains CL I primary account at FOB Sword NFP
• KBR operates DFACs on all FOBs FOB ANVIL
• Units will provide a POC for DFAC oversight at each FOB D/111th FSC (1-11 CAV)
• Ration cycle is M-M-M at LFX; Units rotate with 5 gallon BSB PUSH F/111th BSB (2-123)
water cans through LFX
CL II: FSC PUSH FOB FORGE
• Units must deploy with 15 DOS E/111th ASB
• Limited supplies are available on an emergency basis AIR RESUPPLY (1-789)
• Request emergency CL II through 111th SPO
• Submit Classified Map requests through S2 channels CL IX:
CL III: • Units deploy with QSS,
• All units must fill bulk fuel assets and wheeled vehicles • A/111th Deploys with ASL
• High Priority issued through J4 on a fill or kill basis
EVAC TIME PLANNING FACTORS
prior to FOB occupation. Coordinate with 111th SPO prior
to filling • QSS for 900 series drawn during PREPO TIME (MIN)

R
• CL III (P). Limited supplies are available on an emergency

E
FO D
IO

IT
W IL

R
RG
CSSAMO:

IR
basis. Units must deploy with and maintain 25 DOS

O
AR
AN

SP

SW
• Units will ensure PPE, spill and fire protection equipment • All units will deploy with their CASI/VSAT into JOA Bear
is on hand for fuel operations • STAMIS Gunnery conducted by unit on NFP (12 JUL 07)

TIME (MIN)
CL IV: • Units will perform backup on a daily basis ANVIL 33 20 15 38
• CL IV Kits will be pushed to FSC starting D-5 (20 Jul) • CSSAMO support is available by contacting 111th SPO at WARRIOR 6 18 24 6
• 2 BCT S4 maintains the CL IV primary account FOB Sword SPIRIT 3 6 7.5 17
CL V: SWORD 2 4 1 23
• Units will be issued 60% ABL at FOB Sword on D-9 (16 Re-supply routes: FORGE 5 1 3 4
JUL). Basic load will be stored and maintained at unit • Primary means of re-supply is ground.
FOBs • Main Supply Route (MSR) for re-supply and distribution
• Request EOD support through the BCT Engineer is Route Steele AIR (216 KPH, 120 KNOTS)
• 111th BSB maintains the CL V (Blank/Replicated) primary • Alternate Supply Route (ASR) for re-supply and GROUND (ROM 40 KPH, 25 MPH)
account. distribution is Route Gold to Route Zinc
CL VII: • Emergency re-supply is available via aerial delivery NFP: FOB Spirit:
• Initial PREPO Draw (35 pieces) on 9 JUL 07 620Th CSSB 1-456 FA BN
• Main Draw of 11-13 JUL Mortuary Affairs:
• Total 4 HR (Vehicle, COMMO, Weapon Mounts, BII) • Units designate personnel to assist with recovery FOB Sword:
FOB Forge:
• Steering wheel/BII locks, drip pans not provided • Recover, transport and store remains IAW MA SOP and HHC/2/101 BCT
1-101 AVN TF
CL VIII: 111th BSB MA NCO 2-101 BSTB
865 CSH
• Medical supplies are coordinated through the BMSO • Coordinate with 111th SPO for backhaul 111 BSB
located at FOB Sword • Maintain accountability of all personal effects
• Level I & II treatment facilities will maintain 3 DOS CL VIII • Coordinate with BSB SPO MA NCOIC for disposition FOB Warrior: FOB Anvil:

47
and fully stocked before D-1 • Primary method of trans is via convoy backhaul 1-123 IN BN 2-123 IN BN
1-11 CAV
 Command & Support Relationships
Organic
The Army establishes organic command relationships through organizational documents such
as tables of organization and equipment and tables of distribution and allowances. If
temporarily task-organized with another headquarters, organic units return to the control of
their organic headquarters after completing the mission.
Assigned
Assign is to place units or personnel in an organization where such placement is relatively
permanent, and/or where such organization controls and administers the units or
personnel for the primary function, or greater portion of the functions, of the unit or
personnel (JP 3-0). Unless specifically stated, this relationship includes administrative
control.
Attached
Attach is the placement of units or personnel in an organization where such placement is
relatively temporary (JP 3-0). A unit that is temporarily placed into an organization is
attached.
Operational Control
Operational control is the authority to perform those functions of command over
subordinate forces involving organizing and employing commands and forces, assigning
tasks, designating objectives, and giving authoritative direction necessary to accomplish
the mission (JP 1).
Tactical Control
Tactical control is the authority over forces that is limited to the detailed direction and
control of movements or maneuvers within the operational area necessary to accomplish
missions or tasks assigned (JP 1). Tactical control allows commanders below combatant
command level to apply force and direct tactical use of logistic assets but does not provide
authority to change organizational structure or direct administrative and logistical support.
ADRP 5-0 Chapter 2
FM 6-0, Annex B
Direct support is a support relationship requiring a force to support another specific
force and authorizing it to answer directly to the supported force’s request for
assistance (ADRP 5-0). A unit assigned a direct support relationship retains its
command relationship with its parent unit, but is positioned by and has priorities of
support established by the supported unit. (Joint doctrine considers direct support a
mission rather than a support relationship.)
General support is that support which is given to the supported force as a whole
and not to any particular subdivision thereof (JP 3-09.3). Units assigned a GS
relationship are positioned and have priorities established by their parent unit.
Reinforcing is a support relationship requiring a force to support another supporting
unit (ADRP 5-0). Only like units (for example, artillery to artillery) can be given a
reinforcing mission. A unit assigned a reinforcing support relationship retains its
command relationship with its parent unit, but is positioned by the reinforced unit. A
unit that is reinforcing has priorities of support established by the reinforced unit,
then the parent unit.
General support-reinforcing is a support relationship assigned to a unit to support
the force as a whole and to reinforce another similar-type unit (ADRP 5-0). A unit
assigned a general support-reinforcing (GSR) support relationship is positioned and
has priorities established by its parent unit and secondly by the reinforced unit. For
example, an artillery unit that has a GSR mission supports the force as a whole and
provides reinforcing fires for other artillery units.
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 Combined Arms Rehearsal
The four types of rehearsals are—
•Backbrief.
•Combined arms rehearsal.
•Support rehearsal.
•Battle drill or SOP rehearsal
•A backbrief is a briefing by subordinates to
the commander to review how subordinates
intend
to accomplish their mission.
•The support rehearsal helps synchronize
each warfighting function with the overall
operation.
•A battle drill or SOP rehearsal ensures that all
participants understand a technique or a
specific set of procedures. (most common for
platoons, squads, and sections)
PROPOSED AGENDA/SCRIPT
1) INTRO AND OVERVIEW
a. Roll call.
b. Review products
c. Orientation to terrain model
d. Review Task Org
e. Overview of OE
f. Designate the time….
2) ACTIONS TO BE REHEARSED
a. Critical Events
b. Decision Points
3) SEQUENCE OF EVENTS
a. Ground Rules
b. Friendly Actions (initiate Critical Event)
c. En/Local Population reactions
d. Friendly counter actions
e. PIR answered/Decision made
f. Consequence Management
considerations
g. ID Critical Events end time/End State
achieved
FM 6-0. Chapter 12
A combined arms rehearsal is a rehearsal in
which subordinate units synchronize their plans
with each other. A maneuver unit headquarters
normally executes a combined arms rehearsal
after subordinate units issue their operation
order. This rehearsal type helps ensure that
subordinate commanders’ plans achieve the
higher commander’s intent.
Generic Rehearsal Steps
Step 1 – Enemy Forces Deployed
Step 2 – Friendly Forces Deployed
Step 3 – Initiate Action
Step 4 – Decision Point
Step 5 – End State Reached
Step 6 - Reset
h. Address/resolve recorded “War stoppers” c. Sustaining Unit (STB, BSB) Actions:
i. Repeat as required each Critical Events Task Organization
Concept of Support
4. CRITICAL EVENT
Array of Forces
ACTION/REACTION/COUNTERACTION
Task / Purpose/Commitment Triggers
IN-ORDER RESPONSE CHECKLIST:
Issues & Concerns. d. Enemy/ Local Population
a. BCT Staff/ WFF rep /Actions:
•HHQ assets and capabilities in support Reactions:
•Priority of Support e. Friendly Unit Counteractions and end State:
•Critical actions or tasks with associated purposes 5. REVIEW ASSOCATIATED RISK, ISSUES
AND DUE OUTS
and triggers
•Communications/ coordination requirements 6. TIMELINE
•Issues or concerns 7. COMMENTS
8. CLOSING COMMENTS AND CDR’S
b. Maneuver Unit / Actions:
•Mission GUIDANCE
•Task Organization 9. DISTRIBUTION CONSOLIDATED
•Array of Forces to company level and specialty platoons GRAPHICS
Scheme of Maneuver and associated triggers
•NAIs/ Targets planned/ observed and associated PIR
•P-A-C-E communications plans
•Task & Purpose by Company/Specialty Platoons
49
•Issues or concerns.
 Information Collection Rehearsal
•A review of items that must be
verified (rehearsed) during the
Information Collection Rehearsal:
•CCIR
•DST
•DSM
•Information Collection Plan
PURPOSE The following personnel will participate in the
Information Collection (IC) brigade Information Collection rehearsal:
•BCT S3
rehearsals is important •BCT S2
for ensuring the •BDE MICO
synchronization of the I/C •S6 Rep
•BDE Collection Manager
plan with the scheme of •TF S2s
maneuver. •TF S3s
•TF Scout PLs
Generic Rehearsal Steps
Step 1 – Enemy Forces Deployed
•Any other personnel who have
Step 2 – Friendly Forces Deployed responsibility to execute a portion of the IC
Step 3 – Initiate Action plan.
Step 4 – Decision Point
Step 5 – End State Reached
Step 6 - Reset

PROPOSED AGENDA/SCRIPT
•Information Collection Rehearsal Agenda
Topics
•Roll Call
•Rehearsal Introduction and Overview
• Standards for a Successful
Rehearsal
• Rehearsal Site Layout or Medium
• Review Agenda/Rehearsal Subjects
& Sequence, Including Part of
Operation/Events to be Rehearsed
• Designate Timeline for Event,
Including NLT End Time
• AAR Format and Time
• Procedures for Incorporating
Changes from Rehearsal into
OPORD
• Issue Supplemental Materials
•Participant Orientation to Terrain
•Operational Environment Overview
•Enemy Situation/COA
•Friendly Situation/COA
•Higher Headquarters CCIR (PIR)
•Overview of Higher Headquarters
Plan, Including Priorities of
Support, Collection Objectives/Key
Tasks, Overview of Collection
Tasks Assigned to BDE
•Expected Decisions Supported by
Collection Plan
•BDE CCIR (PIR)
•BDE Collection Plan, Including
Priorities of Support, Collection
Objectives/Key Tasks, Priority for
Dynamic Retasking, Reporting
Procedures/Architecture (Present
Plan by Phase, Critical Event, or
Other Established Time Interval)
•Expected Decisions Supported by
Collection Plan
•Subordinate Units, in Sequence,
CCIR (PIR), and Collection Plans
•MI CO Actions
•Expected Enemy Actions/Reactions
•Possible Civilian Considerations
•Review Recorder’s Notes and
Address/Resolve Recorded “War
Stoppers”
50
 Fire Support Rehearsal
•A review of items that must be verified PURPOSE
(rehearsed) during the fire support Fire support rehearsals are
rehearsal:
important for ensuring the
•The Target List
synchronization of the fire
•Observers
support plan with the
•Observation Plan
scheme of maneuver.
•Triggers for Events
•Timing of Events
Generic Rehearsal Steps
•Fire Unit Assignments
Step 1 – Enemy Forces Deployed
•Volume of Fire
Step 2 – Friendly Forces Deployed
•Priority of Targets Step 3 – Initiate Action
•Communications Step 4 – Decision Point
Step 5 – End State Reached
•Fire Support Coordinating Measures
Step 6 - Reset
PROPOSED AGENDA/SCRIPT
1) INTRO AND OVERVIEW 3) SEQUENCE OF EVENTS
a. Roll call. a. Deploy the enemy
b. Review Concept of Fires b. Deploy the friendly
c. Review guidance a. Unit locations
c. Orientation to terrain model b. FSCM
d. Review Target List c. Engage the target
e. Review Fire Support Matrix d. Assessment (BDA)
f. Review Fire Support Control 4. IN-ORDER RESPONSE CHECKLIST:
Measures a. Target grid location
g. Ground Rules b. Trigger point
h. Designate the time…. c. Engagement criteria
2) ACTIONS TO BE REHEARSED d. Primary & backup observer
a. Critical Preplanned Targets e. Communication method
b. Review fire mission procedures f. Method of engagement & attack guidance
c. Close Air Support g. Radar target handoff
d. Counterfire h. Clearance of fires
i. Desired effects
The following personnel will participate in the brigade
fire support rehearsal:
•All Company/Team FSOs
•All platoon FOs
•All Battalion/TF FSOs/FSEs
•Bde FSO/FSE
•DS and Reinforcing artillery battalion S-3, S-2, FDO
•FSCOORD
•ALOs, ETACs, TACPs, and heli-FACs
•All COLTs
•All aerial observers
•Radar tech/radar section
•All mortar plts/sections (both battalion and
company)
•Any other personnel who have responsibility to
execute a portion of the fire support plan.
5. REVIEW ASSOCATIATED RISK,
ISSUES AND DUE OUTS
6. TIMELINE
7. COMMENTS
8. CLOSING COMMENTS AND CDR’S
GUIDANCE
9. DISTRIBUTION CONSOLIDATED
PRODUCTS:
a. Target List
b. Fire Support Matrix
c. FSCM
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 Mission Command Rehearsal FM 6-0. Chapter 12

BCTs are structured to command PURPOSE

and control their operations through Mission Command rehearsals
two command groups and three ensures that the C2 platforms
primary CPs: are synchronized to support
•Main CP. the command of the scheme
•Tactical command post (TAC CP). of maneuver.
•BSB CP.
Generic Rehearsal Steps
Step 1 – Enemy Forces Deployed
Step 2 – Friendly Forces Deployed
Step 3 – Initiate Action
Step 4 – Decision Point
Step 5 – End State Reached
Step 6 - Reset

PROPOSED AGENDA/SCRIPT
h. Address/resolve recorded “War stoppers”
1) INTRO AND OVERVIEW c. Sustaining Unit (STB, BSB) Actions:
i. Repeat as required each Critical Events Task Organization
a. Roll call.
4. CRITICAL EVENT Concept of Support
b. Review products
ACTION/REACTION/COUNTERACTION Array of Forces
c. Orientation to terrain model
IN-ORDER RESPONSE CHECKLIST: Task / Purpose/Commitment Triggers
d. Review Task Org
a. BCT Staff/ WFF rep /Actions:
e. Designate the time…. Issues & Concerns. d. Enemy/ Local Population
•HHQ assets and capabilities in support Reactions:
2) ACTIONS TO BE REHEARSED
•Priority of Support e. Friendly Unit Counteractions and end State:
a. Critical Events
•Critical actions or tasks with associated purposes 5. REVIEW ASSOCATIATED RISK, ISSUES
b. Decision Points
and triggers AND DUE OUTS
3) SEQUENCE OF EVENTS
•Communications/ coordination requirements 6. TIMELINE
a. Ground Rules
•Issues or concerns 7. COMMENTS
b. Friendly Actions (initiate Critical Event)
b. Maneuver Unit / Actions:
c. En/Local Population reactions 8. CLOSING COMMENTS AND CDR’S
•Mission
d. Friendly counter actions GUIDANCE
•Task Organization
e. PIR answered/Decision made 9. DISTRIBUTION CONSOLIDATED
•Array of Forces to company level and specialty platoons
f. Consequence Management GRAPHICS
Scheme of Maneuver and associated triggers
considerations
•NAIs/ Targets planned/ observed and associated PIR
g. ID Critical Events end time/End State
•P-A-C-E communications plans
achieved
•Task & Purpose by Company/Specialty Platoons
•Issues or concerns.

52
 Sustainment Rehearsal FM 6-0, Chapter 12

A Sustainment rehearsal helps Considerations:

Synchronize each WFF with the overall
operation. Throughout preparation, units conduct 1. How does an effective Sustainment
Sustainment rehearsals within the framework of Rehearsal improve logistics
a single or limited number of WFFs. These synchronization?
rehearsals typically involve coordination and 2. Were friction points in the Concept of
procedure drills for AV, Fires, ENG support, or Support identified in the Sustainment
CASEVAC. Sustainment rehearsals and CARs Rehearsal?
complement preparations for the operation. 3. Was the plan war-gamed?
Units may conduct rehearsals separately and 4. Was the COS validated after
then combine them into full-dress rehearsals. Sustainment Rehearsal and BDE CAR?
Although these rehearsals differ slightly by WFF, 5. Was logistics synchronized with
they achieve the same result. operations?
6. Did the rehearsal assist in visualizing
the fight?
PROPOSED AGENDA/SCRIPT
b. SPO (continued)
g. Bn Chaplain briefs spt plan
1) INTRO AND OVERVIEW 1. Medical support/CASEVAC
h. Task Force XOs
a. Roll call. 2. Maintenance
b. Orientation to terrain model 1. Issues/concerns
3. Mortuary affairs support plan
c. Review Task Org 2. Decision points
4. SASMO
d. Overview of OE i. Brigade XO
5. S6 P.A.C.E. plan (up & down) 1. Issues/concerns
e. Review Mission Statement 6. BDE S1
f. Introduction of recorder 2. Adjusted timeline
7. Chaplain
2) ACTIONS TO BE REHEARSED 8. BDE S4
a. Concept of Support (by phases) 4. REVIEW RISK ASSESSMENT
9. Decision points (DSM)
b. Decision Points
c. Forward Support Company’s (FSC) 5. REVIEW RECORDER’S LIST OF ISSUES
3) SEQUENCE OF EVENTS
backbrief
a. SPO (commodity mgrs brief)
1. Task Org 6. COMMENTS BY TASK FORCE UNITS
1. Overview of FOBs/location of
2. Task & purpose
Sustainment Assets
2. MSR/ASR overview 3. Concept of support supported 7. CLOSING COMMENTS AND BSB
3. Transportation units CDR/BDE XO’S GUIDANCE
4. Class I 4. LOGSTAT reporting procedures
5. Bulk water 5. P.A.C.E. plan up & down 8. DISTRIBUTION CONCEPT OF SUPPORT
6. Class III d. Med Platoon Ldr brief Med Spt Plan WITH CORRECTIONS.
7. Class IV (if required) e. Bn S1 briefs personnel spt plan
8. Class V f. Bn S4 briefs equip/log plan
53
 FM 6-0
Commander’s MDMP Tasks
The Commander focuses on three necessary tasks to ensure mission accomplishment: 1) Drive the Operations Process; 2)
Understand, visualize, describe, direct, lead, assess operations; and 3) Develop teams.

1. Analyze Higher HQ Mission Orders (WARNO, FRAGO, OPORDER)

2. Develop & maintain Commander’s Running Estimate – summarize the problem
3. Develop & issue initial Commander’s planning guidance
4. Develop initial Commander’s Intent (Purpose, Key Tasks, Endstate)
5. Take MA, COA DEV, and COA Analysis Briefings
6. Approve Mission Statement and Problem Statement
7. Approve initial CCIR & EEFI
8. Lead Inform and Influence activities
9. Select a COA to best accomplish the mission
10. Participate in COA Analysis (Wargaming) when possible
11. After selecting a COA, issue final planning guidance (includes refined Intent)
12. Review and approve Mission Orders before reproduction/dissemination
13. Take OPORD briefing and confirmation briefs from subordinate Commanders
14. Take back-briefs from subordinates after they complete their Mission Order
15. Read Subordinate Mission Orders – check for synchronization, integration,
coordination, nesting with OPORD
16. Command the rehearsal; lead an AAR after the rehearsal to make modifications to
existing plan, then reiterate CO’s intent, provide last minute reminders/instructions
17. Attend Subordinate Combined Arms Rehearsals (start with Decisive Operation)

54